Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-1
Rebeca B Sánchez-Flores, Germán E. Serna
COVID-19 has been perceived as a new menace to undertake business relations in the marketplace. Consequently, supply chains have been required to reevaluate how to manage their key functions to cope with harsh business environment under this pandemic outbreak scenario. Therefore, supply chain strategies have taken an essential role in achieving resilience, flexibility, responsiveness and sustainable operations. As a result, the introduction of new digital technologies has contributed to enhance organizational performance and to face COVID-19 challenges in global markets. The purpose of this chapter is to provide insights of current literature on supply chain operations by identifying strategic practices within this pandemic health outbreak crisis. The chapter introduces an overview of the supply chain key functional areas. Then, the discussion concentrates on describing a series of observations and empirical research developed by academics and experts on the topic. After that, supply chain strategic practices are analyzed, followed by a description of digital technology as a critical tool to achieve operational excellence and to compete in tougher market conditions. Finally, a conceptual model is proposed to ensure effective supply chain functioning and value creation across the entire firm’s operations. Conclusion are drawn to summarize the contribution of this chapter and to highlight the importance of rethinking new practices for achieving higher performance results. Future research suggestions are presented to advance the discussion and research in embracing new supply chain models under market uncertainty in terms of demand, supply and operations.
{"title":"Rethinking Supply Chain Strategy to Face Global Challenges Imposed by COVID-19","authors":"Rebeca B Sánchez-Flores, Germán E. Serna","doi":"10.51432/978-1-8381524-2-0-1","DOIUrl":"https://doi.org/10.51432/978-1-8381524-2-0-1","url":null,"abstract":"COVID-19 has been perceived as a new menace to undertake business relations in the marketplace. Consequently, supply chains have been required to reevaluate how to manage their key functions to cope with harsh business environment under this pandemic outbreak scenario. Therefore, supply chain strategies have taken an essential role in achieving resilience, flexibility, responsiveness and sustainable operations. As a result, the introduction of new digital technologies has contributed to enhance organizational performance and to face COVID-19 challenges in global markets. The purpose of this chapter is to provide insights of current literature on supply chain operations by identifying strategic practices within this pandemic health outbreak crisis. The chapter introduces an overview of the supply chain key functional areas. Then, the discussion concentrates on describing a series of observations and empirical research developed by academics and experts on the topic. After that, supply chain strategic practices are analyzed, followed by a description of digital technology as a critical tool to achieve operational excellence and to compete in tougher market conditions. Finally, a conceptual model is proposed to ensure effective supply chain functioning and value creation across the entire firm’s operations. Conclusion are drawn to summarize the contribution of this chapter and to highlight the importance of rethinking new practices for achieving higher performance results. Future research suggestions are presented to advance the discussion and research in embracing new supply chain models under market uncertainty in terms of demand, supply and operations.","PeriodicalId":442948,"journal":{"name":"The Impact of COVID-19 on Supply Chain Management","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129695236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-3
D. Tamara, Anita Maharani
An agile supply chain is important in a struggling post-COVID-19 economy to manage costs and to respond to customer demand. And, the ability to react rapidly is the key to satisfying customer demand. Supply chains, their re-organisation as platform-mediated ecosystems, are now primed for their biggest change yet. The Platform refers to a technology that allows open interaction between market players, such as producers and consumers. A digitised supply chain also provides opportunities for completely new revenue models beyond the redesign of processes. Specifically, a whole range of modern business models are able to monitor a product past the handover to the consumer, and on to actual use. The aim of this chapter is to explain the complexities of the supply chain during the age of COVID-19, which contributed to an improvement in social value for consumers, especially in digitizing the process. This paper is inspired by several sources, such as Deloitte Insight released at the end of 2020, which raises the future of mobility after the COVID-19 pandemic (Corwin, Zarif, Berdichevskiy and Pankratz, 2020). Corwin et al (2020) mention the term ecosystem when describing the reality of mobility during a pandemic. Viswanadham and Samvedi (2013), on the other hand, define the supply chain ecosystem as the elements of the supply chain as well as the entities that control the movement of goods, knowledge, and money across the supply chain. Today’s supply chains, as the final frontier, are being re-architected as environments coordinated by central networks. In this chapter, there are a numbers of case study about limited mobility during a pandemic that triggers service providers to search for innovative ways to survive. Second, with regard to numerous parties promoting increasingly large online shopping activities and enabling the home business sector to be easier and easier to enter the community, this is what is known as consumer social value. This case study will be taken from a variety of Asian countries, one of which is Indonesia. Third, the next challenge facing businesses in managing supply chains will raise the social value of consumers, especially when the pandemic ends.
