Abstract

This paper addresses supply chain resilience as a combination of preparedness, operational adaptation and recovery after disruption. Drawing on supply chain management research and OECD analytical reports, it develops a two-dimensional decision matrix based on the criticality of an input and the substitutability of its supplier. Scenario planning, supplier segmentation, alternative routes and recovery-time indicators are discussed. The proposed approach balances resilience measures against their costs and warns against treating diversification as an automatic solution. The framework is conceptual and requires validation in company-level cases.