Supply chains, intricate and interconnected, have long been the arteries through which the global economy pulsates. Their role in the seamless flow of goods, services, and information has become even more pivotal in an era marked by rapid globalization and technological advancements. Yet, the very complexity and interconnectedness that render supply chains efficient and expansive also render them vulnerable to a multitude of disruptions. Recent years have seen a significant rise in the frequency and severity of these disruptions, propelled by factors ranging from geopolitical tensions and environmental changes to pandemics and cyber-attacks. The COVID-19 pandemic, in particular, has been a watershed event, exposing the fragility of global supply chains and underscoring the imperative for organizational resilience. As organizations grapple with the aftermath of such unprecedented disruptions, understanding the implications for supply chain management and the broader organizational resilience becomes crucial. Organizational resilience, often described as the ability to anticipate, prepare for, respond to, and recover from adverse conditions, is increasingly recognized as a strategic priority. The interconnected nature of modern supply chains means that a disruption in one part can have cascading effects throughout the system, impacting production schedules, inventory levels, customer satisfaction, and ultimately, financial performance. This has prompted a shift in focus from traditional efficiency-driven models to resilience-oriented strategies that emphasize flexibility, redundancy, and adaptability. The ability to absorb shocks, adapt to changing conditions, and quickly resume normal operations is no longer a mere competitive advantage but a necessity for survival and growth in an unpredictable world. Recent academic discourse and industry reports have extensively highlighted the vulnerabilities within supply chains and the necessity for enhancing resilience. For instance, Dolgui et al. (2020) stress that disruptions, whether due to natural disasters, political instability, or technological failures, can have profound impacts on supply chains, affecting everything from raw material availability to final product delivery. This view is echoed by Ivanov (2020), who notes that the COVID-19 pandemic has served as a stark reminder of the interconnectedness of global supply chains and the need for robust risk management practices. The pandemic disrupted supply chains on an unprecedented scale, leading to shortages of critical goods, delays in delivery, and significant financial losses for many organizations. These disruptions have not only underscored the need for improved resilience but have also catalyzed a reevaluation of supply chain strategies and practices. In the context of organizational resilience, the concept of supply chain agility has gained prominence. Agility refers to the ability of supply chains to rapidly respond to changes in demand and supply conditions. Christopher and Holweg (2011) argue that agility is essential for coping with the uncertainties and volatilities that characterize modern supply chains. They contend that agile supply chains can quickly adjust to changes in the environment, thereby enhancing organizational resilience. This perspective is supported by recent empirical studies, such as those by Queiroz et al. (2020), which demonstrate that organizations with agile supply chains were better able to navigate the disruptions caused by the COVID-19 pandemic. These organizations leveraged their agility to reconfigure their operations, adapt to new market conditions, and maintain their competitive edge. Collaboration across the supply chain is another critical factor that influences organizational resilience. Effective collaboration involves seamless communication and coordination among all stakeholders, including suppliers, manufacturers, distributors, and customers. Scholten and Schilder (2015) emphasize that collaborative supply chains are better equipped to manage disruptions, as they can share information, resources, and risks more effectively. This collaborative approach enables organizations to build stronger relationships with their partners, foster trust, and enhance their collective ability to respond to and recover from disruptions. The importance of collaboration is further highlighted by the experiences of organizations during the COVID-19 pandemic. For example, the rapid development and distribution of vaccines were made possible through unprecedented levels of collaboration between pharmaceutical companies, governments, and logistics providers (Kumar & Chandra, 2021). This collaborative effort not only accelerated the vaccine rollout but also demonstrated the potential for supply chain partnerships to enhance resilience in the face of large-scale disruptions. Strategic planning and risk management are also fundamental to building organizational resilience. Effective risk management involves identifying potential threats, assessing their impact, and developing strategies to mitigate their effects. In the context of supply chains, this often entails diversifying suppliers, building buffer stocks, and developing contingency plans for various disruption scenarios. Ponomarov and Holcomb (2009) argue that a proactive approach to risk management can significantly enhance supply chain resilience by enabling organizations