Abstract

The COVID-19 pandemic triggered an unprecedented global disruption that tested the structural integrity and adaptability of supply chains across industries. Among the most severely impacted sectors was the global apparel trade, which faced a sudden halt in production, supply bottlenecks, and a dramatic shift in consumer demand. As a traditionally fragmented and highly globalized industry, the apparel sector offered a unique lens to evaluate vulnerabilities in global supply chains and assess the effectiveness of resilience strategies implemented during crisis conditions. This study critically examines how apparel companies across key global supply chain hubs navigated the COVID-19 disruption, focusing on the effectiveness of resilience strategies, the role of digitalization, supplier relationships, and regional diversification.
Drawing upon a multi-method research approach, this study integrates qualitative case studies of multinational apparel brands with quantitative analysis of trade and production data from 2019 to 2022. Data sources include reports from the World Trade Organization (WTO), United Nations Conference on Trade and Development (UNCTAD), and company disclosures, as well as semi-structured interviews with supply chain managers, factory owners, and logistics partners in countries such as Bangladesh, Vietnam, China, and India. Through this approach, the research identifies key patterns and strategic shifts in supply chain management that emerged during the pandemic.
The findings indicate that while supply chains were deeply disrupted—characterized by order cancellations, factory closures, transportation delays, and labor shortages—firms with pre-established resilience capabilities were better positioned to adapt and recover. These capabilities include supply chain visibility, digital infrastructure for remote coordination, financial buffers, diversified supplier bases, and agile decision-making frameworks. Apparel firms that had invested in technologies like real-time inventory tracking, AI-based demand forecasting, and digital collaboration tools demonstrated greater responsiveness and agility during the peak of the crisis.