Supply chain disruptions have worsened
Benigno et al. have constructed the Global Supply Chain Pressure Index (GSCPI) to monitor the global supply chain disruptions. They are using data from from the Baltic Dry Index (BDI) and the Harpex index, as well as BLS airfreight cost indices for freight flights between Asia, Europe, and the United States. They also use supply chain-related components of Purchase Manager Index (PMI) surveys—“delivery times,” “backlogs,” and “purchased stocks”—for manufacturing firms across seven interconnected economies: China, the euro area, Japan, South Korea, Taiwan, the United Kingdom, and the United States. Before combining these data within the GSCPI by means of principal component analysis, they strip out demand effects from the underlying series by projecting the PMI supply chain components on the “new orders” components of the corresponding PMI surveys and, in a similar vein, projecting the global transportation cost measures onto GDP-weighted “new orders” and “inputs purchased” components across the seven PMI surveys.
[T]he worsening of global supply chain pressures in April was predominantly driven by the Chinese “delivery times” component, the increase in airfreight costs from the United States to Asia, and the euro area “delivery times” component, as other components have eased over the month. These developments could be associated with the stringent COVID-19-related lockdown measures adopted in China, as well as the consequences of the Ukraine-Russia conflict for supply chains in Europe.


Global Supply Chain Pressure Index: May 2022 Update
By: Gianluca Benigno, Julian di Giovanni, Jan J.J. Groen, Adam Noble – Federal Reserve bank of New York
Time to rethink the supply chain model
Diane Coyle argues that these supply-chain challenges are a consequence of prioritizing economic efficiency over other considerations such as tacit knowledge, or know-how, in manufacturing. As a result, rich-country firms have allowed these capabilities to erode for decades and cannot reshore them quickly. East Asian manufacturing centers such as China, Malaysia, and Singapore have developed sustainable, hard-to-replicate advantages in specific sectors and also in areas such as logistics.
Unfortunately, problems that have been four decades in the making cannot be solved overnight, and the best course of action for policymakers is not obvious. That is all the more reason to start rethinking the model now.
Rethinking Supply Chains
By: Diane Coyle – University of Cambridge