Implementing reshoring: insights and principles from a longitudinal case study in the e-bike industry

Despite the growing body of literature on firms revising their production offshoring decisions, there is scarce research on how reshoring is actually implemented. This paper responds to this gap by analysing the case of FIVE, an Italian electric bike (e-bike) company that has insourced and relocated its production activities - originally outsourced to a Chinese manufacturer - to its home country. The research combines a design science approach with a longitudinal single case study method to gather both theoretical insights and practical managerial advice on how to conduct the reshoring implementation. The study captures the dynamic nature of the implementation process, showing how its elements evolve over time. Organisational learning emerges as a driving factor of reshoring. Each of the implementation stages is characterised by the development of a specific organisational process, which provides the know-how required for performing tasks at that particular stage. From a practical perspective, the study develops five reshoring implementation principles and a three-stage implementation process, thereby offering valuable guidelines for managers of SMEs who wish to undertake the reshoring decision.