Table 2 Buffering and bridging... | Emerald Publishing

Table 2

Buffering and bridging strategies across the three dimensions

Era	Dominant resource dependencies	Buffering	Bridging
Baseline Era (2014–2019)	1 Financial, market and institutional access; 2 Physical input and capacity; 3 Human and knowledge; 4 Digital and information	Internal: Strong project and quality controls, early cybersecurity, broad product and regional mix, sizeable order backlogs used as a cushionCustomer: Diversified government customers and export markets, with order visibility that smooths demand swings Supplier: Alternative sources for selected items, limited safety stocks for long lead parts, multi-year agreements where appropriate, basic commodity hedging where relevant	Internal: Routine cross-functional oversight and regular improvement meetings to surface risks early Customer: Established relationships with defence authorities and structured industrial cooperation arrangements; Supplier: Qualification programs, audits, codes of conduct and regular coordination on quality and delivery
Pandemic Era (2020–2021)	1 Physical input and capacity;2 Human and knowledge; 3 Digital and information; 4 Financial, market and institutional access	Internal: Health and safety measures to keep operations running, remote and staggered work, resequencing of production and temporary redeployment of staff to priority programs; Customer: Use of existing backlogs and portfolio balance to buffer demand while schedules were adjusted; Supplier: Temporary inventories of critical parts, qualification of alternate sources where feasible, forward purchases and price protections where possible	Internal: Frequent cross-functional coordination meetings to track constraints and make quick decisions Customer: Remote technical and program reviews through secure digital collaboration to keep designs, tests and approvals moving when travel and access were limited Supplier: Faster payments to support cash-constrained suppliers, joint recovery and catch-up plans, closer monitoring and targeted on-site support at critical suppliers
Emerging Risks Era (2022–2024)	1 Physical input and capacity; 2 Financial, market and institutional access; 3 Human and knowledge; 4 Digital and information	Internal: Stronger cyber and physical security controls, ongoing stockpiles of critical electronics and materials, capacity additions, large backlogs used as shock absorbers, hedging for energy and key inputs where relevant Customer: Sustained and often larger backlogs across regions and programs to cushion geopolitical swingsSupplier: More long-term and volume agreements, continued dual sourcing on critical items, deliberate stockpiles of scarce parts, qualification of domestic or allied alternatives, contract terms to address inflation and extended lead times	Internal: More structured talent pipelines and partnerships for skills and security and established enterprise coordination on risk. Customer: Closer liaison with government authorities on export approvals, collaborative development and multi-year funding alignment; Supplier: Localisation of production where feasible, new joint ventures and partnerships, deeper audits, on-site presence and formal supplier development programs

Era	Dominant resource dependencies	Buffering	Bridging
Baseline Era (2014–2019)	1 Financial, market and institutional access; 2 Physical input and capacity; 3 Human and knowledge; 4 Digital and information	Internal: Strong project and quality controls, early cybersecurity, broad product and regional mix, sizeable order backlogs used as a cushionCustomer: Diversified government customers and export markets, with order visibility that smooths demand swings Supplier: Alternative sources for selected items, limited safety stocks for long lead parts, multi-year agreements where appropriate, basic commodity hedging where relevant	Internal: Routine cross-functional oversight and regular improvement meetings to surface risks early Customer: Established relationships with defence authorities and structured industrial cooperation arrangements; Supplier: Qualification programs, audits, codes of conduct and regular coordination on quality and delivery
Pandemic Era (2020–2021)	1 Physical input and capacity;2 Human and knowledge; 3 Digital and information; 4 Financial, market and institutional access	Internal: Health and safety measures to keep operations running, remote and staggered work, resequencing of production and temporary redeployment of staff to priority programs; Customer: Use of existing backlogs and portfolio balance to buffer demand while schedules were adjusted; Supplier: Temporary inventories of critical parts, qualification of alternate sources where feasible, forward purchases and price protections where possible	Internal: Frequent cross-functional coordination meetings to track constraints and make quick decisions Customer: Remote technical and program reviews through secure digital collaboration to keep designs, tests and approvals moving when travel and access were limited Supplier: Faster payments to support cash-constrained suppliers, joint recovery and catch-up plans, closer monitoring and targeted on-site support at critical suppliers
Emerging Risks Era (2022–2024)	1 Physical input and capacity; 2 Financial, market and institutional access; 3 Human and knowledge; 4 Digital and information	Internal: Stronger cyber and physical security controls, ongoing stockpiles of critical electronics and materials, capacity additions, large backlogs used as shock absorbers, hedging for energy and key inputs where relevant Customer: Sustained and often larger backlogs across regions and programs to cushion geopolitical swingsSupplier: More long-term and volume agreements, continued dual sourcing on critical items, deliberate stockpiles of scarce parts, qualification of domestic or allied alternatives, contract terms to address inflation and extended lead times	Internal: More structured talent pipelines and partnerships for skills and security and established enterprise coordination on risk. Customer: Closer liaison with government authorities on export approvals, collaborative development and multi-year funding alignment; Supplier: Localisation of production where feasible, new joint ventures and partnerships, deeper audits, on-site presence and formal supplier development programs