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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.

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.

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.

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.

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.

This paper aims at exploring the challenges of introducing a model integrating the Cost of Quality (COQ) into the modeling of a supply chain network.

This paper introduces a comprehensive supply chain model that minimizes a series of costs, in which COQ is integrated.

The scenario of incorporating COQ in supply chain network design will ensure the lowest overall cost, because it reduces the probability of defects and hence the probability of additional cost which might be due to corrective action.

With many industries today on the quest of improving their quality systems, finding ways to reduce nonconformities and failure of products is crucial. In industries such as the aerospace industry, the variable production cost is high; hence producing extra parts to compensate for defectives would be a costly option.

While COQ is a very good indicator of how much poor quality is costing a company, no work has been published in regard to integrating COQ into supply chain modeling.