Heading for Tomorrow: Resilience Strategies for Post-COVID-19 Grocery Supply Chains

Abstract

Supply chain resilience is a critical capability needed to compete in the current turbulent and unpredictable business environment, but many companies still tend to underestimate its relevance. In the wake of the COVID-19 pandemic, understanding which supply chain impacts influence the policies and actions undertaken when resilience is concerned is important. This study investigated the relationships between the impacts experienced at the different supply chain tiers during the pandemic, and explored which impacts could drive perceptions towards developing resilience strategies in the future. A survey instrument was developed adopting a mid-range approach, targeting manufacturers active in the Italian grocery supply chain. Data were analysed using partial least square structural equation modelling (PLS-SEM). Results showed that source-related impacts deeply affect make- and delivery-related impacts, and make-related impacts mainly influence the perceptions about future resilience strategies. In fact, manufacturers appear to be primarily interested in those strategies ensuring the continuity of their intrinsic operations. The study could inform theory and practice about companies’ decisions towards the adoption of certain approaches. Also, it highlights promising research avenues related to deepening understanding of how perceptions could predict future intentions to engage in protective actions to adequately cope with potential future disruptions.

Can logistics and supply chain resilience strategies minimize the impacts of disruptions: evidence from Japan

“…, 2021; Chowdhury et al. , 2021; Hoek, 2020; Prataviera et al. , 2022; Trabucco and De Giovanni, 2021).…”

“…During the COVID-19 pandemic, resilience strategies adopted by organizations to recover from its impact (and prepare for future "unknown" disruptions) revolved around increasing the production and distribution capacity of SCs and related utilization levels, improving workforce management at plants and distribution centers, restructuring logistics and SC networks (e.g. facility location and inventory allocation), introducing new partnerships with logistics service providers and suppliers of raw materials, revisiting order allocation strategies, streamlining product portfolios to focus on a reduced product range, switching to localized sourcing, and adopting advanced industry 4.0 technologies (Belhadi et al, 2021;Chowdhury et al, 2021;Hoek, 2020;Prataviera et al, 2022;Trabucco and De Giovanni, 2021). Zhu et al (2020) summarized measures for improving SC resilience as diversification and dual sourcing, vertical integration of SCs, decentralization of manufacturing capacity, SC visibility, localizing SC, SC flexibility, digital transformation, and government policy and assistance.…”

The Influence of Supply Chain Strategy and Supply Chain Design on Supply Chain Resilience under Uncertain Circumstances: A Review of the Literature

“…While the notion of Supply Chain Resilience (SCRES) is not novel, its relevance within supply chain management has grown substantially due to the increasing frequency of disruptions in supply chains. SCRES plays a critical role in minimizing the impact of disruptions and implementing strategies that facilitate the recovery of the supply chain to its original or improved state [6]. It is essential for achieving competitiveness within a turbulent and unpredictable environment.…”

Resilient reverse logistics with blockchain technology in sustainable food supply chain management during COVID‐19

“…With COVID‐19, the importance of issues such as supply chain management (Hervani et al, 2022; Prataviera et al, 2022), resiliency of supply chains (Fu et al, 2022; Ivanov, 2021), and reverse logistics activities (Heiman et al, 2022) has increased. Moreover, COVID‐19 and its devastating effects on supply chains highlight the importance of reverse logistics since it provides transparency and traceability in SFSC processes and also contributes to the circular economy (Garnett et al, 2020).…”