Your question is of great importance for the simple reason that disruption of the service chain occur simultaneously with the emergence of new services and they provoke a change of focus and of attitude both by the health care providers and by the clients / patients of the services. While durung the ascending and the peak phase of the pandemic there is an enormous demand for high tech medicine and intensive care and these sectors of healthcare are in the center of media interest, continuity in primary health care regarding NCD treatment strategies and provision of continuous specalized care might suffer. While standard hospitals experience sectorial overflow and simultaneously face economic losses in other sectors that serve as their profit centers, home care and palliative care services are stretched to the maximum and suffer losses un human resources due to burnout or acute individual breakdown. These disruptions trigger political activities and may result in hasty redeployment of funds to cope with the immediate needs. The decisive factor in the coping with the pandemic and its aftermath most probably is the degree of pandemic preparedness of the system. Highly developped systems with sophisticated financing both from private households and the public domain in industrialized countries may suffer more than health care systems in the third world and in emerging economies where adaptive behaviour to lack of resources is a must and a routine. I wish your question could lead to a serious analysis on an international level. Have you considered to seek support for this type of survey from the World Bank or the OECD?

This issue needs to be resolved urgently.

In Saudi Arabia the lock down has resulted in depletion of medications. There is no warfarin available. Antimicrobials are in very short supply. Shipping charges have increased significantly. The situation is likely to be similar in other countries.

If medications are depleted mortality from non-Covid disease may be increased.

We must urgently determine which medications are effective for this condition to avoid wastage.

Meanwhile, by accident, I found an article by Touboulic & McCarthy (2019) on a more activistic approach on SCM research. The coronavirus should be a wakeup call for SCM, thought different from what Choi ea (2020) mention in the HBR. The solution is not only on improved risk management and better data management (Mode I improvement). Solutions could also lie in re-assessing fundamental drivers and strategies in SCM on a more fundamental level (mode II).

Touboulic, Anne, and Lucy McCarthy. "Collective Action in SCM: A call for activist research." (2019). Link: https://nottingham-repository.worktribe.com/preview/2562712/Collective%20Action%20in%20SCM%20A%20call%20for%20activist%20research.pdf

Choi e.a. (2020) in the HBR:

https://hbr.org/2020/03/coronavirus-is-a-wake-up-call-for-supply-chain-management

Below links from my parallel post on LinkedIn: (status 12 April 2020).

Government Interventions in NZ wrt post Covid-19 recession: https://www.stuff.co.nz/national/120995116/coronavirus-treasury-models-paint-dire-economic-picture-mass-unemployment

Good article on Kiwi leadership: "Covid 19 coronavirus: Jacinda Ardern's response a masterclass in leadership". (Suze Wilson in NZH; 7 April 2020) https://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=12322719&&ref=recommended

Great Depression, or perhaps worse? I say, I am always an optimist. But check this link of the World Economic Forum: https://www.weforum.org/agenda/2020/04/depression-global-economy-coronavirus/

Commodity shortages in several NZ supply chains? Several links: https://www.reseller.co.nz/article/671592/nz-government-procurement-warns-covid-19-impact-it-hardware-supply/ https://www.cio.com/article/3534052/how-covid-19-is-disrupting-the-food-supply-chain-in-new-zealand.html

http://autotalk.co.nz/news/live-covid-19-updates-for-the-automotive-trade https://www.buddlefindlay.com/insights/procurement-in-a-pandemic-top-tips-for-tricky-issues/

https://www.ey.com/en_nz/advisory/how-to-build-a-supply-chain-thats-resilient-to-global-disruption

Every one back into their own fortresses? https://www.stuff.co.nz/national/health/coronavirus/120957323/coronavirus-what-is-fortress-new-zealand-going-to-look-like https://amp-news-com-au.cdn.ampproject.org/c/s/amp.news.com.au/national/breaking-news/crisis-shows-gaps-in-self-sufficiency/news-story/6efeefcdd6c9abeb7e0fd840a245f9bf

MEDICAL SUPPLY CHAINS:

Designing good supply chains in pharma is is not NEW. Check the Poseidon team initiative: http://www.poseidon.team/principles.htm

Check (!!) what ZURU and Kiwi entrepreneurship achieved: sourcing medical PPE material from China: https://www.linkedin.com/posts/zuru_weareallinthistogether-uniteagainstcovid19-activity-6652859038990209024-6yOZ

When you are in pharma supply chains, check this webinar: https://www.pharmalogisticsiq.com/logistics/webinars/pharma-supply-chain-after-covid-19

On Covid-19 and Procurement & Supply Management.

