ABSTRACT ‘Deglobalization’ has been bandied about now for almost a decade, capped off with the war in Ukraine and its geopolitical and geoeconomic impacts on global trade, investment, and finance. However, there have been and continue to be developments that run counter to the argument that we are living in a period of deglobalization. For example, China’s state firms are major investors in Latin America’s energy, roads, dams and other infrastructure, and space industries. In fact, China has surpassed the United States as South America’s largest trading partner. Taiwan Semiconductor Manufacturing Company (TSMC) is investing $40 billion in chip manufacturing in Arizona. And Mexico’s Grupo Bimbo has been actively doing business in China for over five years. Admittedly, the world economy is in a period of contraction. However, this slowdown in growth can be attributed as much to politics, in the form of nationalism and populism, as to economics. Additionally, measures of globalization and trade, in general, focus on manufactured goods, yet services comprise the most robust, fastest growing and dynamic sector of the economy worldwide. Any discussion of globalization and deglobalization must also address non-tariff barriers to international trade, the growth of startups, later-stage companies, and cross-border data flows. In essence, there has been no generalized decline in international economic activity but rather the growth rate has slowed. Globalization is here to stay. ‘Deglobalization Deglobalization decade trade investment finance However example Chinas s Americas America energy roads infrastructure industries fact partner TSMC (TSMC 40 $4 Arizona Mexicos Mexico years Admittedly contraction politics populism economics Additionally general goods robust worldwide nontariff non tariff startups laterstage later stage companies crossborder cross border flows essence slowed stay 4 $

Risk mitigation in global supply chains has grown in importance in recent years, in tandem with globalization and both the commercial and security threats faced by firms both large and small. This study hypothesizes that a firm’s ability to manage risk strategy-and therefore support its competitiveness-is determined by a symbiotic triad of factors: the resources it utilizes; network systems; and performance criteria it employs. The study, comprising 24 in-depth interviews with electronics and IT firms, examines resource utilization through the Resource-Based View (RBV), assesses firms’ proclivity to engage in networks for risk mitigation and competitiveness; and highlights the importance of performance evaluation as a critically important component in supply chain management. Findings reveal that both buyers and suppliers believe that the symbiotic triad can provide them with a competitive advantage in addition to improving operational efficiency, effectiveness and quality. Future research should also extend this pilot investigation to other countries and industries, and utilize a larger sample of firms for quantitative as well as qualitative assessment.

La disminución del riesgo en las cadenas de suministro globales ha crecido en importancia en los últimos tiempos, junto con la globalización, así como las amenazas comerciales y de seguridad que las empresas, tanto grandes como pequeñas, enfrentan. Este estudio plantea la hipótesis de que la habilidad de una firma para manejar la estrategia de riesgo -y así sostener su competitividad- está determinada por una triada simbiótica de factores: los recursos que utiliza; los sistemas de interconexión; y el criterio de rendimiento que emplea. Este estudio, que comprende 24 entrevistas a fondo con empresas IT y electrónicas, examina el uso de recursos a través del Resource-Based View (RBV), evalúa la proclividad de la empresa de interconectarse para mantener su competitividad y mitigar el riesgo; y resalta la importancia de evaluar el rendimiento como un componente crítico en la administración de la cadena de suministro (supply chain management). Los resultados revelan que tanto los compradores como los proveedores creen que la triada simbiótica les puede proporcionar una ventaja competitiva además de mejorar su eficiencia operacional, efectividad y calidad. En tal sentido, las investigaciones futuras deberán extender este estudio piloto a otros países e industrias, y utilizar una muestra más amplia de firmas tanto para la evaluación cuantitativa como cualitativa.