Table 1.
Supply chain sustainability drivers in the context of the COVID-19 pandemic.
| Code | Drivers | Descriptions | References |
|---|---|---|---|
| D1 | Efficient disruption risk management capacity | Disruption risk management capacity enables the firms to pursue the culture towards the creation of continuous risk assessment teams due to the long-term effect of COVID-19 on the supply chain. | (de Sousa Jabbour et al., 2020; Ivanov & Dolgui, 2020a) |
| D2 | Supply chain agility | Agility in supply chain increases network visibilities within production and distribution networks to maintain supply to fluctuating market demand during pandemic. | (de Sousa Jabbour et al., 2020; Golan et al., 2020; Ivanov, 2020b; Ivanov & Dolgui, 2020b) |
| D3 | Delivery reliability | Delivery reliability during COVID-19 will satisfy the customers’ requirements and leverage the supply chain sustainability. | (Craighead et al., 2020; Krægpøth et al., 2017) |
| D4 | Build strong legislation facility to tackle COVID-19 for industry owners | Strong regulations to bound the organizations to adopt sustainability practices regarding labor relations, employment conditions, and environmental management during COVID-19. | (Ivanov & Das, 2020) |
| D5 | Customer support, awareness and community pressure | Consumers' awareness for sustainable products has increased the pressure on organizations to adopt sustainability practices. | (Moktadir et al., 2018; Zimon et al., 2020) |
| D6 | Adopting blockchain technology | Blockchain will help ensure data privacy and process integrity among supply chain partners, thereby, increase reliability and transparency. | (Bai & Sarkis, 2020; Ivanov & Dolgui, 2020a; Saberi et al., 2019) |
| D7 | Increasing the applications of data analytics in supply chain | The use of modern and real-time data analytics helps the organizations reducing lead time and unnecessary transportations | (Bag et al., 2020; Ivanov & Dolgui, 2020a) |
| D8 | Supply chain digitization & virtualization | Digitization and virtualization of supply chains generate a vast amount of data that make the supply chain more sustainable. | (Attaran, 2020; Schniederjans et al., 2020) |
| D9 | Support from international forums | International forums are working together to recover the impact of COVID-19 by exchanging technologies and sharing experiences. | (Gámez-Pérez et al., 2020; Li & Mathiyazhagan, 2018) |
| D10 | Collaboration among supply chain partners to ensure materials supply | Collaborative planning among the supply chain partners ensures smooth material and production flow. | (de Sousa Jabbour et al., 2020; Majumdar et al., 2020; Moktadir et al., 2018) |
| D11 | Building sustainable procurement strategies considering COVID-19 | Organizations must develop alternative suppliers and sustainable procurement strategies to confront the impact of COVID-19. | (de Sousa Jabbour et al., 2020) |