Listening to media reports in relation to the coronavirus crisis from around Europe today, we can be cautiously optimistic that there is now some light at the end of the tunnel. However, there is still a long process ahead over the coming weeks and months. Firstly, a process of grieving for those lost, as well a process of physical and psychological recovery for survivors and front-line workers. The return to normalcy will no doubt be gradual and staged with some measures remaining in place to guard against future reoccurrences, while treatments, tests and vaccines are developed and deployed over the next 12 to 18 months. Countries like Austria and Denmark have begun to lift some restrictions and no doubt will be the scouts who develop the best practices that other European countries will follow.

When we work in the planning mode we start off anchored in the current reality of today’s organization (1) and we project into the future constrained by all the associated limitations and restrictions.

Understanding International Operations Strategies and Supply Chain Relationships

There are myriad ways in which companies configure their operations to compete in this internationalized economy depending on the sector, the products and services they provide and the opposing pressures for global standardization and local responsiveness that they experience. Some adopt more centralised strategies holding value creation at the core in their home markets, while carrying out production and assembly in overseas markets. Others adopt strategies whereby they become truly transnational with more competences and capabilities devolved to international business units where local responsiveness in important.