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

Vanany, Iwan; Ali, Helmi; Tan, Kim Hua; Kumar, Ajay; Siswanto, Nurhadi

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.

Citation

Vanany, I., Ali, H., Tan, K. H., Kumar, A., & Siswanto, N. (2021). A Supply Chain Resilience Capability Framework and Process for Mitigating the COVID-19 Pandemic Disruption. IEEE Transactions on Engineering Management, 1-15. https://doi.org/10.1109/TEM.2021.3116068

• Journal Article Type: Article
• Acceptance Date: Sep 24, 2021
• Online Publication Date: Oct 13, 2021
• Publication Date: Oct 13, 2021
• Deposit Date: Nov 1, 2021
• Publicly Available Date: Nov 2, 2021
• Journal: IEEE Transactions on Engineering Management
• Print ISSN: 0018-9391
• Electronic ISSN: 1558-0040
• Peer Reviewed: Peer Reviewed
• Pages: 1-15
• DOI: https://doi.org/10.1109/TEM.2021.3116068
• Keywords: Capability; case study; COVID-19; digitalization; disruption; resilience; supply chain
• Public URL: https://nottingham-repository.worktribe.com/output/6605509
• Publisher URL: https://ieeexplore.ieee.org/document/9569218
• Additional Information: © 2021 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.