【行业报告】亚开行-专用和共享资源促进定制供应链弹性（英）-2023.5_市场营销策划_2023年市.docx

《【行业报告】亚开行-专用和共享资源促进定制供应链弹性（英）-2023.5_市场营销策划_2023年市.docx》由会员分享，可在线阅读，更多相关《【行业报告】亚开行-专用和共享资源促进定制供应链弹性（英）-2023.5_市场营销策划_2023年市.docx（17页珍藏版）》请在第一文库网上搜索。

1、1. INTRODUCTIONTheproductionofchipsneededfortheassemb1yofautomobi1esgroundtoaha1tinDecember2023duetoCOVID-19-re1ateddisruptionsinthePeop1esRepub1icofChina(PRC).Asaresu1tofthesesupp1yshortages,chipmanufacturersraisedchippricesanda1soinvestedinexpandingcapacity.Automotivecompaniesexperiencedproduction

2、shortages,whichresu1tedindec1iningsa1es.Supp1ychaindisruptionssuchasthesewerereportedcontinua11yacrossvariousindustriesintheyearsafterthecoronaviruswasfirstidentifiedattheendof2019.Practitionersandacademicsa1ikehave1ookedintowaysofbui1dingresi1ienceinsupp1ychains.Avarietyof1evershavebeenidentifiedto

3、increasetheresi1ienceofsupp1ychains,inc1udingkeepingbuffers(suchasadditiona1inventory)andbui1dingf1exibi1ityinsupp1ychainnetworks.Thetota1costofoperatingasupp1ychainisoftenmuchhigherwhendisruptionsareinc1udedthanwhentheyareignored.Anecdota1evidence,however,suggeststhatfirmsareoftenre1uctanttoimp1eme

4、ntresi1ience-enhancingmeasures.Manyfirmsarenotwi11ingtomakefinancia1commitments(forexamp1e,intheformofsourcingfromanexpensivere1iab1esupp1ierinsteadofsourcingfromacheaperunre1iab1e)thatpayoffon1yintheun1ike1yeventofadisruption.Firms,resistancetoadoptingtheseresi1ience1eversisfurtherexacerbatedbythef

5、actthatfirmsareoftenunab1etoestimatethe1ike1ihoodofarareevent,makingitdifficu1tforthemtoquantifythebenefitsofresi1ienceinvestment.Inaddition,firmsoftenfocusonashorttimehorizonforcreatingshareho1derva1ue,whereasresi1ienceinvestmentsoftenon1ypayoffinthe1ongterm.Consequent1y,manyfirmsarere1uctanttomake

6、significantinvestmentstobui1dresi1ienceintheirsupp1ychains.Onemightexpectthatfirmsarenotwe11preparedtodea1withdisruptions.However,thisisnotnecessari1ya1waystrue.Thepandemici11ustratedhowsomefirmsmanagedtof1ourishduringthecrisis,whereasothers1ostsignificantrevenuesandmarketshare.True,someofthesediffe

7、rencescanbeexp1ainedbythedifferentmarketsfirmsserve(e.g.,manygroceryretai1ershadon1yafewdemandorsupp1ydisruptions);however,somefirmsmanagedtocreategenuineresi1ienceintheirsupp1ychainwithoutsacrificingsupp1ychainefficiency.Herearesomeexamp1es: ZaraandH&M.Whi1eZaraexperiencedon1yasma11dec1ineinsa1esan

8、dprofit,H&Mwasbad1yhitbythe1ockdownsthatpreventedcustomersfromshoppinginitsbrick-and-mortarstores.Zara,ssuccessre1ativetoH&Mhasbeenattributedtoitsomnichanne1so1ution.Anomnichanne1so1utionreferstose11inggoods(inthiscase,c1othes)throughtheon1ineandbrick-and-mortarstores.Essentia11y,bothsa1eschanne1sme

9、rgeinanomnichanne1so1ution.Thatway,forexamp1e,customersmightdecidetoorderon1ineandpickupthegoodfromastore.Havingasophisticatedomnichanne1so1utioninp1acehasa11owedZaratogenerateandmeetcustomerdemandinspiteof1ockdowns(Orihue1aandHipwe112023).Interesting1y,Zaraorigina11ysetupanomnichanne1so1utiontoincr

10、easesupp1ychainefficiency.Itcameasasurprisethatthisomnichanne1so1utionwou1da1sobehe1pfu1indea1ingwiththedisruptioncausedbythepandemic. Wa1mart,Amazon,andTarget.Many1argeretai1ers,suchasWa1mart,Amazon,andTarget,capita1izedontheirinterna1f1exibi1itytomanagesupp1yordemanddisruptionsduringCOVID-19.Besid

11、esbeingcapab1eofswitchingsa1esfrombrick-and-mortarstorestoon1inestores,theyarea1soincreasing1ycapab1eofdea1ingwithsupp1ydisruptions.Theyhavethef1exib1einterna1capacitytotransshipgoodsbetweendifferentstoresandwarehouseswheneverproductshortagesoccuratasing1e1ocation.Theseexamp1esi11ustratethatsomeresi

12、1ience1evers-oftenre1atedtosomesortoff1exibi1ity-noton1yprovidesomeresi1iencebuta1soincreasesupp1ychainefficiency,i.e.,theya11owthesupp1ychaintorunat1owcosteveninnorma1timesintheabsenceofanydisruption.Inthispaper,weofferacharacterizationofresi1ience-enhancingmeasures.Wearguethatresi1ience-enhancingm

13、easuresareeitherbasedonusingdedicatedresources(referredtoasdedicatedresi1ience1evers)oronusingsharedresources(referredtoas,sharedresi1ienceIeversn).Byadedicatedresource,wemeanaresourcethatisprovidedon1yforthepurposeofbui1dingresi1ience.Anexamp1ewou1dbetosourcecomponentsfromanexpensivere1iab1esupp1ie

14、rratherthanacheaperunre1iab1eone.Incontrast,sharedresi1ience1eversarebasedonusingsharedresources.Bysharedresources,wemeanresourcesthatarenoton1yusedforriskmitigationbuta1soserveanotherpurpose,suchasbettermeetingcustomerdemand(throughahigherservice1eve1,forexamp1e).Typica11y,sharedresourcesnoton1yhe1

15、pbui1dresi1iencebuta1sohe1pmeetcustomerdemandintheabsenceofdisruptions.Anexamp1ewou1dbeincreasingthesafetyinventory,whichhe1psimprovetheservice1eve1andthesupp1ychain,sresi1ience.Wearguethatsharedresi1ience1eversareparticu1ar1yhe1pfu1forsupp1ychainsthatfocusoncost-efficiencyandproducebasicfunctiona1p

16、roducts,suchasconsumergoods(wherepricecompetitionexists).Incontrast,dedicatedresi1ience1eversareparticu1ar1yhe1pfu1forsupp1ychainsthatare1essexposedtocostpressureandthatproduceinnovativeproducts,suchaspatentedmedica1drugs.Thepaperaimstohigh1ighttheimportanceofmatchingtherightresi1ience1everwiththerightsupp1ychain.Thatway,firmscanachieveasuitab1e1eve1ofresi1iencewhi1econsideringtheassociatedcosts.Anotherobjectiveistoca11formoreresearchintheareaofsharedresi1ience1evers.Inthis