New research from
The University of Manchester has shed light on how British manufacturers can better survive - and even thrive - during major global shocks such as pandemics, wars and economic turmoil. The study, which has been published in Industrial Marketing Management, was based on 205 UK manufacturing firms - and it offers hope that companies can be more resilient than they may think.
Dr Oluwaseun Olabode from
Alliance Manchester Business School and her fellow researchers found that two strategies known as ‘bridging’ and ‘buffering’ help companies protect their most important customers when chaos hits the global supply chain. While these might sound like technical terms, the researchers say the ideas are rooted in something simple - human relationships and smart backup planning.
Bridging, the study explains, is all about staying closely connected with suppliers and customers - working together, sharing information and solving problems as a team. Buffering, on the other hand, means having reliable fallback options like extra suppliers or alternative delivery routes, so a single breakdown doesn’t bring everything to a halt.
The research was driven by a question asked by many during COVID-19 - why did some companies crumble under pressure while others adapted overnight? One of the key findings is that simply building close relationships (bridging) isn’t enough on its own to protect financial performance. Instead, companies benefit most when they combine strong relationships with practical backup plans. The research also found that buffering - having alternatives ready to put into action - had the strongest direct financial impact.
Responsiveness is keyPerhaps most importantly, the study highlights ‘responsiveness’ - a firm’s ability to change quickly when customers suddenly need something different. This proved essential for success during large-scale disruptions, such as the pandemic or global geopolitical tensions.
Dr Olabode said “Our study shows that when a major crisis hits, companies that can adapt quickly - by changing their products, speeding up processes or finding new supply routes - are the ones that protect jobs, customers and revenue. Responsiveness is what really turns resilience into results."
The findings come at a time when UK manufacturers are still recovering from the pandemic, coping with Brexit-related pressures and dealing with rising geopolitical uncertainty. For many firms, especially those serving large, strategically important customers, a single delay or supply failure can put long-standing relationships at risk. The study offers reassurance that even smaller manufacturers can build resilience - not just industry giants.