The document discusses exploring barriers to mitigate disruptions in the sustainable supply chain of the pharmaceutical industry during COVID-19. It aims to identify critical barriers and analyze their relationships using interpretive structural modeling. The methodology involves identifying 12 key barriers through literature review. An interaction matrix is developed and reachability matrices are calculated to partition the barriers into levels based on their driving and dependence powers. The final model shows the hierarchical relationship between the barriers, with inadequate data analytics, logistics disruptions, and lack of health measures identified as top-level critical barriers affecting other downstream barriers.

1. “EXPLORING BARRIERS TO MITIGATE DISRUPTIONS IN
SUSTAINABLE SUPPLY CHAIN OF PHARMACEUTICAL
INDUSTRY DURING COVID-19”
SHAH MURTOZA MORSHED,NAIMUR RAHMAN CHOWDHURY, M.A.TANVIR
BHUIYAN, MD. ABDUR RAHIM, MOHAMMAD SARWAR MORSHED ,

2. CONTENTS
 Introduction
 Objective
 Literature Review
 Methodology
 Selection of Drivers
 Calculation
 Conclusion
 Limitations

3. A supply chain involves a series of steps involved to get a product or service to the customer. Due to COVID19
outbreak the resilience in supply chain process faces a lot of disruption.
When it comes to pharmaceutical supply chain it is as same as the traditional supply chain process.
Pharmaceutical industry in South Asia with their effort to supply medicine and medical equipment is always in a top
priority in this COVID19 situation. Due to limitations in delivery and logistics, order are being clogged causing a severe effect
on order fulfillment, warehousing and inventory management and PSC is disrupted. To bring back the normal flow in PSC
we recall some critical barriers and accelerate the interrelationship between those barriers.
INTRODUCTION

4. Our research focused on exploring those crucial supply chain barriers from the root level that are indispensable to
reduce supply chain disruptions.
 Firstly we explore some critical barriers.
 After that we gather expert opinion for short listings those critical barriers.
 Then Interpretive structural modelling(ISM) approach has been taken to find the causal relationship
between those critical barriers.
INTRODUCTION

5. OBJECTIVE
 Finding out the critical barriers to mitigate supply chain disruption during Pandemic
 Maintain the supply chain resilience in pharmaceutical industry in South Asia

6. LITERATURE REVIEW
After surveying many books, scholars article and many other resources regarding this particular issue, we did some
critical evaluation in this part.
The investigation demonstrated that the COVID-19 pandemic has wreaked havoc on the mechanics of the majority of
GSCs, including pharma, food, electronics, and the automotive industry.(Xu et al., 2020) Establishing a
pharmaceutical supply chain is critical not just for rapid medical treatment, but also for minimizing disruption to the
health - care system, which needs careful medicines, diagnostic equipment, and vaccines to work properly. The Indian
pharmaceutical industry's involvement in this equation will be vital not only for meeting the home needs of over 1.3
billion residents, but also for the entire world, including affluent economies.(Guerin, Singh-Phulgenda and Strub-
Wourgaft, 2020)

7. LITERATURE REVIEW
To identify the common drivers for BC technology integration in the context of the effective management of the
supply chain are applied ISM and fuzzy-MICMAC.(Yadav and Singh, 2020)
An interaction between risk variables was developed via a structural modelling (ISM) technique. The research
using ISM gives a paradigm based on hierarchy and mutual interactions between mitigating risks.(Babu,
Bhardwaj and Agrawal, 2021)

8. METHODOLOGY
Why Interpretive structural modelling(ISM) method ?
 Interpretive structural modeling is an relatively popular approach that looks to be quite helpful
for assisting individuals and small groups in gaining a better understanding of complicated
circumstances.
 ISM technique is used to demystify a complicated system by utilizing practical experience and
technical expertise knowledge to construct a model of the hierarchical structure

9. In this research, An interpretive structural modeling approach has been developed following
these steps :
 Critical barrier identification
 Build up of Structural Self-Interaction Matrix
 Formation of Reachability Matrix
 Matrix level Partitioning
 Final ISM Model
METHODOLOGY

