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In light of the COVID-19 pandemic, all business sectors have critical needs. They face multiple challenges to restructuring their operations to build a resilient, cost-effective and sustainable supply chain. Therefore, this paper aims to investigate the practice and the research gaps related to supply chains.

This research paper is influenced by a literature review of the past decade. This review paper incorporates industry challenges of the COVID-19 pandemic, including future steps toward developing resilient supply chains in the new normal economy. The research provides a detailed framework for designing cost-effective survivable supply chains that withstand disruptions for the long term.

The proposed research focuses on the effects of the COVID-19 pandemic on supply chains and attempts to bridge pre and post COVID-19 research and practice gaps. Post-COVID-19 resilient supply chains need to be transformed into survivable supply chains. The survivability of the supply chain can be achieved by combining both supply chain resilience and supply chain viability measures. To the best of the authors’ belief, this is the first study that grounds a theory to provide interconnection of five critical supply chain concepts to manage supply chain risk. This study is uniquely positioned to develop a theoretical framework to design a cost-effective, resilient and sustainable supply chain by establishing the interconnection among these concepts in supply chains. This framework helps practitioners to implement the key strategies at the operational, tactical and strategic levels that enhance maturity in supply chains.

The research findings are based on secondary reports such as industry reports, cases, research papers and expert opinions. The authors tried to consult with many companies. However, they were reluctant to share the recovery plan information from COVID. Also, as COVID still exists in many places in Canada, the authors could not gather every intended information from the companies. However, the authors have successfully shared the outcomes of this research with a reputed retail company in Canada. They recognized the importance of survivability in supply chains. Going forward, business organizations need to design cost-effective, sustainable and survivable supply chains.

The study attempts to unify current research dealing with supply chain resilience. The study concludes with the limitations of the current research. It highlights the prospects of future research and bridges the supply chain practice gaps from the challenges faced by industries due to COVID-19. The study contributes to the literature by identifying gaps to bridge the supply chain practice and reiterating new research directions to develop a cost-effective, survivable and sustainable supply chain.

This paper investigates how the channel leadership strategies develop a post-coronavirus disease (COVID-19) resilient agri-supply chain, which reduces supplier and retailer's price loss and enhances the logistics service quality level considering logistics outsourcing of agri-product especially for the rapidly changing market condition.

Based on the classical leadership theory, two channel leadership strategies, i.e. LPL and SL, are considered. The proposed framework first derives the equilibrium price and service quality level decision among the supplier, the logistics provider and the retailer. Then it compares both leadership strategies in terms of the equilibrium prices and service quality theoretically. This article also presents a case study of Arabian dates pricing and supply chain to test the theoretically derived propositions.

Selection of suitable leadership strategy is a critical factor for profit maximization of the supply chain drivers and proper optimization of equilibrium price and service quality. Here, the product's quality and the market's socio-economic condition play an important role in selecting a suitable leadership strategy. A random transformation of the physical market to an e-commerce portal creates a wide variation of the market's socio-economic parameters, affecting the equilibrium pricing and the logistics provider's service quality.

This study proposes a post-COVID-19 resilient agri-supply chain framework considering price and quality-dependent stochastic market demand, incorporating a wide range of socio-economic factors in the model to counteract the effect of rapid behavior change of agri-market due to COVID-19 norms. This research examines the effect of different channel leadership strategies to facilitate suitable decisions on prices and service quality and retrieve the profit of the supplier, retailer and logistics provider. The future models can incorporate competitiveness in logistics outsourcing, fourth-party logistics (4PL) and contract farming in the agri-supply chain. Each of the extensions can open avenues in different directions.

As the post-COVID-19 market and the customer behavior is randomly changing, and the traditional market is rapidly converting into supermarkets and e-commerce portals, this paper examines the model with a wide variety of e-commerce portals with multi-variation of product. It is conclusive that the product's quality and the market's socio-economic behavior significantly impact the equilibrium decision. The drivers of the supply chain must take them into account before choosing a particular channel leadership strategy.

