Lead times can be a consequence of lean manufacturing methodology.

Basically factories get their orders setup far in advance to fill their productive capacity. If / when there is a supply shock or disruption, the entire process is fouled by the missing piece in the production line. Lean methodology doesn't encourage having inventory on hand to blunt supply shocks as inventory is a negative pin the balance sheet. Therefore production had been tooled to be just-in-time nearly everywhere and this leads to supply disruption for any number of logistical supply shocks.

IMO, industry should look at logistics from the perspective of supply lines and military engagements. Long supply lines are generally a risk to operational security in a military theatre as there are significantly more points along the line where an interruption can occur and then your army doesn't advance to the mission objective of any of those points experience an issue. If industry has a logistical supply line that crosses an ocean as their only source of a critical specialized part to production, then they should be certain to store inventory on that part that substantially exceeds the average monthly usage. If the part is made by factory B across the street and is critical, but uncomplicated in design, then user just-in-time methodology for that part. Finally, manufacturers should back track with their suppliers bottleneck points in the logistics of their suppliers being generally able to supply the finished parts to remove the 2nd, 3rd, 4th tier potential logistical bottlenecks from factoring in delaying production for the 1st tier part suppliers to the product manufacturer.

Now after doing this, logistics will be shored up substantially and the manufacturers supply lines should stabilize. Although admittedly, costs of finished products will necessarily increase some in this methodology. The benefit is, the supply line is substantially less vulnerable to disruption from external global factors.