Guerrilla supply chain: a new supply chain approach

Aims: This research introduces the guerrilla supply chain concept, defined as a transient, resource-light, and improvisational supply chain designed for rapid deployment and targeted impact with low operational cost. Inspired by guerrilla warfare and jazz music, it addresses the need for organisations to respond swiftly to disruptions and opportunities within an era of persistent supply chain uncertainty and risk.

Methods/Approach: The research draws on guerrilla view and supply chain resilience literature to frame the guerrilla supply chain as a practical response. While ad-hoc networks provide temporary, reactive connections for immediate disruptions, the guerrilla supply chain embeds improvisational capability and rapid opportunity-seizing. This distinguishes guerrilla supply chains from purely ad-hoc practices by aligning transient actions with broader organisational objectives under pressure. A six-stage implementation framework is proposed: (1) Preparing and Sensing, (2) Objective Identification, (3) Rapid Assembly, (4) Deployment, (5) Resolution and Stabilisation, and (6) Disbandment.

Results/Findings: The guerrilla supply chain offers conceptual guidance to address disruptions and seize opportunities, extending beyond ad-hoc networks and dual sourcing by incorporating managerial mindsets that support agility and resilience. It expands understandings of agility by emphasising how managers sense, interpret, and act under BANI (Brittle, Anxious, Nonlinear, Incomprehensible).

Relevance / Implications for practitioners and academics: The concept is relevant for practitioners and academics navigating the shift from VUCA to BANI environments, with potential for further empirical validation. The concept also fosters engagement with industry by providing practical frameworks for managing short-term, high-impact supply chain challenges across sectors in an increasingly anxious and incomprehensible world.