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The enormous impact of the COVID-19 pandemic showcases the key role of supply chain risk management (SCRM) in achieving and maintaining business performance, competitiveness and survival in the “new normal”. The purpose of this paper is to explore what impact the COVID-19 pandemic has had and may yet have on supply chains (SCs), which SCRM approaches have proved successful and how logistics service providers (LSPs) have applied the knowledge they have gained to improve their SCRM practices and resilience so as to prepare better for the next major disruption.

This paper combines an extensive literature review with a multiple-case study of 10 internationally operating LSPs and how they have handled the impact of the COVID-19 pandemic so far. To bridge the research-practice gap, this study draws on the dynamic-capabilities view and provide insights that are valuable to both academia and practice.

This study provides empirical evidence on the severe impact of the COVID-19 pandemic on SCs, which has posed several challenges to LSPs. The study identifies eight factors that are critical to the adaptive capabilities of LSPs and, therefore, to their resilience in extreme conditions. The findings of this study show that these factors determine whether an SCRM system is robust and agile enough to allow an LSP to anticipate potential disruption and to respond fast enough when disruption occurs. Specifically, this study finds that robustness and agility demonstrably strengthen business performance, while learning from experience proves key to reconfiguring an SCRM design in response to acute disruption.

This paper is among the first to provide rich, empirical and practically applicable insights into the impact of the COVID-19 pandemic on business in relation to SCRM. These novel insights offer inspiring opportunities for further research.

This study examines the interactions between entrepreneurial orientation, supply chain resilience (SCRES) as well as the financial and commercial dimensions of business performance.

Drawing on a literature review, the authors develop a research model to identify positive relationships between five specific dimensions of entrepreneurial orientation, SCRES and business performance based on the dynamic capabilities view. The hypotheses are then empirically validated by applying partial least squares structural equation modeling (PLS-SEM) on survey data obtained from a questionnaire and 168 global companies.

The results partially support the hypotheses and suggest that entrepreneurial activities complement the resilience of supply chains to sudden disruptions and therefore also foster competitive advantage.

The relationships between entrepreneurial orientation, SCRES and business performance are examined and validated empirically in a single model, bridging the gap between these distinct research streams and shedding further light on supply chain risk management.

This paper integrates research on demand- and supply-side risk management practices to better explain how to achieve competitive advantage in dynamic business conditions. The purpose of this study is to develop a model linking supply chain flexibility, agility, robustness and resilience and to investigate its relationships and impact on business performance.

The authors conduct a review of existing literature to derive their hypotheses and operationalize the respective constructs. The formulated research model is then validated applying partial least squares structural equation modeling on survey data from 89 multi-national companies based in Europe.

The authors find a significant positive relationship between supply chain flexibility and supply chain agility as well as supply chain robustness and supply chain resilience, respectively. Additionally, it is argued that supply chain flexibility, agility and resilience have significant positive impact on individual dimensions of business performance.

The relationships between supply chain flexibility, agility, robustness, resilience and business performance are investigated and empirically validated altogether in a single model for the first time, providing a clear separation of these terms and shedding further light on the management of supply chain risks.

This paper provides a robust and structured literature review on supply chain resilience (SCRES), the supply chain’s ability to be prepared for unexpected risk events, responding and recovering quickly to potential disruptions to return to its original situation or grow by moving to a new, more desirable state. The purpose of this paper is to analyze the extant research through focussed questions and provide an insightful framework with propositions to guide further publications and identify future research needs.

The findings underlie a systematic literature review methodology requiring a robust method of literature analysis. The sand cone model is adopted to develop a comprehensive SCRES framework.

The literature review reveals a strong need for an overarching SCRES definition and a clear terminology for its building elements. It indicates that most research has been qualitative and lacks in assessing and measuring SCRES performance.

