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.