Study on the Path to Enhancing China's Industrial Chain Resilience
DOI: 10.23977/ieim.2024.070419 | Downloads: 5 | Views: 126
Author(s)
Meijing Song 1,2
Affiliation(s)
1 School of Finance and Economics, Hainan Vocational University of Science and Technology, Haikou, Hainan, 570000, China
2 School of Management, Universiti Sains Malaysia, Penang, 11800, Maylaysia
Corresponding Author
Meijing SongABSTRACT
With the rapid development of technologies such as big data, cloud computing, and artificial intelligence, the digital economy is transforming the operational models of traditional industries, providing new opportunities for the transformation, upgrading, and resilience enhancement of industrial chains. As the world's second-largest economy, China faces a complex and ever-changing domestic and international economic environment, where the stability and competitiveness of its industrial chains are directly linked to the sustainable and healthy development of its economy. To promote the modernization of industrial chains and improve their resilience, it is a key element and crucial step. The resilience of industrial chains is reflected in their ability to resist risks and recover, which requires systematic efforts such as filling gaps, extending chains, consolidating chains, and strengthening chains. However, at present, there are still challenges in enhancing China's industrial chain resilience, such as insufficient innovation capacity, a shortage of professional talent, and weak industrial foundations. Therefore, China should leverage the digital economy to accelerate the digital upgrade of its industrial chains, focus on breakthroughs in core technologies, and promote the development of more complete industrial chains, which is crucial for driving the high-quality development of China's industrial chains.
KEYWORDS
Digital Economy, Industrial Chain Resilience, Supply Chain EfficiencyCITE THIS PAPER
Meijing Song, Study on the Path to Enhancing China's Industrial Chain Resilience. Industrial Engineering and Innovation Management (2024) Vol. 7: 148-153. DOI: http://dx.doi.org/10.23977/ieim.2024.070419.
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