Content area
Full text
1. Introduction
The reversal or deceleration of globalization, driven by factors such as natural disasters, trade disputes, political tensions, regional instability, pandemics and global economic crises, has led to increased uncertainty and risks in international trade. This, in turn, significantly increases the likelihood of supply chain disruptions, thereby challenging the security and stability of supply chains (Rodríguez-Espíndola et al., 2022; Gong et al., 2020). Supply chain resilience (SCR) enables enterprises to respond to uncertainties and unforeseen events, maintain business continuity, recover quickly and adjust operational strategies when confronted with external shocks (Qader et al., 2022; Shi et al., 2023), thereby ensuring the stability and reliability of the supply chain. Manufacturing, as a critical industry for enhancing a nation’s overall strength, not only drives economic growth and technological innovation but also plays a pivotal role in the stability of the national industrial chain (Cui et al., 2023). Therefore, strengthening the resilience of manufacturing supply chains is crucial for promoting the sustainable development of the real economy, enhancing overall competitiveness and enabling enterprises to better withstand external shocks.
The emergence of the Internet has compelled senior executives to recognize the transformative potential of digital technology in gaining a competitive advantage (Dubey et al., 2023). Digital transformation (DT) represents a new trend in the integration and development of traditional manufacturing enterprises within the digital domain. Companies that implement DT strategies can achieve sustained benefits (Hamdy, 2024). Therefore, DT is not merely a strategic option, but an imperative for many enterprises. Although DT brings substantial benefits to manufacturing, its implementation still faces several challenges, including required investments (Fang and Liu, 2024), workforce adaptation issues (Nicolás-Agustín et al., 2022), organizational flexibility (Dubey et al., 2021) and concerns about data management and security. Consequently, the potential of DT to enhance SCR remains underrecognized. Faruquee et al. (2021) emphasized the importance of effectively applying technology in DT efforts to strengthen SCR. Although many organizations are engaged in advanced technological updates and management practices (Niu et al., 2023), and have adopted appropriate technologies for transformation, these companies have failed to fully leverage the potential of DT due to inefficient management capabilities and a lack of focus on effective execution, which has led to unmet...