Resilient Responses to Global Supply Chain Disruptions: Focusing on the Stock Price of Global Logistics Companies

This study clarifies the impact of global supply chain risks on global logistics companies, with a focus on the potential implications for sustainable supply chain management. The study employs the vector auto-regression model to examine the relationship between the Global Supply Chain Pressure Index (GSCPI) and the stock prices of global logistics companies, yielding the following results. First, the GSCPI does not have a statistically significant effect on most global logistics firms, except for shipping companies, which tend to be negatively impacted by supply chain disruptions. The t-statistics of the GSCPI on air cargo, integrated logistics, and pipeline companies were below the threshold of 1.291, corresponding to a 90% confidence level, which indicates that these results were not statistically significant. Therefore, logistics companies should prioritize the development of resilient and sustainable supply chain strategies incorporating alternative energy sources, such as liquefied hydrogen, ammonia, green methanol, and liquefied natural gas, to enhance their ability to respond to unexpected situations. Second, contrary to other logistics sectors, shipping enterprises have been positively impacted by the GSCPI, suggesting that they may find new opportunities during periods of global instability. By adopting eco-friendly fuel alternatives and green technologies, shipping companies can capitalize on these opportunities and contribute to the global transition toward sustainable logistics practices. These findings suggest that global logistics companies, including pipeline, air cargo, and integrated logistics companies, should develop resilient global supply chain management strategies that incorporate supply chain platforms, nearshoring, and import diversification. This study offers important implications for entrepreneurs and policymakers, emphasizing the role of sustainable energy solutions in stabilizing global supply chains. © 2024 by the authors.