The Effect of COVID-19 Pandemic on the Global Supply Chain Operations: A System Dynamics Approach

Epidemic outbreaks are one of the important sources of the risk in the global supply chains. Before the COVID-19 pandemic, global industries that were unprepared for disruptions experienced a decline due to the pandemic. A global supply chain is a complex system set of dynamics that could be analyzed by the system dynamics approach. In this article, the impact of the recent pandemic on the global supply chain is simulated in different scenarios. A system dynamic model is developed to carry out the simulations. In order to consider the impact of the pandemic on the exogenous and endogenous variables, a force majeure factor is defined in the model. Global features considered in this article are the export and import operations, the exchange rate and the rate of tariff. In this article, a scenario analysis is performed to analyze two important factors of the global supply chain: force majeure factor and delivery delay. Results showed that improving the flexibility of production capacity is one of the important strategies that global supply chain managers should pursue. JEL Codes: F23, P45, C15, C63, E37, F17

Pemutusan Hubungan Kerja Masa Pandemi Covid-19 Di Indonesia Perspektif Force Majeure

Dunia menghadapi permasalahan yang sangat krusial termasuk di negara Indonesia masa Pandemi Covid-19 saat ini. kerugian yang berdampak pada kesehatan maupun perekonomian. Indonesia melakukan pencegahan penyebaran terhadap pandemi melalui berbagai kebijakan. Kebijakan tersebut, membuat perekonomian Indonesia mengalami banyak permasalahan, beberapa perusahaan mengambil langkah untuk mengurangi kerugian akibat Covid-19. Pekerja harus istirahat dan bekerja di rumah. Penelitian ini menggunakan metode yuridis normatif, menganalisis aturan-aturan, kebijakan, asas, serta prinsip hukum ketenagakerjaan. Hasil penelitian Perlindungan hukum adalah memberikan pengayoman terhadap hak asasi manusia masa pandemic covid 19 saat ini. PHK sejalan dengan Pasal 164 dan 165 Undang-Undang No.13 Tahun 2003 tentang Ketenagakerjaan menyatakan bahwa suatu perusahaan berhak memutus hubungan kerja terhadap pekerja apabila suatu perusahaan mengalami kerugian. Perusahaan yang memutus hubungan kerja di masa pandemi Covid-19 seringkali menggunakan alasan force majeure, padahal perusahaan tersebut masih berproduksi seperti biasanya. syarat PHK perusahaan yaitu, perusahaan terbilang mengalami penurunan atau kerugian selama 2 tahun. pandemi saat penetapan PHK belum mencapai 2 tahun. Kejelasan force majeure menjadi pertanyaan memasuki klasifikasi dalam bencana alam atau tidak. alasan force majeure yang dipakai perusahaan untuk memutus hubungan kerja tidak dapat dibenarkan. force majeure dalam Kebijakan Pemutusan Hubungan Kerja dimasa pandemi Covid-19 di Indonesia Merujuk Pasal 164 Ayat (1) Pasal 164 Ayat (3) UU 13/2003 Menteri Ketenagakerjaan, menghimbau bahwa perusahaan seharusnya membuat langkah yang bisa ditempuh seperti; mengurangi upah, fasilitas, shift kerja, atau merumahkan sementara waktu. beberapa perusahaan mengeluarkan kebijakan memutus hubungan kerja tetap berdalih tidak memiliki dana yang cukup untuk membayar pesangon atau upah para pekerja. Hal tersebut menyalahi Peraturan ketenagakerjaan yang menyakan bahwa perusahaan boleh tutup jika sudah mencapai kerugian selama 2 tahun. Covid-19 ini belum mencapai dua tahun. Alasan force majeure yang dipakai oleh beberapa perusahaan tidak dapat diterima oleh beberapa kalangan. force majeure diartikan sebagai kejadian yang timbul diluar kemauan dan kemapuan. Keadaan memaksa tersebut meliputi: Keadaan memaksa bersifat mutlak (absolut) Keadaan memaksa bersifat mutlak (relatif). Wabah covid-19 merupakan peristiwa yang tidak terduga pada saat perjanjian atau kebijakan itu dibuat. Artinya jika ada perjanjian yang dibuat pada saat wabah sedang menjalar dan menjangkit pemutusan hubungan kerja tidak dapat dijadikan alasan sebagai force majeure.

