Investing in resilience beyond traditional risk management can deliver long-term operational, financial, and competitive advantages, turning adaptive capacity into a strategic asset for future-ready supply chains.
In today’s world of persistent supply chain disruption—including pandemics, trade wars, traditional wars, and intensifying natural disasters—resilience has become a primary topic in supply chain circles. In fact, it appears most often in session titles at the upcoming Council of Supply Chain Management Professionals (CSCMP) EDGE event, surpassing sustainability and AI.
Yet, resilience remains elusive for many companies because it is difficult to define and measure, making initiatives difficult to justify. Managers often approach resilience through risk management, aiming to reduce or eliminate specific risks. A better strategy is to build resilience action: the ability to adapt core supply chain capacities to shifting market conditions.
Read the full article, published in the September/October 2025 issue of Supply Chain Management Review, below.