Lecture 1: Global Supply Chains.................................................3
Lecture 2: Plants, Roles & “Where to Produce What”..................5
Lecture 3: Geopolitical Tensions & Policy Uncertainty..................7
Lecture 4: Managing Global Supply Bases.................................10
Lecture 5: Sustainable Supply Chain Management....................13
Lecture 6: Multi-tier Sustainable Supply Chain Management......16
Lecture 7: Stakeholders for Supply Chain Sustainability............18
Baldwin, R. (2012). Global Supply Chains: Why They Emerged,
Why They Matter, and Where They Are Going. ........................21
Lampel, J., & Giachetti, C. (2013). International diversification of
manufacturing operations: Performance implications and
moderating forces. Journal of Operations Management, 31(4),
213–227. ..............................................................................23
Ferdows, K. (1997). Making the Most of Foreign Factories.
Harvard Business Review, March–April. ..................................25
Ketokivi, M., Turkulainen, V., Seppälä, T., Rouvinen, P., & Ali-Yrkkö,
J. (2017). Why locate manufacturing in a high-cost country? .....29
Roscoe, S., Aktas, E., Petersen, K., Skipworth, H., Handfield, R., &
Habib, F. (2023). Redesigning global SC during compounding
geopolitical disruptions...........................................................31
Moradlou, H., Reefke, H., Skipworth, H., & Roscoe, S. (2021).
Geopolitical disruptions and the manufacturing location decision
in multinational company SC....................................................34
Choi, T. Y., & Krause, D. R. (2006). The supply base and its
complexity: Implications for transaction costs, risks,
responsiveness, and innovation. .............................................37
Namdar, J., Modi, S., & Blackhurst, J. (2025). Diversify or
concentrate? Supply chain responses to policy uncertainty. .....41
Slawinski, N., & Bansal, P. (2015). Short on Time: Intertemporal
Tensions in Business Sustainability. Organization Science. ......44
Xiao, C., Wilhelm, M., van der Vaart, T., & van Donk, D. P. (Year
TBD). Inside the buying firm: Exploring responses to paradoxical
tensions in SSCM. ..................................................................48
,Wilhelm, M., Blome, C., Bhakoo, V., & Paulraj, A. (2016a).
Sustainability in multi-tier supply chains: Understanding the
double agency role of the first-tier supplier. .........................51
Wilhelm, M., Blome, C., Wieck, E., & Xiao, C. Y. (2016b).
Implementing sustainability in multi-tier supply chains:
Strategies and contingencies of managing sub-suppliers...........55
Xiao, C.-Y., Wilhelm, M., Pagell, M., & van der Vaart, T. (2026). The
role of public and buyer-driven governance for supplier
sustainability development in China. .....................................59
Rodríguez, J. A., Gimenez Thomsen, C., Arenas Vives, D., & Pagell,
M. (2016). NGOs’ initiatives to enhance social sustainability in the
supply chain: Poverty alleviation through supplier development
programs. .............................................................................62
,Lecture 1: Global Supply Chains
1. Core Idea
Global SC design = make-or-buy + location decisions
Make-or-buy → internal vs outsourcing
Where → domestic vs global
2. Why GSCs Emerged (Baldwin)
Globalisation stages
Pre-1830 → local production
1st unbundling → production ≠ consumption (steam, transport ↓)
2nd unbundling → production stages split globally (ICT + wage gaps)
→ Birth of Global Value Chains
3. Key Mechanism: Unbundling
Fractionalisation
Split production into tasks
→ Trade-off: specialisation vs coordination
Dispersion
Locate stages globally
→ Trade-off: low costs vs separation costs (risk, transport, coordination)
→ Key insight:
GSCs exist because coordination costs decreased
4. Consequences
Production shift
North → South
Growth in
Trade in intermediates
Global value chains
→ Countries join supply chains instead of building full industries
, 5. Future Trends
Wage gaps ↓
Trade/transport costs ↑
Automation ↑
→ More regionalisation / nearshoring
6. International Diversification
Benefits
Cost differences
Flexibility
Bargaining power
Scale & learning
Costs
Coordination complexity
Cultural/regulatory issues
Control & knowledge transfer
Key insight
→ Inverted U-shape
Benefits ↑ (decreasing rate)
Costs ↑ (increasing rate)
→ Optimal level = firm-specific
7. Architecture
Extreme 1 → full concentration
Extreme 2 → full duplication
→ Reality: hybrid structures
8. Apple Case
Fragmented upstream
Concentrated assembly (China)
Why hard to relocate
Scale
Supplier ecosystems
Tacit knowledge
Final Takeaway
Lecture 2: Plants, Roles & “Where to Produce What”..................5
Lecture 3: Geopolitical Tensions & Policy Uncertainty..................7
Lecture 4: Managing Global Supply Bases.................................10
Lecture 5: Sustainable Supply Chain Management....................13
Lecture 6: Multi-tier Sustainable Supply Chain Management......16
Lecture 7: Stakeholders for Supply Chain Sustainability............18
Baldwin, R. (2012). Global Supply Chains: Why They Emerged,
Why They Matter, and Where They Are Going. ........................21
Lampel, J., & Giachetti, C. (2013). International diversification of
manufacturing operations: Performance implications and
moderating forces. Journal of Operations Management, 31(4),
213–227. ..............................................................................23
Ferdows, K. (1997). Making the Most of Foreign Factories.
