Supply chain risk management strategies in normal and abnormal times: policymakers' role in reducing generic medicine shortages

Abstract

PurposeThis paper links supply chain risk management to medicine supply chains to explore the role of policymakers in employing supply chain risk management strategies (SCRMS) to reduce generic medicine shortages.Design/methodology/approachUsing secondary data supplemented with primary data, the authors map and compare seven countries' SCRMS for handling shortage risks in their paracetamol supply chains before and during the first two waves of the COVID-19 pandemic.FindingsConsistent with recent research, the study finds that policymakers had implemented few SCRMS specifically for responding to disruptions caused by COVID-19. However, shortages were largely avoided since multiple strategies for coping with business-as-usual disruptions had been implemented prior to the pandemic. The authors did find that SCRMS implemented during COVID-19 were not always aligned with those implemented pre-pandemic. The authors also found that policymakers played both direct and indirect roles.Research limitations/implicationsCombining longitudinal secondary data with interviews sheds light on how, regardless of the level of preparedness during normal times, SCRMS can be leveraged to avert shortages in abnormal times. However, the problem is highly complex, which warrants further research.Practical implicationsSupply chain professionals and policymakers in the healthcare sector can use the findings when developing preparedness and response plans.Social implicationsThe insights developed can help policymakers improve the availability of high-volume generic medicines in (ab)normal times.Originality/valueThe authors contribute to prior SCRM research in two ways. First, the authors operationalize SCRMS in the medicine supply chain context in (ab)normal times, thereby opening avenues for future research on SCRM in this context. Second, the authors develop insights on the role policymakers play and how they directly implement and indirectly influence the adoption of SCRMS. Based on the study findings, the authors develop a framework that captures the diverse roles of policymakers in SCRM.

Editorial: Navigating excellence: understanding and overcoming common causes of manuscript rejections in logistics and supply chain management research

“…Despite the daunting perception of formal theories and frameworks, mid-range theories (Stank et al ., 2017; Pellathy et al ., 2018; Russo et al ., 2021; Wowak et al ., 2022; Stank et al ., 2022), abductive theory elaboration approach (Kovács and Spens, 2005; DuHadway et al ., 2022; Ahlqvist et al ., 2023; Norrman and Prataviera, 2023; Russo et al ., 2023; Bals et al ., 2023; Sawyerr and Harrison, 2023) offer viable entry points for scholars who may otherwise be hesitant to engage in theorizing. Design science shapes and refines solutions, emphasizing pragmatic validity and long-term outcomes.…”

Blockchain Adoption for Generic Drugs in the Medicine Supply Chain with Consumers’ Risk-Aversion: A Game-Theoretic Model Within Chinese Legal Framework

“… 23 Ahlqvist et al identified the role of policymakers in applying supply chain risk management strategies (SCRMS) to mitigate generic medicine shortages in both normal and abnormal times and evaluated the strategies adopted by policymakers in managing shortage risks in the medicine supply chains of seven countries before and during the COVID-19 pandemic. 24 Different from their studies, our work focuses on blockchain adoption for generic drugs in medicine supply chains considering consumers’ risk-aversion and quality uncertainty of generic drugs.…”

Carbon Capture, Utilization, and Storage Risks from Supply Chain Perspective: A Review of the Literature and Conceptual Framework Development

“…Stockouts and shortages are challenges in retail and healthcare SCs, prompting strategies for inventory management and coordination [51][52][53]. Additional risk and product returns impact agricultural SCs, highlighting the importance of understanding factors contributing to returns and mitigation strategies [54].…”