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Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis

Quynh Nhu Do (The Logistics Institute, University of Hull, Hull, UK)
Nishikant Mishra (Hull University Business School, University of Hull, Hull, UK)
Nur Baiti Ingga Wulandhari (Hull University Business School, University of Hull, Hull, UK)
Amar Ramudhin (The Logistics Institute, University of Hull, Hull, UK)
Uthayasankar Sivarajah (School of Management, University of Bradford, Bradford, UK)
Gavin Milligan (Green Knight Sustainability Consulting Ltd, Bakewell, UK)

Supply Chain Management

ISSN: 1359-8546

Article publication date: 23 June 2021

Issue publication date: 6 September 2021

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Abstract

Purpose

The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era.

Design/methodology/approach

Following an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens.

Findings

First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis.

Practical implications

This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis.

Originality/value

This study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.

Keywords

Acknowledgements

This research was supported by Project 777742: EC H2020-MSCA-RISE-2017.

Citation

Do, Q.N., Mishra, N., Wulandhari, N.B.I., Ramudhin, A., Sivarajah, U. and Milligan, G. (2021), "Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis", Supply Chain Management, Vol. 26 No. 6, pp. 737-752. https://doi.org/10.1108/SCM-09-2020-0470

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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