The article theoretically and analytically examines the mechanisms by which national cultures influence the management of global supply chains and the operational efficiency of companies. The relevance of the topic stems from the fact that, under conditions of intensive globalization and the growth of world trade (32.2 trillion US dollars in 2024, according to the WTO), cross-cultural differences have become one of the main sources of hidden risks and disruptions in supply chains, reducing their efficiency by 10–25 % on key performance indicators (timeliness, cost, and reliability).

Drawing on the models of G. Hofstede and E. Hall, the author demonstrates how differences in power distance, individualism, uncertainty avoidance, time perception, and communication context affect negotiations, decision-making, project management, and supplier interactions. Particular attention is given to practical examples from the automotive, electronics, and other industries (USA, Germany, Japan, China).

It is proven that culture today is no longer a secondary “soft” factor but a key strategic element in supply chain management. Ignoring cultural differences leads to increased transaction costs, the bullwhip effect, and operational risks, whereas their proper consideration turns these differences into a competitive advantage.

In conclusion, the article emphasizes that companies implementing cross-cultural training, adapting contracts, and using cultural intermediaries achieve significantly higher resilience and efficiency in their global supply chains. The article is theoretical-analytical in nature and provides specific practical recommendations for managers of international companies.

Cross-cultural differences, Supply Chain Management, global supply chains

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