Table 2.
Construct and item reliability.
| Construct and item | Factor loading | AVE | CR | α |
|---|---|---|---|---|
| Supply-side shocks | ||||
| SS1: Loss of key suppliers. | 0.88 | 0.69 | 0.86 | 0.87 |
| SS2: Unstable quantity of supplies. | 0.82 | |||
| SS3: Unavailability of transportation services. | 0.84 | |||
| SS4: Unstable quality of product supplies. | 0.77 | |||
| Production side shocks | ||||
| PS1: Shortage of skilled workforce for production. | 0.86 | 0.71 | 0.87 | 0.91 |
| PS2: Production failure and food waste. | 0.79 | |||
| PS3: Delays in production time and delivery. | 0.85 | |||
| PS4: Issues with production quality. | 0.87 | |||
| Demand-side shocks | ||||
| DS1: Panic buying; drastic change in demand. | 0.81 | 0.66 | 0.84 | 0.86 |
| DS2: Hoarding behaviour. | 0.89 | |||
| DS3: Inaccurate demand forecasting. | 0.79 | |||
| DS4: Insufficient or distorted demand information. | 0.76 | |||
| COVID-19 shocks | ||||
| CS1: Supply side shocks, | 0.83 | 0.7 | 0.83 | |
| CS2: Production side shocks, | 0.81 | |||
| CS3: Demand side shocks, | 0.88 | |||
| Readiness | ||||
| Rdns1: Our firm proactively switched to remote work and ensured workers safety and well-being. | 0.73 | 0.63 | 0.77 | 0.85 |
| Rdns2: Our firm organised the excess stock and minimised unnecessary expenses to deal with unanticipated shocks. | 0.74 | |||
| Rdns3: Our firm proactively trained workforces to deal with potential uncertainties. | 0.93 | |||
| Rdns4: Our firm has backward and forward integration. | 0.77 | |||
| Rdns5: Our firm implemented omnichannel. | 0.76 | |||
| Response | ||||
| Resp1: Our firm has effectively responded to the unexpected shocks of the pandemic. | 0.71 | 0.61 | 0.77 | 0.84 |
| Resp2: Our firm maintained close coordination with government and industry bodies for support. | 0.67 | |||
| Resp3: Our firm extended payables and expedited receivables. | 0.91 | |||
| Resp4: Our firm continued employees’ screening, safety and well-being. | 0.68 | |||
| Resp5: Our firm introduced flexibility in contracts with value chain partners (partial order and payment, partial shipments etc.). | 0.72 | |||
| Resp6: In response to social distancing, our firm quickly moved to telework/flexible work arrangements. | 0.94 | |||
| Recovery | ||||
| Rec1: Our firm has better-absorbed shocks and recovered in a short time. | 0.75 | 0.62 | 0.8 | 0.81 |
| Rec2: Our firm formed a cross-sector collaboration to restructure the current business model and recover from crises at less cost. | 0.69 | |||
| Rec3: Our firm has reinvigorated operational costs (re-budgeting, refinancing of the loan, sold un-productive assets, restaffing) to recover back to a normal state. | 0.78 | |||
| Rec4: Our firm has been reflecting and reimagining current business by integrating digital capabilities and reconsidering current buyers/suppliers’ networks. | 0.92 | |||
| Global food value chain’s competitiveness | ||||
| Comparing to the competitors, our firm has better: | ||||
| GFVCC1: customer satisfaction and value. | 0.95 | 0.83 | 0.95 | 0.93 |
| GFVCC2: delivery dependability. | 0.98 | |||
| GFVCC3: return on investment. | 0.96 | |||
| GFVCC4: time to market. | 0.68 | |||
| GFVCC5: growth in market share. | 0.94 | |||