Coping Strategies for Supply Chain Disruption Risks and Pathways to Enhance Resilience: A Case Study of CATL

Abstract

This study investigates the underlying causes of response failures in supply chain disruption management, despite the widespread adoption of formal contingency plans by manufacturing enterprises. Through a comparative case analysis of Contemporary Amperex Technology Co. Limited (CATL) and LG Electronics, we identify two critical dimensions contributing to such failures: external structural dependencies and internal coordination barriers. CATL’s vulnerability stems from deep reliance on upstream critical raw materials, illustrating that supplier diversification alone cannot eliminate structural fragility when control over key resources is lacking. In contrast, LG Electronics faces challenges rooted in insufficient multi-tier supplier visibility and inefficient logistics integration. Both cases further reveal significant internal coordination barriers, including delayed information flows and rigid cross-functional decision-making, which hinder dynamic response during disruptions. Grounded in information processing theory, this study emphasizes that resilience depends not only on structural design but also on organizational agility. We propose a shift from “diversified layout” to “critical control” in structural strategy and stress the need to break “dynamic response barriers” through enhanced information architectures and collaborative mechanisms. Our findings offer actionable pathways for enterprises to bridge the gap between static contingency planning and dynamic response execution.