Guest editorial: Financing resilient food systems

Improving the regional organization of food flow requires an understanding of system constraints. System transformation is necessary if the system is to include regional, independent wholesale food suppliers and to distribute food in an equitable and sustainable manner. Regional suppliers play a pivotal role in overall food system resilience, an emerging issue in wake of the numerous failures in conventional food supply chains exacerbated by COVID-19-related disruptions. Yet alternative supply chains that link local producers with towns and urban centers regionally, represent a small fraction of our nation's food suppliers. They struggle to compete with larger distribution networks that can supply products in-and out-of-season by global procurement. The upper Midwest harbors numerous local and regional food supply chains consisting of farms, processors, trucking companies, wholesalers and other firms that share a commitment to sustainability and local economic development. A constellation of challenges hamper their emergence, however, even as larger scale food supply chains flounder or fail to effectively serve communities. Informed by Donella Meadows's work on leverage points for systemic change, a collaborative, transdisciplinary and systems research effort examined conventional food supply networks and identified key opportunities for shifting food supply chain relationships. System concepts such as stock and flow, leverage points, and critical thresholds helped us to frame and identify challenges and opportunities in the current system. The second and third phase of our collaborative research effort occurred over 4 years (2013–2016) and involved twenty-six people in co-generation of knowledge as a loose-knit team. The team included farmers, supply chain practitioners, students, academic staff and faculty from multiple departments and colleges. Our primary method was to host public workshops with practitioner speakers and participants to identify dominant narratives and key concepts within discourses of different participants in distribution networks. The literature review was iterative, based on challenges, ideas and specific questions discussed at workshops. Our research exposed two meta-narratives shaping the supply chain: diversity and efficiency. In addition to these high-leverage narratives, we identified and examined five key operational thresholds in the Upper Midwest regional food system that could be leveraged to improve food flow in the region. Attention to these areas makes it possible for businesses to operate within environmental limits and develop social structures that can meet scale efficiencies necessary for economic success. We iteratively shared this co-produced knowledge with decision-makers via local food policy councils, local government, and national policy circles with the goal of supplying actionable information. This phased action research project created the environment necessary for a group of food system entrepreneurs to emerge and collaborate, poised to improve system resilience in anticipation of food system disruptions. It forms the basis for on-going research on food flow, regional resilience, and supply chain policy.

This paper reviews the emerging literature on food systems and food supply chains during the COVID-19 pandemic. Four themes are explored: consumer demand and retail market effects; supply-side shocks; food system and supply chain resilience; and developing countries and food insecurity. The effect of demand-side shocks is explored, including the sudden shift in expenditures from food service to food retail. Longer-run structural changes in the food retailing landscape include the expansion of online food delivery. The effect of supply-side shocks is examined extensively in the literature, including short-run adaptations as supply chains pivoted from the food service sector to food retail, along with supply-side disruptions due to labour force outbreaks of COVID-19. Resilience is a common theme in the literature, at both food system and food supply chain levels. While a variety of perspectives are offered, most assessments point to a surprising degree of resilience and adaptability, while identifying the points of vulnerability. The pandemic increased food insecurity through the effect on household incomes from reduced labour mobility, lockdowns, and a contraction in economic activity. These effects were particularly prominent among vulnerable populations in developing countries. Significant attention has been paid to the short- and medium-run effects of the pandemic on food systems, with further research needed to understand any longer-term structural changes that may arise. The COVID-19 pandemic offers lessons for the robustness of food systems and the importance of timely, well-informed policy responses in preparation for future global shocks.

