Coronavirus disease 2019 and related lockdown policies in 2020 shocked food industry firms’ supply chains in developing regions. Firms “pivoted” to e-commerce to reach consumers and e-procurement to reach processors and farmers. “Delivery intermediaries” copivoted with food firms to help them deliver and procure. This was crucial to the ability of the food firms to pivot. The pandemic was a “crucible” that induced this set of fast-tracking innovations, accelerating the diffusion of e-commerce and delivery intermediaries, and enabling food industry firms to redesign, at least temporarily, and perhaps for the long term, their supply chains to be more resilient, and to weather the pandemic, supply consumers, and contribute to food security. We present a theoretical model to explain these firm strategies, and then apply the framework to classify firms’ practical strategies. We focus on cases in Asia and Latin America. Enabling policy and infrastructural conditions allowed firms to pivot and copivot fluidly.

中文翻译：

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发展中地区食品工业公司“转向”应对新冠肺炎 (COVID-19)：电子商务和配送中介机构“共同转向”


2019 年冠状病毒病和 2020 年相关封锁政策震惊了发展中地区食品工业公司的供应链。企业“转向”电子商务以接触消费者，并“转向”电子采购以接触加工商和农民。 “配送中介机构”与食品公司合作，帮助他们配送和采购。这对于食品公司的转型能力至关重要。这场大流行病是一个“熔炉”，引发了一系列快速创新，加速了电子商务和交付中介的扩散，并使食品工业公司能够重新设计（至少是暂时的，也许是长期的）其供应链增强抵御能力，抵御疫情，供应消费者，并为粮食安全做出贡献。我们提出了一个理论模型来解释这些企业战略，然后应用该框架对企业的实际战略进行分类。我们重点关注亚洲和拉丁美洲的案例。有利的政策和基础设施条件使企业能够流畅地进行转型和合作。