This study considers a multi-product and multi-market (e-commerce) model by integrating a wide variety of products and the market's socio-economic parameters. The model is tested in a price and quality-dependent stochastic market condition, contributing to the literature by reconciling two different channel leadership strategies into the global logistics of fresh agri-product.

Suppliers and marketers have started planning toward postpandemic scenarios where logistics and retail will happen in a new way with the help of technological advances. This shift means new challenges for manufacturers, suppliers and retailers, and there is a need for strategic sourcing decisions for a robust supply chain system, logistics and on-time delivery system, as consumers have shown a positive change in online buying behavior. Furthermore, with digital transformation, customers are expected to not return to traditional buying. Hence, it becomes essential to identify the factors acting as enablers of online purchase behavior for sustainable digital business. This study aims to analyze the positive shifts in online purchasing by consumers, identify and model the enablers of positive transformations in online purchasing by consumers.

The interpretative structural modeling (ISM) technique is used to draw the interrelationships among the variables and their impact on online buying. A context-oriented relationship among the factors has been set up through the expert opinion technique. A total of 40 specialists have been approached for this. ISM with Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis was used to prioritize these drivers, identify the most critical factors and establish a driver-dependence relationship among these drivers.

Several significant categories of enablers like health, trust, convenience, work from home, referral buying, panic purchase and overstocking possess a strong influence on the shift to online due to the pandemic. The results will help the policymakers, suppliers, retailers, managers and practitioners with insights to plan, prepare for challenges and make decisions toward preparation and shifting to the emergent digital world. In addition, the study provides academicians scope for further research in the related area.

Consumer behavior significantly impacts retail and supply chain business, as it is an interface with the customer and links between a manufacturer and a customer. This study provides an insight into the shift in purchase behavior which can help suppliers in this transition phase to be better prepared for tomorrow to achieve sustainable competitive advantage.

This study assists practitioners and researchers in understanding the interrelationships among the factors using ISM-MICMAC analysis in a realistic way rather than daydreaming with overambitious goals.

The impacts of the novel coronavirus (COVID-19) outbreak continue to devastate supply chain operations. To attain a competitive advantage in the post-COVID-19 era, decision-makers should explore key supply chain strategies to move forward and ready their policies to be implemented when the crisis sufficiently subsides. This is a significant and practical decision-making issue for any supply chain; hence, the purpose of this study is to explore and analyse key supply chain strategies to ensure robustness and resilience in the post-COVID-19 era.

This study conducted an expert survey targeting practitioners and academics to explore key supply chain strategies as means of moving forward in the post-COVID-19 era. Further, the key strategies were quantitatively analysed by applying the best-worst method (BWM) to determine their priority importance in the context of the manufacturing sector.

The results revealed that supply chain resilience and sustainability practices could play a dominant role in this period. The findings of the study can assist supply chain decision-makers in their formulations of key strategies.

This is the first study to investigate key supply chain strategies for the post-COVID-19 era. This study will help practitioners paying attention to resilience and sustainability practices for managing the impacts of future large-scale disruptions.

This paper aims to present a grounded and strategic discussion regarding Supply Chain 4.0 as a management system orientation for the post-COVID-19 period as well as propose some research directions thereof.

For the development of this paper, some theoretical insights were provided based on the literature related to Supply Chain and Industry 4.0. A discussion regarding the constructs of Supply Chain 4.0 on the context of the post-COVID-19 outbreak is developed as well.

The discussion, herein, shows that the disruptive technologies might play a crucial role to become supply chains more responsive and resilient to sudden events such as COVID-19. Then a Supply Chain 4.0 is a transformational strategic orientation to be considered on the aspect of supply chain management for the post-pandemic period. Some research questions are proposed at the end of this paper with the aim to further address this subject.

This paper provides timely insights for researchers and practitioners which might imply on the further research deployments and practical applications although it demands future empirical studies to validate the propositions herein presented.

Practitioners can be benefited from this paper on having new insights and a strategic direction on regards supply chain management for the post-pandemic period with focus on a technology-driven strategy for supply chains.

This paper is unique because it brings an unexplored relationship between Supply Chain 4.0 and COVID-19 pandemic. It also significantly contributes to new directions and views for the supply chain management field from these challenging and difficult times of coronavirus global outbreak.

