Coronavirus

Bridging the Research-Practice Gaps in Supply Chain Management: Lessons from COVID-19

Call for papers for: International Journal of Logistics Management

Guest Editors:
Samuel Fosso Wamba
Toulouse Business School
1 Place Alphonse Jourdain - CS 66810, 31068,
TOULOUSE Cedex 7, France
Email: [email protected]

Rameshwar Dubey
Liverpool Business School
Liverpool John Moore’s University
Liverpool, Merseyside L3 5UG
U.K.
Email: [email protected]

David J. Bryde
Liverpool Business School
Liverpool John Moore’s University
Liverpool, Merseyside L3 5UG
U.K.
Email: [email protected]

Cyril Foropon
Montpellier Business School
Montpellier Research in Management
2300 Avenue des Moulins
34185 Montpellier France
Email: [email protected]


Manjul Gupta
College of Business
Florida International University
Modesto A. Maidique Campus
11200 S.W. 8th St, R.B. 202B
Miami, FL 33199
E-mail:[email protected]

Background

The COVID-19 pandemic has caused a lot of uncertainty in supply chains (S.C.s) in particular. S.C.s experienced unprecedented disruptions in lead-times and order quantities, fragilities in network structures, and severe demand fluctuations (Ivanov, 2020a; Ivanov and Dolgui, 2020). The outbreak of the COVID-19 virus and its global effects have shed light on the scope and scale of the cascading impacts on global supply chains (Choi, 2020). Gao and Ren (2020) argue that organizations need to adapt their S.C.s design amid the COVID-19 pandemic and in light of future trade challenges. In totality, the COVID-19 virus has exposed several missing links in the global supply chains and the degree of preparation which these organizations have made in response to such pandemics. The pandemic resulted from COVID-19 has exposed fragilities in global supply chains are due to people and design-related issues (Stošić-Mihajlović and Trajković, 2020). Recently, some scholars have attempted to deepen our understanding related to effects of a pandemic resulting from COVID-19 on global supply chains and their designs (Ivanov et al. 2020b; Currie et al. 2020; Choi, 2020; Govindan et al. 2020), yet most of these literature offer anecdotal evidences and lack theory grounded research. Hence, there is is an urgent need for understanding the cascading effects of pandemics on global supply chain designs and understanding potential new logistics and SCM skill sets to deal with a pandemic. Tabarklar et al. (2015) argue that the relief supply chains can be benefited using theoretical concepts and frameworks from other disciplines that would explain both supply chain design issues and other related softer issues in pandemic supply chains resulting from COVID-19 or other viruses. Indeed, in the past, scholars have suggested the use of theoretical concepts from other disciplines. Buffa (1980) and later Ketchen and Hult (2007) urged operations management (OM) researchers to go beyond traditional OM subject areas. Taylor and Taylor (2009) and more recently Moxham and Kauppi (2014) and Haldorsson et al. (2015) have endorsed researchers to use alternative theories and methods to explore new dimensions of the impact of SCM/OM. Applying organizational theories could enhance our understanding of supply chains resulting from COVID-19 and make research more relevant (Tang, 2016; Gunasekaran et al. 2018). 


This SI aims to contribute to this debate by focusing on new supply chain designs resulting from the pandemic by applying organizational theories. Topics for this S.I. may include (but are not limited to):
•    Importance of agility, adaptability, and alignment in global supply chains in the context of a pandemic;
•    Influence of supply chain skills gap for global supply chains management in the context of a pandemic;
•    Application of artificial intelligence and big data analytics capability in building collaboration among supply chain partners;
•    Resilience in global supply chains;
•    Application of cutting-edge tools and technologies such as artificial intelligence, drones, big data, and blockchain to improve visibility in global supply chains and to build trust among global partners during a pandemic;
•    Capacity building and management in the context of a pandemic;
•    Behavioural supply chains;
•    Performance measures and metrics in use for supply chains during a pandemic situation;
•    Logistics in humanitarian operations and otherwise;
•    Information sharing and emerging technology adoption in global supply chains during the pandemic situation;
•    Total quality management in the global supply chain and logistics during a pandemic;
•    Costing in logistics and supply chains during a pandemic.