to anticipate disruptions and respond swiftly when they occur. Recent developments in digital technologies, such as advanced analytics and artificial intelligence, have further enhanced the capabilities of organizations to manage risks and improve their resilience. These technologies enable organizations to gain real-time insights into their supply chains, identify emerging risks, and make data-driven decisions to mitigate their impact (Goh, 2020). The implications of supply chain disruptions on organizational resilience extend beyond the operational and financial dimensions to encompass broader strategic considerations. For instance, disruptions can expose weaknesses in existing supply chain structures and practices, prompting organizations to rethink their strategies and invest in resilience-building initiatives. The COVID-19 pandemic, in particular, has acted as a catalyst for such strategic realignments. Many organizations have reevaluated their supply chain strategies, shifting from a cost-centric focus to a resilience-oriented approach. This shift often involves investing in technology, enhancing supply chain visibility, and developing more robust risk management practices. As a result, organizations are better positioned to anticipate and respond to future disruptions, thereby enhancing their overall resilience. In addition to the operational and strategic implications, supply chain disruptions can also have significant reputational and relational impacts. Disruptions can lead to delays in product delivery, shortages of critical goods, and declines in customer satisfaction, which can damage an organization’s reputation and erode trust among stakeholders. Managing these reputational risks is a critical component of organizational resilience. This involves not only addressing the immediate operational impacts of disruptions but also communicating effectively with stakeholders and managing their expectations. Recent research by Pettit et al. (2019) highlights the importance of stakeholder communication and engagement in building and maintaining organizational resilience. They argue that transparent and timely communication can help organizations manage stakeholder expectations, build trust, and enhance their reputation, even in the face of significant disruptions. The role of leadership in fostering organizational resilience in the context of supply chain disruptions cannot be overstated. Effective leadership involves setting a clear vision for resilience, fostering a culture of adaptability and learning, and ensuring that the organization has the necessary resources and capabilities to respond to disruptions. Recent studies, such as those by Denyer (2017), highlight the critical role of leadership in building and sustaining organizational resilience. They emphasize that resilient organizations are often characterized by proactive and adaptive leadership that encourages innovation, collaboration, and continuous improvement. In the context of supply chain disruptions, effective leadership can make the difference between an organization that merely survives and one that thrives in the face of adversity. The importance of a resilient supply chain has become increasingly apparent in light of recent global challenges. The COVID-19 pandemic, geopolitical tensions, and environmental disruptions have collectively underscored the need for organizations to build resilient supply chains that can withstand and adapt to a wide range of disruptions. As organizations navigate this complex and dynamic landscape, the insights gained from examining the implications of supply chain disruptions on organizational resilience can provide valuable guidance for enhancing their ability to manage risks and maintain operational stability. In conclusion, the growing complexity and interconnectedness of modern supply chains have made them increasingly vulnerable to disruptions. These disruptions can have profound implications for organizational resilience, affecting everything from operational efficiency to financial performance and stakeholder relationships. Building resilience in the face of such disruptions requires a multifaceted approach that encompasses agility, collaboration, strategic planning, and effective leadership. As organizations continue to grapple with the challenges of an uncertain and rapidly changing environment, understanding and addressing the implications of supply chain disruptions will be essential for enhancing their resilience and ensuring their long-term success.

The study of supply chain disruptions and their implications for organizational resilience has garnered significant attention in recent years, particularly in the wake of high-profile global events such as the COVID-19 pandemic. Supply chains are inherently complex systems, and disruptions can arise from a variety of sources, including natural disasters, geopolitical tensions, technological failures, and pandemics. The literature on supply chain resilience aims to understand these disruptions and develop strategies to enhance the ability of organizations to manage and recover from them. One of the foundational aspects of supply chain resilience is the concept of risk management. Risk management involves identifying, assessing, and mitigating risks that can impact supply chain operations. Christopher and Peck (2004) provide a comprehensive framework for supply chain risk