Learning from the Covid-19 pandemic: Planning, controllingand driving change for greater resilience in supply chains.

Special issue call for papers from Supply Chain Management:An International Journal

Submission deadline: 4th September 2020

Guest Editors

Dr Liz Breen, University of Bradford

Professor Claire Hannibal, Liverpool John Moores University

CONTEXT

The Covid-19 pandemic (Coronavirus) took its hold on theworld in November 2019. It then spread globally causing huge concern for humansafety and in parallel impacting negatively on all aspects of social andeconomic fabric. The dynamic and rapid impact of the virus clearly illustratesthe fragility of service and product supply chains throughout the world.Covid-19 was a unifying global threat with all countries being held hostage toit and fearing dire healthcare repercussions.

From a supply chain perspective, the response from peoplefeeling threatened led to panic-buying and stock piling of essential products.The public’s response to the threat of Covid-19 was to enter into a state akinto ‘survival mode’ which caused widespread anxiety within society, createdenormous demand fluctuations, and forced an immediate response from supplychains. Consumer behaviour thus created a huge and unexpected surge in demandwhich was unanticipated and unplanned for, and hence created a bullwhip effectacross multiple global supply chains. With demand high and supply unavailable someproducts became more desirable causing price hikes and price gouging. Thispractice was clearly evident through the availability and pricing of handsanitiser lotion as a direct result of Government public health preventionguidance on hand washing, but also for basic commodities such as toilet roll,thermometers and face masks (Time.com, 2020). Within the pharmaceutical arena, prescription medicines availabilityappeared to be unaffected whereas there was an increased urgency in the demandfor basic over the counter (OTC) items such as paracetamol (as linked toalleviating the viral reported symptoms of fever).

In the midst of this turmoil, however, we also saw theemergence of an increase in social goodwill (Loveday, 2020) and collaborationsleading to positive new opportunistic ventures. This was evidenced by companiesdiversifying their product portfolio and demonstrating versatility andresponsiveness in making new products to respond to a national and globaldemand for products e.g. the brewer BrewDog, and numerous US and UKdistilleries, creating hand sanitiser (Guardian.com, 2020; Forbes.com, 2020).Calls were made globally for the creation of much needed ventilators frommedical equipment manufacturers (BBC.com, 2020). Competitive laws and regulationswere relaxed, and companies forged alliances united against the Covid-19threat.

Covid-19 was sudden and highly contagious. Its full impactwas unexpected and supply chains were unprepared for both the healthcare impactand the response from the public. Whilst we have experienced previous pandemics(Ebola and SARS) one could argue that our healthcare and supporting supplychains do not seem to have learned enough from this experience despite researchbeing undertaken post event (Time.com, 2020; WHO, 2003; WHO, 2016). This lackof learning has led to a decreased level of preparedness to respond effectivelyto a pandemic of this kind.

There has been a wealth of research conducted on supplychain resilience, responsiveness, agility, vulnerability (e.g. Scholten et al.2019; Hendry et al., 2019; Mehralian et al., 2015; Day, 2014; Christopher andPeck, 2004) and innovations in emergent agile supply chains such ashumanitarian aid and disaster recovery (Anbaroğlu, 2019; Ahimbisibwe et al.,2016; Schiffling and Piecyk, 2014).  Buthave we fully realised the learnings from this research to inform strategicdecision making in our current supply chains?

This call for papers offers the opportunity for researchersto examine the response to and learning from Covid-19 across all supply chains;public, private and third sector (including NGOs). The coming together of theresearch community in this rapid response offers a much-needed opportunity todeliver intelligence to promote learning to facilitate targeted action. Thiswill not only support the design of resilient supply chains but also instilresilience in society and its citizens.

RECOMMENDED TOPICS

We welcome papers which are empirically derived and do notwish to receive submissions which are literature reviews, conceptual, modellingor simulation papers.