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Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-6
I. G. G Kwon, Sung Ho Kim, Hamed Usman
Supply chain failed during the initial phase of the COVID-19 pandemic. Irrational consumer behaviour created a panic buying and led to bullwhip effects. The United States government response to the pandemic from manufacturing vaccines to distribution to consumers in a very short period of time created further uncertainty as the local authorities where vaccines were to be administrated were unprepared for implementing the vaccine supply chain. The federal pandemic supply chain, Operations Wrap Speed (OWS) actually contributed to confusion, uncertainty and the panic environment at the local level. Panic for the fear of virus and confusion ensued until the end of March 2021. Lack of communication and information sharing among stakeholders are to blame for such an inefficient and ineffective pandemic supply chain execution. Once information filtered through the local level, the pandemic supply chain functioned well as it should have performed. This study suggests that a pandemic supply chain infrastructure should be in place at the local level for future emergency deployment.
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Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-2
Ahmad Naqiyuddin Bakar, Juliana Mohamed Abdul Kadir, Zamri Miskam, Syamsyul Samsudin
As the coronavirus pandemic engulfed the globe, it has disrupted economic activities, including supply chain networks in consequent to the existing interconnected trade networks making more countries to be more susceptible and major traders affected. This Chapter aims to analyse the COVID-19 effect on the global and sectoral supply chain and the structural policy and economic measures taken by governments and business organisations to recover and stay resilient during this challenging period. Systematic literature review approach focusing on challenges and policy and economic and business responses during the COVID-19 pandemic. Online databases utilising Scopus and ISI Web of Science (WoS) for studies published from 2019-2021. 28 journal articles were selected for the final review. There is compelling evidence that COVID-19 has made profound impact that governments and companies seek to strengthen operations and business resilience, underscore the importance of supply chain resilience and risk management is more critical than ever. Prolong COVID-19 trade measures such as borders closure, export embargo and import sanction are a threat to supply value chain and total lockdown should be implemented with caution. Currently, many companies have begun to move from a “recovery mode” to more “sustainable and resilient mode” and have started longer term planning. The implication of the study is that policymakers and business leaders should pay attention to more proactive and flexible policy, economic and structural business reform. This review will help policymakers and business leaders to enforce policy and economic as well as business reform that build upon resilient supply chain to mitigating economic risks in bad times to reduce the effect of COVID-19 on global supply chain.
