Purpose

The new geopolitical context being created by the Ukraine–Russia war highlights the need for structured approaches to planning and implementing unhooking strategies and developing associated supply chain reconfigurations.

Design/methodology/approach

The authors have interviewed six supply chain executives to begin the investigation of the key supply chain risks and disruptions caused by the Ukraine–Russia war.

Findings

Initial corporate responses to the Ukraine–Russia conflict were significant, perhaps unprecedented. However, as institutional, corporate and consumer sentiment influence reconfiguration responses, the authors have identified three supply chain pathways that underpin unhooking actions.

Research limitations/implications

The authors selected respondents from each different type of supply chain interaction with the conflict zone (inbound, outbound and within), covering both components/intermediate products and finished goods. Therefore the sample size was small and designed to fit in with the spirit of the pathway initiative.

Practical implications

The authors reinforce the key role of procurement and supply chain management in not just supply but also in downstream markets that can accelerate decoupling and mitigate the associated supply chain disruptions.

Social implications

The authors observe that supply chains are increasingly being weaponized, as external institutional and consumer influences necessitate companies to unhook from conflict zones, countries, or regimes. They are becoming increasingly intertwined with foreign policy.

Originality/value

The novelty of the contribution to the associated discourse is the perspective that after decades of increasing globalization and geographic dispersion of supply chains, the unhooking effort is not limited to a firm and its internal operations but involves multiple stakeholders. For instance, the full extent of the complex linkages of supply chains, networks and relationships that touch conflict zone geographies must be considered, particularly those that are incompatible with the firm's values and aims, including those of their stakeholders.

中文翻译：

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影响路径：使供应链脱离冲突地区——乌克兰-俄罗斯战争的重新配置和碎片化教训

目的

乌克兰-俄罗斯战争创造的新地缘政治背景凸显了需要采用结构化方法来规划和实施脱钩战略以及制定相关的供应链重组。

设计/方法论/途径

作者采访了六位供应链高管，开始调查乌克兰-俄罗斯战争造成的关键供应链风险和中断。

发现

企业对乌克兰-俄罗斯冲突的最初反应是重大的，也许是前所未有的。然而，由于机构、企业和消费者情绪影响重新配置反应，作者确定了支持脱钩行动的三种供应链路径。

研究局限性/影响

作者从与冲突区域互动的每种不同类型的供应链（入库、出库和内部）中选择了受访者，涵盖零部件/中间产品和成品。因此，样本量很小，其设计符合路径倡议的精神。

实际影响

作者强调了采购和供应链管理不仅在供应中的关键作用，而且在下游市场中也发挥着关键作用，可以加速脱钩并减轻相关的供应链中断。

社会影响

作者观察到，供应链正日益被武器化，因为外部机构和消费者的影响迫使企业摆脱冲突地区、国家或政权的束缚。它们与外交政策越来越紧密地交织在一起。

原创性/价值

对相关讨论的贡献的新颖之处在于，经过几十年的全球化和供应链地理分散的不断发展，脱钩的努力不仅限于公司及其内部运营，还涉及多个利益相关者。例如，必须全面考虑涉及冲突地区的供应链、网络和关系的复杂联系，特别是那些与公司的价值观和目标（包括利益相关者的价值观和目标）不相容的联系。