The topics to be discussed in this special issue includebut are not limited to the following:

•Responsiveness and resilience in supply chains

•Theshifting dynamics of power in supply chains

•Supply chain agility

•Recalibration of supply chains

•Local versus globalisation of supply chains

•Workforce readiness and development

•Innovations in supply chains to increase service/product responsiveness

•Supply chain sustainability in a time of crisis

•Managing perishable supply chains

•Supply chain complexity

•Opportunistic responses to threats in the supply chain

•Social response to crises and its impact on supply chain management

•Open innovation in the supply chain

•Application and impact of new technologies in the supply chain

SUBMISSION PROCEDURE

Prospective authors are invited tosubmit papers for this special thematic issue on Learning from the Covid-19pandemic: Planning, controlling and driving change for greater resilience insupply chains on or before 4th September 2020. All submissions must be originaland may not be under review by another publication.  Interested authors should consult thejournal’s guidelines for manuscript submissions at:  https://www.emeraldgrouppublishing.com/journal/scm#author-guidelines

Authors andpotential authors may direct any questions to the Special Issue Guest Editors:Dr Liz Breen, University of Bradford (l.breen@bradford.ac.uk) and ProfessorClaire Hannibal, Liverpool John Moores University (c.l.hannibal@ljmu.ac.uk)

All manuscriptsubmissions to the special issue should be sent through the online submissionsystem: http://mc.manuscriptcentral.com/scm

REFERENCES

•Ahimbisibwe, A., Ssebulime, R., Tumuhairwe, R., and Tusiime, W. (2016) Supplychain visibility, supply chain velocity, supply chain alignment, andhumanitarian supply chain relief agility, European Journal of Logistics,Purchasing and Supply Chain Management, 4 (2), pp.34-64.

•Anbaroğlu, B. (2019) Drones in healthcare: An extended discussion ofhumanitarian logistics, in Kille, T., Bates, P., Lee, S.Y., and Kille, D.M.(Eds), Unmanned Aerial Vehicles in Civilian Logistics and Supply ChainManagement, IGI Global, Hershey, PA., pp.86-114.

•BBC.com (2020) COVID-19: The race to build coronavirus ventilators.https://www.bbc.com/future/article/20200401-Covid-19-the-race-to-build-coronavirus-ventilators

•Christopher, M. and Peck, H., (2004) Building the resilient supply chain. TheInternational Journal of Logistics Management, 15(2), pp.1-14.

•Day, J.M. (2014) Fostering emergent resilience: the complex adaptive supplynetwork of disaster relief. International Journal of Production Research,52(7), pp.1970-1988.

•Forbes.com (2020) These UK and US distilleries are making and donating handsanitizerhttps://www.forbes.com/sites/felipeschrieberg/2020/03/17/these-uk-and-us-distilleries-are-making-and-donating-hand-sanitizer/#540c95747bc9

•Guardian.com (2020) BrewDog begins making hand sanitiser amid shortages in UKhttps://www.theguardian.com/business/2020/mar/18/brewdog-begins-making-hand-sanitiser-shortages-uk

•Hendry, L.C., Stevenson, M., MacBryde, J., Ball, P., Sayed, M. and Liu, L.(2019) Local food supply chain resilience to constitutional change: The Brexiteffect. International Journal of Operations and Production Management, 39(3),pp.429-453.

•Loveday, C. (2020) Coronavirus: why clapping for carers feels so strangelyuplifting. https://theconversation.com/coronavirus-why-clapping-for-carers-feels-so-strangely-uplifting-135092?utm_medium=Social&utm_source=Twitter#Echobox=1585742911

•Mehralian, G., Zarenezhad, F. and Ghatari, A.R. (2015) Developing a model foran agile supply chain in pharmaceutical industry. International Journal ofPharmaceutical and Healthcare Marketing, 9(1), pp.74-91.

•Schiffling, S.A., and Piecyk, M. (2014) Performance measurement in humanitarianlogistics: a customer-oriented approach, Journal of Humanitarian Logistics andSupply Chain Management, 4(2), pp. 198-221.

•Scholten, K., Scott, P.S. and Fynes, B. (2019) Building routines fornon-routine events: supply chain resilience learning mechanisms and theirantecedents. Supply Chain Management: An International Journal, 24(3), pp.430-442.

•Time.com (2020) Coronavirus Price Gouging Complaints Surge Across U.S.https://time.com/5807515/price-gouging-coronavirus/

•Time.com (2020) Five Key Lessons From Ebola That Can Help Us Win AgainstCoronavirus, Everywhere. https://time.com/5806459/five-key-lessons-from-ebola-that-can-help-us-win-against-coronavirus-everywhere/

•World Health Organisation (2016) Information session on studies undertaken inresponse to the Ebola outbreak). https://www.who.int/about/evaluation/ebola-lessons/en/

•World Health Organization Multicentre Collaborative Network forSevere Acute Respiratory Syndrome Diagnosis (2003) A multicentre collaborationto investigate the cause of severe acute respiratory syndrome. Lancet; 361,pp.1730-3.

