How have lean supply chains coped with the COVID-19 pandemic? A normal accidents theory perspective

Abstract

This research aims to empirically examine how Lean Supply Chains (LSC) have coped with the disruptive effects of the COVID-19 pandemic from the normal accidents theory (NAT) perspective. Initially, a literature review was conducted to identify the main dimensions of LSC. Then, four experts were interviewed, offering insight into how each of the LSC dimensions copes with disruptions in general. Finally, three case studies of manufacturing shed light on the LSC implications for the pandemic context in particular. From the NAT viewpoint, the effects of the pandemic are analyzed according to two dimensions of the interactions that make up an LSC: linear to non-linear, and loosely to tightly-coupled. The more non-linear and tightly-coupled the interactions the more vulnerable the LSC is to disruptions. Results indicated that LSC might effectively and quickly adapt to keep interactions as linear as possible through transparent information flows and collaborative work while at the same time temporarily reducing tight-couplings through inventory increases. Some of the countermeasures to cope with the disruptions caused by the COVID-19 pandemic conflict with LSC principles, such as inventory reduction, developing a solid customer-supplier relationship, and long-term orientation. This points out the contingent nature of some lean principles as well as the meta principle that guided companies’ behaviours in the case studies, namely adding value to internal and external customers.

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