<scp>IFST</scp> vision for a <scp>UK</scp>‐wide national food strategy

Purpose Drawing on panarchy theory and adaptive cycles, this study aims to investigate the role of reorganisation capabilities on firms’ supply chain resilience. The conceptual model underpinned by panarchy theory is tested in the agrifood supply chains disrupted by a geopolitical crisis and faced with material shortage. The study considers circularity as a core reorganisational capability and measures its interplay with two other capabilities: new product development and resource reconfiguration capabilities to achieve supply chain resilience. Design/methodology/approach A quantitative research design is followed to test the relationships between circularity capabilities, resource reconfiguration capabilities, new product development capabilities and supply chain resilience. A cross-sectional survey is applied to a sample drawn from food manufacturers who are dependent on wheat and sunflower oil as raw material and who are faced with material shortages in the aftermath of a geopolitical crisis. Measurement models and hypotheses are tested with the partial least squared structural equation modelling (PLS-SEM) based on 324 responses. Findings The results show that new product development and resource reconfiguration capabilities fully mediate the relationship between circularity capabilities and supply chain resilience. In other words, the food producers achieved supply chain resilience in response to agrifood supply chain disruption when they mobilised circularity capabilities in combination with new product development and resource reconfiguration capabilities. Practical implications The findings suggest that producers in the agrifood industry and even those in other industries need to develop circularity capabilities in combination with new product development and resource reconfiguration capabilities to tackle supply chain disruptions. In a world that is challenged by geopolitical and climate-related crises, this means leveraging 3R practices as well as resource substitution and reconfiguration in new product development processes. Originality/value The study explores the release and reorganisation phases of adaptive cycles in a panarchy by analysing the interplay between different capabilities for building supply chain resilience in response to disruptions challenging supply chains from higher levels of the panarchy. The results extend the theoretical debate between circularity and supply chain resilience to an empirical setting and suggest the introduction of new variables to this relationship.

Purpose This study aims to explore the interplay between supply chain collaboration and disruption and their joint impact on supply chain resilience. It also aims to identify the configurational conditions under which supply chain resilience is achieved, providing a holistic framework for enhancing supply chain management practices amidst disruptions. Design/methodology/approach This study uses a fuzzy-set qualitative comparative analysis (fsQCA) to investigate the complex causal mechanisms linking supply chain collaboration and disruption with supply chain resilience. The research integrates three dimensions of collaboration with three dimensions of disruption, offering a comprehensive understanding of supply chain resilience factors. Findings This study reveals that supply chain resilience is not solely dependent on individual elements but is shaped by unique configurations of collaboration and disruption factors. Information sharing emerges as a core factor in high resilience, while the absence of supply and facility disruptions significantly influences resilience outcomes. The research highlights the importance of multiple paths leading to supply chain resilience and the asymmetrical impact of collaboration and disruption. Research limitations/implications The study acknowledges limitations due to data sourced exclusively from China and the use of static data, suggesting the need for cross-temporal and international samples to enhance broader applicability. Future research should consider dynamic temporal changes and diverse theoretical perspectives to comprehensively examine the factors influencing supply chain resilience. Practical implications The research underscores the critical role of information sharing in bolstering supply chain resilience and advises firms to prioritize it in their strategies. It also highlights the importance of mitigating supply and facility disruptions through supplier diversification and robust contingency planning, offering actionable insights for enhancing operational efficiency and risk management in supply chain management. Social implications This research has significant social implications, particularly in the context of global supply chain disruptions. By identifying key factors that enhance supply chain resilience, it can help businesses better prepare for and respond to crises, thereby reducing economic instability and social disruption. Improved resilience can lead to more stable employment, maintain the flow of essential goods and services and contribute to overall societal well-being during times of supply chain stress. Originality/value This study offers original insights by applying fsQCA to explore the multifaceted relationship between supply chain collaboration, disruption and resilience. Its value lies in revealing the complex causal configurations that lead to high or low levels of supply chain resilience, challenging traditional linear perspectives and providing a nuanced understanding that can guide both academic research and practical supply chain management strategies.

