Global manufacturing and supply chain networks are increasingly exposed to systemic shocks that unfold over time and reshape entire industries. Pandemics, tariffs, new product launches, and competitive shifts can quickly turn stable portfolios into volatile systems where past investment strategies no longer hold. Traditional approaches to network design and capacity planning, optimized for efficiency and short-term stability, often fail to preserve viability when change becomes continuous.
This talk presents a framework for building systemic resilience by integrating real-options thinking into the design of capacity and process flexibility. The approach connects financial valuation with operational decision-making, guiding managers on when to invest in new facilities, when to expand product capabilities, and when to wait until uncertainty resolves.
For practitioners, this perspective provides a way to make timing a source of competitive advantage. By staging investments and qualifying capacity progressively, firms can capture upside from growth opportunities while avoiding stranded assets when markets decline. The framework bridges the gap between financial and operational planning, helping organizations evolve from reactive recovery to proactive adaptability across their manufacturing and supply chain networks.
