Why this matters
Diversifying a sourcing base can reduce one dependency while introducing others. A country-level growth story is not a supplier qualification.
What the evidence suggests
The original Vietnam analysis was a group MBA assignment co-authored with Cranfield colleagues. Its figures and forecasts belonged to the research period and are not presented here as current market data. The durable lesson is to assess infrastructure, regulation, labour, partners and governance together.
What it looks like in practice
An entry decision should compare the full landed and managed cost of supply, not just labour cost. Local advice, supplier development and a pilot are useful where quality and compliance expectations differ.
Practical next steps
Three things leaders can do now
Refresh country and sector data from current primary sources before committing capital.
Test logistics, quality and governance risks with a bounded pilot.
Define the conditions under which the diversification would be stopped.
Phull Insights Perspective
The view beneath the headline.
A resilient network is not simply a longer supplier list. It is a set of options that the organisation can genuinely operate and govern.
Adapted from Pupsi Phull's postgraduate research and professional reflections. Views are personal.