I heard many talks of resilience at work; what I would follow that with is "what opportunity cost are you going to assume, in taking on resilience measures, as they all cost in time/$/people."

We split refuelers for the USAF and they're based out of two fields - that's a matter of strategic persistence, but then you lose the economy of having all similar assets in one area for maintenance and such. The DoD does this on many fronts, and it is expensive.

It is rare in business. Just-in-time logistics rules the roost. Dr. Michael Osterholm, who is a very regarded epidemiologist (back in the early days of HIV, and literally wrote the book on pandemics...which I read during our pandemic) came to work for a discussion in 2015. He talked of this - of the narrow and fragile paths for many of the most critical drugs. He also talked about drugs for outbreaks, and that there's no money in them thus they're not really stockpiled or researched much, but that the industry for impotence pills was bigger than all pandemic drugs combined.

Berkshire Hathaway FAQ

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