10. SELECTION OF BARRIERSS
B1 Inadequate application of data analytics in forecasting (Ioannidis, Cripps and Tanner, 2020)
B2 Disruption in logistics in critically affected areas in COVID-19 (Singh et al., 2021)
B3 Absence of shared risks and benefits (Lopes de Sousa Jabbour et al., 2020)
B4 Difficulty in finding alternativeprocurement options (Kaur and Singh, 2019)
B5 Complexity in demand evaluations for changing consumer behavior (Patil, Shrotri and Dandekar, 2012)
B6 Propagation of SCM disturbanceby ripple effect in COVID-19 (Yu and Aviso, 2020)
B7 Insufficient health security and safety measures (Govindan, Mina and Alavi, 2020)
B8 Poor information structure among SC contributors (Wang and Jie, 2020)
B9 Insufficient SCM strategic Plan to ensure agility during crisis (Ashraf, 2020) (Paul, 2020)
B10 Inadequate risk management policy during pandemic (Araz et al., 2013)
B11 Disruption in sustainable procurement (Kumar et al., 2021)
B12 Ambiguity in vertical collaboration guidelines (Lawrence et al., 2020)

11. From the selected t0 vital barriers, a inter relations ship has been developed.
Table 1:Structural self-interaction matrix Relation Matrix
RELATION MATRIX
Barriers in sustainable SCM During Pandemic B12 B11 B10 B9 B8 B7 B6 B5 B4 B3 B2
1.Inadequate application of data
analytics in forecasting
V V V O V V V V V X V
2.Disruption in logistics in critically
affected areas in COVID-19
V V O O A V X V V X
3.Absence of shared risks and benefits
V V O O O V V X V
4.Difficulty in finding alternative
procurement options
O X A O A O A V
5.Complexity in demand evaluations
for changing consumer behavior
O X A O X O A
6.Propagation of SCM disturbance
by ripple effect in COVID-19
O V A O O O
7.Insufficient health security and
safety measures
O O O O O
8.Poor information structure
among SC contributors
V V A A
9.Insufficient SCM strategic Plan to ensure
agility during crisis
O O V
10.Inadequate risk management policy
during pandemic
V A
11.Disruption in sustainable procurement
O
12.Ambiguity in vertical
collaboration guidelines

12. Table 2: Initial reachability Matrix
CALCULATION
Barriers in sustainable SCM During Pandemic B1 B2 B3 B4 B5 B6 B7 B8 B9 B10 B11 B12
1.Inadequate application of data
analytics in forecasting 1 1 1 1 1 1 1 1 0 1 1 1
2.Disruption in logistics in critically
affected areas in COVID-19 0 1 1 1 1 1 1 0 0 0 1 1
3.Absence of shared risks and benefits
0 0 1 1 1 1 1 0 0 0 1 1
4.Difficulty in finding alternative
procurement options 0 0 0 1 1 0 0 0 0 0 1 0
5.Complexity in demand evaluations
for changing consumer behavior 0 0 0 0 1 0 0 1 0 0 1 0
6.Propagation of SCM disturbance
by ripple effect in COVID-19 1 1 0 0 0 1 0 0 0 0 1 0
7.Insufficient health security and
safety measures 1 1 1 0 0 0 1 0 0 0 0 0
8.Poor information structure
among SC contributors 1 1 0 1 1 1 0 1 0 0 1 1
9.Insufficient SCM strategic Plan to ensure agility during
crisis 1 1 1 1 1 1 1 1 1 1 0 0
10.Inadequate risk management policy during pandemic
1 1 1 1 1 1 1 1 0 1 0 1
11.Disruption in sustainable procurement
0 0 1 0 0 0 0 0 0 0 1 0
12.Ambiguity in vertical
collaboration guidelines 1 0 1 0 1 1 1 1 0 0 0 1

13. Table 3: Final reachability Matrix
CALCULATION
Barriers in sustainable SCM During Pandemic B1 B2 B3 B4 B5 B6 B7 B8 B9 B10 B11 B12 Driving Power
1.Inadequate application of data
analytics in forecasting
1 1 1 1 1 1 1 1 0 1 1 1
11
2.Disruption in logistics in critically
affected areas in COVID-19
1 1 1 1 1 1 1 1 1 1 1 1
12
3.Absence of shared risks and benefits
1 1 1 1 1 1 1 1 0 0 1 1
10
4.Difficulty in finding alternative
procurement options
0 0 1 1 1 0 0 1 0 0 1 0
5
5.Complexity in demand evaluations
for changing consumer behavior
1 1 1 1 1 1 0 1 0 0 1 1
9
6.Propagation of SCM disturbance
by ripple effect in COVID-19
1 1 1 1 1 1 1 1 0 1 1 1
11
7.Insufficient health security and
safety measures
1 1 1 1 1 1 1 1 0 1 1 1
11
8.Poor information structure
among SC contributors
1 1 1 1 1 1 1 1 0 1 1 1
11
9.Insufficient SCM strategic Plan to ensure agility during
crisis
1 1 1 1 1 1 1 1 1 1 1 1
12
10.Inadequate risk management policy during pandemic
1 1 1 1 1 1 1 1 0 1 1 1
11
11.Disruption in sustainable procurement
0 0 1 1 1 1 1 0 0 0 1 1
7
12.Ambiguity in vertical
collaboration guidelines
1 1 1 1 1 1 1 1 0 0 1 1
10
Dependece Power
10 10 12 12 12 11 10 11 2 7 12 11