从Covid-19流感大流行中吸取教训：规划、控制和推动供应链更大弹性的变革

《供应链管理：国际期刊》特刊征集论文

提交截止日期：2020年9月4日

特邀编辑

Dr Liz Breen, 布拉德福德大学

Professor Claire Hannibal, 利物浦约翰摩尔大学

背景

Covid-19流行病（冠状病毒）于2019年11月在世界范围内流行。它随后在全球蔓延，引起人们对人类安全的极大关注，同时也对社会和经济结构的各个方面产生了负面影响。病毒的动态和迅速的影响清楚地说明了全世界服务和产品供应链的脆弱性。Covid-19是一个统一的全球威胁，所有国家都被它作为人质，并担心可怕的医疗后果。

从供应链的角度来看，人们感受到威胁的反应导致了恐慌性购买和基本产品的积压。公众对Covid-19威胁的反应是进入一种类似“求生模式”的状态，这在社会上引起广泛的焦虑，造成巨大的需求波动，并迫使供应链立即作出反应。因此，消费者行为造成了一个巨大的、出乎意料的需求激增，这是出乎意料和没有计划的，因此在多个全球供应链上产生了牛鞭效应。由于需求量大，供应不足，一些产品变得更受欢迎，导致价格上涨和哄抬价格。通过洗手液的供应和定价，这种做法显而易见，这是政府关于洗手的公共卫生预防指导的直接结果，也是卫生纸、温度计和口罩等基本商品的直接结果(时代网，2020年）。在制药领域，处方药的供应似乎没有受到影响，而对扑热息痛等基本非处方药（OTC）的需求日益迫切（与缓解病毒性发热症状有关）。

然而，在这场动荡中，我们也看到了社会善意的增加（Loveday，2020）和合作带来了积极的新机会主义冒险。这一点可以从公司的产品组合多样化，以及在生产新产品以满足国家和全球对产品的需求方面表现出多功能性和响应能力中被证实，例如酿酒厂BrewDog，以及许多美国和英国的酿酒厂，生产洗手液(卫报，2020；福布斯，2020）。全球都在呼吁医疗设备制造商创造急需的呼吸机(BBC.com，2020）。竞争性的法律法规放松了，公司联合起来对付Covid-19威胁。

Covid-19具有突发性和高度传染性。它的全面影响出乎意料，供应链对医疗保健的影响和公众的反应都没有做好准备。虽然我们经历过以前的流行病（埃博拉和非典），但有人可能会说，尽管在事后进行了研究，我们的医疗保健和支持供应链似乎没有从这一经验中学到足够的东西(时代网，2020；世卫组织，2003；世卫组织，2016）。这种缺乏学习的情况导致有效应对这种流行病的准备水平下降。

关于供应链的弹性、响应性、敏捷性、脆弱性，已经进行了大量的研究（例如Scholten等人，2019；Hendry等人，2019；Mehralian等人，2015；Day，2014；Christopher和Peck，2004）以及紧急敏捷供应链的创新，如人道主义援助和灾难恢复（Anbaroílu，2019；Ahimbisibwe等人，2016；Schiffling和Piecyk，2014）。但是，我们是否已经充分意识到从这项研究中得到的教训，为我们当前供应链的战略决策提供信息？

该论文征集为研究人员提供了一个机会，来研究所有供应链，公共部门，私营部门和第三部门（包括非政府组织）对Covid-19的反应和学习。在这一快速反应中，研究界聚集在一起提供了一个急需的机会，以提供情报，促进学习，以促进有针对性的行动。这不仅有助于弹性供应链的设计，还将向社会及其公民逐步培养弹性。

推荐主题

我们欢迎以经验为基础的论文，不希望收到文献综述、概念、模型或仿真论文。

本期特刊讨论的主题包括但不限于以下内容：

• 供应链的响应能力和弹性

• 供应链中权力的转移动力

• 供应链敏捷性

• 重新校准供应链

• 供应链的本地化与全球化

• 劳动力准备和发展

• 供应链创新，提高服务/产品响应能力

• 危机时期的供应链可持续性

• 管理易腐性供应链

• 供应链复杂性

• 对供应链威胁的机会主义反应

• 对危机的社会反应及其对供应链管理的影响

• 供应链的开放创新

• 新技术在供应链中的应用和影响

提交程序

我们邀请潜在作者就本专题发表论文，主题是“从Covid-19流感大流行中吸取教训：规划、控制和推动供应链更大弹性的变革”，时间为2020年9月4日或之前。所有提交的材料必须是原创的，不得由其他出版物审核。感兴趣的作者可以在以下网址查阅期刊的稿件提交指南：https://www.emeraldgrouppublishing.com/journal/scm#author-guidelines

