This paper tests the effect of supply chain leadership on security perceptions by explicitly considering how leadership characteristics directly and indirectly influence this relationship. Data obtained from 102 supply chain affiliates was analyzed using partial least squares path modeling. A mediated model where supply chain leadership has an indirect effect on supply chain security perceptions via supply chain citizenship behavior is tested. Results offer insight into the paths in which leadership can affect security perceptions and how these perceptions can be reinforced through citizenship behaviors. While supply chain leadership is necessary to enhance security perceptions in supply chains, interorganizational citizenship behaviors absorb part of the effect from leadership and contribute through a path that influences perceptions of security. Collaborative supply chain relationships, guided by transformational leadership actions that inspire citizenship behaviors amongst followers, can cultivate a more vigilant security climate that is better positioned to advance security practices and performance.

Earthquakes are sudden, unpredictable disasters that disrupt transportation infrastructure while generating surges in medical demand, posing critical challenges to last-mile pharmaceutical logistics. Existing humanitarian logistics models rarely integrate heterogeneous transportation modes, time-dependent mode switching, and operational constraints within a unified framework. This study develops a cost-optimised pharmaceutical distribution model based on a heterogeneous vehicle routing problem (VRP) that incorporates post-disaster infrastructure disruption, time-based mode switching, and overtime penalties. Using the 2022 Cianjur Earthquake (Indonesia) as a case study, three strategies are evaluated: a baseline, a Mixed-Integer Linear Programming (MILP) optimisation model, and a two-phase heuristic combining a savings algorithm with local search. The model distributes 550 pharmaceutical packages to 47 primary healthcare centres (PHCs) under a 480-minute daily operating constraint. The MILP model reduces total cost by 5.89% relative to the baseline (IDR 430,052,945), while the two-phase heuristic achieves the lowest cost (IDR 391,811,960; ?8.89%) at a 100% service level. Sensitivity analysis indicates a four-day emergency duration gives the most cost-efficient transition from fast-response modes to consolidated truck distribution. The findings provide a practical optimisation framework and decision-support insights for efficiency, responsiveness, and resilience in disaster pharmaceutical logistics.

With the current uncertain globalized supply chain (SC) networks, business organizations face serious resilience challenges during disruptions. To mitigate the effects of these disruptions, organizations adopt variety of resilience strategies. The degree of adoption of resilience strategies may differ across industries based on variances in the business environments and the characteristics of SCs. Considering the significance of exploring the differences, particularly, in the developing economies that have undergone frequent disruptive events due to economic and political reasons, this study assesses the degree of adoption of three proactive and three reactive SC resilience strategies in Sri Lankan apparel and construction industries. The primary data for this study were gathered using an online survey consisting of multi-itemed questions on the six resilience strategies from 162 apparel and 185 construction companies in Sri Lanka. The findings revealed that a significant difference exists between the two industries in terms of the level of implementation of five resilience strategies, namely, proactive collaboration, digital connectivity, integrated SC risk management, inventory and reserve capacity and lifeline maintenance, while reactive collaboration has no significant difference across the two industries in terms of implementation. Further analysis confirmed that the export-oriented apparel industry led in adopting SC resilience strategies, mainly the reactive strategies compared to the construction sector, which has project-based characteristics in SCs. Improving proactive strategies could be a great initiative to higher resilience performance in both apparel and construction sectors, where implementation could be challenging due to high resource and knowledge requirements of strategies including digital connectivity.

This study examines how market structure moderates supply chain resilience to tariff volatility through a Monte Carlo simulation of monopoly, oligopoly, and perfect competition. Drawing on profit maximization theory, supply chain resilience theory, and survivability theory, we model the performance of firms across 81 experimental scenarios, varying tariff rates, pass-through rates, and desired profit margins. The findings reveal a clear hierarchy of resilience: oligopolies emerge as the most resilient, maintaining positive margins even under high tariffs through strategic coordination; monopolies achieve the highest margins but exhibit the most volatility, with profitability collapsing as tariffs rise; and perfectly competitive firms are the most vulnerable, unable to survive tariffs beyond moderate levels due to their lack of pricing power. Pass-through capability, a key resilience mechanism, is most effective in monopoly settings where it protects profit margins, while desired profit margins show no significant impact on performance outcomes, suggesting that strategic intent alone is insufficient without the market power to execute pricing strategies. The results demonstrate that market structure fundamentally determines supply chain resilience to trade policy uncertainty. For practice, the findings highlight the need for market-structure-aware resilience strategies: monopolies should dynamically adjust pass-through based on tariff levels, oligopolies should maintain consistent pass-through to coordinate with competitors, and competitive firms should prioritize cost reduction, diversification, and consolidation to survive tariff shocks. For policymakers, the results underscore the extreme vulnerability of competitive industries to tariff volatility, the need to monitor oligopolistic coordination that may harm consumers, and the importance of considering market concentration when designing trade policy. This research extends profit maximization and survival-based theories by demonstrating that resilience mechanisms are contingent on competitive position, and it provides a framework for understanding the differential impacts of tariffs across industries. The hierarchy of resilience revealed by this analysis—oligopolies most resilient, monopolies most volatile, and competitive firms most vulnerable—offers a foundation for firms navigating volatile trade environments and for policymakers designing effective trade policies.

Maritime logistics collaboration research has concentrated on bilateral trust and digital integration, while the structural roles of adaptive leadership, organizational flexibility, trust, and internal capability as antecedents of collaboration remain underexplored, particularly in emerging archipelagic economies. This study develops and empirically tests a structural model using Partial Least Squares Structural Equation Modeling (PLS-SEM) with survey data from 120 Indonesian port stakeholders, situated within Indonesia’s National Logistics Ecosystem (NLE), a government reform initiative integrating cargo flows from vessel arrival to warehouse delivery through a unified national digital platform. The initial conceptual model, grounded in the literature, examines adaptive leadership, organizational flexibility, trust, and internal capability as antecedents of maritime logistics collaboration and collaboration as a driver of operational, financial, and environmental performance. Following measurement model assessment, the model was empirically respecified to address construct overlap and improve statistical robustness. The final model reveals a sequential mechanism in which Adaptive Leadership significantly strengthens Trust, Trust facilitates Strategic Collaboration, and Strategic Collaboration enables Operational Collaboration. Operational Collaboration subsequently improves Operational, Financial, and Environmental Performance, with the strongest effect observed on Operational Performance. The findings extend traditional trust centered collaboration perspectives by demonstrating how leadership and relational mechanisms progress through strategic and operational collaboration to generate multidimensional performance. The study therefore advances a governance-based orchestration perspective on maritime logistics collaboration while highlighting the importance of translating strategic alignment into coordinated operational action.