14. CALCULATION
Table 4: Level Partitioning (Iteration 1)
Barrier Reachability Set Antecedent Set Intersection Set Level
B1 B1,B2,B3,B4,B5,B6,B7,B8,B10,B11,B12 B1,B2,B3,B5,B6,B7,B8,B9,B10,,B12 B1,B2,B3,B5,B6,B7,B8,B10,B12
B2 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B5,B6,B7,B8,B9,B10,B12 B1,B2,B3,B5,B6,B7,B8,B9,B10,B12
B3 B1,B2,B3,B4,B5,B6,B7,B8,B11,B12 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B4,B5,B6,B7,B8,B11,B12 1
B4 B3,B4,B5,B8,B11 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B3,B4,B5,B8,B11 1
B5 B1,B2,B3,B4,B5,B6,B8,B11,B12 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B4,B5,B6,B8,B11,B12 1
B6 B1,B2,B3,B4,B5,B6,B7,B8,B10,B11,B12 B1,B2,B3,,B5,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B5,B6,B7,B8,B10,B11,B12
B7 B1,B2,B3,B4,B5,B6,B7,B8,B10,B11,B12 B1,B2,B3,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B6,B7,B8,B10,B11,B12
B8 B1,B2,B3,B4,B5,B6,B7,B8,B10,B11,B12 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B12 B1,B2,B3,B4,B5,B6,B7,B8,B10,B12
B9 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B2,B9 B2,B9
B10 B1,B2,B3,B4,B5,B6,B7,B8,B10,B11,B12 B1,B2,B6,B7,B8,B9,B10 B1,B2,B6,B7,B8,B10
B11 B3,B4,B5,B6,B7,B11,B12 B1,B2,B3,B4,B5,B6,B7,B8,B9,B10,B11,B12 B3,B4,B5,B6,B7,B11,B12 1
B12 B1,B2,B3,B4,B5,B6,B7,B8,B11,B12 B1,B2,B3,B5,B6,B7,B8,B9,B10,B11,B12 B1,B2,B3,B5,B6,B7,B8,B11,B12

15. CALCULATION
Barrier Reachability Set Antecedent Set Intersection Set Level
B1 B1,B2,B6,B7,B8,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B10,B12 2
B2 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 2
B6 B1,B2,B6,B7,B8,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B10,B12 2
B7 B1,B2,B6,B7,B8,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B10,B12 2
B8 B1,B2,B6,B7,B8,B10,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B10,B12
B9 B1,B2,B6,B7,B8,B9,B10,B12 B2,B9 B2,B9
B1 B1,B2,B6,B7,B8,B10,B12 B1,B2,B6,B7,B8,B9,B10 B1,B2,B6,B7,B8,B10
B12 B1,B2,B6,B7,B8,B12 B1,B2,B6,B7,B8,B9,B10,B12 B1,B2,B6,B7,B8,B12 2
Barrier Reachibility Set Antecedent Set Intersection Set Level
B8 B8,B10 B8,B9,B10 B8,B10 3
B9 B8,B9,B10 B9 B9
B1 B8,B10 B8,B9,B10 B8,B10 3
Barrier Reachibility Set Antecedent Set Intersection Set Level
B9 B9 B9 B9 L4
Table 5: Level Partitioning (Iteration 2,3,4)

16. CALCULATION
12 B9 B2
11 iv B10 B1,B7 B6.B8
10 Independent iii B12 B3
9 Linkage B5
8
7 B11
6
5 B4
4 i ii
3 Autonomous Dependent
2
1
1 2 3 4 5 6 7 8 9 10 11 12
Table 6: MICMAC Analysis

17. Covid-19 has thrown a huge challenge to the decision maker to make major decisions in the disrupted supply
chain environment in pharmaceutical sector in South Asia. This paper work stands for:
 To help the supply chain decision maker by providing them insights about the impactful barriers there
level of performance and interrelationship between barriers.
 The study may help them to recognize the cause and effect relationship between barriers.
CONCLUSION

18.  We considered only twelve barriers which might not enough for heavily damaged firm decision making.
 Opinions and recommendation from more experts could result in comprehensive findings.
 More data and studies can broader the generalization of outputs.
LIMITATIONS