This paper contributes a structured overview of 67 peer-reviewed articles from 2003 to 2013 on an emerging area of supply chain research. The review formulates an overarching definition of SCRES, groups and synthesizes the various SCRES elements into proactive and reactive strategies for the ex-ante/ex-post disruption stage and illustrates SCRES measurement through performance metrics. It provides a comprehensive SCRES framework with propositions and indicates gaps in the literature to target for further development.

With today's increasing globalization and associated growing demand for talented supply chain managers, human resource management (HRM) in supply chain management (SCM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in SCM research has not been made so far. To address this gap this paper provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to analyze HRM/SCM issues published in leading SCM journals, to identify different HRM research streams in the SCM literature and to propose areas for future research.

This paper employs a systematic literature review methodology. The selected journal articles are categorized on the basis of an analytical framework that contains seven HRM/SCM research streams derived from the extant literature.

The systematic literature review indicates a growing focus on HRM/SCM issues in recent years, a trend that is predicted to continue. Additionally, the study findings show that research has primarily emphasized certain popular categories while other crucial ones lack analysis.

This paper presents a structured overview of 109 peer-reviewed articles published in leading academic journals from 1998 to 2014. The review structures extant HRM/SCM literature and highlights its critical importance in SCM research. Topical gaps in the literature are identified as areas for future research.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Organizations aiming to better manage risks on the supply and demand-side of their supply chains should focus on strengthening several key capabilities. Achieving this together with better understanding of relationships between these factors can also lead to a positive impact on business performance.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to demonstrate that human resource management (HRM) has an impact on supply chain management (SCM), which in turn has a significant impact on customer satisfaction (CS) and organisational performance (OP), playing a mediating role in the relationship between HRM and SCM outcomes (SCMO).

The model is first validated and the hypotheses formulated are tested using the partial least squares structural equation model (SEM), based on five constructs: HRM, SCM implementation (SCMI), SCMO, customer satisfaction and organisational performance, taken from an existing model tested previously in a different geographical context. To do this, a survey was conducted and 231 valid responses were obtained.

The empirical results reveal that HRM had significant direct and indirect impacts on SCMO, and SCMI, which in turn played a mediating role in the relationships between HRM and SCMO. CS also played a mediating role in the relationships between SCMO and OP. This finding suggests that the successful implementation of SCM not only directly improves SCMO, but it also indirectly increases CS and OP.

A firm’s human resource practices need to be aligned with its SCM to foster the involvement of the members of the supply chain (SC), promote the integration of the SC and, consequently, ensure better business outcomes.

The study provides an original analysis not only in terms of the measurement of the relationship between HRM and SCM, but also with regard to its examination of the mediating effects, thus shedding light on the mechanisms by which these relationships are produced, and how this impacts CS and OP. This has allowed us to obtain more insightful results than those reported in the literature to date.

This paper’s main aim is to check the mediating effect of supply chain memory in the relationship between using digital technologies and both supply chain resilience and robustness. In addition, the impact of the COVID-19 disruption was tested as a moderator of the impact of supply chain memory on supply chain resilience and robustness.

Altogether, 257 supply chain managers answered the questionnaire, and data were analysed through structural equation modelling.

This paper contributes to theory and practice by demonstrating that the experience, familiarity and knowledge to deal with disruptions partially mediate the relationship between digital technologies, resilience and robustness. Moreover, our results show that memory is less efficient for the supply chain to maintain an acceptable level of performance in case of a new extreme disruptive event like COVID-19. The full model was able to explain 36.90% of supply chain memory, 41.58% of supply chain resilience and 46.21% of supply chain robustness.

The study helps to understand how to develop supply chain memory, positioning digital technologies as an antecedent of it. The impact of supply chain memory on supply chain resilience and robustness is proved. Knowledge about the impact of industry 4.0 technologies on disruption management is quantitatively improved. It demonstrates that digital technologies impact resilience and robustness mainly through supply chain memory. The study proves that supply chain memory is less efficient for the chain remains effective when a non-routine disruptive event occurs, but it is still imperative to recover from it.