Check e.g. this article by Dr John Gattorna: https://www.linkedin.com/pulse/new-focus-supply-side-post-covid-19-dr-john-gattorna/?trackingId=yrP1Udnr9xyI3zDXK2w4EA%3D%3D.

And a 1:51 min video by Professor George Zsidisin in which he invites participants on a relevant SCM research project on risk & resilience: https://www.linkedin.com/feed/update/urn:li:activity:6652902982667038721/

GJ Nagtegaal 1st degree connection:

Just referring to Arjan van Weele is study on B2B supplier relations of 1986(!) 1-Quality, 2- Reliability, 3-Services, 4- Development, 5-.. Pricing? On position 6. This does not imply that global sourcing is no option on beforehand(!) An oneliner I use often: A cynic is someone who knows everthing about the cost, nothing about the value [Oscar Wilde]

Anne Staal to Nagtegaal: Thanks: Oscar Wilde appeared right :)

Marco Eekelder 1st degree connection Procurement Manager | Interim Purchasing Manager | Available | Beschikbaar

Nice overview. Thanks for posting

Jan van der Ploeg 1st degree connection Zelfstandig inkoopprofessional

Quality, Risk will be important than price. More local-sourcing and production.

Anne Staal to Jan: quality, risk, sustainability and true price, including all externalities.

Update from ISM - Institute for Supply Management (14 april) with some very practical and good advice in three blogs by Gregory Cable! Inserted some quotes, but you should check the original articles for more information.

http://ismmagazine.org/agility-is-the-key-link-in-new-supply-chain-designs/

QUOTE:

But organizations tend to resist change, one of several critical challenges included in The Hackett Group’s research report The CPO Agenda: Become a Partner for Enterprise Agility. Many organizations operate fully or partly under what The Hackett Group, a Miami-based business consultancy, calls a traditional functional model, which is focused on administrative tasks, compliance, and generalist activity to support spend and standardization.

“They haven’t necessarily created business partners or fully optimized, and in some cases, don’t have centers of excellence,” says Chris Sawchuk, principal and global procurement advisory practice leader at The Hackett Group and one of the report’s authors. To overcome critical challenges and disruptors, organizations must rethink how their supply chains are designed, moving away from a cost focus and shifting to agility and risk as major drivers, he says.

http://ismmagazine.org/push-forward-instead-of-pulling-back-during-times-of-crises/. With three good short-term measures. By Gregory Cable, C.P.M., is a supply management senior consultant and principal with CGHM Consulting in Fairhope, Alabama.

QUOTE:

Assess your risk. How many companies have sent employees home with nothing to do and are still paying them? Why not put them to work with a list of questions to ask suppliers? Questions include:

•How has the virus impacted each supplier?

•Have suppliers altered vital production lines that make your parts in order to make medical devices?

•Have they had layoffs, and if so, how quickly can they recall those employees?

•Do they have any of your parts ready to ship (or nearly so)?

•Do they have enough component parts and raw materials on-hand to quickly ramp up when the pandemic subsides?

•Do they know your quality and delivery expectations?

•What about each supplier’s other customers — will they be competing for the same capacity when production starts up? Who will get priority?

Questions like these and many others should be asked so that you can be prepared for when the economy bounces back. It’s important to realize that past problems regarding parts and suppliers may not be the same potential problems a few months from now. There’s no excuse for being surprised when production ramps up, especially from typically reliable suppliers.

Evaluate supplier deliveries that can be pushed out and those that should be kept as scheduled.

Assist suppliers where practical.

