Responses to the coronavirus: Supply chain and logistics implications

The coronavirus (Covid-19) has spread throughout China, disrupting lives and livelihoods.

China, moreover, is an integral part of global and regional supply chains in many sectors, ranging from cars to mobile phones. Chinese companies have also invested in making supply chains and logistics operations faster and smarter, rivaling and even surpassing developed market companies in time to market their products and services. How resilient are these supercharged and interconnected supply chains to the disruptions caused by the Covid-19 emergency?

In a recent survey conducted by The Economist Corporate Network, only 26% of respondents indicated that they have contingency plans in case the outbreak lasts longer than a few weeks. More than 30% responded that their companies are conducting research on the potential business implications or diversifying supply chains.

Join us for this special webinar from The Economist Corporate Network where we draw on the latest analysis from The Economist Intelligence Unit and bring together industry specialists to discuss:

  • Operational issues faced by companies as they cope with the business disruptions presented by the coronavirus outbreak
  • The supply chain resilience of mainland China and Hong Kong, especially infrastructure adequacy and possible choke points
  • Secondary impact of supply chain and logistics disruptions to overseas sectors dependent on Chinese components and expertise

This is the third in a series of special webinars from The Economist Corporate Network designed to help business leaders better understand and respond to the recent coronavirus outbreak.


  • Frank Debets, Managing Partner, Customs and International Trade at PwC Singapore
  • Mark Slade, Managing Director of DHL GLobal Forwarding, Hong Kong and Macau
  • Nick Marro, Global Trade Lead at The Economist Intelligence Unit

Moderated by

  • Andrew Staples, Global Editorial Director of The Economist Corporate Network