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COVID-19 has shaken views of what is normal and what is possible, raising questions about conventional norms, ways of working and our understanding of agility. This paper aims to respond to calls for empirical research of supply chain capacities in times of crisis and offer a unique perspective on agile procurement and supply chain management from a case study of the Ventilator Challenge.

A descriptive case study was undertaken, adopting an inductive approach. Interviews were conducted with the major stakeholders tasked with the design, sourcing and assembly of ventilators.

Findings are delivered across four key areas: context; procurement and supply chain management; technology and culture; and environment. Key challenges and enablers are discussed, highlighting the critical roles of trust, empowerment and enabling technologies in the construction of an entirely new ventilator supply chain, from scratch, in five weeks.

This paper delivers contributions for both academic research and practice. The case study offers rich new insights relating to procurement in times of crisis, contributing to efforts to advance beyond outdated approaches for resilience in literature. Practical contributions arise in highlighting the significance of adapted sourcing and recruitment, technology, collaboration, people and power of purpose in enabling agility and achieving the impossible.

Advancements in responsive manufacturing have been supporting companies over the last few decades. However, manufacturers now operate in a context of continuous uncertainty. This research paper explores a mechanism where companies can “elastically” provision and deprovision their production capacity, to enable them in coping with repeated disruptions. Such a mechanism is facilitated by the imitability and substitutability of production resources.

An inductive study was conducted using Gioia methodology for this theory generation research. Respondents from 20 UK manufacturing companies across multiple industrial sectors reflected on their experience during COVID-19. Resource-based view and resource dependence theory were employed to analyse the manufacturers' use of internal and external production resources.

The study identifies elastic responses at four operational levels: production-line, factory, company and supply chain. Elastic responses that imposed variable-costs were particularly well-suited for coping with unforeseen disruptions. Further, the imitability and substitutability of manufacturers helped others produce alternate goods during the crisis.

While uniqueness of production capability helps manufacturers sustain competitive advantage against competitors during stable operations, imitability and substitutability are beneficial during a crisis. Successful manufacturing companies need to combine these two approaches to respond effectively to repeated disruptions in a context of ongoing uncertainties. The theoretical contribution is in characterising responsive manufacturing in terms of resource heterogeneity and resource homogeneity, with elastic resourcing as the underlying mechanism.

As focal firms in supply networks reflect on their experiences of the pandemic and begin to rethink their operations and supply chains, there is a significant opportunity to leverage digital technological advances to enhance socially responsible operations performance (SROP). This paper develops a novel framework for exploring the adoption of Industry 4.0 technologies for improving SROP. It highlights current best-practice examples and presents future research pathways.

This viewpoint paper argues how Industry 4.0 technology adoption can enable effective SROP in the post-COVID-19 era. Academic articles, relevant grey literature, and insights from industry experts are used to support the development of the framework.

Seven technologies are identified that bring transformational capabilities to SROP, i.e. big data analytics, digital twins, augmented reality, blockchain, 3D printing, artificial intelligence, and the Internet of Things. It is demonstrated how these technologies can help to improve three sub-themes of organisational social performance (employment practices, health and safety, and business practices) and three sub-themes of community social performance (quality of life and social welfare, social governance, and economic welfare and growth).

A research agenda is outlined at the intersection of Industry 4.0 and SROP through the six sub-themes of organisational and community social performance. Further, these are connected through three overarching research agendas: “Trust through Technology”, “Responsible Relationships” and “Freedom through Flexibility”.

Organisational agendas for Industry 4.0 and social responsibility can be complementary. The framework provides insights into how Industry 4.0 technologies can help firms achieve long-term post-COVID-19 recovery, with an emphasis on SROP. This can offer firms competitive advantage in the “new normal” by helping them build back better.

People and communities should be at the heart of decisions about rethinking operations and supply chains. This paper expresses a view on what it entails for organisations to be responsible for the supply chain-wide social wellbeing of employees and the wider community they operate in, and how they can use technology to embed social responsibility in their operations and supply chains.

Contributes to the limited understanding of how Industry 4.0 technologies can lead to socially responsible transformations. A novel framework integrating SROP and Industry 4.0 is presented.

The COVID-19 pandemic is considered a major disruptive event of this decade, raising unforeseen socio-economic implications worldwide. This novel virus has increased the influx of patients in hospitals, and healthcare organisations are facing unprecedented constraints in their operations to deal with increased demand and pressed capacity. Thus, this article evaluates the impact of the COVID-19 pandemic on healthcare systems' demand, resources and capacity and provides research directions.

This is a viewpoint article and uses timely information on healthcare operations from both scholars and managers, published by diverse sources during the COVID-19 outbreak.

The authors discuss the focus on “flattening the curve of infection” as a measure to protect healthcare, delay the impact of increased demand and reorientate healthcare supply chain practices. Furthermore, the authors evaluate the role of lean practices on managing demand and capacity and improving quality across healthcare operations and supply chain. Finally, the authors suggest research directions on modern operational issues that emerged during this pandemic, such as discussions around the sustainability of lean post-pandemic, “just in time” practices, inventory trade-offs and lack of organisational responsiveness during untenable events.

In this article, the authors provide a contemporary assessment of the implications of the COVID-19 pandemic on healthcare operations, underscoring main economic and operational elements that can be affected, such as unforeseen demand, resources and capacity shortage. Therefore, the authors assess that healthcare organisations, practitioners and governments have to anticipate operational and economic impacts and, ultimately, to reassess their plans to deal with such adverse events.

The impact of the COVID-19 pandemic on healthcare operations has raised questions about the applicability and capacity of the lean approach to respond to critical events. Thus, with a dearth of studies addressing this issue, this study aims to understand the role of lean in healthcare operations under the disruptive impact of the COVID-19 pandemic.