management, highlighting the importance of both proactive and reactive strategies. Proactive strategies include risk assessment and mitigation planning, while reactive strategies focus on response and recovery efforts. The COVID-19 pandemic has underscored the critical need for effective risk management practices, as organizations with robust risk management frameworks were better able to navigate the disruptions caused by the pandemic (Ivanov & Dolgui, 2020). Agility in supply chain management is another key theme in the literature. Agility refers to the ability of supply chains to quickly and effectively respond to changes in the environment. Swafford et al. (2008) emphasize that supply chain agility involves flexibility, responsiveness, and the capacity to reconfigure operations in response to disruptions. The literature suggests that agile supply chains are better positioned to absorb shocks and maintain continuity of operations. For example, studies by Christopher and Holweg (2011) and Gligor et al. (2019) demonstrate that agility enables organizations to adjust their production schedules, sourcing strategies, and distribution networks to cope with unexpected disruptions. Collaboration across the supply chain is also a critical factor influencing organizational resilience. Effective collaboration involves seamless communication and coordination among all stakeholders, including suppliers, manufacturers, distributors, and customers. Barratt (2004) and Scholten and Schilder (2015) argue that collaborative supply chains can better manage disruptions by sharing information, resources, and risks. This collaborative approach enables organizations to build stronger relationships with their partners, foster trust, and enhance their collective ability to respond to and recover from disruptions. The importance of collaboration is further underscored by recent empirical studies, such as those by Wieland and Wallenburg (2013), which show that collaborative practices can significantly enhance supply chain resilience. Strategic planning and the development of contingency plans are also essential for building supply chain resilience. Blackhurst et al. (2011) highlight the importance of scenario planning and stress testing in preparing for potential disruptions. These practices involve simulating various disruption scenarios and developing response plans to mitigate their impact. Ponomarov and Holcomb (2009) argue that a proactive approach to strategic planning can significantly enhance supply chain resilience by enabling organizations to anticipate disruptions and respond swiftly when they occur. The literature also emphasizes the role of technology in strategic planning. Advanced analytics, artificial intelligence, and digital twins are increasingly used to gain real-time insights into supply chain operations, identify emerging risks, and make data-driven decisions to enhance resilience (Goh, 2020; Ivanov & Dolgui, 2021). The role of supply chain visibility in enhancing resilience is another prominent theme in the literature. Supply chain visibility refers to the ability to track and monitor the flow of goods, information, and finances throughout the supply chain. Caridi et al. (2010) and Lee et al. (2021) suggest that increased visibility can help organizations identify potential disruptions early and take corrective actions before they escalate. Recent advancements in digital technologies, such as the Internet of Things (IoT) and blockchain, have further enhanced supply chain visibility by providing real-time data and enabling more accurate tracking of goods and transactions (Grosser & Schoormann, 2020). These technologies enable organizations to gain a comprehensive view of their supply chains, identify vulnerabilities, and enhance their resilience. The literature also explores the role of redundancy and flexibility in building supply chain resilience. Redundancy involves maintaining excess capacity or backup resources that can be used in the event of a disruption. Sheffi and Rice (2005) argue that redundancy can provide a buffer against supply chain disruptions, allowing organizations to continue operations even when primary sources are affected. Flexibility, on the other hand, involves the ability to quickly adjust operations and reconfigure supply chains in response to changing conditions. Studies by Tomlin and Snyder (2006) and Ivanov et al. (2021) highlight the importance of flexible supply chains that can adapt to disruptions by altering sourcing strategies, production schedules, and distribution networks. Sustainability, entrepreneurship, emotional intelligence, marketing, and supplier relationship management are increasingly being recognized as important dimensions of supply chain resilience. Sustainability practices, such as reducing environmental impact and promoting ethical sourcing, can enhance supply chain resilience by mitigating risks associated with resource scarcity and regulatory changes (Emon & Khan, 2023). Entrepreneurship, particularly in the context of supply chain innovation, can drive the development of new solutions and approaches to managing disruptions (Emon & Nipa, 2024). Emotional intelligence, which involves understanding and managing emotions in oneself and others, can play a crucial role in leadership and decision-making during crises (Emon et al., 2024). Marketing strategies that emphasize customer engagement and loyalty can