A Supply Chain Resilience Capability Framework and Process for Mitigating the COVID-19 Pandemic Disruption

Iwan Vanany, Mohd Helmi Ali, Kim Hua Tan, Ajay Kumar () and Nurhadi Siswanto
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Iwan Vanany: ITS - Institut Teknologi Sepuluh Nopember [Surabaya]
Mohd Helmi Ali: UKM - Universiti Kebangsaan Malaysia
Kim Hua Tan: Nottingham University Business School [Nottingham]
Ajay Kumar: EM - EMLyon Business School
Nurhadi Siswanto: ITS - Institut Teknologi Sepuluh Nopember [Surabaya]

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Abstract: This article aims to explore the supply chain (SC) resilience capabilities of firms, focusing on their ability to respond to the COVID-19 pandemic disruption. Based on two cases each in the pharmaceutical and mineral water industries, this article identifies various strategies managers mobilized to tackle SC disruptions during the COVID-19 pandemic. This article contributes to theory through a proposed double-helix framework showing the dimension of disruptions and the capabilities concept to mitigate COVID-19. In addition, an in-depth investigation of the perceived importance versus actual SC resilience capabilities deployed is discussed and validated with practitioners. The findings of this article also address a critical gap in the SC operations management literature and provide a practical approach for managers to better manage future pandemic disruptions.

Keywords: Capability; Case study; covid-19; Digitalization; disruption; resilience; supply chain (search for similar items in EconPapers)
Date: 2024-06-01
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Published in IEEE Transactions on Engineering Management, 2024, 71, 10358-10372 p. ⟨10.1109/TEM.2021.3116068⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04605796

DOI: 10.1109/TEM.2021.3116068

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