Drawing on a case study carried out in an emergency department in Brazil during the COVID-19 outbreak, the author presents results from semi-structured interviews and document analysis.

The results show three prominent themes that respond to this study's purpose: lean applicability during the pandemic, lean challenges during the pandemic and the pandemic impact on the lean processes. Furthermore, the study underscores that lean is not the panacea to operational problems caused by the pandemic in healthcare organisations, but it eases the impact on their operations. Finally, this study contributes to the discipline of operations management and highlights the need to rethink lean applications during disruptive events, focusing on flexibility, adaptability and patients' needs.

The literature addressing the pandemic impact on healthcare operations is still new and emerging; therefore, it is possible that some of the studies that are under review and could contribute to this study were not considered.

The study provides a better understanding of the lessons learned from the real-world experiences gained during the pandemic, helping managers to make informed decisions when developing contingency plans to improve healthcare readiness and responsiveness under crisis conditions (e.g. untenable demand and constrained capacity).

Given the contemporary nature of this pandemic, only few emerging studies addressing the impact of the pandemic on lean healthcare operations are available and scholars are calling for more empirical studies. Furthermore, there is an increasing criticism and scepticism about the applicability of lean in healthcare during a pandemic. Thus, this research both provides original contributions by responding to scholars' calls for novel research in this area and further contributes towards filling the void in the literature.

Project-based supply networks are an emerging form of organizing used to meet a buying organization's operational and innovation goals. Knowledge sharing among suppliers in the network plays a key role in successful project delivery but is challenging to achieve in practice. The authors draw on self-determination theory (SDT) to examine the interactive effect of incentive provisions (penalties and bonuses) and network governance (lead or shared) on knowledge sharing motivation by individual boundary-spanners within project-based supply networks.

A scenario-based behavioral experiment of 217 professionals within the UK using the online platform, Prolific, was conducted. A Hayes Macro PROCESS model was used to analyze the data. The authors pilot-tested the scenario with project management experts, senior managers, and directors.

The findings highlighted that the effectiveness of incentive provisions on knowledge sharing may be dependent on the mode of network governance. Where suppliers have shared responsibility for managing the network (shared governance), bonuses were more effective than penalties in motivating knowledge sharing through support of boundary-spanners’ autonomy needs. However, where the buying organization has transferred responsibility for managing the network to an external third-party organization (lead governance), the authors found no significant difference between the effectiveness of penalty versus bonus provisions in motivating knowledge sharing.

Prior research in operations and supply chain management (OSCM) has shown the positive effect of incentive provisions on knowledge sharing motivation, but largely overlooked the effectiveness of such incentives when nested within broader governance mechanisms used in projects and their networks. Moreover, while scholars have started to highlight the importance of governance mechanisms in knowledge sharing at the dyadic level, the authors know very little about the impact of network governance.

From a perspective inside one of the most advanced of the state programs, this presentation aims to explore issues of whom are we trying to reach; what information are we trying to convey; when did this reporting start; where can anyone find reports; why are we doing this; and how does it work. This is, however, neither a typical consumer informatics problem nor a subject that public health is used to dealing with.

The paper is a narrative review of personal experience.

Despite achievements, there are fundamental knowledge gaps and unsubstantiated assumptions underlying mandatory public reporting. Research and better role delineation are urgently needed to optimize current choices and ultimately determine whether this is the most cost‐effective strategy among alternative prevention investments.

Public health departments are in uncharted territory with this new area of activity, faced with fundamental knowledge gaps that potentially hamper chances of success. Perspectives explored in this part of the Universities Council Symposium help frame a research agenda and guide evolution of less advanced programs.

The Universities Council, established and coordinated by Washington State's HAI Program, is unique in taking an interdisciplinary approach to comprehensive examination of the unsubstantiated assumptions underlying mandatory public reporting.

This paper adopts a multi-tier perspective and aims to explore challenges of small and medium-sized enterprises (SMEs) in collaborative manufacturing amid the emergence of dedicated B2B platforms. Original equipment manufacturers welcome formation of demand-driven collaborations between SME suppliers to facilitate ramp-up of production capacity. While being potentially beneficial to suppliers, such collaborations face various barriers.

An exploratory study of 17 suppliers within the European Union’s aerospace industry was undertaken. The study comprised two stages. In the first stage, suppliers’ answers to self-administered interviews were analysed using thematic analysis. In the second stage, interactions between the barriers were determined through interviews with experienced SME collaboration facilitators. The authors apply system dynamics modelling to analyse the links between barriers and identify re-enforcing and balancing loops of other factors.

The authors establish five major groups of barriers to collaboration impeding: market transparency, access to orders, partner trust, contracting and (e) data sharing and coordination. The authors model application of four enablers that facilitate barrier removal for technology-enabled supply chains: digital platforms, supplier development, smart contracts and Industry 4.0.

The study is limited by the data collection from the aerospace industry; validation of the models in other low-volume high-variability manufacturing sectors is needed.

The reader will learn about the barriers which impede demand-driven SME collaboration within manufacturing supply chains, interrelationships between these barriers and suggestions about how to remove them. SME cluster managers will find managerial implications particularly interesting as they will help them to overcome collaboration concerns and better prepare cluster members for Industry 4.0.

The models developed within this study can be used to explore the effects of intervening at critical points in the model to create virtuous improvement cycles between key barriers and related variables in the model. This can help decision-making and policymaking in the area of supply chain integration.

There is currently a lack of studies about how the existing barriers amplify and de-amplify themselves and what the managerial approaches to tackle the barriers are. It is unclear how far companies will go in terms of information sharing, given the trust levels, power dynamics and governance structures evident in supply chains. This study contributes by explaining the reinforcing interaction between the barriers and showing ways to overcome these using enablers.