Since the first case was identified, COVID-19 has spread to more than 200 countries. As of October 25, 2022, it had resulted in over 6 million deaths and 600 million confirmed cases. The rapid widespread of COVID-19 led to large-scale disruptions with major supply and demand shocks in supply chains, causing significant negative impacts on the global economy. The World Bank reported that the world GDP growth rate for 2020 was −3.27%, indicating the worst recession since 1961. First, the initial epidemic-control efforts blocked the flows of raw materials across the world, and limited labor movements by imposing temporary travel restrictions. As a result, many firms struggled with supply disruptions and labor shortages, setting off a chain reaction of disruption in global supply chains. Fortune (2020) reported that as of February 21, 2020, 94% of the Fortune 1000 companies had experienced supply-chain disruptions due to COVID-19.1 According to the Institute for Supply Management, almost 75% of companies reported supply-chain disruptions in some capacity due to coronavirus-related transportation restrictions.2 A survey conducted by the National Association of Manufacturers reported that 78.3% of manufacturers believed that COVID-19 had a significant negative influence on their financial performance, and 35.5% of them had experienced some type of supply chain disruptions.3 Second, the demand for essential personal-protective equipment increased dramatically because the virus was easily transmitted from person to person through air-borne droplets; accompanied by a drop in the need for other manufactured products (Nicola et al., 2020). For example, COVID-19 had caused a surge in the demand of face masks that were necessary to prevent infection among frontline workers (who were directly exposed to the virus when treating infected patients or conducting nucleic acid tests) and individuals in public places. China was the main producer of masks at the start of the crisis, accounting for approximately half of world production. In January 2020, China could produce 20 million masks per day, which was insufficient to equip even just healthcare workers in China. As a result of extensive efforts by the government and companies, Chinese production increased six-fold and reached 116 million masks per day by the end of February, 2020. But even this was insufficient to meet its own demand, and China imported a large quantity of masks. Similarly, Germany also experienced very limited availability of face masks in the spring of 2020. To increase the supply of face masks, the German government contracted with hundreds of companies and introduced a series of incentives to encourage local, non-medical manufacturers to temporarily transform to produce masks. More generally, demand patterns for supplies of all types became less predictable from the beginning of pandemic. Significant changes on the demand side included quick shifts of buying patterns (from physical stores to online stores) and rapid shifts of product mix (e.g., decline in office equipment to be used on site, but increases in appliances for home-office use). Compared with previous pandemics, COVID-19 has affected supply chains more durably and globally. As this special issue approaches publication, the COVID-19 pandemic has lasted for over 3 years. The extended duration of this external shock has been sufficient to permanently change the behavior of supply-chain partners (Poelman et al., 2021). These changes have encouraged firms to demonstrate an innovative bent, leading to structural process changes in a variety of industries. For example, demand for in-person restaurant dining decreased, whereas demand for take-away foods greatly increased, though by 2022, this pattern had begun to reverse. Under this change, firms needed to explore new ways of organizing their supply chains with respect to factors like product diversity and cooperation with more partners in the supply chains. This made it possible to define products and services to benefit quickly from pandemic-related opportunities (van der Vegt et al., 2015). The COVID-19 pandemic has also affected global supply chains as economic integration interacted with travel restrictions and worldwide lockdowns (Nikolopoulos et al., 2021) to create unprecedented challenges for enterprises to respond to changes in demand and supply, employee shortages, and lack of access to financial capital. These long lasting, structural, and global supply-chain impacts have led enterprises to increase responsiveness and resilience (2Rs) via management mechanisms and technological innovations. Based on the media reports and literature review, such innovative measures include cross-enterprise cooperation (e.g., Unilever and Terra Drone), government-enterprise cooperation (e.g., Hubei Provincial Government and JD Logistics), adjustments to manufacturing activities (e.g., BYD, Foxconn, Pernod Ricard, and Bauer shifted their production to face masks/shields), as well as the adoption of digital technologies (e.g., JD Logistics, New HAVI). This 2R emphasis represents a major departure from the usual emphasis on cost reduction (Caunhye et al., 2016). Observing that some companies have performed well in responding quickly to changes in demand and supply, and flexibly to disruptions, we seek to learn from the innovative practices and experiences of that have yielded success in dealing with this large-scale disruption. What were the key lessons learned in terms of selecting suppliers and managing supplier/customer relationships, designing global supply networks, and adopting new digital technologies and big data analytics? What were the long-term impacts of COVID-19 on the structures of global supply chains and the strategic positioning of major supply chain players? This special issue focuses on uncovering the key success factors and lessons from these innovative practices. We aimed to gain deeper understanding of how the adoption of technological innovations, business model innovations, and innovations in collaboration mechanisms and methods of operations improvement/optimization have helped companies enhance 2Rs in supply chains. To frame this special issue, we define some key concepts and briefly review some literature published in leading operations management journals focusing on supply chain responsiveness, supply chain resilience, supply chain integration, and big data analytics. To address disruptions and demand shocks, a great deal of emphasis has been placed in research on strategies to enhance the 2Rs in supply chains (Hendricks et al., 2009). Responsiveness is defined as the ability of a supply chain to respond purposefully within an appropriate timeframe to customer requests or supply changes in the marketplace (Shekarian et al., 2020). Generally speaking, responsiveness to changes in demand and supply is reflected in multiple aspects (Williams et al., 2013), including volume flexibility, variety flexibility, product/service modification flexibility, new product flexibility, and so on. According to Singh and Sharma (2014), a responsive supply chain could ensure a reduction in lead time, the right service quality, the right service quantity, and the on-time response to requirements of customers. Roh et al. (2014) asserted that the goal of a responsive supply chain design is to provide customers with the right product at the right place in the right length of time. The recent literature and practice show that