The Covid-19 health crisis, a crisis of supply and demand simultaneously, reduced the effects of prior planning of risk management and thus obliged supply chain managers to improvise more, to tinker in the sense of Lévi-Strauss (1962). The problematic of this paper concerns the articulation between the deliberate actions planned before the crisis and this necessary organisational bricolage during the crisis to maintain the company's performance. The case study of an SME in the heating and air conditioning sector sheds light on this combination and discusses its organisational implications by proposing a theoretical enrichment of SCRM.