Manuscript Submission:

Submissions are due by 15/02/2021. It is highly recommended that manuscripts go through English professional proofreading before submission. All manuscripts will undergo a double-blind review process. Articles should be a maximum of 10,000 words in length. This includes abstract, all text, references, and appendices. Articles should follow the manuscript requirements presented on the author guidelines outlined on the journal’s page.
Submissions to be made through the ScholarOne submission portal and select ‘Bridging the Research-Practice Gaps in Supply Chain Management: Lessons from COVID-19’ from the menu.
For questions regarding this special issue, please contact the managing guest editor: [email protected]

Suggested Readings:
Buffa, E. S. (1980). Research in operations management. Journal of Operations Management, 1(1), 1-7.
Choi, T. M. (2020). Innovative “Bring-Service-Near-Your-Home” Operations under Corona-Virus (COVID-19/SARS-CoV-2) Outbreak: Can Logistics Become the Messiah?. Transportation Research Part E: Logistics and Transportation Review, 101961.
Currie, C. S., Fowler, J. W., Kotiadis, K., Monks, T., Onggo, B. S., Robertson, D. A., & Tako, A. A. (2020). How simulation modelling can help reduce the impact of COVID-19. Journal of Simulation, 1-15.
Dubey, R., Gunasekaran, A., Altay, N., Childe, S. J., & Papadopoulos, T. (2016). Understanding employee turnover in humanitarian organizations. Industrial and Commercial Training, 48(4), 208-214.
Dubey, R., & Gunasekaran, A. (2015). Shortage of sustainable supply chain talent: an industrial training framework. Industrial and Commercial Training, 47(2), 86-94.
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Dubey, R., Gunasekaran, A., Childe, S. J., & Papadopoulos, T. (2018). Skills needed in supply chain-human agency and social capital analysis in third party logistics. Management Decision, 56(1),143-159.
Flöthmann, C., Hoberg, K., & Gammelgaard, B. (2018). Disentangling supply chain management competencies and their impact on performance. International Journal of Physical Distribution & Logistics Management, 48(6),630-655. 
Fosso Wamba, S., Edwards, A., & Akter, S. (2019). Social media adoption and use for improved emergency services operations: the case of the NSW SES. Annals of Operations Research, 283(1-2), 225-245.
Fosso Wamba, S., Dubey, R., Gunasekaran, A., & Akter, S. (2020). The performance effects of big data analytics and supply chain ambidexterity: The moderating effect of environmental dynamism. International Journal of Production Economics, 222, 107498.
Gammelgaard, B., & Larson, P. D. (2001). Logistics skills and competencies for supply chain management. Journal of Business logistics, 22(2), 27-50. 
Vega, D. & Roussat, C. (2015). Humanitarian logistics: the role of logistics service providers. International Journal of Physical Distribution & Logistics Management, 45(4), 352-375.
Gao, H., & Ren, M. (2020). Overreliance on China and dynamic balancing in the shift of global value chains in response to global pandemic COVID-19: an Australian and New Zealand perspective. Asian Business & Management, 1-5. DOI: 10.1057%2Fs41291-020-00121-3.
Govindan, K., Mina, H., & Alavi, B. (2020). A decision support system for demand management in healthcare supply chains considering the epidemic outbreaks: A case study of coronavirus disease 2019 (COVID-19). Transportation Research Part E: Logistics and Transportation Review, 101967.
Gunasekaran, A., Dubey, R., Fosso Wamba, S., Papadopoulos, T., Hazen, B. T., & Ngai, E. W. (2018). Bridging humanitarian operations management and organisational theory, International Journal of Production Research, 56(21), 6735-6740.
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Ivanov, D. (2020a). Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case. Transportation Research Part E: Logistics and Transportation Review, 136, 101922.
Ivanov, D., & Dolgui, A. (2020). Viability of intertwined supply networks: extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak. International Journal of Production Research, 58(10), 2904-2915.
Ivanov, D. (2020b). Viable supply chain model: integrating agility, resilience and sustainability perspectives—lessons from and thinking beyond the COVID-19 pandemic. Annals of Operations Research, DOI: 10.1007/s10479-020-03640-6.
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Stošić-Mihajlović, L., & Trajković, S. (2020). The importance of logistics and supply chains for pandemia conditions. Journal of Process Management. New Technologies, 8(2), 53-59.
Tabaklar, T., Halldorsson, A., & Kovács, G. (2015). Borrowing theories in humanitarian supply chain management. Journal of Humanitarian Logistics and Supply Chain Management, 5(3), 281-299.
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