Table 1.

Analogy matching.

	Medical term	Function/Description (medical [sub-] system)	PSM Analogy/Translation (PSM [sub-] system)	Articles Addressing the Topic	Comment on Content
Basic constructs	Virus	Initial cause	Event/Risk	Zsidisin (2003)	Definition of supply risk as a multi-faceted concept.
				Wagner and Bode (2006)	Examination of supply chain vulnerability (risks) that includes catastrophic risks.
	Illness/Disease	State and process of reduced performance	(Supply) Disruption	Knight et al. (2015)	Supply side risks (uncertainty) hinder innovation.
				Blackhurst et al. (2018)	Visualization of disruption effects on a supply network.
	Immune system	Defense mechanism	Holistic view on RM Gap 7: PSM RM is an integrated system.	Harland et al. (2003)	Alternatives for an instrument to help execute RM are proposed.
				Hoffmann et al. (2013)	Analysis of efficiency and effectiveness of RM.
	Evolution of immune system	Long-term development of system to fit better to conditions	(Organizational) Development of RM in PSM	Tchekogué (2011)	Long-term development of PSM organization swings from one state to another and back, depending on the situation.
				Padhi et al. (2012)	Improved positioning of commodities in Kraljic matrix.
				Juha and Pentti (2008)	Supply risks are examined from the perspective of buying center (organizational) perceptions.
Entry barrier	Skin/endothelium	Protection/prevention against penetration of virus	Prevention management	Schoenherr et al. (2008)	Support of sourcing decision considering 17 risk factors with the use of AHP methodology.
				Micheli et al. (2009)	Risks are measured in a total cost of ownership model and, thus, support decision making.
	Protective clothing (mask)	Technical support for protection against penetration of virus	Technical support for prevention management	Jolai et al. (2011)	Instrument for supplier selection to address uncertainties.
				Moretto et al. (2019)	Instrument to use more supply chain data to evaluate financial risk with a rating model.
Non-specific immune response	(Innate) Non-specific immunity	General defense mechanism	Robustness management	Costantino and Pellegrino (2010)	Effect of risk is reduced due to appropriate sourcing allocation decision.
				Kirilmaz and Erol (2017)	Shift orders between suppliers to mitigate supply side risks.
				Lee (2017)	Pre-allocation of emergency capacities and build-up of back-up suppliers.
				Di Mauro et al. (2020)	Risk aversion leads to higher orders, thus safety stocks.
	Granulocyte	General defense from further spread	RM for typical (routine, operational) risks.	Gaudenzi et al. (2018)	Treatment of commodity price risk (=routine RM for PSM).
				Foerstl et al. (2010)	Treatment of sustainability risk (=routine RM for PSM).
				Pellegrino et al. (2019)	Reaction mode of switching suppliers or substitution of commodities in case of price volatility (= typical PSM situation).
	Macrophage	Identification, alerting, coordination	Risk perception, risk evaluation, and information	Pereira et al. (2019)	Perception of risks and situation impacts how outcomes are achieved. (Risk perception is highly relevant.)
				Li et al. (2017)	Disruption information is critical but is uncertain and, thus, must be assessed efficiently.
				Padhi et al. (2012)	Assessment of risks according to Kraljic matrix.
				Chen (2016)	Divergent perceptions, over/underestimations that can lead to wrong behavior.
Specific immune response	(Adaptive) Specific immunity	Specific defense mechanism	Resilience management Gap 4: Current research possesses only a fine-grained understanding.	Whitney et al. (2014)	Temporary sourcing diversification in case of LFHI risks (earthquake).
				Lee (2017)	Pre-allocation of emergency capacities and back-up suppliers.
	B-cells and antibodies	Defense mechanism outside cell (blood flow)	Defense mechanism addressing logistics	Gap 1: Logistics issues are hardly addressed and often unmentioned in risk categories.
	T-cell and killer cells	Defense mechanism that destroys existing ill cell structures	Defense mechanism addressing structures	Gelderman et al. (2016)	Global sourcing as a reaction to disruptions.
				Barbieri et al. (2019)	Consider relocation of manufacturing activities in times of crisis.
				Knudsen and Servais (2007)	Different supply structures (global, local, etc.) have different supply risks and vulnerability.
				Ateş et al. (2015)	Interplay of category strategies and supply base structures.
	Helper cell	Service and support that enable a specific reaction.	External help (e.g., consultant/service provider)	Gap 2: Specialized service providers are not addressed.
	Memory cell (B & T)	Increase of reaction speed through learning	Feedback/perceptions, best practices	Gap 3: Feedback loops and learning from supply disruptions are hardly addressed.
External support and outcomes	Doctor/nurse	Personnel help/competencies	PSM profession/HR competencies	Feisel et al. (2011)	Development of specific competencies to treat risks through education and training is necessary.
	Medical equipment	Technical support of healing process	Technical support	Tazelaar and Snijders (2004)	Risk decisions by experts often fall behind algorithms.
				Giannakis and Louis (2011)	Development of IT support for supply disruption management.
	Medication/vaccine	External means for prevention or response	Economic/external help	Gap 5: External help for existing and future LFHI risks is not addressed.
	Lockdown/quarantine	Prevention of spread by social means	Collaboration/relational initiatives	Selviaridis and Spring (2010)	Proposition to address uncertainties with (relational) contracting.
				Uenk and Taponen (2020)	Distribution of risk in service triads.
				Hallikas et al. (2004)	Focus on critical supplier relationships.
				Grudinschi et al. (2014)	Risks influence trust and collaboration (i.e. collaboration fluency).
	Hippocratic oath/triage	Ethical guidelines	Morals, ethics, and opportunistic behavior	Matopoulos et al. (2019)	Perceived justice is relevant to crisis management.
				Gelderman et al. (2020)	Opportunism of the buyer leads to changed collaboration mode in case of uncertainties.
				Cheng and Chen (2016)	Influence of moral orientations on RM in relationships.
	Healing process: recovery, chronic illness, or death	Failure to recover	Enduring supply limitations Gap 6: Long-term and side-effects of recovery after supply disruption management are neglected.	Chae et al. (2019)	Global trade is permanently limited and leads to adjustment of supply base.
				Kinkel and Maloca (2009)	A relatively high percentage of companies change their supply structure (offshoring/backshoring) in quite a short time, without drawing lessons from previous decisions.
				Park et al. (2016)	High RM propensity helps organizations overcome supply disruptions and gain competitive advantage.