Resilience of nonprofit food supply chains in times of crisis: a multiple case study of food banks during COVID-19

Abstract

Purpose The COVID-19 pandemic exacerbated food insecurity and revealed structural vulnerabilities within food bank supply chains (FBSC), underscoring the fragility of food aid systems. This study aims to examine how FBSC stakeholders build resilience by integrating reactive and proactive capabilities and develops a transferable, prescriptive framework to foster network-level resilience. Design/methodology/approach Using a qualitative multiple case study design, the study triangulates data from focus groups, semi-structured interviews and field observations to analyze how resilience emerges and evolves across short-, medium- and long-term horizons. Findings In the short term, FBSC stakeholders deployed reactive capabilities, including agility, flexibility, coordination and adaptability, to manage immediate disruptions, such as supply volatility, storage constraints and surging demand. Over the medium and long term, proactive capabilities, including enhanced visibility, redundancy and strengthened collaboration, supported system stabilization and transformation. Beyond documenting pandemic responses, the study identifies a structured repertoire of resilience-building interventions linking operational practices to the capabilities that sustain them. Three research propositions are advanced to articulate how capabilities, structural conditions and contextual factors interact to foster network-level resilience. Originality/value Moving beyond descriptive accounts of crisis response, this study demonstrates how stakeholders foster network-level resilience through coordinated reactive and proactive capabilities. By translating empirical insights into a transferable framework of actionable interventions, it advances resilience theory in nonprofit supply chains and provides prescriptive guidance for managers, policymakers and scholars seeking to strengthen food aid systems in times of crisis.