effective measures to improve the responsiveness of supply chains include signing flexible contracts with suppliers, forecasting the trend of future demand and supply, conducting multi-source procurement, making centralized decision-making, and investing in digital technologies. Resilience is defined as the ability to mitigate the negative effects, rapidly accommodate, and react to a supply chain disruption (Kim et al., 2015). Wieland and Durach (2021) stated that resilience does not just relate to the ability of a system to bounce back after a disruptive event but also to the capacity to adapt and transform. Combining these perspectives, resilience generally refers to the ability to absorb or cushion against damage or loss, as well as the ability to rapidly recover from a disruption (Hora & Klassen, 2013). Thus, resilience is dynamic instead of static, which is considered as a fundamental attribute that supply chains need to adopt for maintaining stable growth in the face of external disruptions (Essuman et al., 2020) such as the COVID-19 pandemic. Supply chain resilience consists of multiple constituent elements, including stability, agility, robustness, collaboration, redundancy, centralization, visibility, and information sharing (Hosseini et al., 2019). Tukamuhabwa et al. (2015) emphasized the importance of building collaborative relationships in improving supply chain resilience. Other measures include maintaining slack resources, adopting a flexible production strategy, and building a risk-management infrastructure (Ambulkar et al., 2015; Modi & Mishra, 2011). Although 2Rs are the key attributes for enterprises to improve supply chain performance, there is limited research on how to develop responsive and resilient strategies to deal with long-lasting, structural, and global impacts. Previous studies mainly focused on normal situations, in which supply chain integration and big data analytics are the bases of building 2Rs supply chains. Supply chain integration is the ability to integrate all activities among a company's internal functions and external partners (supplier, distributor, retailer, etc.), until the finished product arrives at the end customer (Zhao et al., 2013). From the perspective of collaborative partners, supply chain integration could be divided by horizontal strategies and vertical strategies (Mesquita & Lazzarini, 2008), while the vertical integration is further divided by integration with suppliers (also known as upstream integration) and integration with customers (also known as downstream integration). In the era of Industry 4.0, supply chain integration consists of three dimensions: process and activity integration, technology and system integration, and organizational relationship linkages (Tiwari, 2020). A recent editorial in JOM (Browning, 2020) discussed related aspects of organizational and process integration. In recent years, under the influence of economic globalization, supply chains have been transformed. Since globalization has become pervasive, suppliers have pursued global markets, and most companies source extensively from global suppliers (Cohen & Lee, 2020). This has led to an increase in outsourcing activities and a corresponding decline in vertical integration of supply chains. As a result, supply chain networks have become flatter and more complex, composed of different organizations dispersed across multiple tiers and different geographies, and extended beyond a single country's boundaries (Choi & Hong, 2002). Global supply chains are characterized by focal firms that distribute across multiple countries, locate production facilities abroad, or source from offshore suppliers. Munir et al. (2020) showed that integration in the global supply chain could increase companies' resilience in making flexible deliveries and the number of products. Big data refers to data that arrive at a high volume and velocity with considerable variation, while analytics refers to the ability to gain insights from data via statistics, learning, optimization, or other techniques. The applications of big data and analytics are closely interlinked to enable firms to make better decisions. Hence, prior literature has typically discussed them together as big data analytics, which allows the use of advanced computing techniques, strategies and architectures to store, extract, and analyze multi-source, heterogeneous data to support decisions, and has been commonly used in operations management (Wamba et al., 2015). In the era of economic globalization, supply chain management has become extremely complex, with large-scale and online decision-making challenges emerging (Yang et al., 2021), for example, the joint decision-making between proactive planning and reactive operations in the forms of demand forecasting, production planning, inventory management, supply allocation, transportation, and distribution. It is no longer efficient to rely on traditional analytics methods. Many firms have been exploring how to take big data analytics to promote lean and agile activities in supply chain management (Baruffaldi et al., 2019). Existing studies have shown that applications of digital technologies can help improve supply chain performance by enhancing visibility and reducing supply chain risks (Govindan et al., 2018). The digitalization of supply chains produces large volumes of data, which is regarded as a new kind of resource and has the potential to create value and enhance competitiveness. Singh and El-Kassar (2019) proposed that digital technologies have transformed traditional supply chain management into a more data-driven approach, which requires a much higher level of big data analytics capabilities compared to traditional supply chain management. Following the call for papers, the submission of 114 manuscripts, and the review and revision process, seven articles were selected for this special issue that contribute to our understanding of the impact of COVID-19 on supply chains and its effect on addressing the 2Rs. In "Strengthening supply chain resilience during COVID-19: A case study of JD.com" (Shen & Sun, 2023), the authors used quantitative operational data obtained from JD.com4 to analyze the impact of the pandemic on supply chain resilience. They described the challenging scenarios that retailing supply chains experienced in China and the practical response of JD.com over the course of the pandemic the pandemic. JD.com was observed to respond well to the exceptional demand and severe logistical disruptions caused by COVID-19 in China based on its highly integrated supply chain structure (including both process and activity integration and technology and system integration) and comprehensive digital technologies. In particular, the existing, intelligent platforms and delivery procedures were modified slightly but promptly to deal with specific disruptions. The joint efforts of multiple firms, the government, and the entire Chinese society contributed to surmounting the challenges. The experience of JD.com contributes to understanding of the value of investing in operational flexibility and beyond-supply-chain collaboration given the possibility of large-scale supply chain disruptions such as the COVID-19 outbreak. In "Breaking out of the pandemic: How can firms match internal competence with external resources to shape operational resilience?" (Li et al., 2023), the authors explored how firms sought to effectively combine internal competence with external