SUPPLY CHAIN RESILIENCE AS A PREREQUISITE FOR EFFECTIVE COMMERCIAL ACTIVITY OF ENTERPRISES

The full-scale war, the destruction of transport and energy infrastructure, the blocking of seaports and the deep integration of the Ukrainian economy into world commodity markets have transformed supply chain resilience from an operational logistics function into a strategic factor of enterprise survival and competitiveness. The purpose of the paper is to substantiate supply chain resilience as a prerequisite for effective commercial activity, to identify its components and implementation barriers at Ukrainian enterprises and to develop recommendations for business adaptation to a turbulent environment. The study employs systems, structural and functional, and comparative analysis, classification and generalisation, and tabular and graphical presentation of international survey data.Supply chain resilience is defined as a multidimensional managerial capability combining proactive risk anticipation with the capacity to absorb, adapt to and recover from disruptions while sustaining commercial performance. Seven interrelated components are systematised: supplier diversification, strategic safety stock, alternative and multimodal routes, end-to-end digital visibility, operational flexibility, localisation and nearshoring, and integrated risk management. It is established that enterprises investing in supplier diversification and visibility recover from disruptions considerably faster, although digital visibility tools remain limited even among international companies. Ukrainian enterprises adapt mainly through route diversification, nearshoring and informal risk-sharing, while lagging behind in digital visibility and formalised risk management. Four key barriers are identified: limited financial resources of SMEs, a shortage of digital tools, infrastructure damage and a deficit of qualified specialists.The practical value lies in recommendations for post-war recovery: phased adoption of resilience strategies from low-cost diversification to visibility and scenario-planning solutions, public-private cooperation in restoring infrastructure, and integration into European supply chain management standards. The findings may be used by enterprises in designing supply strategies and by public authorities in shaping business support policies.