help organizations maintain customer satisfaction and brand reputation during disruptions (Rahman et al., 2024). Effective supplier relationship management, including building strong partnerships and fostering collaboration, can enhance supply chain resilience by ensuring reliable and flexible supply sources (Emon et al., 2024). The literature also emphasizes the importance of leadership in fostering organizational resilience in the context of supply chain disruptions. Effective leadership involves setting a clear vision for resilience, fostering a culture of adaptability and learning, and ensuring that the organization has the necessary resources and capabilities to respond to disruptions. Denyer (2017) and Pettit et al. (2019) highlight the critical role of leadership in building and sustaining organizational resilience. They argue that resilient organizations are often characterized by proactive and adaptive leadership that encourages innovation, collaboration, and continuous improvement. In the context of supply chain disruptions, effective leadership can make the difference between an organization that merely survives and one that thrives in the face of adversity. The implications of supply chain disruptions for organizational resilience also extend to the broader strategic and relational dimensions. For instance, disruptions can expose weaknesses in existing supply chain structures and practices, prompting organizations to rethink their strategies and invest in resilience-building initiatives. The COVID-19 pandemic has acted as a catalyst for such strategic realignments. Many organizations have reevaluated their supply chain strategies, shifting from a cost-centric focus to a resilience-oriented approach. This shift often involves investing in technology, enhancing supply chain visibility, and developing more robust risk management practices (Ivanov & Dolgui, 2021; Wieland & Wallenburg, 2022). In addition to the operational and strategic implications, supply chain disruptions can also have significant reputational and relational impacts. Disruptions can lead to delays in product delivery, shortages of critical goods, and declines in customer satisfaction, which can damage an organization’s reputation and erode trust among stakeholders. Managing these reputational risks is a critical component of organizational resilience. This involves not only addressing the immediate operational impacts of disruptions but also communicating effectively with stakeholders and managing their expectations. Recent research by Pettit et al. (2019) highlights the importance of stakeholder communication and engagement in building and maintaining organizational resilience. They argue that transparent and timely communication can help organizations manage stakeholder expectations, build trust, and enhance their reputation, even in the face of significant disruptions. The literature also explores the role of digital transformation in enhancing supply chain resilience. Digital transformation involves the integration of digital technologies into supply chain processes to improve efficiency, visibility, and responsiveness. Technologies such as advanced analytics, artificial intelligence, blockchain, and the Internet of Things (IoT) are increasingly being used to enhance supply chain operations and resilience (Ivanov & Dolgui, 2021; Queiroz et al., 2020). For example, advanced analytics can provide real-time insights into supply chain performance, enabling organizations to identify emerging risks and make data-driven decisions to mitigate their impact. Blockchain technology can enhance transparency and traceability in supply chains, reducing the risk of fraud and improving trust among stakeholders. The Internet of Things (IoT) enables real-time monitoring of goods and assets, providing valuable data that can be used to optimize supply chain operations and enhance resilience. The literature also highlights the importance of building a resilient organizational culture in the context of supply chain disruptions. A resilient organizational culture involves fostering a mindset of adaptability, learning, and continuous improvement. Studies by Denyer (2017) and Wieland and Wallenburg (2013) suggest that organizations with resilient cultures are better equipped to navigate disruptions and recover more quickly. This involves encouraging innovation, promoting collaboration, and supporting employees in developing the skills and capabilities needed to manage disruptions effectively. In conclusion, the literature on supply chain disruptions and organizational resilience provides valuable insights into the strategies and practices that can enhance the ability of organizations to manage and recover from disruptions. Key themes include risk management, agility, collaboration, strategic planning, supply chain visibility, redundancy, flexibility, leadership, digital transformation, and organizational culture. Recent global events, such as the COVID-19 pandemic, have underscored the importance of these factors and highlighted the need for organizations to build resilient supply chains that can withstand and adapt to a wide range of disruptions. As organizations continue to navigate an increasingly complex and dynamic environment, understanding and addressing the implications of supply chain disruptions will be essential for enhancing their resilience and ensuring their long-term success.

