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dc.contributor.authorDo, Q.
dc.contributor.authorMishra, N.
dc.contributor.authorWulandhari, N.B.I.
dc.contributor.authorRamudhin, A.
dc.contributor.authorSivarajah, Uthayasankar
dc.contributor.authorMilligan, G.
dc.date.accessioned2021-05-02T09:00:14Z
dc.date.accessioned2021-05-19T08:44:53Z
dc.date.available2021-05-02T09:00:14Z
dc.date.available2021-05-19T08:44:53Z
dc.date.issued2021-09-06
dc.identifier.citationDo Q, Mishra N, Wulandhari NBI et al (2021) Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis. Supply Chain Management. 26(6): 737-752.en_US
dc.identifier.urihttp://hdl.handle.net/10454/18475
dc.descriptionYesen_US
dc.description.abstractPurpose: 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 motivates us 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: Following an exploratory case-based design, we examine 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. Originality: This study provides a novel and unique perspective on the role of SCA in crisis—in this case, the pandemic. We synthesise the empirical stories of the agile responses in the FSC and elaborate on the DC framework, to identify theoretical and practical implications. We establish the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era. Practical contribution: 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 the crisis.en_US
dc.description.sponsorshipProject 777742: EC H2020-MSCA-RISE-2017
dc.language.isoenen_US
dc.relation.isreferencedbyhttps://doi.org/10.1108/SCM-09-2020-0470
dc.rights(c) 2021 Emerald Publishing. Full-text reproduced in accordance with the publisher's self-archiving policy.en_US
dc.subjectSupply chain agilityen_US
dc.subjectSCAen_US
dc.subjectDynamic capabilityen_US
dc.subjectCovid-19en_US
dc.subjectCrisis managementen_US
dc.subjectFood supply chainen_US
dc.titleSupply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisisen_US
dc.status.refereedYesen_US
dc.date.Accepted2021-04-24
dc.date.application2021-06-23
dc.typeArticleen_US
dc.type.versionAccepted manuscripten_US
dc.date.updated2021-05-02T08:00:33Z
refterms.dateFOA2021-05-19T08:45:13Z
dc.openaccess.statusGreenen_US


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