resources from the supply chain network to improve operational flexibility and stability during the COVID-19 pandemic. The internal flexibility refers to product diversity, the internal stability refers to operational efficiency, the external flexibility refers to structural holes, and the external stability refers to network centrality. Drawing upon matching theory, the authors provided an internal-external combinative perspective to explain operational mechanisms underlying different matchings. Based on the empirical results of 2994 unique firms and 5293 observations, they found that more heterogeneous combinations between internal (external) flexibility and external (internal) stability may result in a complementary effect that enhances operational resilience, whereas more homogeneous combinations between internal flexibility (or stability) and external flexibility (or stability) may have a substitutive effect that reduces operational resilience. With the COVID-19 pandemic having had a significant impact on supply chains, government initiatives have played a central role in managing the crisis. In "The impact of governmental COVID-19 measures on manufacturers' stock market valuations: The role of labor intensity and operational slack" (Chen et al., 2023), the authors investigated the impact of the Chinese government's Level I emergency-response policy (Ge et al., 2020) on manufacturers' stock-market values, and the role of manufacturers' operational slack on adding resilience. Specifically, through an event study of 1357 Chinese manufacturing companies listed on the Shenzhen Stock Exchange, the authors found that the government's emergency-response policy triggered a statistically significant positive reaction from the stock market for manufacturers. However, the authors also found negative impacts on stock market values for manufacturers in labor-intensive industries because of the labor immobility triggered by the Level I measures. In addition, this article identified the positive role of operational slack in the form of financial slack and excess inventory in helping to maintain operations and business continuity, mitigate risks caused by the labor mobility restrictions, and improve supply chain resilience, which identifies operational slack as a supply chain resilience strategy to mitigate pandemic-related risks. When the COVID-19 pandemic broke out, the medical-product industry faced unprecedented demand shocks for personal protective equipment, including face masks, face shields, disinfectants, and gowns. Companies from various industries responded to the urgent need for these potentially life-saving products by adopting ad hoc supply chains in an exceptionally short time. In "Realizing supply chain agility under time pressure: Ad hoc supply chains during the COVID-19 pandemic" (Müller et al., 2023), the authors explored the use by 34 German companies of ad hoc supply chains to produce personal protective equipment. From these cases, the authors developed an emergent theoretical model of ad hoc supply chains around enablers of supply chain agility such as dynamic capabilities (the ability to integrate, build, and reconfigure internal and external competences to address rapidly scenario changes), entrepreneurial orientation (proactiveness, risk-taking, innovativeness, autonomy, and competitive aggressiveness), and temporary orientation (speedy action in a limited time). To cope with the COVID-19 crisis, many firms allowed their employees to work from home (WFH). In "Working from home and firm resilience to the COVID-19 pandemic" (Ge et al., 2023), the authors examined whether a firm's WFH capacity increased its resilience. The authors put forward and tested a unique data set that combines listed firms' financial data, epidemiological data, and online job postings data from China. They found that imposing COVID-19 anti-contagion policies on firms and their suppliers or customers significantly increased their operating revenue volatility, slowed their recovery, and had repercussions on their supply chains. WFH enhanced firms' resistance capacity by reducing the effect of COVID-19 on their operating revenue volatility and disruptions to their supply chain partners; however, it also decreased their recovery capacity by extending the time taken to return to normal. Firm attributes, along with workers' occupations, education, and experience, impacted the effect of WFH on firm resilience. This article enhances our understanding of shock transmission across supply chains and identifies WFH as a source of firm resilience. In "Developing supply chain resilience through integration: An empirical study on an e-commerce platform" (Qi et al., 2023), the authors developed a framework that described the impact on supply chain resilience of process and activity integration between an e-commerce platform and suppliers. An analysis of data from a Chinese e-commerce platform found that integration between the e-commerce platform and suppliers in terms of information sharing, joint planning, and logistics cooperation had positive impact on supply chain resilience, while procurement automation had the opposite effect. Manufacturing flexibility positively moderated the impact of information sharing, joint planning, and logistics cooperation. The results contribute to understanding of the factors that encourage the development of supply chain resilience, suggesting that the relationship between integration and resilience is best examined within a contingency framework. There is ongoing debate about whether a firm should develop a concentrated supply chain, with the literature reporting both benefits and drawbacks. In "Opportunities or constraints? A network embeddedness perspective on the role of supply chain concentration during the pandemic" (Jiang et al., 2023), the authors examined this puzzle. Drawing on the interdependence perspective, the authors investigated how customer and supplier concentration affected supply chain resilience during the disruption and recovery stages of the pandemic, where customer concentration refers to the extent to which a firm's sales are dependent on a few major customers, and supplier concentration refers to the extent to which a firm's purchases are from a few major suppliers. The analysis of 26,488 firm-quarter observations from 2366 Chinese-listed manufacturing firms revealed that concentration can be both detrimental and beneficial, contingent on the exchange role and the crisis stage. To be specific, customer concentration accentuated the downside of firm productivity in the disruption stage but facilitated productivity restoration in the recovery stage, while supplier concentration had no significant impact on productivity in the disruption stage but hindered firm productivity from bouncing back in the recovery stage. The guest editorial team (Xiang Li, Xiande Zhao, Hau L. Lee, and Chris Voss) would like to thank the co-editors-in-chief of the Journal of Operations Management, Suzanne de Treville and Tyson Browning, for their support. The authors would also like to acknowledge all of the many reviewers and associate editors for their extensive reviews and expert advice on the large number of articles submitted to this special issue. This work was supported by the National Natural Science Foundation of China (Nos. 71931001, 71722007). The research of Prof. Zhao was partially suported by the Major Program of National Social Science Foundation of China (22&ZD082).

