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1. Introduction
1.1 Background
Supply chain management involves all activities associated with the flow of goods, money, information and the effective management of these resources across different organizations (Tavana et al., 2016; Azevedo et al., 2013; Siddiqui et al., 2012). Although the goal of supply chain management is to achieve the effectiveness of the product flow and increasing supply chain profitability, however, every activity in a supply chain has inherent risk due to the existence of uncertain and vague information and is potentially subject to disturbances, which can affect the performance of the whole system (Pournader et al., 2016).
Quick recovery after a disruption is crucial for the success of any organization. Sheffi and Rice (2005) propound that organizations can decrease the required recovery time by employing the concept of resiliency in the supply chain. Conversely, if an organization fails to quickly and effectively recover after a disruption, the induced risk negatively influences its supply chain resilience (SCRE). As Pettit et al. (2013, 2019) state, higher resiliency improves supply chain performance and aids an organization to attain a competitive advantage in the market. Hohenstein et al. (2015) elucidate the reason why organizations struggle recovering from disruptions is that they do not have a clear understanding of SCRE, its benefits and even the implementing process. Therefore, enterprises must become aware of what SCRE is and how it maintains supply chain performance in the event of a disruption.
As an organizational term, resiliency describes the capability of an enterprise to preserve effective performance under challenging and emergent circumstances (Bunderson and Sutcliffe, 2002). From a supply chain management perspective, SCRE is the adapting ability of the system to simultaneously face unpredictable events, address disorders and solve them, ensuring operational continuity. In such scenarios, there is a right level of communicability while having control over the organizational functions and operations (Kaviani et al., 2016; Ribeiro and Barbosa-Povoa, 2018). Resilient processes are fast, flexible and capable of changing immediately. Therefore, a resilient supply chain can reconcile its structure in case of disruptions, to recover consequently, or to achieve a better state of supply chain operations (Kamalahmadi and Parast, 2016).
Several authors (i.e. Brandon-Jones et al., 2014; Colicchia et al., 2010; Ribeiro and Barbosa-Povoa,...