Abstract
The reshoring phenomenon has gained momentum among managers, scholars and policy makers. Literature has mainly focused on reshoring motivations/drivers, locations, and activities. Only a few papers have studied its performance impact and they are characterized by significant limitations. Our study seeks therefore to present the first systematic analysis of the impact of reshoring on operational performance based on balance sheet data. Our analyses show that reshoring does not allow a better profitability, nor an increase in sales or in labour productivity. It seems however to allow an improvement in operating margins thanks to the increase in value per unit.