Coronavirus disease 2019 (COVID-19) has disrupted global supply chains, revealing dreadful gaps and exposing vulnerabilities. Retailers are challenged to tackle risks and organise themselves to fit into the “new normal” scenario. This global outbreak has established a volatile environment for supply chains; it has raised the question of survival in the market, forcing companies to rethink resilient strategies to be adopted for the post-pandemic situation to mitigate the long-term effects of this virus. This study explores the priorities for retail supply chains (RSCs) to align their business operations and strategies for the post-pandemic world.

This study has utilised integrated full consistency model (FUCOM) – best–worst method (BWM) for assessment of RSCs to enhance their business performance irrespective of pandemic disruptions. The FUCOM has been employed to identify the priorities of determinants enhancing business performance, whereas RSC strategies are evaluated using the BWM method.

The current study identifies “Collaboration Efficiency” as the main criterion for accelerating the performance of RSCs in a dynamic social environment. Also, the study concludes that “Order Fulfilment” and “Digital RSCs” are the most appropriate resilient business strategies to mitigate the long-term effects.

Supply-demand balancing is a challenging task at the moment, but highly significant for the future. The pandemic disruptions have placed intense pressure on retailers to deliver products as per consumers' changing behaviours towards the purchase of essentials and other products. Hence, “Order Fulfilment” and “Digital RSCs” should be adopted for meeting customer requirements and to ensure sustainability in the post-pandemic business world.

This work sets out a comprehensive framework which will be helpful for accelerating RSCs performance against pandemic disruption by adopting resilient strategies to mitigate the long-term effects.

The purpose of this paper is to examine the impacts of the COVID-19 pandemic on global supply chain sustainability and provide an important pathway to develop an initial understanding of how organizations can develop more resilient and socially sustainable supply chains in a post-COVID world.

To gain fresh insights on the effects of the COVID-19 pandemic on supply chain social sustainability and resilience issues, an extensive literature review was conducted. To this end, recent scholarly research articles, articles from practitioner journals, magazine articles and policy documents and reports, as well as blogs and briefings published by international organizations were critically reviewed.

The findings suggest that the COVID-19 pandemic has been associated with a major shake-up of global supply chain operations and has contributed to varied sustainability outcomes. While the pandemic caused reductions in greenhouse gas emissions and air pollution, it has had serious social implications for the livelihoods and well-being of workers and their families. The findings further suggested that it is imperative for companies to build resilience in their global supply chain operations to better respond to future shocks and disruptions by adopting strategies such as employee protection schemes, advanced digital technologies, diversification, localization and regionalization and stakeholder collaboration.

This review paper contributes to emerging global supply chain sustainability literature and practice by synthesizing and explicating the impacts of the COVID-19 pandemic on supply chain social sustainability and resilience. In addition, this paper offers some practical recommendations to enhance the social sustainability impacts and resilience of global supply chains in a post-COVID world.

The COVID-19 pandemic has caused major disruptions and revealed the fragilities in supply chains. This crisis has re-opened the debate on supply chain resilience and sustainability. This paper aims to investigate distinct impacts of COVID-19 on supply chains. It identifies both short- and medium-to-long-term measures taken to mitigate the different effects of the pandemic and highlights potential transformations and their impacts on supply chain sustainability and resilience.

To address the purpose of the study, a qualitative research approach based on case studies and semi-structured interviews with 15 practitioners from various supply chain types and sectors was conducted. Studied organizations included necessary and non-necessary supply chain sectors, which are differently impacted by the COVID-19 pandemic.

This study reveals five main challenges facing supply chains during COVID-19, including uncertain demand and supply, suppliers' concentration in specific regions, globalized supply chains, reduced visibility in the supply network, and limited supplier capacity. To help mitigate these challenges and develop both sustainability and resilience, this paper identifies some mitigating actions focusing on the promotion of the health and wellbeing of employees and supply chain stabilization. Further, in the post-COVID era, sustainable and resilient supply chains should consider regionalization of the supply chain, diversification of the supply network, agility, collaboration, visibility, and transparency; and should accelerate the use of smart technologies and circular economy practices as dynamic capabilities to improve supply chain resilience and sustainability.

