Based on the above discussion, it can be argued that, before seeking to add redundancy or flexibility to protect themselves against disruptions, companies should examine the degree of complexity that they are adding through these protective measures. This is also supported by Prater et al. (2001), who point out that, even if some innovative management practices are called for, complexity inherent in the organisation of international supply chains may make the realisation of them impossible. Using case studies, they demonstrate that some companies operating in global environments have been forced to limit agility of their supply chain since the introduction of factors that increase agility would increase complexity of management.