Resilience in the wake of disruption: lessons from COVID-19 for global supply chains

The COVID-19 pandemic was a seismic event for global supply chains. It exposed vulnerabilities that had long been overlooked in the pursuit of efficiency and cost-cutting. From empty supermarket shelves to critical shortages of medical supplies, the disruption was widespread and deeply felt. But now, several years on, the question remains: have we truly learned from the crisis, or have we quietly slipped back into old habits? This article explores the key lessons from the pandemic and evaluates how far we’ve come in building more resilient, responsive, and future-ready supply chains.

1. Visibility is no longer optional

One of the most immediate lessons from COVID-19 was the importance of end-to-end supply chain visibility. Disruptions blindsided many organizations because they lacked insight into their extended supplier networks. The pandemic made it clear that knowing your primary suppliers isn’t enough; you must understand the entire chain, including second and third tiers as well.

In response, companies have increasingly turned to digital tools such as real-time tracking, AI-powered demand forecasting, and digital twins. These technologies help businesses anticipate disruptions, model scenarios, and make faster, data-driven decisions. While adoption is still uneven, the shift toward digital transparency is well underway.

2. Diversification over dependence

The pandemic highlighted the risks of over-reliance on single-source suppliers or specific regions, particularly in Asia. When factories in China shut down, ripple effects were felt across industries worldwide. This has led to a growing emphasis on supplier diversification.

Many companies are now pursuing multi-sourcing strategies, developing regional supply hubs, and mapping out contingency suppliers. The goal is to ensure that alternative sources can be activated quickly if a crisis hits one region, be it a pandemic, war, or natural disaster.

However, diversification comes with trade-offs. It can increase complexity and cost. The challenge is finding the right balance between resilience and efficiency.

3. Nearshoring: work in progress

In the immediate aftermath of COVID-19, there was a surge of interest in nearshoring and reshoring: bringing production closer to home to reduce lead times and geopolitical risk. Surveys in 2024 showed that over 80% of CEOs planned to shift parts of their supply chains closer to their core markets.

Yet, progress has been slow. Only a small percentage of companies have fully implemented these changes. Factors such as labor costs, infrastructure limitations, and the inertia of existing supplier relationships have slowed the transition.

Split shoring, a hybrid model combining offshore and nearshore operations, is gaining traction. It allows companies to retain cost advantages while improving responsiveness and reducing risk.

4. Agility beats lean

Before the pandemic, just-in-time (JIT) inventory models were the gold standard. However, many companies were exposed to the lack of buffer stock when supply lines snapped. The crisis revealed that agility, namely the ability to pivot quickly, is just as necessary as efficiency.

Organizations with built-in flexibility, such as dual sourcing, modular production, or alternative transport modes, were better able to weather the storm. Today, many are rethinking their inventory strategies, incorporating just-in-case elements alongside JIT to create more robust systems.

5. People and partnerships matter

COVID-19 also underscored the human side of supply chains. Labor shortages, health risks, and burnout affected logistics and manufacturing operations globally. Companies with strong, collaborative relationships with suppliers and logistics partners were better positioned to adapt.

The lesson here is that resilience isn’t just about systems and processes but people. Investing in workforce wellbeing, training, and long-term partnerships is now a strategic imperative.

6. Sustainability and resilience go hand-in-hand

Finally, the pandemic has accelerated the integration of sustainability into supply chain strategy. Resilient supply chains are not just about surviving the next crisis; they’re about thriving in a world of increasing environmental and social complexity.

From circular economy models to local sourcing and ESG compliance, companies are recognizing that sustainability and resilience are mutually reinforcing goals. The shift is not universal, but the direction is clear.

Conclusion: a new supply chain mindset

The COVID-19 pandemic was a wake-up call. It revealed the fragility of global supply chains and forced businesses to confront uncomfortable truths. While some have reverted to old habits, many others have embraced a new mindset that values resilience, agility, and transparency as much as cost and efficiency. We do however, need to see these eventuate in practice and in greater numbers.

The journey is far from over. But if the past few years have taught us anything, it’s that future supply chains must be built not just to function but also to adapt, endure, and evolve.