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<p class="MsoNormal"><span style="font-family:"Times New Roman",serif">Dear Colleagues,<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family:"Times New Roman",serif"><o:p> </o:p></span></b></p>
<p class="MsoNormal"><span style="font-family:"Times New Roman",serif">Please find attached
<b>the Call for Papers for an upcoming IJPDLM Special Issue - “</b></span><b><span style="font-family:"Times New Roman",serif">Getting Out of the Box. Exploring the Competitive Forces Reshaping Global Supply Chains”<o:p></o:p></span></b></p>
<p class="MsoNormal"><b><span style="font-family:"Times New Roman",serif"><o:p> </o:p></span></b></p>
<p class="MsoNormal" style="margin-right:8.45pt;line-height:12.5pt"><b><span style="font-family:"Times New Roman",serif;color:black">Special Issue Editorial Team:</span></b><span style="font-family:"Times New Roman",serif;color:black"> Markus Gerschberger,
Robert Wiedmer, Alexandra Brintrup, & Stan Fawcett<o:p></o:p></span></p>
<p class="MsoNormal" style="margin-right:8.45pt;line-height:12.5pt"><span style="font-family:"Times New Roman",serif;color:black"><o:p> </o:p></span></p>
<p class="MsoNormal"><b><span style="font-family:"Times New Roman",serif">Additional Information:
</span></b><span lang="DE-AT" style="font-family:"Times New Roman",serif"><a href="https://urldefense.com/v3/__https:/www.emeraldgrouppublishing.com/calls-for-papers/getting-out-box-exploring-competitive-forces-reshaping-global-supply-chains__;!!IKRxdwAv5BmarQ!dFI7hzyKLvn880X95mhWvMw_gbPSNuQzQjdYt189h9BpohxbHXeNmT1Fl8c0tnxlx0_kh_aPtAn9yvO7iiLPIku1DMUx8_Vy9E-CMw$"><span lang="EN-US">https://www.emeraldgrouppublishing.com/calls-for-papers/getting-out-box-exploring-competitive-forces-reshaping-global-supply-chains</span></a></span><span style="font-family:"Times New Roman",serif"><o:p></o:p></span></p>
<div style="mso-element:para-border-div;border:none;border-bottom:solid windowtext 1.0pt;padding:0in 0in 1.0pt 0in;margin-left:0in;margin-right:8.45pt">
<p class="MsoNormal" style="line-height:12.5pt;border:none;padding:0in"><span style="font-family:"Times New Roman",serif;color:black"><o:p> </o:p></span></p>
<p class="MsoNormal" style="line-height:12.5pt;border:none;padding:0in"><span style="font-family:"Times New Roman",serif;color:black"><o:p> </o:p></span></p>
</div>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:12.0pt;margin-left:0in;text-align:justify">
<b><span style="font-family:"Times New Roman",serif;color:black">Background</span></b><span style="font-family:"Times New Roman",serif;color:black">:<o:p></o:p></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<a name="_Hlk188918019"><span style="font-family:"Times New Roman",serif;color:black">Over the past 30 years, companies have invested in China-centric, global supply chains. By the early 2000s, China had emerged as the world’s manufacturing floor. Three influential
outcomes ensued:<b><o:p></o:p></b></span></a></p>
<ol style="margin-top:0in" start="1" type="1">
<li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify;mso-list:l0 level1 lfo4">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif">World consumers became accustomed (if not addicted) to lower product costs.<b><o:p></o:p></b></span></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify;mso-list:l0 level1 lfo4">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif">High-cost countries outsourced manufacturing and jobs to China (and other low-cost manufacturing regions).<b><o:p></o:p></b></span></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify;mso-list:l0 level1 lfo4">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif">Companies became dependent on global, lean supply chains and lost manufacturing capabilities to offshore suppliers.
<b><o:p></o:p></b></span></span></li></ol>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif;color:black">At the time, little research examined the systems ramifications—especially the tradeoffs and constraints—of globalized and interdependent supply chains.
