Expect a new wave of supply chain headaches with Ukraine crisis, bevy of other issues

March 1, 2022
Geopolitical conflicts and the lingering pandemic are creating fresh disruptions

Editor's note: Reprinted with permission of IndustryWeek, an Endeavor Business Media publication. 

Various U.S. cities and states are easing COVID-19 restrictions, even though a subtype of the Omicron variant, known as BA.2, is lurking around. As the world is anxious to recover its economy, a new wave of global supply chain disruptions is causing product shortages and high prices.   

Geopolitical conflicts and the lingering pandemic are creating different supply chain disruptions, ranging from the interrupted supply of basic materials from Ukraine to factory and port closures in China. At the same time, congested port operations and labor contract negotiations in the United States are likely to exacerbate these disruptions.

Even before the Russian invasion of Ukraine in late February, the International Monetary Fund (IMF) downgraded its 2022 global growth forecast to 4.4% amid Omicron surge in January.  Current and future shortages of basic materials can disrupt the production of many products around the world, resulting in shortages and high prices. 

Since 2021, major international brands refused to use cotton from Xinjiang China for production due to suspected forced labor practices in Xinjiang. This boycott created an international cotton shortage. Besides cotton, the world’s wheat and corn supply will be reduced due the conflict between Russia and Ukraine. These two countries supply 29% of worldwide exports of wheat and 17% of worldwide exports of corn.

Also, there will be significant shortages of natural gas and noticeable crude oil shortages in many European countries should NATO countries decide to impose sanctions by blocking imports of crude oil and natural gas from Russia. In 2021, 40% of EU’s gas and over 25% of crude oil were imported from Russia, whereas 7% of U.S. crude oil was imported from Russia.

Semiconductor Disruption

Making things worse, Ukraine is a critical supplier of neon and argon used in chipmaking.  Ukraine produces 70% of the world’s supply of neon. Neon is used in lithography, which is a crucial step in the chip production process. Argon is used in etching, which is needed for producing semiconductors. Besides Ukraine, Russia supplies 35% of the U.S.’s palladium, a rare metal that is used for semiconductor production. 

The Russia invasion of Ukraine will disrupt semiconductor production in the United States and beyond.  Finding alternative supplies of neon gas and palladium will also take time.  Some suppliers are developing ways to recycle neon and other materials as a stopgap solution.

Ultimately, these material supply disruptions will prolong the shortages of many products, creating a perfect storm for escalating inflation worldwide.  

Lockdowns in China

While supplies from Ukraine and Russia will be disrupted, China’s “Zero-COVID” policy extended the supply chain disruptions at various factories and ports. For instance, lockdowns at some factories and major port cities such as Shenzhen, Tianjin and Ningbo have disrupted the flows of goods from China to the U.S.

Because the Omicron variant is highly transmissible and new variants are likely to emerge, this strict policy will continue to cause supply chain disruptions. These disruptions in China will slow down the recovery of the U.S. economy. This is because the U.S. will continue to rely on products imported from China in the foreseeable future. 

Case in point: Despite higher import tariffs imposed by the ongoing trade war against China, the U.S. trade deficit with China rose 25% in 2021 over a year earlier to $396.6 billion. The current inflation is partly caused by the fact that U.S. firms offset the trade-war-induced tariffs on products imported from China. 

To curb inflation, peaceful solutions between Russia and Ukraine will certainly help, as will diplomatic negotiations between the U.S. and China. 

Supply Chain Issues at Home

Other than geopolitical issues, there are domestic supply chain operations in the U.S. that need attention. The Biden Administration announced dozens of measures that the federal government can take to address to strengthen freight transportation and infrastructure. These measures can address some long-term issues, but short-term and near-term solutions are needed now. 

The unprecedented port congestion in the West Coast appears to be easing in late February 2022. However, because some shippers diverted their West Coast traffic to the East Coast in late December, these ships are jamming various East Coast ports. In late February, there were 30 ships waiting for berths at the Port of Charleston in South Carolina. The number of ships arriving in East Coast ports has increased, but Omicron infections reduced lift operators at some East Coast ports by 10%, causing delay in unloading containers at these ports.

Besides port congestions, ports in the West Coast are likely to encounter labor disruptions during the upcoming contract negotiation. The International Longshore and Warehouse Union (ILWU) will be representing 22,400 dockworkers to negotiate the labor contract that expires in July 2022.  This labor union will negotiate with 70 privately owned terminal operators at 29 West Coast ports.  

Previous contract negotiations have been contentious, and union officials often oppose expanded use of automation. During the last contract negotiation that began in 2014, the negotiation talks dragged into 2015. Previous contract negotiations often led to severe labor disruptions and shipping delays. The 2022 contract negotiation process is likely to be a long, drawn-out war.

Restoring global supply chain operations takes time and effort, and there are no quick fixes.

Christopher S. Tang is a University Distinguished Professor and Edward W. Carter chair in business administration at the UCLA Anderson School of Management.

About the Author

Christopher Tang | Distinguished Professor, Carter Chair in Business Administration, UCLA Anderson School of Management

Christopher Tang is a distinguished professor and the holder of the Carter Chair in Business Administration at the UCLA Anderson School of Management

A foremost scholar of global supply chain management, Chris Tang focuses his current research on social innovation in developing countries, identifying how companies operate in the environment to do good while doing well at the same time — “where corporate responsibility, social justice and environmental stewardship can go hand in hand,” as he says.

Tang’s interest in his field began in the private sector when he worked for IBM to solve internal production planning problems. Exposure to real-life industry projects motivated his academic research, where he developed teaching cases on a variety of concerns such as microfinancing for the poor, mobile platforms for developing economies, creating shared values and direct procurement of agricultural products, response management in disasters and new business models in the age of the Internet. These cases exceeded the traditional topics of operations management, addressing the trendy and pressing issues faced by supply chain executives, as well as innovations that industry leaders use to create higher values in the global market.

World-renowned in the field of global supply chain management, Tang has been a consultant to numerous corporations such as Amazon, HP (California, Singapore, South Korea), IBM (New York, San Jose), Nestlé (USA), GKN (UK) and Accenture. He has taught courses at Stanford University, UC Berkeley, Hong Kong University of Science and Technology, National University of Singapore, MIT (Zaragoza) and London Business School, and served as a visiting professor at Cambridge University (UK) and the Institute of Advanced Study (IAS) at HKUST. He has delivered more than 200 keynote speeches and seminars at conferences and universities worldwide; chaired numerous advisory committees at various universities in the United States, Europe and Asia; been interviewed and quoted by international press over 100 times; and served on the boards of various nonprofit organizations.

Tang’s research contribution to global supply chain management is recognized by all three major academic societies in the fields of operations research, management science and operations management. He was recently distinguished for research exploring the impact of regulatory policies on the welfare of different stakeholders in on-demand ride service platforms. He has published six books, 30 book chapters, over 100 online blogs and over 160 research articles in various leading academic journals. He has written for the Wall Street JournalBarron’s,Financial Times (UK), China Daily, Fortune, Bloomberg Law,Los Angeles TimesSanFrancisco ChronicleBusiness Times (Singapore) and The Guardian (UK).