Organizational Resilience Through Supply Chain Process Management

In an escalating global disruption climate, supply chain resilience has become vital for sustaining organizational performance. Using the COVID-19 pandemic as a contextual lens, this dissertation explores the ways in which organizations can strategically leverage process management to build operational and supply chain resilience in response to external shocks. Anchored in resilience theory and the Supply Chain Operations Reference (SCOR) model, this qualitative study employs a single-case analysis of Dematic, a global leader in supply chain automation solutions. Data from semi-structured interviews and organizational records revealed a dynamic, phased resilience process—status quo, shock, pivoting, adapting, and normalizing—demonstrating how internal process adaptations support organizational continuity. Key strategies include supply chain visibility, digital transformation, strategic sourcing, and cross-functional integration. These findings affirm and extend resilience frameworks by illustrating how deliberate process management interventions can foster agility, redundancy, and structural robustness. The study contributes theoretically by integrating SCOR and resilience theory into a cohesive, actionable framework and offers practical insights for global firms navigating volatility. It underscores that resilience is not merely reactive recovery but a proactive, process-driven capability rooted in organizational design and planning.