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The purpose of this paper is to provide new insights into the reactions and lessons learned with regard to the COVID-19 pandemic in terms of how logistics service providers (LSPs) managed to maintain supply chains resilience and what focus areas have been changed to keep operations functional and uphold financial stability.

Based on data-gathering techniques in interpretive research this study collected primary data via semi-structured interviews, interviewing informants from selected LSPs that operate on a global scale.

The results show that LSPs have built their reactions and actions to the COVID-19 outbreak around five main themes: “create revenue streams,” “enhance operational transport flexibility,” “enforce digitalization and data management,” “optimize logistics infrastructure” and “optimize personnel capacity.” These pillars build the foundation to LSP resilience that enables supply chains to stay resilient during an external shock of high impact and low probability.

The results of this study provide insights into how LSPs have managed the downsides and found innovative ways to overcome operational and financial challenges during the COVID-19 outbreak. As one of the first studies that specially focuses on the role of LSPs during the COVID-19 pandemic, this study categorizes the LSPs’ reactions and provides a “lessons learned” framework from a managerial perspective. From a theoretical perspective, this paper discusses the strategic role of LSPs in supply chain management and thereby extends current supply chain literature with a focus on LSP resilience.

The purpose of this paper is to investigate the impact of cloud computing (CC) on supply chain management (SCM).

The paper is conceptual and based on a literature review and conceptual analysis.

Today, digital technology is the primary enabler of supply chain (SC) competitiveness. CC capabilities support competitive SC challenges through structural flexibility and responsiveness. An Internet platform based on CC and a digital ecosystem can serve as “information cross-docking” between SC stakeholders. In this way, the SC model is transformed from a traditional, linear model to a platform model with the simultaneous cooperation of all partners. Platform-based SCs will be a milestone in the evolution of SCM – here conceptualised as Supply Chain 3.0.

Currently, SCs managed holistically in cyberspace are rare in practice, and therefore empirical evidence on how digital technologies impact SC competitiveness is required in future research.

This research generates insights that can help managers understand and develop the next generation of SCM with the use of CC, a modern and commonly available Information and Communication Technologies (ICT) tool.

The paper presents a conceptual basis of how CC enables structural flexibility of SCs through easy, real-time resource and capacity reconfiguration. CC not only reduces cost and increases flexibility but also offers an effective solution for disruptive new business models with the potential to revolutionise current SCM thinking.

During the supply chain disruptions caused by COVID-19, logistics service providers (LSPs) have invested heavily in innovations to enhance their supply chain resilience capabilities. However, only little attention has been given so far to the nature of these innovative capabilities, in particular to what extent LSPs were able to repurpose capabilities to build supply chain resilience. In response, using the concept of exaptation, this study identifies to what extent LSPs have discovered and utilized latent functions to build supply chain resilience capabilities during a disruptive event of high impact and low probability.

This conceptual paper uses a theory building approach to advance the literature on supply chain resilience by delineating the relationship between exaptation and supply chain resilience capabilities in the context of COVID-19. To do so, we propose two frameworks: (1) to clarify the role of exaptation for supply chain resilience capabilities and (2) to depict four different exaptation dimensions for the supply chain resilience capabilities of LSPs.

We illustrate how LSPs have repurposed original functions into new products or services to build their supply chain resilience capabilities and combine the two critical concepts of exploitation and exploration capabilities to identify four exaptation dimensions in the context of LSPs, namely impeded exaptation, configurative exaptation, transformative exaptation and ambidextrous exaptation.

As one of the first studies linking exaptation and supply chain resilience, the framework and subsequent categorization advance the understanding of how LSPs can build exapt-driven supply chain resilience capabilities and synthesize the current literature to offer conceptual clarity regarding the varied implications and outcomes linked to the repurposing of capabilities.