The research methodology for this study was designed to explore the implications of supply chain disruptions on organizational resilience through a qualitative approach. Given the complexity and multifaceted nature of supply chain dynamics and resilience, a qualitative methodology was deemed appropriate to capture the depth and richness of participant experiences and insights. The primary method of data collection was semi-structured interviews, which allowed for an in-depth exploration of the subject matter while providing flexibility for participants to express their views and experiences comprehensively. The study sample consisted of supply chain managers and executives from various industries, including manufacturing, retail, healthcare, and technology. Participants were selected using purposive sampling to ensure a diverse representation of industries and organizational contexts. This approach facilitated the exploration of different perspectives on how supply chain disruptions impact organizational resilience. In total, twenty-five participants were interviewed, representing a range of organizational sizes and geographic locations. Participants were selected based on their direct involvement in supply chain management and their experience in dealing with disruptions. Interviews were conducted via video conferencing platforms due to geographical constraints and the preference for a more personal interaction compared to phone interviews. Each interview lasted between 60 to 90 minutes, providing ample time to delve into the topics of interest while maintaining participant engagement. An interview guide was developed to steer the conversation, covering key areas such as participants’ experiences with supply chain disruptions, strategies employed to manage these disruptions, and the perceived impact on organizational resilience. The guide included open-ended questions to encourage participants to share their experiences and insights freely while allowing the interviewer to probe deeper into specific areas as needed. Data from the interviews were audio-recorded with the consent of the participants and subsequently transcribed verbatim for analysis. To ensure confidentiality and encourage candid responses, participants were assured that their identities and organizational affiliations would remain anonymous in the reporting of the findings. The transcriptions were reviewed for accuracy and completeness before being subjected to thematic analysis. Thematic analysis was employed to identify and analyze patterns within the interview data. This involved several stages, including familiarization with the data, coding, theme development, and review. Initially, the transcripts were read multiple times to gain an overall understanding of the data and to identify preliminary codes. These codes represented key concepts and ideas that emerged from the data. The coding process was iterative and involved constant comparison of data to refine and consolidate the codes. Subsequently, the codes were grouped into themes that captured the broader patterns and relationships in the data. Throughout the analysis, efforts were made to ensure the credibility and reliability of the findings. Member checking was conducted by sharing the preliminary findings with a subset of participants to validate the interpretations and ensure that the themes accurately reflected their experiences. Additionally, peer debriefing with colleagues in the field of supply chain management provided further validation of the analysis and helped to refine the themes. Data triangulation was also employed by comparing the interview findings with secondary data sources, such as industry reports and academic literature. This helped to contextualize the findings within the broader landscape of supply chain management and resilience, providing additional depth to the analysis. Secondary data were used to corroborate the themes identified from the interviews and to explore additional dimensions of the topic. The qualitative approach adopted in this study allowed for a rich and nuanced understanding of how supply chain disruptions impact organizational resilience. It enabled the exploration of participants’ experiences and insights in a comprehensive manner, capturing the complexity of the subject matter. The use of semi-structured interviews facilitated in-depth exploration while allowing flexibility for participants to express their views. The thematic analysis provided a systematic approach to identifying and analyzing patterns in the data, ensuring that the findings were grounded in the participants’ experiences. Overall, the research methodology was designed to provide a robust and detailed exploration of the implications of supply chain disruptions on organizational resilience, contributing valuable insights to the field.

The analysis of the interview data revealed several key findings regarding the implications of supply chain disruptions on organizational resilience. The themes that emerged from the interviews highlighted the multifaceted nature of resilience and the various strategies organizations employ to manage and recover from supply chain disruptions. The findings are organized around the themes of agility, collaboration, risk management, strategic planning, technology integration, leadership, and cultural aspects of resilience. Participants consistently emphasized the critical importance of agility in responding to supply chain disruptions. Many organizations found that their ability to quickly adapt to changing circumstances was a significant factor in their resilience. For instance, several supply chain managers described how their companies were able to pivot rapidly in response to the COVID-19 pandemic by adjusting their production schedules, sourcing new suppliers, and altering distribution networks. This agility enabled them to maintain operations despite significant disruptions. One participant noted, “Our ability to be agile and adapt quickly to new conditions was crucial. We had to change our supply sources almost overnight when our primary suppliers were shut down due to lockdowns.” This sentiment was echoed by other participants, who highlighted the need for flexible supply chain structures that can respond to unexpected challenges. Collaboration emerged as another vital theme in enhancing organizational resilience. Participants discussed how effective collaboration with suppliers, customers, and other stakeholders played a key role in managing disruptions. Several interviewees mentioned that strong relationships with suppliers allowed them to secure alternative sources of supply more quickly during disruptions. For example, one manager from the manufacturing sector stated, “Our longstanding relationships with suppliers really paid off. When our main supplier couldn’t deliver, we had other trusted partners who stepped in to help us out.” Additionally, participants emphasized the importance of communication and information sharing among supply chain partners. This collaborative approach helped organizations to better understand the