Sekar, M2025-02-282025-03-312025-02-282023-03-30https://doi.org/10.33516/maj.v58i3.42-45phttps://dspacenew8-imu.refread.com/handle/123456789/2089Global disruption of supply chains caused by the Covid-19 pandemic had led to reassessment of how logistic functions are integrated into operations and management goals. This paper is based on semi-structured interviews of stakeholders engaged in freight transportation, carried out in the post-Covid period. It also includes a case study of a leading pharma company that illustrates how the top management has successfully dealt with today’s disruption-prone business environment. This paper contends that Supply Chain Management (SCM) and distribution logistics are too critical to be relegated to the background even when an organisation chooses to outsource them. It highlights the ongoing debates on mitigative measures and recommends that corporate governance needs to accommodate logistics functions under its fold so as to establish a systemic approach to cope with future disruptions.enArticle