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This paper’s main aim is to check the mediating effect of supply chain memory in the relationship between using digital technologies and both supply chain resilience and robustness. In addition, the impact of the COVID-19 disruption was tested as a moderator of the impact of supply chain memory on supply chain resilience and robustness.

Altogether, 257 supply chain managers answered the questionnaire, and data were analysed through structural equation modelling.

This paper contributes to theory and practice by demonstrating that the experience, familiarity and knowledge to deal with disruptions partially mediate the relationship between digital technologies, resilience and robustness. Moreover, our results show that memory is less efficient for the supply chain to maintain an acceptable level of performance in case of a new extreme disruptive event like COVID-19. The full model was able to explain 36.90% of supply chain memory, 41.58% of supply chain resilience and 46.21% of supply chain robustness.

The study helps to understand how to develop supply chain memory, positioning digital technologies as an antecedent of it. The impact of supply chain memory on supply chain resilience and robustness is proved. Knowledge about the impact of industry 4.0 technologies on disruption management is quantitatively improved. It demonstrates that digital technologies impact resilience and robustness mainly through supply chain memory. The study proves that supply chain memory is less efficient for the chain remains effective when a non-routine disruptive event occurs, but it is still imperative to recover from it.

There is a well-documented trend among businesses for applying continuously improving, technologically-supported processes. This trend, in part, responds to evolving and challenging business environments and competitive pressures. It also increasingly mandates the need for businesses to invest in improving their digital capabilities and is driven by the expectation that such investments will better equip them for uncertain times. The COVID-19 pandemic presented disruptions to the supply chain, logistics, operations, market demand and labour supply, with industry reports providing evidence that businesses with digital capabilities were better able to respond to such disruptions promptly and appropriately. The study aims to investigate the effects of Industry 4.0 (I4.0) technologies on business operations and supply chain resilience.

The authors surveyed 117 Australian manufacturing firms using an online survey and analysed the data by using the partial least square structural equation modelling method.

The authors found I4.0 capabilities directly and positively impact supply chain resilience and that incremental innovation acts as a complementary mediator for the I4.0 technologies’ relationship with supply chain resilience. I4.0 technology capability needs to first transfer to incremental innovation for operations resilience. The authors also found that incremental innovation and operations resilience are serial mediators in the relationship between I4.0 technologies and supply chain resilience.

This research linked the three research areas of I4.0 implementations, innovation capabilities and resilience. To the best of the authors’ knowledge, there has not been a previous study that investigated all three constructs together. Also, this study considered operations resilience and supply chain resilience as two distinct constructs and found I4.0 technologies had differential effects on them. The findings, thus, provide a novel contribution to the resilience, organizational capability and innovation literature. The investigations make clear to business practitioners how investments in technology and innovation capabilities translate into the resilience that is required in periods of disruption to business certainty.

A globalized world demands proactive tactics from organizational supply chains. Companies should be capable of mitigating the impacts of natural and manmade disasters, which requires that they understand their stages of maturity and resilience. This study develops a theoretical model of the relationship between maturity and resilience, seeking to guide decision-making about aligning these two concepts.

A systematic literature review was conducted to identify the constructs that form the basis for our proposed maturity and resilience model.

The authors identified the key constructs related to maturity and resilience by analyzing the existing literature and selected 13 constructs and 3 maturity stages to construct our maturity and resilience model.

This research contributes to the supply chain management literature, especially that involving the themes of maturity and resilience. It can encourage research to develop future empirical research in the field to validate and overcome the limitations of the initial model the authors propose.

The authors’ proposed model supports supply chain managers in establishing strategies to increase resilience based on the maturity of the chains they manage, enabling them to face crises such as the coronavirus disease 2019 (COVID-19) pandemic.

The model presents a holistic view of maturity and resilience in supply chains contributing to supply chain theory by examining the alignment between the two themes.

The study aims to review state-of-art literature on supply chain resilience in SMEs in the context of the coronavirus (COVID-19) pandemic and provides a comprehensive view of insights gained, gaps identified and suggests potential areas of future research.

