Building Enterprise Supply Chain Resilience through Dynamic Capabilities: From Efficiency-First to Resilience-First

The past five years of pandemic, geopolitical realignment and component shortages have exposed the structural fragility of efficiency-first supply chains and have raised supply chain resilience to the level of a strategic priority. The present study addresses that heterogeneity by re-reading the supply chain resilience literature through the dynamic capabilities lens. A structured narrative review was conducted, and fifteen representative studies were coded along the sensing, seizing and reconfiguring microfoundations and across six disruption types; reported standardised coefficients were extracted and synthesised descriptively. The results show that sensing research concentrates on multi-tier visibility, digital twins and predictive analytics, that seizing research centres on the redundancy-flexibility trade-off, and that reconfiguring research addresses regionalisation, reshoring and friend-shoring. The synthesised evidence indicates that seizing levers carry the largest reported effects on resilience and reconfiguring levers the smallest, and that conceptual coverage consistently exceeds empirical validation across all six themes examined. Research attention tracks the salience of recent events, leaving demand-side and financial disruptions under-examined. The study contributes an integrative capability map of a fragmented field and identifies the measurement of capability bundles as the principal research gap.