This article aims to explore the supply chain (SC) resilience capabilities of firms, focusing on their ability to respond to the COVID-19 pandemic disruption. Based on two cases each in the pharmaceutical and mineral water industries, this article identifies various strategies managers mobilized to tackle SC disruptions during the COVID-19 pandemic. This article contributes to theory through a proposed double-helix framework showing the dimension of disruptions and the capabilities concept to mitigate COVID-19. In addition, an in-depth investigation of the perceived importance versus actual SC resilience capabilities deployed is discussed and validated with practitioners. The findings of this article also address a critical gap in the SC operations management literature and provide a practical approach for managers to better manage future pandemic disruptions.

Original languageEnglish
Pages (from-to)10358-10372
Number of pages15
JournalIEEE Transactions on Engineering Management
Publication statusPublished - 2024


  • COVID-19
  • Capability
  • case study
  • digitalization
  • disruption
  • resilience
  • supply chain (SC)


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