<b><o:p></o:p></b></span></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif;color:black">However, warnings grew louder. In 2011, the Tohoku Earthquake and Tsunami in Japan disrupted several industries and uncovered dependencies on concentrated
suppliers. In retrospect, some business leaders raised the question, "Are we too lean?" Since 2018, President Trump's trade war with China has led to the question, "Are we too dependent on China?" The Covid-19 lockdowns and subsequent supply chain snarls seemed
to confirm a clear "Yes." Finally, Russia's invasion of Ukraine put geopolitical tension in the spotlight. The increasing political tension between the economic powerhouses U.S. and China, as well as their allies, raised the question,
<b>"Are supply chains prepared for greater economic and political turbulence?" <o:p>
</o:p></b></span></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="mso-bookmark:_Hlk188918019"><span style="font-family:"Times New Roman",serif;color:black">To summarize, classic disruptions, policies driven by economic populism, and intensifying geopolitical rivalry threaten the architecture of global supply
chains that have emerged over the past 40 years. Perhaps never before have businesses encountered as dynamic and tumultuous supply chains as today. Change is everywhere—and the demands placed on supply chain management are increasing. Consider this reality:
COVID-19 didn’t just raise awareness regarding supply chain management; it raised concerns that modern global supply chains were designed for a simpler, more certain operating environment. The question is,
<b>"How should companies structure supply chain networks to prepare for an increasingly uncertain tomorrow?<o:p></o:p></b></span></span></p>
<span style="mso-bookmark:_Hlk188918019"></span>
<p class="MsoNormal" style="mso-margin-top-alt:12.0pt;margin-right:8.65pt;margin-bottom:12.0pt;margin-left:0in;text-align:justify">
<b><span style="font-family:"Times New Roman",serif;color:black">Responses</span></b><span style="font-family:"Times New Roman",serif;color:black">:<o:p></o:p></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">Decision makers—from academics to business leaders to politicians—have weighed in with a variety of approaches to successfully re-structuring supply chain networks (Hughes et al., 2025). Three primary
approaches/themes dominate:<b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">1. <b>Geography</b>: Many pundits argue the time has come to rethink where businesses locate and perform value-added activities. Specifically, many argue a need to de-couple value-added activities
from China. The terms friend shoring, nearshoring, and re-shoring are now commonly used to promote the idea that value-added activities need to be re-located closer to the market where products are sold and services delivered (Zhang et al. 2024; Tate and Bals,
2017; Gray et al. 2013). <b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">2. <b>Relationships</b>: Another strategy related to designing global supply chain networks reconsiders relationships. Successful companies pursue the right partners, make sure each partner is in
the right roles with the right responsibilities, and build the right relationships to create remarkable value. Much research evaluates dyadic, and even triadic, relationships (Wu and Choi, 2022). Minimal research, however, examines more exerted supply chains—or
supply chain relationships among non-traditional partners - e.g., public-private relationships (Larson, 2009; Stewart et al., 2009).
<b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">3. <b>Technology</b>: A final approach to supply chain network design leverages the so-called game-changing technologies to enable new structures. For example, additive manufacturing (Paul et al.,
2023) and robotics (Nikseresht et al., 2024) promise to change cost structures and resilience. A potential result: Technology may supplant low-cost labor’s role as a driver of supply chain design, dramatically reducing the allure of outsourcing and offshoring
strategies. The McKinsey Global Institute (2017) has estimated that technology will replace up to 700 million jobs by 2030.<b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">Designing competitive supply chain networks while avoiding unintended consequences and mitigating tradeoffs remains to be challenging. Companies that adopt and blend geography, relationship, and
technology decisions appropriately can improve their competitive prospects in an uncertain and turbulent marketplace.
<o:p></o:p></span></p>
<p class="MsoNormal" style="mso-margin-top-alt:12.0pt;margin-right:8.65pt;margin-bottom:12.0pt;margin-left:0in;text-align:justify">
<b><span style="font-family:"Times New Roman",serif;color:black">Motivations and aims of the call:<o:p></o:p></span></b></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">Given the continuous need for supply chain adjustments, we are inviting empirical and analytical research that explores the forces reshaping global supply chain design and structure. Although none
of the forces described below are totally new - many among them have been studied for decades - they need to be reconsidered in the context of rapid economic, political, and environmental changes. We are looking for high-quality research that delves into the
following:<o:p></o:p></span></p>
<ul style="margin-top:0in" type="disc">
<li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Global SC Networks.</span></b><span style="font-family:"Times New Roman",serif"> Since the 1980s, many supply chains have been purposefully designed to be global—and lean! Particularly since Covid-19, disruptions
and persistent uncertainty gave rise to a need for more resilient and more local supply chains. What should the supply chain network of tomorrow look like?<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Geopolitics</span></b><span style="font-family:"Times New Roman",serif">. Geopolitics have also been part of the supply chain design process. That said, geopolitical rivalry and tension are at levels not
seen in 40+ years. How can decision-makers navigate geopolitical currents through better supply chain design?<b><o:p></o:p></b></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Government</span></b><span style="font-family:"Times New Roman",serif">
<b>Intervention</b>. Forces shaping new supply chains also arise from potential government intervention, from regulation to tariffs. How does (and should) government policy influence supply chain strategy and supply chain design?