Purpose: In light of ongoing challenges such as climate change, pandemics, and globalization, it is critical to have resilient food industry supply chains that can operate effectively in uncertain conditions. This study aims to contribute to this effort by investigating current trends and developments in the area of food industry supply chain resilience and identifying potential areas for improvement. Design/methodology/approach: We conducted a comprehensive bibliometric analysis of 122 articles published between 2008 and 2023, utilizing multiple quantitative measures such as bibliographic coupling and keyword co-occurrence network analysis. Findings: Our study identifies five distinct clusters of research on food industry supply chain resilience. We found that food systems resilience and public health is the most extensively studied aspect, indicating the importance of ensuring that our food supply chains are capable of withstanding disruptions to maintain public health. The other four clusters–seafood supply chain resilience and risk management; digital and sustainable food systems; agri-food Industry 4.0 and sustainability; and meat production and the food industry–each represent important areas for future research and development. Originality: To our knowledge, this is the first study that uses a bibliometric approach to analyze the resilience of food supply chain systems. By doing so, we provide a unique and original contribution to the existing literature on food supply chain systems, as prior bibliometric analyses have not specifically focused on the resilience aspect. Practical implications: Our findings highlight the need for continued research and development in the area of food industry supply chain resilience. By identifying the most pressing areas for improvement and future research, our study can help inform policy decisions and guide industry efforts to create more resilient food supply chains that can adapt to changing conditions.

