Aoki K, Wilhelm M (2017) The role of ambidexterity in managing buyer-supplier relationships: the Toyota case. Organ Sci 28(6):1080–1097. https://doi.org/10.1287/orsc.2017.1156 Koronis, E. and Ponis, S. 2012. Introducing Corporate Reputation Continuity to Support Organizational Resilience Against Crises. Journal of Applied Business Research. 28 (2). https://doi.org//10.19030/jabr.v28i2.6850

Ossenbrink J, Hoppmann J, Hoffmann VH (2019) Hybrid ambidexterity: How the environment shapes incumbents’ use of structural and contextual approaches. Organ Sci. https://doi.org/10.1287/orsc.2019.1286 Eltantawy RA (2016) The role of supply management resilience in attaining ambidexterity: a dynamic capabilities approach. J Bus Ind Mark 31(1):123–134. https://doi.org/10.1108/JBIM-05-2014-0091 Barnes SJ (2020) Information management research and practice in the post-COVID-19 world. Int J Inf Manag 55:102175. https://doi.org/10.1016/j.ijinfomgt.2020.102175 Tools that support strategic decision-making under uncertainty are becoming increasingly important. The supply chain intelligence system, which is based on artificial intelligence, is a programme that facilitates company management, including purchasing. It makes it possible, among other things, to identify any problems and estimate their possible consequences even before they occur, and on the basis of previous experience it facilitates decision-making, in time even allowing for their certain automation.Proactive SCRES strategy based on exploitation This strategy includes practices aimed at systematic strengthening of the SCRES, based on the exploitation of available resources. They are typical of the earlier indicated SCRES readiness and growth phases. Organizations need to adopt a proactive approach to ensure resilience needed to absorb and avoid potential disruptions by not only returning to the original state through adaptation, but by surpassing it through developing specific elements to boost performance. Fortunato P (2020) How COVID-19 is changing global value chains. Retrieved October 10, 2020, from https://unctad.org/news/how-covid-19-changing-global-value-chains Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695. https://doi.org/10.1287/orsc.1090.0428

Benner MJ, Tushman M (2002) Process management and technological innovation: a longitudinal study of the photography and paint industries. Adm Sci Q 47(4):676–707. https://doi.org/10.2307/3094913 Rojo Gallego Burin A, Perez-Arostegui MN, Llorens-Montes J (2020) Ambidexterity and IT competence can improve supply chain flexibility? A resource orchestration approach. J Purch Supply Manag 26(2):1–15. https://doi.org/10.1016/j.pursup.2020.100610 The huge downturn caused by the COVID pandemic will certainly prompt companies to diversify their suppliers. By concentrating all production in China and other Asian countries, we have faced, for example, a crisis in access to medicines (production of all ingredients and substances needed for the pharmaceutical industry is carried out in China) and the automotive and computer industries were also threatened by the downturn (deliveries of prefabricated and semi-finished products, etc., stopped at Chinese ports). Reactive SCRES strategy based on exploration The essence of this strategy is taking corrective actions in response to disruptions, based on solutions that go beyond the resources of the SC. Most pre-pandemic practices that were “reactive exploration” have evolved towards proactive solutions. There are several practical implications of the study for SCM. First, the organizational ambidexterity concept allows companies to survive and evolve through mitigation and overcoming disruption within SCM. This finding suggests that supply chain managers must develop new competences including exploitation and exploration capabilities for building SCRES. Second, the evolution of SCRES strategies based on ambidextrous activities informs managers that crisis may be a chance for proactive change and creation. Our research findings show that companies use both exploitation and exploration business practices during the COVID-19 pandemic. Organizational ambidexterity has proven to be a key ability in managing business processes in supply chains. Moreover, exploitation and exploration activities were used in the implementation of all types of SCRES strategies. It is worth emphasizing that the approach should be dynamic and focused on the evolution of practices depending on their development potential after the COVID-19 pandemic. Due to the managerial need to develop mainly proactive SCRES strategies, the authors outlined the SCM trends.Birkinshaw J, Gibson C (2004) Building ambidexterity into an organization. MIT Sloan Manag Rev 45(4):47–55 Schell Ch (2020) Here’s how we need to change global supply chains after COVID-19. World Economic Forum. https://www.weforum.org/agenda/2020/09/covid-19-crisis-change-global-supply-chains/ Furthermore, the authors carried out 25 semi-structured online interviews (app. 60 min each) with professionals managing various business processes within international supply chains across different industries. Main questions asked during the interview were the following: Steinberg G (2020) What do you need to help you build a more resilient supply chain? EY. https://www.ey.com/en_gl/covid-19/what-do-you-need-to-help-you-build-a-more-resilient-supply-chain