3M: Rethinking Regionalisation to Adapt to Supply Chain Disruptions

Set in April 2022, this case delves into supply chain disruptions faced by 3M in and after the Covid-19 pandemic, and the strategies used by the company to cope with the challenges. The case begins by tracing the history of 3M as an 'Innovation Machine', and its internationalization strategy in its early years. It then talks about the company's regionalisation strategy, and complementary growth strategies like the 'Divide and Grow', 'Follow the Technology' and 'Renewal' tactics to expand and diversify internationally. It also talks about the digital transformation and the consolidated operating model, which the company embarked upon in 2019, to re-energise the company. In 2020, 3M faced massive supply chain disruptions amidst a 400% demand surge of N95 masks and personal protective equipment, and simultaneous closure of several manufacturing facilities worldwide. 3M continued to operate from manufacturing plants that were still open, with government support - in countries like Singapore - while facing resource and supply constraints and other uncertainties. To cope with the disruption, the company used several strategies like emergency response teams, 30/60/90-day cycles of supply management, additional supplier sourcing and airfreight for exporting finished goods. In 2022, even after the pandemic started to subside, supply chain disruptions continued to persist amidst increasing geopolitical tensions like the Russia-Ukraine war and a new surge of the pandemic in China. Given the prolonged and evolving supply chain disturbances, what could be the appropriate short-term and longer term strategies that 3M could implement to respond to such disruptions?

• Disruptive innovation
• Innovation
• Digital transformation
• Growth strategy
• Internationalization
• Supply chain management