作者和潜在作者可以直接向特刊特邀编辑提问：Dr Liz Breen, University ofBradford（l.breen@bradford.ac.uk)和Professor Claire Hannibal, Liverpool John Moores University（c.l.hannibal@ljmu.ac.uk)

所有特刊稿件投稿应通过在线投稿系统发送：http://mc.manuscriptcentral.com/scm

参考文献

•Ahimbisibwe, A.,Ssebulime, R., Tumuhairwe, R., and Tusiime, W. (2016) Supply chain visibility,supply chain velocity, supply chain alignment, and humanitarian supply chainrelief agility, European Journal of Logistics, Purchasing and Supply ChainManagement, 4 (2), pp.34-64.

•Anbaroğlu, B. (2019) Drones in healthcare: An extended discussion ofhumanitarian logistics, in Kille, T., Bates, P., Lee, S.Y., and Kille, D.M.(Eds), Unmanned Aerial Vehicles in Civilian Logistics and Supply ChainManagement, IGI Global, Hershey, PA., pp.86-114.

•BBC.com (2020)COVID-19: The race to build coronavirus ventilators.https://www.bbc.com/future/article/20200401-Covid-19-the-race-to-build-coronavirus-ventilators

•Christopher, M.and Peck, H., (2004) Building the resilient supply chain. The InternationalJournal of Logistics Management, 15(2), pp.1-14.

•Day, J.M. (2014)Fostering emergent resilience: the complex adaptive supply network of disasterrelief. International Journal of Production Research, 52(7), pp.1970-1988.

•Forbes.com (2020)These UK and US distilleries are making and donating hand sanitizerhttps://www.forbes.com/sites/felipeschrieberg/2020/03/17/these-uk-and-us-distilleries-are-making-and-donating-hand-sanitizer/#540c95747bc9

•Guardian.com(2020) BrewDog begins making hand sanitiser amid shortages in UKhttps://www.theguardian.com/business/2020/mar/18/brewdog-begins-making-hand-sanitiser-shortages-uk

•Hendry, L.C.,Stevenson, M., MacBryde, J., Ball, P., Sayed, M. and Liu, L. (2019) Local foodsupply chain resilience to constitutional change: The Brexit effect.International Journal of Operations and Production Management, 39(3),pp.429-453.

•Loveday, C. (2020)Coronavirus: why clapping for carers feels so strangely uplifting.https://theconversation.com/coronavirus-why-clapping-for-carers-feels-so-strangely-uplifting-135092?utm_medium=Social&utm_source=Twitter#Echobox=1585742911

•Mehralian, G.,Zarenezhad, F. and Ghatari, A.R. (2015) Developing a model for an agile supplychain in pharmaceutical industry. International Journal of Pharmaceutical andHealthcare Marketing, 9(1), pp.74-91.

•Schiffling, S.A.,and Piecyk, M. (2014) Performance measurement in humanitarian logistics: acustomer-oriented approach, Journal of Humanitarian Logistics and Supply ChainManagement, 4(2), pp. 198-221.

•Scholten, K.,Scott, P.S. and Fynes, B. (2019) Building routines for non-routine events:supply chain resilience learning mechanisms and their antecedents. Supply ChainManagement: An International Journal, 24(3), pp. 430-442.

•Time.com (2020)Coronavirus Price Gouging Complaints Surge Across U.S.https://time.com/5807515/price-gouging-coronavirus/

•Time.com (2020)Five Key Lessons From Ebola That Can Help Us Win Against Coronavirus,Everywhere. https://time.com/5806459/five-key-lessons-from-ebola-that-can-help-us-win-against-coronavirus-everywhere/

•World Health Organisation (2016)Information session on studies undertaken in response to the Ebolaoutbreak). https://www.who.int/about/evaluation/ebola-lessons/en/

•World HealthOrganization Multicentre Collaborative Network for Severe Acute RespiratorySyndrome Diagnosis (2003) A multicentre collaboration to investigate the causeof severe acute respiratory syndrome. Lancet; 361, pp.1730-3.