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My Take
Opinion
Alex Lo

My Take | Mass panic behind global supply chain crisis

  • A decades-old experiment at the MIT’s business school offers unique insights into how fear and distrust can cause panic ordering, similar to panic buying, that mimics the current world crisis

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A shopper looks at produce and empty shelves of the meat aisle in co-op supermarket, Harpenden, Britain, September 22, 2021. Photo: Reuters

The global supply chain crisis may have a lot in common with a bank run and a rush into liquidity by investors during a stock market crash. That is a fascinating insight gleaned from an experiment on a group of first-year executive MBA students at MIT’s famed Sloan School of Management.

The experiment, called the Beer Game, has been running for decades for students to show how supply chains actually work – and can be disrupted. But this year’s results, first reported by Bloomberg, are especially relevant, in light of the current crisis.

It used to be just toilet paper. Now, it’s gas shortages across Europe, empty shelves in British supermarkets, electricity rationing in China, computer chips running out in the making of products from cars to mobile phones – it has been called “the everything shortage”.
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Global supply chains have been tied up by the Covid-19 pandemic, first because everything was shutting down, and now because everything is opening up. Globalisation can only absorb so much shock to the system. It is a terribly fragile ecosystem. Think of what China and the United States are doing to it with their “decoupling”, or more technically called “going at each other’s throats”.
A shopper looks at produce and empty shelves of the meat aisle in co-op supermarket, Harpenden, Britain, September 22, 2021. Photo: Reuters
A shopper looks at produce and empty shelves of the meat aisle in co-op supermarket, Harpenden, Britain, September 22, 2021. Photo: Reuters
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People have been talking about the current crisis as if it’s caused purely by physical limits and shocks within the system. But people’s psychology – producers, distributors, agents, wholesalers, retailers and customers – may be just as important. As a French Cartesian might say, it has both an objective and a subjective dimension.

In a bank run, if you are a depositor, you wouldn’t bother to read up on its financial statements to determine if its business is viable; you just want to take your cash and run. When stocks start to crash, your first reaction is to want to sell, sell, sell; assuming you are not a short-seller.

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