Building collaborative supply chain resilience: executives' strategies for managing supply chain disruptions through collaboration

Purpose Whilst existing literature suggests that supply chain executives are the main players involved in dealing with supply chain disruptions, we know less about their role in fostering supply chain resilience. This research uses the dynamic managerial capabilities theory to shed light on how supply chain executives contribute to enhancing supply chain resilience through cultivating supply chain collaboration. Design/methodology/approach We conducted a series of mediation analyses employing survey data collected from 598 Australian firms. Findings Three significant managerial antecedents for supply chain resilience supply chain executives' personal relationships, professional experience, and their perceptions of the consequences of supply chain disruptions are introduced. These managerial antecedents are instrumental in establishing more supply chain collaboration and eventually nurturing supply chain resilience. The analyses lend overall support that supply chain executives indeed significantly influence the effectiveness of collaborative relationships that their firms form to hedge against negative consequences of supply chain disruptions. Originality/value This research marks a crucial advancement in the evolution of theories pertaining to the construction of resilience in supply chains. Furthermore, it highlights the paramount role of executives in managing supply chain disruptions, thereby enriching the discourse on resilience in the context of supply chain disruptions.