This study contributes to exploring the sustainability- and resilience-related challenges posed by the COVID-19 pandemic. Its findings can be used by researchers and supply chains decision-makers to limit disruptions and improve responsiveness, resilience, sustainability, and restoration of supply chains. The results support benchmarking through sharing of the best practices and organizations can also integrate the different capabilities discussed in this study into the processes of selection and auditing of their suppliers.

The COVID-19 pandemic has revealed the fragility of the complex global food supply chains (GFSCs) which has drastically affected the essential flow of food from the farms and producers to the final consumers. The COVID-19 outbreak has served as a great lesson for the food businesses and companies to re-strategize toward the post-COVID-19 era. This paper examines the impact of COVID-19 pandemic on food security and global food supply chains using the two countries (Canada and the United States) in North America as the case studies and provides appropriate strategy or framework to build smarter and resilience food supply chains for post-COVID-19 era.

This paper is a general review of the impacts of COVID-19 pandemic on food security and disruptions of the GFSCs. This paper conducted a comprehensive literature review to have a complete understanding of the study, identify the research problem and missing gaps in literature and to formulate appropriate research questions. This study uses two countries from North America (Canada and the US) as case studies by analyzing the available open data from Statistics Canada and some recent studies conducted on food insecurity in the US. Finally, based on the findings, a proposed approach or framework was presented.

The findings from this study establishes that COVID-19 pandemic has greater impacts on the food security and GFSC due to disruption of the food supply chain leading to increase food insecurity in Canada and the US. The findings clearly show how the COVID-19 pandemic has disrupted the GFSC in the following ways – poor economy, shortage of farm worker, limitation to food accessibility, restriction in the transportation of farm commodities, changes in demand of consumers, shutdown of food production facilities, uncertainty of food quality and safety, food trade policies restriction, delays in transportation of food products, etc. The main findings of this study show that food and beverages sector needs to re-strategize, re-shape and re-design their food supply chains with post-COVID-19 resilience approach in mind. As a result, this study presents a proposed approach or framework to build a smarter and resilience GFSCs in the post-COVID-19 era. The findings in this study highlights the way the proposed framework provide solutions to the identified problems created by the COVID-19 pandemic in affecting the GFSC.

The contribution of this study towards the existing body of knowledge in food security and GFSC is in the form of a proposed approach or framework for building smarter and resilience GFSC that would assist the key players in the food industry to respond better and faster to the ongoing COVID-19 pandemic, including post-COVID-19 era.

This paper aims to develop supply chain strategies for the fashion retail supply chain (FRSC), likely to be disrupted by the current pandemic (COVID-19) under physical and online retail stores. The resilient retail supply chain design is proposed under budget allocation and merchandise capacity constraints.

This paper utilises the theory of constraint (ToC) and goal programming (GP) to address the COVID-19 impact on FRSC. The budgetary and capacity constraints are formulated with a constraint optimisation model and tested with six different priorities to deal with the physical and online stores. Next, all priorities are developed under different FRSC business scenarios. The ToC-GP-based optimisation model is validated with one of the Indian fashion retail supply chains.

The proposed optimisation model presents the optimal retailing strategies for selling fashion goods over physical and online platforms. The multiple scenarios are presented for developing trade-offs among different strategies to maximise the retailer's merchandise performance. This paper also highlighted the strategic movement from high merchandise density stores to low merchandise density stores. This implies a reduction of sales targets and aspiration levels of both online and physical fashion stores.

The proposed model is validated with one of the fashion retailers in India. Other nations or multiple fashion retailers might be considered for more generalisation of findings in the future.

This research helps fashion retail supply chain managers deal with consumer demand uncertainty over physical and online stores in pandemic times. Limitation: Other nations or multiple fashion retailers might be considered for more generalisation of findings in the future.

This is the first study that considered the impact of COVID-19 on the retail fashion supply chain. The effect of physical and online platforms is mainly discussed from consumer marketing perspectives, but an inventory and resilience perspective is missing in earlier studies. The role of merchandise planning is highlighted in this study.