Reshoring: implementation issues and research opportunities

Abstract

Summary At the beginning of the 21st century, we continuously observe shifts in supply chains configurations caused by differentiate trends in turbulent environment. The remarkable number of companies restructure supply chains in search for competitiveness and innovation on global market. On the one hand, some labour-intensive industries are moving out of China to the next low-cost countries, on the other hand, some high-tech and innovative manufacturing companies are returning to the developed countries. The scientific purpose of the article is to set out the potential impact of reshoring on value creation in supply chains and to outline research opportunities in this field. Literature review and results of the questionnaire-survey on the Total Cost of Acquisition analysis are guidelines for considerations. Based on the analysis of reshoring drivers and benefits, it is clear that this strategy might have positive influence on the value creation in international and global supply chains management considering three dimensions of the value: economic, social and environmental from perspective of different stakeholders.

Understanding the manufacturing reshoring decision-making content through the lens of the Eclectic Paradigm: a systematic literature review

“…Nine out of 80 (11%) of the discovered decision factors were categorized into this group. For example, access to domestic or adjacent regional markets is an important decision factor in this category (Barbieri et [26], [33], [59], [69], [72], [77], [84], [87], [88] Labour cost X X [1], [3], [7], [11], [18], [19], [21], [22], [23], [24], [25], [38], [39], [44], [46], [49], [50], [51], [56], [58], [65], [71], [77], [80], [81], [82], [84], [86], [88], [92], [93], [94], [95], [96], [99] Logistics cost X X X [1], [2], [7], [8], …”

“…[84] Information transfer X X [20], [31], [47], [76], [99] Inventory level and cost X X [2], [7], [8], [14], [24], [26], [27], [32], [42], [43], [47], [59], [63], [63], [64], [69], [70], [77], [82], [88], [92], [99] Labour market flexibility X [33], [44], [5], [53], [69], [74] Labour productivity X X [1], [8], [10], [11], [12], [24], [58], [64], [70], [71], [72], [86], [90], [88], [92] Manufacturing capacity X X X [4], [8], [11], …”

GVCs in times of global crises and economic regionalization: Case of Russian oil and gas industry

“…In the course of their sequential evolution, the GVCs have become complex, integrating more and more suppliers of the first and next levels. Such changes in the GVCs in recent years have led to a surge of interest in the resourcing strategy, that is, the return of production back to the home countries of MNEs, as well as to failures in the GVCs caused by various exogenous factors (Ocicka, 2016; Kondrat'ev, 2017; EU. Policy Department for External Relations, 2021; Kang, 2021).…”

What do we know about internationalization strategies implementation and what are we missing?

“…It must be added that the few studies that aim to clarify the international strategy implementation focus only on some specific trait or literature parallel as innovation (Barbosa and Romero, 2016), reshoring strategies (Ocicka, 2016) or political parties (Thrassou et al, 2011), for example. One noticeable exception is the Yaprak, Xu and Cavusgil (2011) attempt to call attention to the interplay among strategy, structure and process in affecting international performance, highlighting a lot of incongruence between internationalization strategy and internal structure and process, but yet failing to provide a comprehensive approach to the key implementation factors that drives internationalization strategy success.…”