Financial assistance might not possible, but many other kinds of non-monetary assistance can be provided. If the supplier is in a hard-hit area, sending disinfecting supplies —even toilet paper — might be a simple and inexpensive way to help. At a minimum, just the act of reaching out will leave a lasting impression on the supplier. Goodwill goes a long way, and your act of kindness will not be forgotten.

http://ismmagazine.org/how-to-get-your-company-in-the-starting-blocks-after-covid-19/ by Gregory Cable, C.P.M., is a supply management senior consultant and principal with CGHM Consulting in Fairhope, Alabama

FIRST QUOTE:

Business leaders all over the world are pulling back by making cuts across their companies as a result of the coronavirus (COVID-19) pandemic. Supply chain departments, still part of the manufacturing operations in many companies, are some of the first to be reduced. That’s because many unknowledgeable business leaders believe supply managers “only order parts.” The logic is that since the business doesn’t need as many parts, it doesn’t require as many supply management employees.

The result of pulling back on the supply chain is a recipe for disaster. A business may survive the crash, but it will be ugly. Nor will the company be in a good position to compete effectively after the crash.

Instead, smart companies should look for opportunities that will give them an advantage over competitors that continue to downsize supply management organizations. Last week, this space discussed the three immediate steps — assess risk, evaluate supplier deliveries and assist suppliers when necessary — supply management organizations should take.

SECOND QUOTE:

Focus on creating or updating sourcing strategies.

Evaluate material requirements planning (MRP) parameters.

Negotiate kanban processes.

Train and develop employees.

(See the blog for more info on each of these items)

It is well known among leading organizations that competition is no longer between companies, but rather between supply chains. Is your supply chain prepared to compete? Is your company going to be one of those that crash and burn, or will it quickly recover? What are you doing today and over the next several months to improve your supply chain, so your company can fly past its competitors?

(See the three blogs for more info).

Good webinar from Dutch procurement Professor Finn Wynstra on YT:

https://www.youtube.com/watch?time_continue=851&v=b6SDV7-TdMU&feature=emb_logo

Again a good webinar on Covid & procurement. This times from the CAPS research group in the US. Check also their powerpoints on the survey they did Mid March 2020 with 74 CPOs of big US corps. https://www.youtube.com/watch?v=zbGna5J5-Wc&feature=youtu.be

And today's source, a YT video from a Cranfield Professor on supply chain stratgies during and after Covid-19: https://www.youtube.com/watch?v=rgIrfXbQgbo. (4 min).

and a webinar by Asia society (35 min): https://www.youtube.com/watch?v=jw9Yea0lY24

AND yet another with some good questions: https://www.linkedin.com/pulse/public-procurement-officers-front-line-covid-19-response-lanier/

And a linkedin article on raising threshold levels in US public procurement during the pandemic -- simplifying tender procedures: https://www.linkedin.com/pulse/what-you-need-know-procurement-under-stafford-act-patrick-morrison/?trackingId=kRQDuLq3QPiqnh1giJRZAw%3D%3D

EVEN if you are not impressed by my question. THEN read this article: Article Disruptive Effects of the Coronavirus -Errors of Commission ...

Article by Susan Helper, the Frank Tracy Carlton professor of economics at the Weatherhead School of Management at Case Western Reserve University in Cleveland.

https://www.supplychaindive.com/news/coronavirus-makes-the-case-for-high-road-supply-chains/576575/

See the IACCM website on covid-19 related resources. https://www.iaccm.com/resources/?id=11021

CIPS also has a COVID19 hub: https://www.cips.org/supply-management/news/2020/april/cips-launches-coronavirus-hub/

A vlog from the New Zealand Herald (myob) on national supply chains and international trade (26 April 2020; 24 min). Full of optimism: https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=12322578

Good webinar of Procurement Leaders on managing the downturn: https://event.on24.com/eventRegistration/console/EventConsoleApollo.jsp?&eventid=2302520&sessionid=1&username=&partnerref=&format=fhaudio&mobile=&flashsupportedmobiledevice=&helpcenter=&key=5CE2098B8EB96FCCACC2ADA749814AD8&newConsole=false&nxChe=true&text_language_id=en&playerwidth=748&playerheight=526&eventuserid=291724306&contenttype=A&mediametricsessionid=247367931&mediametricid=3253225&usercd=291724306&mode=launch#

CIPSA webpage with special stuff for NZ and AUS: https://www.cips.org/events/webinars/cips-anz-best-in-procurement-webinars/?utm_source=Adestra&utm_medium=email&utm_term=&utm_content=webinar%20recording&utm_campaign=POST%20ANZ%20Webinar%20-%20Megatrends%2024%20April%202020