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

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.

Automated summary

This article examines firms' supply chain resilience capabilities in responding to the disruptions caused by the COVID-19 pandemic, using cases from the pharmaceutical and mineral water industries. It proposes a double-helix framework and capabilities concept for mitigating COVID-19 disruptions. The study reveals a gap between perceived importance and actual deployment of SC resilience capabilities, providing practical approaches for future pandemic disruptions.