Tax Policy in the COVID-19 Pandemic: A Review of Publications in Leading Economic Journals

In the context of the world-long coronavirus pandemic, it is now essential that it is successful to overcome, break out painlessly and restore economic growth as soon as possible. Tax policy has a significant place in solving these problems. The purpose of the review is to identify, generalize and interpret information on the nature, degree of systemicity, depth, quality, discussion, existing trends and trends, synergy of tax policy research in the conditions of the coronacism in leading economic journals to identify problematic and understudied areas of knowledge that are important for tax science and practice, which require an early solution and whose development is the most in-demand in modern historical conditions. The scientific community in any scientific industry, including the tax industry, is required to build a single interconnected system of dynamically and effectively developing knowledge, rather than simply producing a set of interesting but disparate ideas. The research methods are a strategy of identifying keywords and search terms from the sphere of taxation and pandemic, screening sources and their primary filtering, content analysis of selected articles, critical reflection of groups of articles. As a result, it has been revealed that the palette of tax problems in the covid-19 environment explored in the publications of leading economic journals is fairly broad, but it goes beyond the front, not ahead of it develop models of various forward-looking scenarios for alternative tax options in force majeure; a clear interpretation of the pandemic realities of the pressing problems of the tax agenda of the present historical moment; writing new reviews as tax publications emerge between Cand19 and the exit from the medical and economic crisis.

Unidroit Principles and the COVID-19 Economy

The international economy was drastically changed by COVID-19. As the pandemic is causing similar problems in different jurisdictions, uniformized solutions are required to have more certainty in a global economy. This is an opportunity for the uniform regulation of international contracts such as the Unidroit Principles. The provisions of the Unidroit Principles, such as force majeure and hardship, may provide parties, adjudicators, and legislators with uniform solutions to common problems caused by the pandemic.

PRAXEOLOGICAL DIMENSION OF WORKING TIME

Praxeological dimension of working time is undoubtedly influenced by current sociopolitical system invoking the axiology being commonly recognized values. This means that in enacting public and legal regulations the state may not isolate the employees facing exceptional hardship or even unforeseeable situations assuming the form of peculiar force majeure. Thus, both employees’ wellbeing and the welfare in general are vital. For that reason the labour law should praxeologically be a way to control real situations and the needs of working people and the society. The labour law should also praxeologically create a system of institutions reconciling social emotions in order to protect social peace which constitutes common welfare.

Cuantificador todo en tiempos del Covid

The sudden onset of the Coronavirus pandemic created the need for contemporary societies to adjust quickly to new rules that frequently limit our civil rights. Governments are obliged to take decisions and inform society of such. On the other hand, imposing unpopular rules on potential voters can result in a loss in popularity that can be devastating for a politician. This is true even in the face of a force majeure. Therefore, from the point of view of the pragmatics of political discourse it is imperative to choose those linguistic devices that would allow communicative goals to be achieved while not compromising the speaker. In the official speeches of the Spanish Prime Minister that took place between January and June 2020 and which coincided with the most dramatic period of the pandemic, the frequency of the use of quantitative expressions, especially of the collective universal quantifier todo, is significant. In this paper we will analyse various uses of this linguistic expression that arise from the discursive pragmatic strategies employed by the speaker.

Non Performing Loan sebagai Dampak Pandemi Covid- 19: Tinjauan Force Majeure Dalam Perjanjian Kredit Perbankan

Terjadinya pandemi COVID-19 secara tidak langsung berimbas pada perekonomian nasional dan menyebabkan turunnya pendapatan masyarakat. Hal ini menjadi tantangan tersendiri bagi dunia bisnis termasuk juga pada industri jasa keuangan perbankan. Tujuan penelitian ini diantaranya untuk mengindentifikasi dampak pandemi COVID-19 terhadap sektor perbankan, untuk mengidentifikasi apakah pandemi COVID-19 dapat digolongkan sebagai suatu keadaan kahar (force majeure) yang dapat menghapuskan kewajiban kredit dan mengidentifikasi langkah-langkah penyelamatan kredit yang dilakukan oleh pihak Perbankan dalam mengatasi Non Performing Loan (NPL) akibat adanya pandemi COVID-19. Penelitian ini dilakukan dengan penelitian lapangan (yuridis empiris) dengan lokasi penelitian pada bank umum milik pemerintah daerah, bank umum milik swasta dan bank perkreditan rakyat di Bali. Penelitian ini memperoleh hasil bahwa Pandemi COVID-19 berdampak bagi operasional bank, menurunnya aktivitas penyimpanan dana di bank, menurunnya pertumbuhan kredit, serta meningkatnya Non Performing Loan (NPL). Pandemi COVID-19 digolongkan sebagai force majeure relative yang tidak menghapuskan kewajiban kredit dan hanya menangguhkan kewajiban. Upaya yang dilakukan oleh pihak bank adalah restrukturisasi kredit, melakukan pemantauan dan monitoring, serta melakukan penambahan fasilitas kredit. Terdapat perbedaan implementasi antara bentuk restrukturisasi yang diatur dalam POJK dengan pelaksanaannya di lapangan.