<b><o:p></o:p></b></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Shifting the Entity of Competition</span></b><span style="font-family:"Times New Roman",serif">. Over 15 years ago, BCG’s Harold Sirkin noted, “As the economy changes, as competition becomes more global,
it's no longer company vs. company but supply chain vs. supply chain.” If indeed forces of globalization move us towards localization, the pool of available suppliers might become smaller, with supply chains becoming more overlapped. How will this idea of
“competition through supply chains” change? <o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Technology</span></b><span style="font-family:"Times New Roman",serif">. Technology has always influenced SC design. However, today, a variety of game-changing technologies —e.g., additive manufacturing,
AI, autonomy, IoT, and robotics—are emerging. How will emerging technologies influence new supply chain designs of the future?<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">Tradeoffs</span></b><span style="font-family:"Times New Roman",serif">. Risk and sustainability are now part of the calculus in supply chain design. Yet, tradeoffs exist among operational excellence, risk,
and sustainability. How can and how should decision-makers manage the intersection of these decision drivers?<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;margin-bottom:6.0pt;margin-left:-5.25pt;text-align:justify;mso-list:l3 level1 lfo2">
<b><span style="font-family:"Times New Roman",serif">New Alliances.</span></b><span style="font-family:"Times New Roman",serif"> Given the scale and scope of changes, new forms of partnerships across geographies, entities, industries, and political views may
emerge. How do such new partnerships and alliances influence supply chain strategies and structure?<b><o:p></o:p></b></span></li></ul>
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<span style="font-family:"Times New Roman",serif;color:black"> Each of these themes has the potential to expand or limit supply chain design. However, many unknowns remain and warrant further investigation. We seek research that takes an out-of-the-box
perspective investigating the threats and opportunities of those competitive forces to current supply chain design. Research should help academics as well as practitioners cope with and leverage these forces to rethink global supply chain management.
<b><o:p></o:p></b></span></p>
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<b><i><span style="font-family:"Times New Roman",serif;color:black"> Submissions are due
<u>January 15, 2026</u> (submission window opens on November 15).</span></i></b><b><span style="font-family:"Times New Roman",serif;color:black"> All papers will undergo an expedited double-blind review—4 months from submission to decision (review, revision,
review, revision, decision). <o:p></o:p></span></b></p>
<p class="MsoNormal" style="mso-margin-top-alt:0in;margin-right:8.65pt;margin-bottom:12.0pt;margin-left:12.95pt;text-align:justify">
<span style="font-family:"Times New Roman",serif;color:black">We plan to host a paper development workshop for this
<b><i>STF at the ERS conference in Verona, Italy (Department of Management, University of Verona) on June 18<sup>th</sup>.
</i>Please reach out to the guest editors if you are interested in submitting to this STF or as questions arise.
<s><o:p></o:p></s></b></span></p>
<p class="MsoNormal" style="margin-right:8.65pt;text-align:justify"><b><span style="font-family:"Times New Roman",serif;color:black">Guest Editors:
<o:p></o:p></span></b></p>
<p class="MsoNormal" style="margin-right:8.65pt;text-align:justify"><b><span style="font-family:"Times New Roman",serif;color:black"><o:p> </o:p></span></b></p>
<ul style="margin-top:0in" type="disc">
<li class="MsoListParagraph" style="color:black;margin-right:8.65pt;text-align:justify;mso-list:l1 level1 lfo5">
<span style="font-family:"Times New Roman",serif">Markus Gerschberger, University of Applied Sciences Upper Austria and Supply Chain Intelligence Institute Austria (ASCII), Austria, markus.gerschberger@fh-steyr.at<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;text-align:justify;mso-list:l1 level1 lfo5">
<span style="font-family:"Times New Roman",serif">Robert Wiedmer, Arizona State University, USA, Robert.Wiedmer@asu.edu<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;text-align:justify;mso-list:l1 level1 lfo5">
<span style="font-family:"Times New Roman",serif">Alexandra Brintrup, University of Cambridge, UK, ab702@cam.ac.uk<o:p></o:p></span></li><li class="MsoListParagraph" style="color:black;margin-right:8.65pt;text-align:justify;mso-list:l1 level1 lfo5">
<span style="font-family:"Times New Roman",serif">Stanley Fawcett, University of Applied Sciences Upper Austria, Austria, stan.e.fawcett@gmail.com<o:p></o:p></span></li></ul>
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