![]() Modelling, technology, and organisation raises questions and provides opportunities as the impact of the COVID‐19 pandemic on SCs continues to be increasingly destructive (Queiroz et al., 2020). Choi ( 2020) introduced an analytical model to discover whether technology based logistics management can support the continuity of businesses, while (Gao and Su, 2017) proposed a hybrid forecasting technique dependent on nearest supplier and clusters to estimate COVID‐19 growth to help decision‐makers and SC executives to make decisions during the current crisis and future pandemics. ![]() Researchers in the field of operations and management can also contribute to critical economic activities (Gao and Su, 2017). Some studies have introduced models to solve specific problems with specific applications (Mehrotra et al., 2020). A viable supply chain that balances sustainability, agility and resilience can support the organisation on recovery decisions and rebuild their SC after long standing crises like COVID‐19 pandemic (Ivanov, 2020b). Some researchers study and proposed reconfigurable SC by comprehensively merging components taken from resilient, digital, lean, agile, and sustainable SC to adjust to sudden changes (Battaïa et al., 2020 Dolgui et al., 2020). Ivanov and Dolgui ( 2020b) examined the available literature to conceptualise the ripple effect of the pandemic, focusing on SCs structural dynamics, and derived the managerial implications. Traditionally, research has focused on resource allocation and distribution during the pandemic using different approaches such as optimisation (Queiroz et al., 2020). Some sectors like garment, mining, jewelry, and automobiles have been suffering as the employees in these sectors are among the most vulnerable and being affected by the pandemic (Kippenberg, 2020). Globally, organisations have been shutting down shops, deleting orders, and suspending production. It is estimated that among the 450 million persons working in GSCs, many have faced reduced income or even job loss due to COVID‐19 (Kippenberg, 2020). More than five million companies with Tier 2 supplies were impacted by the pandemic (Dun and Bradstreet, 2020). According to Institute of Supply Management (ISM), about 75% of the companies reported supply chain (SC) disruptions, 80% expected some kind of disruptions in the near future, 62% reported delays in receiving goods, and 53% of firms reported difficulties in getting information from China (McCrea, 2020a, 2020b). Such a crisis affects the supply network at the source and destination, has extreme effects on GSC, and interrupts production process (Choudhury, 2020). During the first half of 2020, the virus spread to almost all the countries in partial or total lockdown (McKenzie, 2020). Global supply chain (GSC) disruptions started after the World Health Oganization (WHO) declared the coronavirus disease outbreak to be global health emergency at the end of January 2020. Furthermore, study limitations and future research directions are discussed. The SCC19 framework can be of value for decision‐makers and researchers, and can be generalised to other industries. This study is novel as it identifies, categorises, and frames the essential factors and their interrelationships in a comprehensive framework. ![]() It explores and connects the relevant elements to address the relations of SC‐COVID19 (SCC19). A framework for the SC with COVID‐19 is presented towards a future global value chain and continuous improvements. It conducts an analysis of SCs stages, phases, and manifestations regarding the consequences, opportunities, and developments induced by the pandemic. This study examines the impact of the COVID‐19 pandemic on SCs regarding its disruptions, associated challenges, and trend. The impact is expected to affect businesses indefinitely thus, the SC is unlikely to resume its pre‐COVID‐19 status. The Coronavirus pandemic affected activities worldwide, among which the supply chain (SC) disruptions is significant.
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