situation, align their responses, and coordinate their efforts to mitigate the impact of disruptions. Risk management practices were also highlighted as essential for building supply chain resilience. Participants described various strategies they employed to identify and mitigate risks, including conducting risk assessments, developing contingency plans, and diversifying their supply bases. Many organizations had established risk management frameworks that enabled them to anticipate potential disruptions and prepare accordingly. One participant from the retail industry mentioned, “We regularly conduct risk assessments and have contingency plans in place for various scenarios. This proactive approach helped us to minimize the impact when disruptions occurred.” The importance of risk management was particularly evident in the context of the COVID-19 pandemic, where organizations with robust risk management practices were better able to navigate the uncertainties and challenges posed by the crisis. Strategic planning and the development of contingency plans were frequently cited as crucial components of organizational resilience. Participants discussed how their organizations engaged in scenario planning and stress testing to prepare for potential disruptions. These practices involved simulating different disruption scenarios and developing response strategies to address them. For instance, a supply chain manager from the technology sector explained, “We conduct regular scenario planning exercises to understand how different types of disruptions might impact our supply chain. This helps us to develop plans that can be quickly implemented when disruptions occur.” Participants also noted that strategic planning extended beyond immediate response efforts to include long-term considerations such as supply chain redesign and investment in resilience-building initiatives. The integration of technology into supply chain operations was identified as a key factor in enhancing resilience. Participants discussed how digital technologies such as advanced analytics, artificial intelligence, blockchain, and the Internet of Things (IoT) provided valuable tools for managing supply chain disruptions. These technologies enabled organizations to gain real-time visibility into their supply chains, monitor potential risks, and make data-driven decisions to mitigate the impact of disruptions. For example, one participant described how their company used IoT devices to track shipments and identify potential delays, allowing them to proactively address issues before they escalated. Another participant highlighted the use of advanced analytics to forecast demand and optimize inventory levels during disruptions. The adoption of digital technologies was seen as a critical enabler of agility and responsiveness in the face of supply chain challenges. Leadership played a pivotal role in shaping organizational resilience and guiding responses to supply chain disruptions. Participants emphasized that effective leadership involved setting a clear vision for resilience, fostering a culture of adaptability and learning, and ensuring that the organization had the necessary resources and capabilities to respond to disruptions. Several interviewees described how their leaders provided direction and support during crises, helping to coordinate response efforts and communicate with stakeholders. For instance, a manager from the healthcare sector noted, “Our leadership team was very proactive in managing the situation. They communicated regularly with employees and suppliers, providing clear guidance on what needed to be done.” The importance of leadership in building and sustaining resilience was evident in the experiences of organizations that were able to navigate disruptions effectively. The findings also underscored the role of organizational culture in enhancing resilience. Participants described how a culture of adaptability, learning, and continuous improvement contributed to their ability to manage and recover from disruptions. Organizations that fostered a resilient culture encouraged innovation, promoted collaboration, and supported employees in developing the skills needed to handle disruptions. One participant mentioned, “Our company culture is very focused on learning and adapting. We encourage employees to come up with new ideas and solutions when faced with challenges.” This emphasis on cultural aspects of resilience was seen as a critical factor in enabling organizations to respond effectively to supply chain disruptions and maintain their operational stability. In addition to these themes, the findings highlighted several specific strategies and practices that organizations employed to enhance their resilience. For example, participants discussed the use of multi-sourcing strategies to reduce reliance on single suppliers and build more resilient supply chains. They also mentioned the importance of maintaining buffer stocks and safety inventories to ensure continuity of supply during disruptions. Other strategies included investing in supplier development programs, enhancing supply chain visibility through advanced tracking systems, and leveraging technology to improve demand forecasting and inventory management. These practices were seen as essential components of a comprehensive approach to building supply chain resilience. The findings also revealed that the implications of supply chain disruptions extended beyond operational and financial impacts to include reputational and relational dimensions. Participants described how disruptions could lead to delays in product delivery, shortages of critical goods, and declines in customer satisfaction, which could damage an organization’s reputation and erode trust among stakeholders. Managing these reputational risks was seen as a critical aspect of organizational resilience. Participants emphasized the importance of transparent and timely communication with stakeholders, including customers, suppliers, and employees. For example, one manager from the retail sector mentioned, “During disruptions, it’s crucial to keep our customers informed about the situation and what we’re doing to address it. This helps to maintain their trust and manage their expectations.” Overall, the findings from the interviews provided a comprehensive understanding of the implications of supply chain disruptions on organizational resilience. The themes of agility, collaboration, risk management, strategic planning, technology integration, leadership, and organizational culture emerged as critical factors in shaping the resilience of supply chains and enabling organizations to manage and recover from disruptions. The experiences and insights shared by participants highlighted the multifaceted nature of resilience and the various strategies and practices that organizations can employ to enhance their ability to navigate supply chain challenges. These findings contribute valuable insights to the field of supply chain management and provide practical guidance for organizations seeking to build more resilient supply chains.

