Exploring factors of the sustainable supply chain in the post-COVID-19 pandemic: SWARA approach

Abstract

The present research aimed to provide a mechanism for enhancing sustainable supply chain survivability (SSCS) during and after the COVID-19 outbreak. Logistical and manufacturing operations have been restricted due to the severe lockdown, which significantly impacts the demand and supply of various items. COVID-19 has a massive effect on a multitude of units of various sectors. This research emphasized the important elements that must be considered to adapt the sustainable supply chain (SSC) practices. As a result, businesses are now attempting to improve the system for SSC. The stepwise weight assessment ratio analysis (SWARA) approach is used in this research to classify dynamic aspects for improving SSC survival in an epidemic condition. The results reveal that the viability of the supply chain network is the essential criteria for managing the relationships of suppliers and buyers and maximizing SSCS during and after COVID-19. This research will help businesses, manufacturers, and other stakeholders to concentrate on the described factors to achieve a brighter environment.

Exploring the factors for open innovation in post-COVID-19 conditions by fuzzy Delphi-ISM-MICMAC approach

“…In some earlier studies, academic researchers have applied the ISM-MICMAC approach to promoting open innovation practices. For instance (Ullah et al ., 2022; Hayat et al ., 2021a, b, c), investigated the role of green innovation in sustainability for the promotion of manufacturing firms with the use of the ISM-MICMAC approach. (Ullah et al ., 2021) applied the ISM-MICMAC approach to evaluate barriers to green innovation in the manufacturing industry of a developing country.…”

“…The recovery from the effects of the COVID-19 pandemic is increasingly dependent on innovation. In this domain, the author articulates that managing innovation is part of the recovery and provides some lessons that we can learn from how we have dealt with the virus thus far and what those lessons mean for managing innovation going forward (Galanakis et al ., 2021; Hayat et al ., 2021a, b, c).…”

“…Due to COVID-19-related lockdowns and quarantine restrictions, similar to other industries, food factories have also faced shutdowns (Chesbrough, 2020). International trade restrictions issued by national governments also exacerbated problems and reduced trade by 12–33% (Hayat et al ., 2021a, b, c). More than 11% of companies declared bankruptcy during this time of crisis (Markovic et al.…”

“…The current era of the post-COVID-19 consequences in Pakistan has opened new avenues for the food industry toward the adoption of open innovation related to inward and outward sustainability. There is an immense need to train and familiarize manufacturing and human resource managers with the driving, linkage and dependent barriers to open innovation implementation in manufacturing firms (Jun et al ., 2019; Hayat et al ., 2021a, b, c).…”

Effects of COVID-19 outbreak in pricing and collaboration of a health-social dual-channel supply chain

“…In order to solve the problem, they proposed a new product allocation policy and a two-part tariff contract to coordinate the proposed decentralized channel. Hayat et al (2021) investigated managing the relations between suppliers and buyers during COVID-19. In this way, some factors such as order strategies, delivery resiliency, and supplier collaboration could be beneficial.…”