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1. Introduction
The COVID-19 pandemic has changed the operational conditions of many firms and supply chains on an unprecedented scale. The firms have had to learn how to operate in a highly unstable and unpredictable environment (Choi, 2020; Ivanov, 2020a; Ivanov and Das, 2020; Paul and Chowdhury, 2020a; Singh et al., 2020). During the pandemic, companies have extensively dealt with the concept of resilience, which became of the central supply chain management perspectives. The question then arises: how can these lessons and created resilience assets (i.e. physical and information components for supporting operations under highly uncertain and vulnerable conditions) be meaningfully used in post-COVID-19 supply chain management? (Queiroz et al., 2020; Jang et al., 2021)
Supply chain resilience is the firm's capability to withstand, adapt and recover from disruptions to meet customer demand, ensure target performance and maintain operations in vulnerable environments (Hosseini et al., 2019). Resilience reflects the supply chain's systemic ability to absorb the negative external disturbances and restore the normal operations afterward. As a side note: although some research restricts resilience to post-disruption recovery capabilities, our position is to take a broader view and consider resilience as a compounding function of disruption-resistance and recovery stages, as these stages strongly depend on each other.
Supply chain resilience theory was developed in response to more and more frequent natural and man-made disasters during the first decade of the 2000s. The works by Christopher and Peck (2004), Blackhurst et al. (2005), Sheffi and Rice (2005), Ponomarov and Holcomb (2009), Pettit et al. (2010), Jüttner and Maklan (2011) have developed its theoretical foundations and major definitions which have been rooted in a number of crucial supply chain disruptions. Ivanov (2018a, p. 23) presented a historical overview of severe supply chain disruptions, classifying them as natural disasters (e.g. tsunamis), man-made disruptions (e.g. fire or strike) and financial disruptions (e.g. financial crisis or bankruptcy). These events are considered severe disruption risks in contrast to more “light” operational risks, such as demand fluctuations or delivery delays. Indeed, disruption risks may have a high impact on supply chain operations and performance. These disruptions share a common set of attributes, such as discrete-event orientation (i.e. disruptions as instant events), single feedback control (i.e. a normal operations...