Using a thorough search strategy, 46 articles were found relevant for this study. Each of these articles was further reviewed, classified and analysed to highlight the development of literature in this field and identify the significant focal area of research in this domain.

The classification of studies indicates a growing number of articles in the last two years with a significant focus on multiple industries and survey-based research design. The study's findings suggest that literature on supply chain resilience in SMEs falls into four categories: supply chain resilience principle, impact of COVID-19 pandemic on SMEs, strategies for developing supply chain resilience and role of Industry 4.0 technologies in supply chain resilience. We also identified knowledge gaps and suggested directions for future research to catalyse studies at the interface of supply chain resilience, SMEs and COVID-19 pandemic.

The generalisability of this study can be limited to a specific population of online databases and selected time periods chosen for a particular period.

The study provides a structured literature review on studies published between 2012 and 2022 for the use of academicians and practitioners. Findings will be of great value for SMEs to improve their resilience during the uncertain business environment.

One of the most important components of healthcare is the timely delivery of pharmaceutical products, such as life-saving medicines. However, disruptions like COVID-19 bring new challenges and risks to the pharmaceutical supply chain (PSC) and healthcare organizations that impact their operational performance. This study focuses on mitigating risks in India's generic medicine supply chain (GMSC) as a result of various disruptions, which can assist policymakers develop appropriate plans and strategies to build resilience in the Jan Aushadhi Scheme (JAS) of micro, small and medium enterprises (MSMEs) in order to improve their overall performance.

Risk-causing vulnerabilities and resilience capabilities are identified from the literature review and expert's opinions. Following that, the vulnerabilities are classified into cause-and-effect vulnerabilities, and supply chain resilient capabilities (SCRCs) are measured using a hybrid fuzzy DEMATEL and best worst method (FDEMATEL-BMW) framework.

The outcome of the study reveals that transportation breakdown, loss of human resources and loss of suppliers are the potential risk-causing vulnerabilities that lead to vulnerabilities like shortages of medicines, loss of in-hand stock qualities and loss of sales/revenue. In addition, the analysis suggests that the sustainability of an organization with maximum weightage is the critical factor for building resilience in GMSC followed by flexibility, agility and visibility.

The integration of resilience into Jan Aushadhi GMSC can help in managing disruptions efficiently and effectively to mitigate risk and optimize MSMEs overall performance.

To the best of the authors’ knowledge, this work will be the first of its kind to model resilience in GMSC of MSMEs using a hybrid framework.

In the past decade, firms have become more aware of supply chain disruptions and their impact on the firm. Developing a supply chain resilience organizational culture has been proposed as an effective way to manage supply chain risks. This study intends to explore how the geographical location risks impact the decision to develop a supply chain resilience strategy, in particular, to anticipate the disruption proactively and have a business continuity plan in place. Using a unique database including thousands of manufacturing locations that belong to over 7,000 firms across 102 countries, we test three hypotheses to understand if geographical location risks, frequency of disruptive events, and the region in which a site is located are factors for the likelihood of a firm having a business continuity plan at their locations. The study also seeks to understand if there are regional effects and firm effects affecting the decision to develop resilience. With a particular focus in Latin America and the firms with a manufacturing presence in that region. The main findings of the study are that natural disaster risks do tend to develop a culture of resilience, while macroeconomic risks tend to do the opposite. These results remain stable for firms' effects. The Latin America region shows no observable statistical difference in developing resilience compared to the Asia region. While the Northern America region shows more resilience compared to Asia. We conclude that economic risk is less predictable and harder to develop a plan for than disruptions, such as natural disasters. The findings of this study present an opportunity for governments to develop resilience plans that can make their countries more attractive for investment to multinational firms looking to establish new manufacturing locations around the world.

This study aims to provide a rich learning opportunity from COVID-19 crisis for making resilient supply chain by adopting new strategies for the procurement system.

