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Introduction
The growing complexity of managing global supply chains and meeting exacerbating customer requirements has made organisations more aware of their operational and economic vulnerability to threats from the macro environment: every business activity has an inherent risk of unexpected disturbances that can lead to financial losses and in some cases firm closures ([60] Skipper and Hanna, 2009). Building supply chain resilience can help to reduce and overcome exposure (vulnerability) to risks ([45] Peck, 2005; [61] Svensson, 2000; [62] Tang, 2006; [70] Wagner and Bode, 2006) through developing strategies that enable the supply chain to recover to its original (or an improved) functional state following a disruption ([32] Jüttner and Maklan, 2011). However, despite growing requirements for firms to develop proactive and comprehensive risk management processes, such as building resilience, theory offers little help or guidance ([24] Hale and Moberg, 2005).
The academic supply chain management (SCM) literature fails to move beyond theory to offer management guidance on the implementation and operationalisation of the concept of supply chain resilience. There are few studies on the topic to date, so the research picture is incomplete and lacks specific and important practitioner insights ([31] Jüttner, 2005). In contrast, detailed practical guidance on how to manage disasters and inherent disruptions is provided by government agencies such as the Federal Emergency Management Agency (FEMA) in the USA or the Humanitarian Aid and Civil Protection department of the European Commission (ECHO). This guidance is based on general, practitioner-based disaster management processes and has developed independently of theory. The purpose of this research is to combine theory and practice to develop an integrated supply chain resilience framework by investigating the inter-dependencies between the strategic literature based frameworks of supply chain resilience and operational practitioner based emergency management processes.
To, firstly, address this gap and, secondly, establish a greater understanding of how organisations can build supply chain resilience, we consider an in-depth, qualitative case study in the disaster management context. There is a growing appreciation that unique contexts, often demonstrating extreme situations ([5] Bamberger and Pratt, 2010), can provide critical insights that offer potent depictions of some of the target phenomenon's characteristics (here supply chain resilience). In addition, "general" supply chain operations can benefit from research into disaster SCM ([14] Christopher and...