FOLEY-2020年全球供应链中断和未来策略调查报告（英文）-2020.9-32页

Summary of "Global Supply Chain Disruption and Future Strategies" (2020)

Core Content

This report presents the findings of a survey conducted in 2020 among nearly 150 manufacturing executives, focusing on the impact of the COVID-19 pandemic on global supply chains and the strategies being adopted to enhance resilience and stability.

Main Findings

1. Shift in Supply Chain Priorities

• 70% of respondents expect that the pandemic will lead to less focus on sourcing from the lowest-cost supplier and more on supply chain resiliency.
• 62% believe the focus on just-in-time (JIT) manufacturing models will decrease due to the pandemic.
• 43% have already withdrawn or plan to withdraw some production or sourcing from China.

2. Contingency Planning

• 93% of respondents are implementing or strengthening contingency plans for future disruptions.
• 7% are not undertaking such efforts, highlighting the growing awareness of the need for preparedness.

3. Supply Chain Risk Mitigation Strategies

• 42% of respondents are strengthening relationships and increasing transparency with suppliers and buyers.
• 39% are multi-sourcing products to reduce reliance on any single supplier.
• 30% are diversifying their supply chains across multiple geographies.
• 25% are reviewing contract terms, especially regarding sole source and force majeure provisions.
• 25% are considering digital solutions and monitoring tools to improve visibility and identify risks.
• 23% are moving away from JIT models to more inventory-focused strategies.
• 23% are evaluating or implementing automation solutions.

4. Supplier Distress and Management

• 75% have reviewed or plan to review their supply base for signs of distress.
• Common signs of distress observed: missed or late shipments (47%), requests to change payment terms (38%), and unprofitable operations (23%).
• Only 8% are not taking any action to increase supply chain visibility.

5. Geographic Diversification

• 59% of respondents who have operated in China have either already withdrawn, are in the process of doing so, or are considering it.
• 74% of those leaving China are moving or considering moving production/sourcing to North America, particularly the U.S.
• 47% are looking to Mexico as a next destination, driven by its logistical benefits.
• Other alternatives include Canada (24%), Vietnam (12%), Brazil (9%), and India (9%).

6. Technology and Innovation

• 47% are considering new tools to improve supply chain visibility and tracking.
• 39% are looking to operational analytics to monitor business metrics.
• 29% are exploring reconfigurable manufacturing systems.
• 28% are adopting automated production scheduling/planning.
• 27% are considering AI/robotics to streamline processes.
• 20% are interested in digital supply networks to anticipate disruptions.
• 16% are considering blockchain or other new technologies to redefine transactions.

7. Force Majeure Provisions

• 47% of in-house counsel are concerned about contract complications due to force majeure clauses and risk allocation.
• Buyers should narrowly define force majeure events to exclude seller-related issues and include all costs in pricing.
• Sellers should include broad force majeure events and specific risks like pandemics or government actions.
• Both parties should strictly adhere to notice periods and consider the implications of force majeure on contract termination and sourcing alternatives.

8. Consolidation and Strategic Moves

• 20% of respondents are exploring mergers, acquisitions, or joint ventures.
• 19% are looking into online marketplaces as an alternative supply chain model.
• 15% are increasing the use of third-party logistics providers (3PL).

Key Information

• The pandemic has accelerated the need for supply chain transformation, with a focus on stability and resilience over cost-efficiency.
• Companies are diversifying their supply chains and exploring alternatives to China, such as reshoring, nearshoring, and moving to other regions.
• Technology is playing a central role in improving supply chain visibility, tracking, and efficiency.
• Force majeure clauses are being re-evaluated and re-negotiated to better address pandemic-related disruptions.
• The shift from JIT to more inventory-focused models is gaining traction.
• Supplier relationships are being strengthened through transparency and communication.

Conclusion

The future of supply chains is likely to be more resilient, diverse, and technology-driven. Executives are increasingly prioritizing stability over cost, diversifying sources, and adopting new tools to manage risks effectively. As the global environment becomes more unpredictable, proactive planning and strategic adjustments are essential for business continuity and success.