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.
Highlights
THE COVID-19 pandemic has forced firms to transform their business models and supply chains (SCs), but research and guidance for managers on how to develop resilience capabilities to address the disruptions from the pandemic is limited
The World Health Organization (WHO) and the UN Food and Agriculture Organization (FAO) have produced new operational guidance to be followed by the food industry to address disruptions [1], and other industries are expected to be impacted by the same trends
The results show that the SC response and recovery (0.76) and SC flexibility (0.57) variables were ranked as the top two priorities and would represent the best decision regarding the SCRes capability dimensions to tackle the COVID-19 disruption
Summary
Different resilience strategies may be adopted by firms depending on the SC context, the disruption and the new environment [8], [9]. Following this argument, this paper aims to explore in-depth the SCRes capabilities that have been deployed in responding to COVID-19. Through four case studies (two in the pharmaceutical industry and two in the drinking water industry) drawn from manufacturing firms in Indonesia, this research aims to characterize the COVID-19 disruption as an archetype This archetype is matched with firm SC capabilities in terms of the firm’s proactive and reactive resilience strategy.
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