This starts with strategic supplier management, which means proactively selecting, segmenting, and developing relationships with vendors who can deliver under pressure. By giving buyers access to a broad, diversified supplier network, organizations can improve their supply chain flexibility. Because of this, resilience and flexibility are strategic imperatives when it comes to bolstering your business against inevitable disturbances. Unlike traditional risk management, which often focuses on prevention and contingency plans, modern resilience strategies are adaptive by design. It has therefore been argued that the complexity of supply chains requires complementary measures such as supply chain resilience. For example, companies can use hedging strategies or long-term contracts to stabilize costs and reduce the financial impact of price volatility.

Developing supply chain resilience (#138) presumes that businesses can rapidly recover from disruptions (#57) by either returning to regular operations or advancing to a higher level of operational efficiency (Ponomarov & Holcomb, 2009; Tukamuhabwa et al., 2015). Each node plays a role as an individual paper, and each edge is constituted based on the common keyword (i.e. in a network, the strength of a connection between two nodes is proportional to the number of times a certain keyword appears in both papers). We extracted and evaluated the full texts of these 391 articles to confirm their methodological rigor and their explicit focus on supply chain resilience, sustainability, uncertainty, or disruption. To answer the first research question, we conduct a comprehensive network analysis, combining a keyword co‐occurrence network and a research focus parallelship network, to systematically map and identify the primary research streams in supply chain resilience. Sustainable supply chain management has broadened over time from a primary concern with cost savings and environmental protection to encompass critical social dimensions (Khan et al., 2023b). Current literature illustrates supply chain resilience as a multi-dimensional concept, combining proactive and reactive approaches, dynamic internal capabilities, relational collaboration, and technological advancements (Susitha et al., 2024).

To strengthen supply chain resilience, companies can consider a combination of proactive planning, technology adoption and operational flexibility. Cluster 1 has 134 publications, whereas Clusters 2 and 3 include 29 and 131 papers, respectively, indicating that researchers emphasise creating supply chain resilience and developing strategies when disruptions occur. In short, supply chain resilience in a post-COVID-19 environment depends on proactive measures that enable rapid response to evolving risks and uncertainties, safeguarding both continuity and competitiveness (Modgil et al., 2022; Ozdemir et al., 2022).

First, although our conceptual mapping was comprehensive, there was a notable shortage of empirical studies that tested these integrated frameworks across diverse geographical and industry contexts. Scholars in this stream leveraged methods such as stochastic programming, chance‐constrained models, and MCDM to formulate frameworks that enabled supply chains to operate efficiently even under worst‐case scenarios. Integrating ERP and MES data into a unified risk analytics layer ensures data consistency, enabling swift optimisation of supply chain responses. Companies can deploy digital twin frameworks on cloud platforms to simulate disruption scenarios—such as port closures or supplier failures—and conduct what-if analyses for robust contingency planning.

Risks in Supply Chain Management

In all range of systems, elevating the level of uncertainty can potentially result in supplementary costs, leading to an escalation in the estimated cost of the entire network (Juan et al., 2018). This lack of a comprehensive approach means that uncertainty might lead to additional costs and operational inefficiencies (Wang et al., 2024). To familiarise with the concepts potentially encountered in this research, a comprehensive literature review was conducted to understand the significance of critical concepts. The primary purpose of this review is to map and evaluate the diverse body of literature on sustainable and resilient supply chains, to uncover the underlying research streams and identify critical gaps. Supply chain resilience can be improved in many ways, where one of the most effective is to design systems that can adapt quickly to new circumstances by modifying their strategic assets (Christopher & Peck, 2004; Damtew & Goshu, 2024; Jain et al., 2017). The field of supply chain management also recognises the importance of resilience, and substantial knowledge has been generated on the factors contributing to resilience and its impact on performance (Wieland & Durach, 2021).

Building supply chain resilience: Where to start

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Given their susceptibility to disruptions and risks, these industries are the focus of numerous researchers. Even though many papers have varied case studies and themes, the food, automotive, and manufacturing sectors are highlighted as keywords in 31 of them. The implications also show the trend that follows in the papers published in the mentioned period.

To address this issue, the probability of scenarios can be regarded as to mitigate the solutions’ conservatism (Bertsimas & Thiele, 2006). However, this approach may result in overly conservative robust solutions as it considers all possible scenarios. There are several forms of robust optimisation, each with its own unique characteristics based on the structure of the problem and applications. Automotive companies can strengthen the resilience of their supply chains through the implementation of numerous resilient techniques (Kaviani et al., 2020).

• Supply chain resilience is «the capacity of a supply chain to persist, adapt, or transform in the face of change».
• The companies that are best positioned for the future are those that design supply chains that flex rather than fracture.
• Researchers in Quadrant 2 typically focus on algorithmic refinements, specialised modelling, and scenario analyses.
• The companies that measure resilience outperform those that don’t—especially in periods of volatility.
• This lack of a comprehensive approach means that uncertainty might lead to additional costs and operational inefficiencies (Wang et al., 2024).

Initially, sustainable efficiency across the Triple Bottom Line (TBL) in supply chains faces significant challenges that demand reinforcement. Furthermore, supply chain management (#70) fundamentally depends on both sustainability (#45) and resilience (#138). The concept of https://autonow.net/if-you-need-to-transport-something.html supply chain management (#70) is broadened by an all-encompassing framework that examines the full range of internal and external factors influencing a company’s resilience (#138) (Pettit et al., 2019). In this section, we turn our attention to the critical findings gleaned from two distinct network analysis techniques, namely KCON analysis and RFPN analysis. Involve \(N\) nodes in a network to see how often keywords appear together (Rajagopal et al., 2017). The network’s central keyword represents the cluster’s focus, while the arrows between keywords reflect the depth of their interconnection.

As can be seen, these methodologies constitute the core of this cluster, and many of them are used to design supply chain resilience that can be resilient in the face of uncertainty, disruptions, and risks. The researchers in this cluster use stochastic programming, robust optimisation, MCDM, fuzzy logic, and multi-objective optimisation since they explore the effect of resilience strategies and approaches on supply chain management. The clusters suggest a multi-faceted approach to supply chain resilience research, where optimisation, technology adoption, and disruption and risk management strategies are vital considerations. Cluster 1 was designated as “Optimisation for supply chain resilience”, Cluster 2 was labelled “Technology adoption for supply chain resilience”, and the third cluster was titled “Resilience strategies against disruptions and risk management”.

Future research can focus on designing the internal processes and decision support systems that either contribute to or mitigate the ripple effect. The proposed methodology involves formulating an objective function that seeks to minimise the expected costs. The solutions obtained by p-robust, ensure that the close regret of the solutions does not surpass 100% P in any given scenario (Snyder & Daskin, 2006). The p-robust approach integrates two objectives, specifically the minimisation of expected costs and the minimisation of the worst-case costs, by reducing the expenses scheduled while constraining the relative regret in each scenario. The Mulvey method has been widely applied in various domains such as supply chain management, logistics, and inventory control, as evidenced by the existing literature.

The overall goal is to create supply chains that are resilient enough to absorb shocks and agile enough to transform challenges into opportunities. These systems can use real-time monitoring to adjust supply chain operations dynamically, reducing the adverse effects of both conventional disruptions and sustainability-related challenges (Bussieweke et al., 2024). In this context, risk management must be redefined to encompass not only the mitigation of operational failures but https://labverra.com/articles/beneficiaries-of-5g-technology/ also the proactive management of environmental and social risks (Valinejad & Rahmani, 2018).