The exploration of supply chain disruptions and their implications for organizational resilience has provided rich insights into the multifaceted nature of resilience in contemporary supply chains. The findings from the study underscore the critical importance of agility, collaboration, risk management, strategic planning, technology integration, leadership, and organizational culture in shaping organizational resilience. These elements are not merely isolated factors but interact dynamically to enhance the ability of organizations to manage and recover from disruptions. The discussion integrates these findings with the existing literature and highlights practical implications for supply chain management. Agility emerged as a cornerstone of organizational resilience, reaffirming the perspectives offered by Swafford et al. (2008) and Christopher and Holweg (2011). The ability of organizations to rapidly adapt to changing conditions was pivotal in managing disruptions effectively. The experiences shared by participants, particularly those who navigated the complexities of the COVID-19 pandemic, highlight how agility in adjusting production schedules, sourcing strategies, and distribution networks can mitigate the impact of disruptions. This aligns with Gligor et al. (2019), who emphasize that supply chain agility involves not only responsiveness but also the capacity to reconfigure operations swiftly in the face of unexpected challenges. The practical implications suggest that organizations should invest in developing flexible supply chain structures and processes that enable quick adaptation to unforeseen events. Collaboration across the supply chain was also identified as a critical factor in enhancing resilience. The findings echo the arguments made by Barratt (2004) and Scholten and Schilder (2015), who emphasize that effective collaboration involves seamless communication and coordination among all stakeholders. Participants in the study highlighted how strong relationships with suppliers and effective communication facilitated quicker responses to disruptions, providing a collective strength in managing supply chain challenges. This collaborative approach not only improves operational responses but also fosters trust and resilience at the network level. Practical steps include fostering long-term partnerships with suppliers, promoting transparency, and establishing robust communication channels to enhance collective resilience. Risk management practices were consistently highlighted as essential for building supply chain resilience. The proactive identification and mitigation of risks, as discussed by Blackhurst et al. (2011) and Ponomarov and Holcomb (2009), were evident in the practices employed by participants. The regular conduct of risk assessments, development of contingency plans, and diversification of supply bases were critical in anticipating and preparing for potential disruptions. The experiences shared by participants during the COVID-19 pandemic illustrate the value of robust risk management frameworks in navigating uncertainties. Organizations should prioritize developing comprehensive risk management strategies that encompass risk identification, assessment, and mitigation to enhance their resilience. Strategic planning and the development of contingency plans emerged as vital components of resilience. Participants’ use of scenario planning and stress testing reflects the approaches advocated by Blackhurst et al. (2011) and Tomlin and Snyder (2006). These practices enable organizations to prepare for various disruption scenarios and develop actionable response strategies. The integration of strategic planning with long-term considerations such as supply chain redesign and investment in resilience-building initiatives was particularly highlighted during the pandemic. The findings suggest that organizations should incorporate scenario planning and stress testing into their strategic planning processes to enhance their preparedness for disruptions. Technology integration was identified as a significant enabler of supply chain resilience. The findings align with the views of Ivanov and Dolgui (2021) and Queiroz et al. (2020), who highlight the role of digital technologies in enhancing supply chain operations and resilience. Participants described how technologies such as advanced analytics, artificial intelligence, blockchain, and the Internet of Things (IoT) provided valuable tools for managing disruptions. These technologies enable real-time visibility, monitoring of potential risks, and data-driven decision-making. Practical implications include investing in digital technologies to enhance supply chain visibility, optimize operations, and improve resilience. Leadership played a pivotal role in shaping organizational resilience. Effective leadership, as discussed by Denyer (2017) and Pettit et al. (2019), involves setting a clear vision for resilience, fostering a culture of adaptability, and ensuring the necessary resources and capabilities are available. Participants highlighted how proactive and supportive leadership guided response efforts and facilitated communication with stakeholders during disruptions. The findings underscore the importance of leadership in coordinating responses and building a resilient organizational culture. Organizations should prioritize leadership development programs that emphasize resilience, adaptability, and effective crisis management. The role of organizational culture in enhancing resilience was also evident in the findings. A culture of adaptability, learning, and continuous improvement, as suggested by Denyer (2017) and Wieland and Wallenburg (2013), contributed significantly to managing and recovering from disruptions. Participants described how their organizational cultures encouraged innovation, promoted collaboration, and supported employees in developing the skills needed to handle disruptions. The practical implications suggest that organizations should foster a resilient culture by encouraging innovation, promoting continuous learning, and supporting