Feeding the City, Pandemic and Beyond

Cutting edge technologies to end food waste

Scant research focuses on the resiliency of food supply chain networks to outbreaks, despite the estimated 600 million global foodborne illnesses annually. Outbreaks that cross country, state and provincial lines are virulent due to the number of people they can affect and difficulty controlling them. Research is needed on food supply chain networks, which are not well-characterized in relation to foodborne illnesses or generally. This paper introduces the United States Food, Energy, and State Transportation (US-FEAST) model and demonstrates its applicability via analysis of a hypothetical demand shock resulting from multistate food contamination. US-FEAST is an optimization-based model across all fifty states with yearly timesteps to 2030. It is a framework integrating food system data from multiple individual data sources. To calibrate, we develop a bilevel optimization routine to generate synthetic, state-level data and provide estimates of otherwise unavailable data at the intersections of the food and transportation systems. The results of US-FEAST elucidate potential heterogenous state-level variations in response, regional changes in food flows, vulnerabilities in the supply chain, and implications for food system resilience. While the generated data and scenarios are not empirical evidence, they provide insights to aid in planning by projecting outcomes and intervention effects. Our results estimate a 23% beef production decrease and 4% price decrease provide a road map toward data needs for quantifying food system resilience to foodborne illness. US-FEAST and its framework may have global utility for studying food safety in national and international food supply chain networks.

Regionalism is a framework for economic, policy, and program development that responds to regional characteristics, differences, and needs and encourages regional approaches and solutions. This paper suggests that acting regionally contributes to food system resilience. The author discusses attributes of regionalism and regional food systems and how they build capacity to withstand disruptions in the food system. Food system resilience entails reducing vulnerability to risks of disruption to the food supply and increasing capacity to withstand or adapt to such disruption. Regions are an effective scale to promote resilience through enhanced diversity, stability, and flexibility, appropriately scaled supply chains and infrastructure, and strong foundational relationships. These attributes are important to resilience in that they decrease dependence on “external” variables, such as long-distance transport of foods, and increase “internal” capacity to provide for the region and withstand natural and manmade disruptions. The region is a powerful scale to respond to disruption in that it addresses supply (volume and diversity) better than local; is more nimble and flexible than nationally and globally sourced food (even accounting for global supply chain “substitution”); and effectively fosters relationships, communication, and trust which are foundational for responding to change (disruption). This paper focuses on the New England region whose six states have a history of working together. It is also a region that exemplifies an area’s ability to respond to disruption based on real and felt interconnectedness of rural and urban interests. As such, it is an ideal learning laboratory for applying regional approaches to food system resilience, approaches that can be of use elsewhere both nationally and internationally. The paper describes several initiatives in New England that exemplify regional thinking applied to food systems and how such thinking can foster resilience. Initiatives focusing on regionally focused food supply chains, increased regional production, access to farmland, and food system public policies illustrate how the government, the civil society, and the private sector can collaborate to strengthen food resilience.

During a pandemic like COVID-19, the country adopted a lockdown to minizine the spread of the pandemic which disrupted the global supply chain and supply chain resilience failed to minimize disruption. In this regard, this study aims to explore the resilience system among countries during a global disruption and the impact of supply chain disruption on supply chain resilience through misinformation/fake news, panic buying behavior, and inflation factors. For this purpose, the analytical study has been selected to predict the impact of supply chain disruption on supply chain resilience through misinformation/fake news, panic buying behavior, and inflation and propose a solution accordingly. The data from 89 countries are collected on various factors for the year 2020 and mediating analysis is selected to test the hypothesis through regression and correlation. They illustrate that there is a 46% correlation and 21% dependency between supply chain disruption and supply chain resilience through misinformation/fake news, panic buying behavior, supply chain disruption &amp; inflation. The criterion validity of convergence validity and Cronbach of homogeneity test are applied. It has been found that panic buying behavior &amp; supply chain disruption has a 71% strong correlation as compared to other factors and the reliability is 69% which is highly reliable and acceptable. In the end, it is concluded that strong coordination among countries will minimize global supply chain disruption through supply chain resilience for continuing supply chain activities and supply chain organizations &amp; mass media organizations coordination with each other for minimizing misinformation/fake news, panic buying behavior supply chain disruption, and inflation factors to improve supply chain resilience by using artificial intelligence technology.

Connecting food supply chains

Disruption in Supply Chain due to Covid-19 in Jordanian Economy

continuous improvement [4] .Our food system is also facing a multitude of shared challenges that need to be managed simultaneously:• increasing dependence on a global supply chain to source raw materials and partially processed food products, • growing pace and volumes of food trade