PurposeThe purpose of this paper is to investigate strategies to manage product recalls where shortages are a critical threat, with impacts such as loss of life. The authors aim to identify key supply chain strategies and opportunities for theoretical advancement by taking a resilience perspective on temporary supply chain design.Design/methodology/approachFirst, the authors conducted an impact event analysis of product recalls by exploring the RAPEX database and official statements of individual country regulators. Second, the authors conducted an exploratory case study with the Cambridge University Hospitals on Personal Protective Equipment to explore product recall risks, utilising an action research methodology.FindingsAdditional processes, mainly testing, can compensate for the risks that may arise from temporary supply chains, where changes in location and product design are not possible due to the immediate nature of demand caused by COVID-19 pandemic. This finding reflects on the resilience of designing and implementing temporary supply chains from the perspective of product, process and location.Research limitations/implicationsThis paper does not employ an in-depth multiple case study methodology. However, the authors argue that the role of institutional actors in global supply chains and its implications on product safety needs to be empirically studied in order to expand existing supply chain management theories to cover resilience in emerging, mature and temporary supply chain.Practical implicationsManagers can learn from the Cambridge University Hospitals case study that a downstream quality inspection system can be deployed to manage product quality and safety risks where recalls are not an option, such as during critical situations in the COVID-19 pandemic.Social implicationsThe authors’ observations suggest that governments may be socially responsible for implementing rigorous mechanisms to manage product recall risks that compromise consumer safety.Originality/valueThe authors’ study is uniquely designed and studies various specific phenomena of product recalls risks in COVID-19. The unique design features include a dynamic and recent database analysis involving a product, process and location centric perspective complemented with a Cambridge University Hospitals case study.

Transmission of SARS-CoV-2 without symptoms is well described, and may be mitigated by mass testing. Nonetheless, the optimal implementation and quantitative real-world impact of this approach remain unclear. During a period of rising SARS-CoV-2 prevalence, students at the University of Cambridge were enrolled in a voluntary programme of weekly PCR-based asymptomatic screening. Swab pooling by household reduced the total testing capacity required by five-fold, without affecting laboratory workflows or compromising test sensitivity. Participation remained >75% throughout the study period. 299/671 (45%) of students diagnosed with SARS-CoV-2 were either identified or pre-emptively quarantined because of the screening programme. After a negative screening test, the risk of developing COVID-19 over the following 7 days was decreased by 51%. Modelling transmission using parameters from our study suggests a reduction in R0 of up to 31% attributable to weekly screening. We therefore demonstrate the feasibility and efficacy of regular, voluntary mass testing for COVID-19.

PurposeThis paper is motivated by the gap between the extensive academic discussion of industrial resilience and the limited resilience observed in response to large disruptions. Its purpose is to investigate the relationship between the industrial resilience of manufacturing and service operations and the resilience of the supporting financial, legal and political systems. This research identifies the impact of high or low levels of resilience in these supporting systems on the ability of industrial operations to perform as required in disrupted environments.Design/methodology/approachThe authors combine a multi-disciplinary literature review with empirical data from four exploratory case studies. First, the authors review the literature on resilience in the fields of operations management, finance, law and political science to bring the terminology and concepts of these fields closer together. This review also defines the independent variables of the study: financial, legal and political resilience. Second, the authors use the framework from the literature to analyse data from four case studies of operations in difference contexts and sectors.FindingsIndustrial resilience is interdisciplinary, nuanced and complex. High levels of industrial resilience require high levels of financial, legal and political resilience. However, the activities required to improve the resilience of these supporting systems are often outside the locus of control of operations managers. Multiple perspectives on resilience must be coordinated to strengthen the response of industrial operations to large disruptions.Research limitations/implicationsAs a conceptual and exploratory study, this paper does not utilise quantitative data or in-depth case studies. The authors demonstrate the importance of an interdisciplinary perspective on industrial resilience and provide a theoretical framework that can serve as a foundation to further studies of resilience. The review of the literature provides a glossary of definitions of resilience that improves clarity in this disparate field.Practical implicationsManagers can apply the findings of this work to start cross-functional discussions in their firms that recognise the multiple dimensions of industrial resilience and improve the resilience of the supporting systems. The exploratory case studies provide concrete guidance for how managers in the fields of humanitarian and development operations, healthcare and manufacturing can improve industrial resilience by considering the interaction with the supporting financial, legal and political systems.Originality/valueThis study is the first to provide detailed conceptual discussion and empirical evidence for the interdisciplinary nature of industrial resilience in the context of public sector and non-governmental organisations. Combining evidence from different contexts and sectors demonstrates the broad industrial value of this work.

Tuesday, March 23 Day 3 Wednesday, March 24 Day 4 Thursday, March 25 Day 5 Friday, March 26 Networking break: Speed networking Lunch Break Lunch (1st 30 mins + networking (2nd half hour):(Trying to) Find calm in the chaos (Informal discussion in groups) Lunch (1st 30 mins + networking (2nd half hour): Lunchtime breakout rooms to discuss a simulation topic of interest Lunch (1st 30 mins + networking (2nd half hour)-3 Lunchtime breakout discussion rooms: 1) Your career in Simulation+ 2) WORAN + 3)ORS Orientation

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