‘PERICULUM VERBUM GENERALE EST’: RISK ALLOCATION IN THE COMMENTARIES OF JACQUES CUJAS

Jacques Cujas was a French humanist and one of the most distinguished 16th-century legal experts. This paper analyses the rules governing liability and the meaning of periculum (risk) in his commentaries to Roman law. My study is focused on two examples which offer surprising interpretations of risk. The first case concerns a person who lost an object given for valuation. Here Cujas uses the term periculum in two different meanings. The first is general and covers all types of irresistible events. The second is limited to only one type of event – theft. This distinction is fundamental for the evaluation of the legal consequences arising from the loss of the object. Te inspector would have had to bear the risk of theft (periculum furti), but not other risks, especially not those related to force majeure. The second case I discuss deals with the complexities of risk allocation in the contract of sale. In one of his earlier commentaries, Cujas accepted the Roman legal principle of periculum emptoris – that the risk of the loss of the object sold should be on the buyer. At the same time, in his discussion of particular cases Cujas was flexible in allocating various risks to either of the parties, thus paving the way for his future change of mind on periculum venditoris.

The Great Resignation: stopping the 'bleed'

As hospitality businesses open up ‘post-pandemic’, the unavailability of qualified staff has become one of the biggest obstacles to businesses’ ability to take maximum advantage of the pent-up desire and need for travel. A study published by McKinsey in September 2021 under the headline “Great attrition or great attraction? The choice is yours”1 verbalised and quantified for the first time something that the hospitality industry around the globe is experiencing as businesses start their return to the ‘next normal’. The article explained in detail a mindset that has become commonplace both for employers and employees, and that will be troubling the industry for a while if not properly addressed. When Covid first brought the world to a standstill, the hospitality industry was one of the first and worst hit. Business came to a halt; many hotels and restaurants closed or decreased staffing levels as much as possible in order to cut expenses. In the developed world, this was done with the help of government programmes so that employees could access some kind of safety net. In developing countries, these safety nets often did not/do not exist. Many employers were ruthless, simply telling staff that they were no longer needed. ‘Thanks’ to many governments calling Covid-19 a “force majeure”, employers got around paying legally required compensation for terminating employees at short notice. Many of our colleagues, expatriate and local, found themselves literally ‘on the street’ within weeks of the pandemic ravaging the industry. Employers’ social responsibility to the communities in which they do business was one of the first victims of the pandemic. The understanding that “our staff is our most valuable asset” turned into pure semantics. Today, as these businesses celebrate that they are opening again, there is a surprising level of surprise among the most callous of employers that now they can’t find staff. The industry will have to come up with new ways of working if they want to attract colleagues back – the loss of trust and goodwill will have serious repercussions. To ‘make good’ on their actions, employers need to first understand how much they broke – initial observations show that they have not even started to understand what they did. What about people still employed? Shouldn’t they be lucky to still have a job? In the McKinsey study, 40% of participants who were still employed answered that they were at least somewhat likely to leave their job in the next 3–6 months; 64% of these claimed that they are planning to leave without a new job lined up. At the core of this is, I believe (and the study suggests), is a general disconnect between what employees are looking for and what employers think that employees are looking for. The pandemic has sent many of us into a survival mode, forcing actions that were purely transactional. Yet the hospitality industry, at its core, depends on people who care for others. Employers need to ask employees questions that show they care and rebuild the trust that has been lost due to their actions when the pandemic hit. As a member of a Vietnamese investment group that did exactly the opposite, that held on to employees at substantial cost to the enterprise and with employees at all levels ‘chipping in’ through unpaid leave to help keep everyone employed, I know first-hand that this has built a substantial amount of trust and our levels of attrition are substantially below the market average as other businesses reopen. Asking the right questions, listening to the answers and consistently responding with empathy and tangible action, not words, will be key to our success. Corresponding author Oliver Horn can be contacted at: [email protected] Note McKinsey & Company, September 8, 2021, study conducted with 4,294 participants in the US, UK, Australia, Singapore and Canada. Available at: https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours