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Rojo A, Llorens-Montes J, Perez-Arostegui MN (2016) The impact of ambidexterity on supply chain flexibility fit. Supply Chain Manag 21(4):433–452. https://doi.org/10.1108/SCM-08-2015-0328

Turner T, Kutsch E, Maylor H, Swart J (2018) Towards an understanding of ‘dynamic ambidexterity’ in supporting managerial resilience. In: Proceedings OLKC conference, pp 1–21 The drastic change in market conditions has forced us to temporarily reduce the salaries of our employees and management. At the same time, we looked for other ways to reduce operating costs. Production losses, which were previously acceptable, were reduced by rationalizing the product range. Hollnagel E, Woods D, Leveson N (eds) (2006) Resilience engineering: concepts and precepts. Ashgate Publishing Ltd, FarnhamIvanov 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. Int J Prod Res 58(10):2904–2915. https://doi.org/10.1080/00207543.2020.1750727 What changes has the pandemic caused to the structure of your company’s SC? Is your company planning SC reconfiguration after the COVID-19 pandemic? If so, to what extent? To answer the research questions 47 practices pursued by companies operating during the COVID-19 outbreak were identified and evaluated in 25 semi-structured online interviews with professionals managing various business processes within international supply chains across different industries. The data analysis enabled to systemize and position selected practices according to the significance of two pillars of OA (exploitation and exploration) and explain its role in building SCRES strategies during and post-COVID-19 outbreak. We argue that ambidextrous activities (exploration and exploitation) are needed to implement reactive and build proactive SCRES strategies. OA enhance SCRES strategies not only during crisis but also in post-pandemic future. Hollnagel E (ed) (2011) Resilience engineering in practice: a guidebook. Ashgate Publishing Ltd, Farnham

Dabhilkar M, Birkie SE, Kaulio M (2016) Supply side resilience capability as practice bundles: a critical incident study. Int J Oper Prod Manag 36(8):948–970. https://doi.org/10.1108/IJOPM-12-2014-0614 Steinberg G (2020) What do you need to help you build a more resilient supply chain? EY. https://www.ey.com/en_gl/covid-19/what-do-you-need-to-help-you-build-a-more-resilient-supply-chain Madhok A (2021) Globalization, de-globalization, and re-globalization: some historical context and the impact of the COVID pandemic. BRQ Bus Res Q 24(3):199–203. https://doi.org/10.1177/23409444211008904 Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695. https://doi.org/10.1287/orsc.1090.0428 Ali MH, Suleiman N, Khalid N, Tan KH, Tseng ML, Kumar M (2021) Supply chain resilience reactive strategies for food SMEs in coping to COVID-19 crisis. Trends Food Sci Technol 109:94–102. https://doi.org/10.1016/j.tifs.2021.01.021Ponomarov SY, Holcomb MC (2009) Understanding the concept of supply chain resilience. Int J Logist Manag 20(1):124–143. https://doi.org/10.1108/09574090910954873 Frederico GF (2021) Towards a supply chain 4.0 on the post-COVID-19 pandemic: a conceptual and strategic discussion for more resilient supply chains. Rajagiri Manag J. https://doi.org/10.1108/RAMJ-08-2020-0047 ( in press) Blindenbach-Driessen F, Van Den Ende J (2014) The locus of innovation: the effect of a separate innovation unit on exploration, exploitation, and ambidexterity in manufacturing and service firms. J Prod Innov Manag 31(5):1089–1105. https://doi.org/10.1111/jpim.12146

Our company sells through two channels: in-store pharmacies and online sales. With the development of the pandemic, it began to develop product categories that were previously not in demand. The categories such antibacterial gels, gloves, masks, visors were until now practically a forgotten assortment. There was no demand for these products. This changed practically overnight. The category buyer had to research the market in depth and really build an offer for the consumer from scratch. At the present time, this product category shows potential to catch up in sales. If not for the pandemic this category would definitely not have become the leading and mainly sales generating category. Once the pandemic is over, the category is still to be maintained, as it is assumed that people will become more aware of taking care of their safety and will develop the habits of disinfecting, using gloves and masks in everyday life. Procurement for sustainable growth. Procon/Polzak 2020 on 19–20 October 2020, http://konferencja-proconpolzak.pl/en/home-2019-en/,What is the importance of relationships with SC links in the current pandemic crisis? Is your company considering changes in relationships management for the post-pandemic new normal? If so, what are they? Benner MJ, Tushman M (2002) Process management and technological innovation: a longitudinal study of the photography and paint industries. Adm Sci Q 47(4):676–707. https://doi.org/10.2307/3094913 Pertheban T, Arokiasamy L (2019) The relationship between supply chain resilience elements and organisational performance: the mediating role of supply chain ambidexterity. Glob Bus Manag Res 11(1):583–592 KPMG (2020) Building supply chain resilience through digital transformation. Retrieved September 5, 2020, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/06/building-supply-chain-resilience-through-digital-transformation.pdf

Fortunato P (2020) How COVID-19 is changing global value chains. Retrieved October 10, 2020, from https://unctad.org/news/how-covid-19-changing-global-value-chains

Yannopoulou, N., Koronis, E. and Elliott, R. 2011. Media amplification of brand crisis and its affect on brand trust. Journal of Marketing Management. 27 (5-6), pp. 530-546. https://doi.org/10.1080/0267257X.2010.498141 Schell Ch (2020) Here’s how we need to change global supply chains after COVID-19. World Economic Forum. https://www.weforum.org/agenda/2020/09/covid-19-crisis-change-global-supply-chains/