Management strategies in the supply chain sector during COVID-19: The case of two leading supermarkets in the United Kingdom and Saudi Arabia.

Abstract

The COVID-19 pandemic has profoundly disrupted global supply chains, prompting companies across the globe to rapidly adapt their strategies to mitigate the unprecedented and sudden challenges. This thesis explores the supply chain management strategies employed by two leading supermarket chains – Morrisons in the UK and Bin Dawood in Saudi Arabia – during the pandemic and COVID-19 crisis. By conducting a comparative analysis of these organisations, the study aims to uncover how diverse socio-economic and cultural contexts impact their adaptive strategies and overall resilience. The comparative analysis reveals significant differences in the supply chain strategies of Morrisons in the United Kingdom and Bin Dawood in Saudi Arabia. By analysing annual reports from 2020 to 2021 and reviewing relevant literature, the research highlights the urgent need for resilience, innovation and proactive strategic planning to ensure long-term operational continuity during global crises. The findings, which reveal significant differences in the supply chain strategies of Morrisons in the United Kingdom and Bin Dawood in Saudi Arabia, have significant implications for management professionals and policymakers. They provide practical insights and recommendations, empowering the reader with the knowledge to develop effective crisis response strategies in the retail sector and make informed decisions in their respective roles. This research begins with an introduction and definition of the problem and organisation, followed by an analysis of the literature on supply chains and the COVID-19 crisis. The research methodology, which enables comparative analysis and integrating qualitative and quantitative data to explore and comparatively analyse both companies' supply chains, is thorough and robust. Moreover, using an interpretive framework, this study combines qualitative and quantitative data to comprehensively understand the companies’ responses to crises, instilling confidence in the reader about the study's credibility. 2 After analysing the data to find strategies and financial results, the results clear that Morrisons’ focus on local sourcing and internal stability provided a solid foundation for resilience. Morrisons’ approach was deeply rooted in a vertically integrated supply chain, focusing on local sourcing and sustainability initiatives. In contrast, Bin Dawood’s strategies focused on rapid expansion and digital transformation. By strengthening its online retail capabilities and opening new stores in the Middle East, the company sought to meet the increased demand for essential goods during the lockdowns. Both companies have demonstrated great adaptability, but their distinct approaches highlight the importance of context-specific strategies in crisis management. This research contributes to the broader discourse on supply chain resilience and crisis management by providing practical insights into how supermarkets in different regions responded to the COVID-19 pandemic. The thesis concludes with recommendations based on the analysis and findings. This thesis provides a comprehensive view of the challenges faced by Morrisons and Bin Dawood. It also provides valuable lessons for companies aiming to enhance supply chain resilience in a post pandemic world and future global crises that impact corporate economies. Future research should further explore the long-term implications of these strategies, examine how other industries can apply similar approaches to managing global disruption, and investigate supply chain strategies to navigate future global crises.