Redesigning global supply chains during compounding geopolitical disruptions: the role of supply chain logics

Purpose Why do managers redesign global supply chains in a particular manner when faced with compounding geopolitical disruptions? In answering this research question, study identifies constrained system of reasoning (decision-making logic) employed by they their situations heightened uncertainty. Design/methodology/approach The authors conducted 40 elite interviews senior chain executives 28 companies across nine industries from November 2019 to June 2020, the UK was preparing leave European Union, US–China trade war escalating, and Covid-19 spreading rapidly around globe. Findings When redesigning chains, find that managerial decision-making logic is three distinct environmental ecosystem conditions: (1) perceived intensity institutional pressures; (2) relative mobility suppliers assets; (3) severity potential disruption risk. Intense government pressure persistent risk tend impact firms same industry, resulting similar approaches regarding design. However, where are relatively immobile assets fixed, dominant consistently present. Originality/value Building on an logics perspective, finds under uncertainty not solely guided pressures but also perceptions related immobility assets. These findings support theoretical development novel construct term ‘supply logics’. Finally, provides framework for Senior Executives competing increasingly complex unstable business environment.