随着冠状病毒大流行席卷全球，它扰乱了经济活动，包括供应链网络，因为现有的相互关联的贸易网络使更多的国家更容易受到影响，主要贸易商受到影响。本章旨在分析2019冠状病毒病对全球和行业供应链的影响，以及政府和商业组织为在这一充满挑战的时期恢复和保持弹性而采取的结构性政策和经济措施。系统文献综述方法侧重于COVID-19大流行期间的挑战和政策以及经济和商业应对措施。利用Scopus和ISI Web of Science (WoS)的在线数据库获取2019-2021年发表的研究。28篇期刊文章入选最终评审。有令人信服的证据表明，COVID-19已经产生了深远的影响，政府和企业寻求加强运营和业务抵御能力，强调供应链抵御能力的重要性，风险管理比以往任何时候都更加重要。封锁边境、出口禁运、进口制裁等贸易措施对供应链构成威胁，应谨慎实施全面封锁。目前，许多公司已经开始从“恢复模式”转向更“可持续和弹性模式”，并开始了更长期的规划。本研究的启示是，政策制定者和企业领导人应重视更加积极灵活的政策、经济和结构性的商业改革。这一评估将有助于决策者和商界领袖实施以弹性供应链为基础的政策、经济和商业改革，以减轻经济困难时期的经济风险，减少COVID-19对全球供应链的影响。
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Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-5
D. Kritchanchai, Pheaktra Doung, C. Khem, S. Srisakunwan
{"title":"Innovative Practice and Supply Chain Resilience during COVID-19 Pandemic: A case study in Thailand","authors":"D. Kritchanchai, Pheaktra Doung, C. Khem, S. Srisakunwan","doi":"10.51432/978-1-8381524-2-0-5","DOIUrl":"https://doi.org/10.51432/978-1-8381524-2-0-5","url":null,"abstract":"","PeriodicalId":442948,"journal":{"name":"The Impact of COVID-19 on Supply Chain Management","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133566552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-24DOI: 10.51432/978-1-8381524-2-0-4
L. Colm, Andrea Ordanini
The COVID-19 pandemic is not comparable for extension and implications to any other crisis faced by organizations over the last decades. Understandably, in its first and most acute phases, managers have focused their attention on how companies could ensure business continuity at the organizational level, by guaranteeing safe operating conditions and reshaping working procedures. Yet, for companies operating in business markets, adjusting internal processes to face a supply chain disruption is not enough to ensure business continuity, as these companies also need to sustain the network of external relationships in the whole supply chain in which they operate. To avoid jeopardizing their long-term survival, maintain their scope of action, and keep up with the challenges of the new normal, business companies need to engage in effective strategies that focus on a different component of business continuity, which we call relational continuity. After a brief review of the literature, the chapter first introduces the relational continuity concept in supply chain relationships. Drawing on a series of qualitative in-depth interviews with managers from the industrial machinery industry, whose sampled firms are actually connected through a direct supplier-client relationship, the chapter identifies three strategies that industrial companies should implement to ensure relational continuity with their key partners (suppliers and especially clients): supply chain intelligence, relational slack and key partners’ integration. Their full-fledged implementation proved to smooth and strengthen relationships among all players in the supply-chain and make business companies more responsive and capable to address the relational challenges of the “new normal” scenario.
{"title":"Facing Supply Chain Disruptions: Strategies to Ensure Relational Continuity","authors":"L. Colm, Andrea Ordanini","doi":"10.51432/978-1-8381524-2-0-4","DOIUrl":"https://doi.org/10.51432/978-1-8381524-2-0-4","url":null,"abstract":"The COVID-19 pandemic is not comparable for extension and implications to any other crisis faced by organizations over the last decades. Understandably, in its first and most acute phases, managers have focused their attention on how companies could ensure business continuity at the organizational level, by guaranteeing safe operating conditions and reshaping working procedures. Yet, for companies operating in business markets, adjusting internal processes to face a supply chain disruption is not enough to ensure business continuity, as these companies also need to sustain the network of external relationships in the whole supply chain in which they operate. To avoid jeopardizing their long-term survival, maintain their scope of action, and keep up with the challenges of the new normal, business companies need to engage in effective strategies that focus on a different component of business continuity, which we call relational continuity. After a brief review of the literature, the chapter first introduces the relational continuity concept in supply chain relationships. Drawing on a series of qualitative in-depth interviews with managers from the industrial machinery industry, whose sampled firms are actually connected through a direct supplier-client relationship, the chapter identifies three strategies that industrial companies should implement to ensure relational continuity with their key partners (suppliers and especially clients): supply chain intelligence, relational slack and key partners’ integration. Their full-fledged implementation proved to smooth and strengthen relationships among all players in the supply-chain and make business companies more responsive and capable to address the relational challenges of the “new normal” scenario.","PeriodicalId":442948,"journal":{"name":"The Impact of COVID-19 on Supply Chain Management","volume":"11 18","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120861535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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