1. INTRODUCTIONThe scandal that erupted in Europe after consumers in several countries found traces of horse meat in various types of food has left retailers in shock. When consumers realized that they could be eating up to 100% horse meat without realizing it, consumption habits started to change and supermarkets were forced to look for new Supply Chain (SC) procedures that reduce complexity to regain consumer trust. This situation has also triggered discussions about responsibilities between government and supermarkets: who is responsible for ensuring effective control of the SC? This article will focus its attention on discussing what went wrong in the food supply chain in the recent scandal in Europe. Section 2 will identify some major factors that potentially led to this situation, followed by a discussion of how problems with the meat supply could be remedied in Section 3. In the next section, an analysis of how buyers could prepare for the disruptions to their supply the chain is presented Finally, a conclusion is offered.2. WHAT WENT WRONG IN THE FOOD SUPPLY CHAIN ​​Last year's horsemeat scandal began with the Food Standards Agency's (FSA) review of some "beef" burgers in Ireland. A month and a half later, the issue has become an international food safety crisis involving well-known brands such as Findus, Nestlé, Ikea or Eroski, highlighting negligence in the traceability and control of food, as highlighted by the European Commission. they find it more difficult to control their SC at a time when the costs of interruptions and failures are at their highest. Currently, organizations outsource not only production, but also leave their reputation in the hands of their suppliers, without even having... half a paper... actors that potentially led to this situation, such as very complex SCs with hundreds of suppliers, cost pressures from supermarkets on producers but at the same time an increasing price of beef, lack of traceability and transparency and limitations in regulations. Supermarkets and other retailers have been forced to change their SC processes since the scandal broke, with a particular focus on sustainability and incentives to maintain it, corporate social and ethical responsibility, quality standards and ISO certification across the entire SC, developing effective partnership alliances and developing measurement systems for SC performance. After all, being ready for a SC disorder is the best way to prepare for it, managing the entire supply chain without forgetting our main goal: satisfying the end customer by operating in an efficient and sustainable manner.