Efficiency and resilience are not evenly spread out in an economy. If a corporation is efficient, the profits are reaped by the shareholders and executives. However, in the event of system failure, gravity would do the rest, and debris would flow downward. It pools in the supply chains, the small suppliers, the local economies wired into a global machine.
So it is not something new. Well, it turns out that redundancy was useful. Turns out local capacity matters. Turns out you actually need slack in a system for it to absorb shocks. Then we build it up again, we forget, the money-cutters come back in, and we do it again! The short term optimization gets a bonus! The long-term resilience is line-item reviewed.
Resilience involves embracing waste in regular times. That is it. You need to have inventory available there. Suppliers that are not used to their full capacity Investors pressure any CEO who has “unnecessary” reserves to either use them or give them back. The system actively punishes preparedness.
So would slightly higher costs be worth it? Obviously. However, the question is political. Who wants to sacrifice today so that someone else does not suffer tomorrow? It is a collective action problem, and markets are not that great at solving collective action problems. Always have been.
The problem is that market usually reward quarterly performance and not preparation for rare events. A manger who cuts inventory today may be praised because profit improved immediately while the benefit of keeping larger reserve is invisible if no disruption happens.
That is why resilience is very difficult to price. You hope you will never need it, so it always seem expensive until the day it will save you.
The real challenge is deciding how much resilience is enough without making businesses less competitive.