The continuity of the organization was disrupted when the COVID-19 pandemic hit the world in early 2020, and many organizations were forced to adapt to emergencies. Programs that have been developed for the long term must be modified to suit the situation. This paper aims to evaluate the impact of the pandemic and analyze the ongoing impact of transformational leadership on the distribution of organizational performance mediated by organizational learning, total quality management and quality assurance, and altruism as moderating variables. The study was conducted by using Partial Least Square to analyze the behavior of the highest leadership of the Child Welfare Institution (CWI) of the Ministry of Social Affairs of the Republic of Indonesia, with a sample of 185 accredited institutions throughout Indonesia. The results of the study indicate that several factors affect the process of evaluating organizational performance. The LKSAs need to improve the quality of their organization's performance by following the requirements of the Ministry of Social Affairs consistently and continuously in implementing the fulfillment of the quality standards. The contribution of novelty in this study is that the total quality management variable is not able to improve organizational performance. The surprising finding is that the consistency of the distribution of total quality management implementation has no effect when the highest leadership is unable to carry out the sustainability of the standards that have been painstakingly prepared long before the pandemic occurred. However, the quality assurance can increase the distribution of organizational performance substantially.

The integration between production and distribution to minimize total elapsed time is an important issue for industries that produce products with a short lifespan. However, the literature focus on production environments with a single stage. This paper enhances the complexity of the production system of an integrated production and distribution system by considering flowshop environment decisions integrated with a vehicle routing problem decision. In this case, each order is produced in a permutation flowshop subsystem and then shipped to its destination by a capacitated vehicle, and the objective is to sequence these orders to minimize the makespan of the schedule. This paper uses two approaches to address this integrated problem: a mixed-integer formulation and an Iterated Greedy algorithm. The experimentation shows that the Iterated Greedy algorithm yields results with a 0.02% deviation from the optimal for problems with five jobs, and is a viable option to be used in practical cases due to its short computational time.