Harvard Business Review, March–April. ..................................25
Ketokivi, M., Turkulainen, V., Seppälä, T., Rouvinen, P., & Ali-Yrkkö,
J. (2017). Why locate manufacturing in a high-cost country? .....29
Roscoe, S., Aktas, E., Petersen, K., Skipworth, H., Handfield, R., &
Habib, F. (2023). Redesigning global SC during compounding
geopolitical disruptions...........................................................31
Moradlou, H., Reefke, H., Skipworth, H., & Roscoe, S. (2021).
Geopolitical disruptions and the manufacturing location decision
in multinational company SC....................................................34
Choi, T. Y., & Krause, D. R. (2006). The supply base and its
complexity: Implications for transaction costs, risks,
responsiveness, and innovation. .............................................37
Namdar, J., Modi, S., & Blackhurst, J. (2025). Diversify or
concentrate? Supply chain responses to policy uncertainty. .....41
Slawinski, N., & Bansal, P. (2015). Short on Time: Intertemporal
Tensions in Business Sustainability. Organization Science. ......44
Xiao, C., Wilhelm, M., van der Vaart, T., & van Donk, D. P. (Year
TBD). Inside the buying firm: Exploring responses to paradoxical
tensions in SSCM. ..................................................................48
,Wilhelm, M., Blome, C., Bhakoo, V., & Paulraj, A. (2016a).
Sustainability in multi-tier supply chains: Understanding the
double agency role of the first-tier supplier. .........................51
Wilhelm, M., Blome, C., Wieck, E., & Xiao, C. Y. (2016b).
Implementing sustainability in multi-tier supply chains:
Strategies and contingencies of managing sub-suppliers...........55
Xiao, C.-Y., Wilhelm, M., Pagell, M., & van der Vaart, T. (2026). The
role of public and buyer-driven governance for supplier
sustainability development in China. .....................................59
Rodríguez, J. A., Gimenez Thomsen, C., Arenas Vives, D., & Pagell,
M. (2016). NGOs’ initiatives to enhance social sustainability in the
supply chain: Poverty alleviation through supplier development
programs. .............................................................................62
,Lecture 1: Global Supply Chains
1. Core Idea
Global SC design = make-or-buy + location decisions
Make-or-buy → internal vs outsourcing
Where → domestic vs global
2. Why GSCs Emerged (Baldwin)
Globalisation stages
Pre-1830 → local production
1st unbundling → production ≠ consumption (steam, transport ↓)
2nd unbundling → production stages split globally (ICT + wage gaps)
→ Birth of Global Value Chains
3. Key Mechanism: Unbundling
Fractionalisation
Split production into tasks
→ Trade-off: specialisation vs coordination
Dispersion
Locate stages globally
→ Trade-off: low costs vs separation costs (risk, transport, coordination)
→ Key insight:
GSCs exist because coordination costs decreased
4. Consequences
Production shift
North → South
Growth in
Trade in intermediates
Global value chains
→ Countries join supply chains instead of building full industries
, 5. Future Trends
Wage gaps ↓
Trade/transport costs ↑
Automation ↑
→ More regionalisation / nearshoring
6. International Diversification
Benefits
Cost differences
Flexibility
Bargaining power
Scale & learning
Costs
Coordination complexity
Cultural/regulatory issues
Control & knowledge transfer
Key insight
→ Inverted U-shape
Benefits ↑ (decreasing rate)
Costs ↑ (increasing rate)
→ Optimal level = firm-specific
7. Architecture
Extreme 1 → full concentration
Extreme 2 → full duplication
→ Reality: hybrid structures
8. Apple Case
Fragmented upstream
Concentrated assembly (China)
Why hard to relocate
Scale
Supplier ecosystems
Tacit knowledge
Final Takeaway
