1184 KB0 KB202120252022Hossain, KamalIslam, HasibulIslam, TouhidulRana, MasudRedwanuzzamanletnik:13številka:issue 1str. 32-49DOI:10.2478/jlst-2023-0003COBISSID_HOST:145611011ISSN:2784-7497URN:URN:NBN:SI:doc-KVG8OBW9enDe Gruyter PolandFakulteta za logistikoLogistics, supply chain, sustainability and global challengesfood & beveragehrana in pijačalogisticslogistikaone-sample t-testPost-covidS&M lestvica živilska industrijaS&M scale food industrystrategies and actionsstrategije in ukrepit-test z enim vzorcemPost COVID logistics, strategies and actions need to be taken| evidence from small and medium scale food and beverages manufacturing sector|Food is required for both humans and animals, however during the covid-19 era, many small and medium-sized food enterprises are struggling to produce and transport food, and others are on the verge of closing down. Now is the moment to build a future strategy and action plan for the small and medium-sized food industry to mitigate the economic effects of the COVID-19 outbreak. This study's objective is to identify probable tactics, policies, and action plans and evaluate their efficacy and acceptability. This study also explores and quantifies the post-COVID effects of Covid-19 on Bangladesh's Small and Medium-Scale Food Industries. Using a non-probability sample technique, three types of self-administered questionnaires were utilized to gather data from the owner, factory in-charge, manager, and CEO of the Food and Beverage Manufacturing sector. Using SPSS software V.25, descriptive analysis was performed to display frequencies, %ages, and mean scores, while one-sample t-test was utilized to compare the value (mean) of the viewpoints (strategies & action plans) with the supplied value (test value). Results indicate that the probable strategies and action plans (14 strategies) that need to be implemented by the government is high and acceptable and that the effectiveness of other probable strategies and action plans (5 strategies) that need to be implemented by food and beverage manufacturers may also acceptable and could apply to the post-covid situationHrano potrebujejo tako ljudje kot živali, vendar se v obdobju covid-19 številna mala in srednje velika živilska podjetja spopadajo s težavami pri proizvodnji in prevozu hrane, druga pa so tik pred zaprtjem. Zdaj je čas za oblikovanje prihodnje strategije in akcijskega načrta za malo in srednje veliko živilsko industrijo, da bi ublažili gospodarske učinke izbruha bolezni covid-19. Cilj te študije je opredeliti verjetne taktike, politike in akcijske načrte ter oceniti njihovo učinkovitost in sprejemljivost. Ta študija tudi raziskuje in količinsko opredeljuje učinke izbruha covid-19 na bangladeško malo in srednje veliko živilsko industrijo. Z uporabo tehnike neverjetnostnega vzorca so bili uporabljeni trije tipi vprašalnikov za zbiranje podatkov od lastnikov, vodij tovarn, menedžerjev in izvršnih direktorjev v sektorju proizvodnje hrane in pijač. S programsko opremo SPSS V.25 je bila izvedena opisna analiza za prikaz frekvenc, % deležev in povprečnih vrednosti, za primerjavo vrednosti (povprečja) stališč (strategij in akcijskih načrtov) z dostavljeno vrednostjo (testno vrednostjo) pa je bil uporabljen t-test z enim vzorcem. Rezultati kažejo, da je verjetnost strategij in akcijskih načrtov (14 strategij), ki jih mora izvajati vlada, visoka in sprejemljiva, učinkovitost drugih verjetnih strategij in akcijskih načrtov (5 strategij), ki jih morajo izvajati proizvajalci hrane in pijač, pa je lahko tudi sprejemljiva in bi se lahko uporabljala v razmerah po kriziTEXTznanstveno časopisjejournalsSlovenian National E-content AggregatorNational and University Library of SloveniaUniverza v Mariboru, Fakulteta za logistiko