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.

This study contributes to the fresh food supply chain system due to the lack of carbon emissions and food waste reduction that the prior studies neglected. This study examines a fresh-food supply chain system with multiple farmers, a single processor, multi-distributor, customers, and multiple periods. This paper presents a mixed-integer linear programming to optimize total purchasing, inspection, food waste, packing, cold storage, transportation, and carbon emission costs by optimizing product inventories and deliveries. The model is also validated to provide insights into relevant industries. The results show that the total distribution cost from distributor to customers, the total purchasing cost, and total packaging cost are 38.68%; 25.87%; and 16.84%, respectively. In addition, sensitivity analyzes show that the total costs and emissions are significantly affected by the variance in temperature control, carbon punishing cost, and vehicle types. Furthermore, this research can guide the decision-makers by considering the influence of these parameters. Graphical abstract