Beyond COVID-19 supply chain heroism, no dust settling yet - lessons learned at Rolls Royce about advancing risk management thinking

Purpose While there is a rich body of risk management literature and while there have been valuable theoretical advancements on the specific impact of the COVID-19 pandemic on risks, this paper aims to posit that at least four more advancements are needed. Design/methodology/approach The co-author from Rolls Royce (RR) illustrates the risks experienced and risk management approaches taken in its manufacturing and supply chain operations both in the earlier stages of the pandemic as well as after the first year of the pandemic. Findings The COVID-19 pandemic offers a unique risk scenario that is beyond the scope of most existing risk management literature. The impact of the pandemic is very multi-faceted, not location specific but very global and experienced throughout the entire supply chain, across industries and over a much extended timeline with multiple time horizons. In manufacturing operations, there have been major instances of supply chain heroism in the first year of the pandemic and there is a lot more work ahead. Originality/value The authors' co-created paper enriches the perspective on COVID-19 research in manufacturing and supply chain operations by pointing at empirical opportunities, the need for more inter disciplinary research and the need to consider multiple time horizons.

The power of purpose – lessons in agility from the Ventilator Challenge

Purpose: COVID-19 has shaken views of what is normal and what is possible, raising questions about conventional norms, ways of working and our understanding of agility. This paper aims to respond to calls for empirical research of supply chain capacities in times of crisis and offer a unique perspective on agile procurement and supply chain management from a case study of the Ventilator Challenge. Design/methodology/approach: A descriptive case study was undertaken, adopting an inductive approach. Interviews were conducted with the major stakeholders tasked with the design, sourcing and assembly of ventilators. Findings: Findings are delivered across four key areas: context;procurement and supply chain management;technology and culture;and environment. Key challenges and enablers are discussed, highlighting the critical roles of trust, empowerment and enabling technologies in the construction of an entirely new ventilator supply chain, from scratch, in five weeks. Originality/value: This paper delivers contributions for both academic research and practice. The case study offers rich new insights relating to procurement in times of crisis, contributing to efforts to advance beyond outdated approaches for resilience in literature. Practical contributions arise in highlighting the significance of adapted sourcing and recruitment, technology, collaboration, people and power of purpose in enabling agility and achieving the impossible. © 2021, Emerald Publishing Limited.