By Paul R Salmon FCILT, FSCM
As supply chain professionals, we’re constantly asked to deliver the impossible: keep costs low, keep stock levels lean, and at the same time respond instantly to disruptions, surges in demand, and new innovations.
This is where the idea of bimodal supply chains has gained traction. The concept is simple:
⚙️ Mode 1 focuses on stability and efficiency – optimising core operations, predictable demand, and cost control.
⚡ Mode 2 is about agility and innovation – fast, flexible, and able to experiment in uncertain environments.
✅ The upside? It reflects the reality that one size doesn’t fit all. For example:
A steady pipeline of MRO spares or food supplies may require Mode 1 discipline. Responding to a humanitarian crisis, new technology rollout, or contested logistics environment demands Mode 2 agility.
❌ The challenge? Running two supply chains side by side is not trivial. It risks creating silos, duplicating effort, and increasing complexity if not managed carefully. The success of a bimodal approach depends on culture, governance, and technology.
For defence, critical infrastructure, and even commercial organisations, I’d argue bimodal thinking is not an optional extra – it’s essential. Our world is too volatile to rely on a single operating model.
📣 What do you think?
Is bimodal supply chain management the answer to balancing stability and agility? Or is it a concept that risks overcomplicating an already complex profession?
Let’s discuss 👇