employee development. The findings also highlighted several specific strategies and practices employed by organizations to enhance their resilience. These included multi-sourcing strategies, maintaining buffer stocks and safety inventories, investing in supplier development programs, and leveraging technology for demand forecasting and inventory management. These practices reflect a comprehensive approach to building supply chain resilience and underscore the importance of a multi-faceted strategy. Organizations should consider adopting a combination of these practices to enhance their resilience and ensure continuity of supply during disruptions. The implications of supply chain disruptions extend beyond operational and financial impacts to include reputational and relational dimensions. Participants’ experiences illustrate how disruptions can lead to delays, shortages, and declines in customer satisfaction, which can damage an organization’s reputation and erode stakeholder trust. Managing these reputational risks involves transparent and timely communication with stakeholders, as highlighted by Pettit et al. (2019). Practical steps include developing effective communication strategies, managing stakeholder expectations, and maintaining transparency during disruptions to protect and enhance organizational reputation. Overall, the discussion integrates the findings with existing literature and highlights the practical implications for enhancing supply chain resilience. The themes of agility, collaboration, risk management, strategic planning, technology integration, leadership, and organizational culture emerged as critical factors in shaping resilience. The experiences and insights shared by participants provide valuable guidance for organizations seeking to build more resilient supply chains. As organizations continue to navigate an increasingly complex and dynamic environment, these findings offer practical strategies for enhancing their resilience and ensuring long-term success.

The qualitative exploration of supply chain disruptions and their implications for organizational resilience has yielded a nuanced understanding of the factors that contribute to resilience in contemporary supply chains. This study highlights the critical importance of agility, collaboration, risk management, strategic planning, technology integration, leadership, and organizational culture in enhancing resilience. Through in-depth interviews with supply chain managers and executives from diverse industries, the research underscores the multifaceted nature of resilience and provides practical insights into how organizations can effectively manage and recover from disruptions. Agility stands out as a cornerstone of organizational resilience, enabling organizations to quickly adapt to changing circumstances and mitigate the impact of disruptions. The ability to pivot rapidly in response to unforeseen events, such as the COVID-19 pandemic, underscores the need for flexible supply chain structures and processes. Collaboration with suppliers, customers, and other stakeholders plays a vital role in enhancing resilience by fostering strong relationships, facilitating information sharing, and coordinating responses to disruptions. This collaborative approach not only improves operational responses but also builds trust and resilience at the network level. Risk management practices are essential for anticipating and mitigating potential disruptions. The proactive identification of risks, development of contingency plans, and diversification of supply bases are crucial strategies for building supply chain resilience. Strategic planning, including scenario planning and stress testing, further enhances preparedness by enabling organizations to develop actionable response strategies for various disruption scenarios. Technology integration emerges as a significant enabler of resilience, providing tools for real-time visibility, risk monitoring, and data-driven decision-making. Digital technologies such as advanced analytics, artificial intelligence, blockchain, and the Internet of Things (IoT) offer valuable capabilities for managing supply chain operations and disruptions. Effective leadership is pivotal in shaping organizational resilience, providing direction, support, and clear communication during crises. Leadership that fosters a culture of adaptability and learning contributes significantly to the organization’s ability to manage and recover from disruptions. A resilient organizational culture, characterized by innovation, collaboration, and continuous improvement, further enhances the ability to navigate supply chain challenges. Specific strategies such as multi-sourcing, maintaining buffer stocks, and investing in supplier development programs are also critical components of a comprehensive approach to building resilience. The implications of supply chain disruptions extend beyond operational and financial impacts to include reputational and relational dimensions. Managing reputational risks through transparent and timely communication with stakeholders is essential for maintaining trust and protecting organizational reputation during disruptions. The study’s findings offer practical guidance for organizations seeking to enhance their resilience, emphasizing the importance of a holistic approach that integrates agility, collaboration, risk management, strategic planning, technology, leadership, and culture. In conclusion, the research provides valuable insights into the complex and dynamic nature of supply chain resilience. By understanding and addressing the factors that contribute to resilience, organizations can better navigate the uncertainties and challenges of the contemporary supply chain environment. The practical strategies identified in this study offer a roadmap for organizations to enhance their resilience, ensuring continuity of operations and long-term success in the face of disruptions. As the business landscape continues to evolve, the importance of building and sustaining resilient supply chains cannot be overstated.