Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Supply chain agility responding to unprecedented changes
T2 - empirical evidence from the UK food supply chain during COVID-19 crisis
AU - Do, Q.N.
AU - Mishra, N.
AU - Wulandhari, N.B.I.
AU - Ramudhin, A.
AU - Sivarajah, U.
AU - Milligan, G.
PY - 2021/9/6
Y1 - 2021/9/6
N2 - PurposeThe COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era.Design/methodology/approachFollowing an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens.FindingsFirst, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis.Practical implicationsThis study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis.Originality/valueThis study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.
AB - PurposeThe COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era.Design/methodology/approachFollowing an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens.FindingsFirst, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis.Practical implicationsThis study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis.Originality/valueThis study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.
U2 - 10.1108/SCM-09-2020-0470
DO - 10.1108/SCM-09-2020-0470
M3 - Journal article
VL - 26
SP - 737
EP - 752
JO - Supply Chain Management
JF - Supply Chain Management
SN - 1359-8546
IS - 6
ER -