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Ponis, S. and Koronis, E. 2017. Disaster Supply Chain Management: Responsive Inter-organizational Networks Under Pressure. International Journal of Supply Chain Management. 6 (1), pp. 9-16. Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: managing evolutionary and revolutionary change. Calif Manag Rev 38(4):8–29. https://doi.org/10.2307/41165852 Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks KPMG (2020) Building supply chain resilience through digital transformation. Retrieved September 5, 2020, from https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/06/building-supply-chain-resilience-through-digital-transformation.pdf

Companies that invest in new technologies benefit in the event of disruption. They are able to make an efficient analysis of how a particular phenomenon may affect their supply chain in the near term. When companies have knowledge of where the disruption will come from and which products will be affected, they have time to immediately implement avoidance and mitigation strategies by, for example, buying or controlling inventory allocation. Kassotaki O, Paroutis S, Morrell K (2019) Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization. Long Range Plan 52(3):366–385. https://doi.org/10.1016/j.lrp.2018.06.002 The ambidexterity concept can be implemented in SCM by developing practices, which help in both exploiting current competencies and exploring new ones. Generally, exploitation is focused on activities that help to transform resources into commercial ends (Pertusa-Ortega and Molina-Azorín 2018), improve existing operational processes (Blindenbach-Driessen and Van Den Ende 2014), components (Benner and Tushman 2002) and product-market domain (He and Wong 2004). According to March ( 1991), exploitation concerns refinement, efficiency, control and implementation (Blindenbach-Driessen and Van Den Ende 2014). It is related to exploiting existing strengths and using known solutions (Martin et al. 2019). Exploitation enables an organization to stay strong in actual activities (Blindenbach-Driessen and Van Den Ende 2014). Exploitation can be achieved by using the existing organizational resources and routinization (Aoki and Wilhelm 2017). Examples of exploitation activities applied to SC resources include supplier development, supplier qualification and automation of cross-organizational tasks (Rojo Gallego Burin et al. 2020). They are aimed at maintaining relationships with current suppliers, searching for SC solutions using the existing resources and leveraging current SC technologies (Lee and Rha 2016). Exploitation focusses on short-term benefits and measurable targets like cost reduction, reliability, risk reduction and the overall efficiency of the supply chain (Partanen et al. 2020). In the organizational learning approach, exploitation is related to the acquisition of knowledge by seeking, selection, processing of information and the betterment of existing routines through experience (Baum et al. 2000; Rojo Gallego Burin et al. 2020). Activities using the existing knowledge base are intended to refine current processes and technologies (Güemes-Castorena and Ruiz-Monroy 2020). As shopping during the pandemic was made significantly more difficult for consumers, we decided to expand our business to include online sales, introducing new technological tools. Rojo A, Llorens-Montes J, Perez-Arostegui MN (2016) The impact of ambidexterity on supply chain flexibility fit. Supply Chain Manag 21(4):433–452. https://doi.org/10.1108/SCM-08-2015-0328Turner N, Kutsch E (2016) Understanding resilience in organizational operations-an ambidexterity perspective. Acad Manag Proc 2016(1):11836 Yannopoulou, N., Koronis, E. and Elliott, R. 2011. Media amplification of brand crisis and its affect on brand trust. Journal of Marketing Management. 27 (5-6), pp. 530-546. https://doi.org/10.1080/0267257X.2010.498141

Ponis, S.T., Vagenas, G. and Koronis, E. 2009. Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks. in: Harorimana, D. (ed.) Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage Information Science Reference. pp. 1-25 Hollnagel E (ed) (2011) Resilience engineering in practice: a guidebook. Ashgate Publishing Ltd, Farnham

O’Reilly CA, Tushman ML (2013) Organizational ambidexterity: past, present, and future. Acad Manag Perspect 27(4):324–338. https://doi.org/10.5465/amp.2013.0025 We received information from suppliers about difficulties caused by staffing in their companies. They asked us to combine deliveries and warned of extended lead times. We have also definitely minimized overseas deliveries.

Tuan LT (2016) Organisational ambidexterity and supply chain agility: the mediating role of external knowledge sharing and moderating role of competitive intelligence. Int J Logist Res Appl 19(6):583–603. https://doi.org/10.1080/13675567.2015.1137278 He ZL, Wong PK (2004) Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organ Sci 15(4):481–494. https://doi.org/10.1287/orsc.1040.0078 Kang J, Diao Z, Zanini MT (2020) Business-to-business marketing responses to COVID-19 crisis: a business process perspective. Mark Intell Plan 39(3):454–468. https://doi.org/10.1108/MIP-05-2020-0217 Rice J, Caniato F (2003) Building a secure and resilient supply network. Supply Chain Manag Rev 7:22–30In addition to launching their online activities, companies should also think about preparing their employees properly. Investing in the development of employees' digital skills is essential, as working from home could become a daily reality for many professions even after the end of the pandemic. Procurement for sustainable growth. Procon/Polzak 2020 on 19–20 October 2020, http://konferencja-proconpolzak.pl/en/home-2019-en/, 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