A more comprehensive network in Sweden is needed, but also internationally, involving society, municipalities, authorities, politicians, etc., to understand and interpret what is happening and where

Closer relationships with vital actors, such as customers, suppliers, suppliers’ suppliers, and servicing companies, in the SC

Increased risk awareness is needed (through networks and relationships), and risk calculations make it possible to prioritise risks

Closer communication and transparency regarding DCs that are vital for SCR

Logistics firms such as freight forwarders, TPL, rail, sea, and trucking, and their knowledge and commitment have increased in importance

Higher flexibility in employment due to quick demand decreases and increases

Knowledge development and innovation regarding new products and markets are needed for customers

New ways to operate internally and externally through IT and platforms

Before COVID, there was little experience of disruptions. Now, firms are creating more flexibility in their operations and procedures, thereby reducing certain risks and being better prepared

Sharing knowledge of capacity and where the highest risks lie in the SC network, and the need for investments

More internal cooperation among teams fosters knowledge of the importance of different roles and makes it easier for individuals to help when needed, resulting in higher flexibility and increased knowledge

The fast growth of e-commerce strongly influenced SC capacity, from sales to logistics to deliveries. Do firms have the capacity to combine and coordinate efforts? Various competencies and ways to communicate are required. Is a new strategy needed?

Before taking drastic action to change capacity, thorough evaluation and interpretation are necessary (persistence)

Closer relations with customers and openness enable higher tolerance for capacity problems and late deliveries

Flexibility in communication and the use of various IT systems enables connection and fast reactions to change capacity

Capacity for servicing is hindered by travel restrictions. New capacities for servicing had to be developed, e.g. through IT

Obtaining an overview of the complete SC and its capacity, including logistics firms, was vital to understanding the capacity

The change of expectations based on adapted commitment and capacity mainly entailed a change in strategy

Increasing the importance of continuously monitoring the outside world results in increased knowledge and competency, and increased types of knowledge and competency

Higher flexibility and security have become essential, including faster reactions to critical changes and better deliveries. This is achieved by increasing regionalisation and prioritising geographical proximity

For organisations to acquire new customers, it is necessary to develop new products and enter new markets. It is also crucial to promote entrepreneurship within organisations

Crises end at different rates and at different times in different countries

Relearning about the effects of regionalisation on international relationships will influence the strategy of divesting and investing in new capacities

The continuous updating of IT for communication must continue, and new expertise is needed

Meeting the future based on what individuals and organisations have learnt requires not only closer management but also specialised teams and different teams

LSPs are expected to solve issues, and customers give them confidence