The systematic literature review has been conducted from the year 2012 to 2022 with the objective of developing procurement system for resilient supply chain. Fifty-four research papers are selected for this study.

The study exhibits that procurement function makes a significant contribution in creating supply chain resilience in the time of COVID-19 pandemic. The COVID-19 emergency has enforced companies to operate in new ways to face supply chain disruptions. The new strategies and actions appropriate for resilient procurement system have been identified.

This study is limited to the papers that were indexed in the Scopus database. It has also been limited to the procurement function and supply chain resilience.

This research highlights strategies for supply chain resilience to improve the business performance in COVID-19 or similar types of crisis.

The originality of this paper is to identify the strategies and new practices followed in procurement function to improve the supply chain resilience. This study suggests directions for future research on the integration of procurement and manufacturing for making resilience in the supply chain.

The purpose of this study is to identify and prioritize capabilities and practices to ensure a resilient supply chain during an unexpected disruption. In addition, this study ranks maturity factors that influence the main capabilities identified.

This paper is conducted in three stages. First, capabilities and practices are extracted through a literature review. Second, capabilities and practices are ranked using the analytical hierarchical process method. Third, a gray technique for order preference by similarity to ideal solution method is used to rank maturity factors influencing capabilities.

The findings indicate that responsiveness, readiness, flexibility and adaptability are the most important capabilities for supply chain resilience. Also, commitment and communication are the highest maturity factors influencing resilience capabilities.

The findings provide a hierarchical vision of capabilities and practices for industries to increase resilience. Limitations of the paper are related to capabilities, practices and number of experts consulted.

This paper highlights the importance of high-maturity practices in resilience capability adoption. The findings of this study will encourage decisions-makers to increase maturity practices to build resilience against disruption.

The paper reveals that developing powerful capabilities, good practices and a high level of maturity improve supply chain resilience.

Building supply chain resilience is increasingly recognized as an effective strategy to deal with supply chain challenges, risks and disruptions. Nevertheless, it remains unclear how to build supply chain resilience and whether supply chain resilience could achieve a competitive advantage.

By analyzing the data collected from 216 firms in China, the current study empirically examines how information technology (IT) capability and supply chain collaboration affect different forms of supply chain resilience (external resilience and internal resilience) and examines the performance implications of these two forms of supply chain resilience.

Results show that IT capability is positively related to external resilience, whereas supply chain collaboration is positively related to internal resilience. The combination of IT capability and supply chain collaboration is positively related to external resilience. In addition, internal resilience is positively related to firm performance.

This study used only cross-sectional data from China for hypothesis testing. Future studies could utilise longitudinal data and research other countries/regions.

The findings systematically assess how IT capability and supply chain collaboration contribute to supply chain resilience and firm performance. The results provide a benchmark of supply chain resilience improvement that can be expected from IT capability and supply chain collaboration.

The study findings advance the understanding of supply chain resilience and provide practical implications for supply chain managers.

Rethinking how to build resilience in supply chains is once again highlighted by COVID-19. Research on supply chain resilience has established flexibility as a firm-level antecedent that contributes to supply chain resilience. However, the authors know little about how supply chain flexibility is developed within a firm. Drawing on social capital theory, the authors claim that the way supply chain managers are embedded in their social networks plays a critical role in developing this antecedent. Specifically, the authors hypothesize that supply chain managers' structural and relational embeddedness in their reference network, comprised of individuals from whom they seek advice, is instrumental to developing supply chain flexibility, which subsequently enhances the firm's supply chain resilience.

Survey data collected from 485 manufacturing firms in Australia and Hayes and Preacher's (2014) parallel multiple mediator model were employed to empirically test the hypotheses.

The findings of the study establish that supply chain managers' structural and relational embeddedness in their reference network indeed have implications for developing supply chain resilience. Furthermore, the mediator through which managers' social embeddedness influences supply chain resilience is identified in the current study.

The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers' social capital play in developing the resilience of their firm.