Despite the progress made in mapping and analysing the extant literature on supply chain resilience, several limitations persist, and multiple avenues for future research remain underexplored. The identification of three distinct clusters underscores the interplay between advanced optimisation methods, digital technologies, and risk mitigation strategies. First, studies in these areas remained theoretical, focusing on mathematical modelling and algorithm development. Future research can focus on designing the internal processes and decision support systems that either contribute to or mitigate the ripple effect. Most studies pay undivided attention to analysing the ripple effect on a macro-level; however, the micro-level dynamics within individual firms are ignored. Among the variables that need to be optimised for supply chain resilience are as follows.

The authors would like to acknowledge the editors and reviewers for their constructive feedback. Such frameworks would have enabled managers to test and compare various risk mitigation strategies, such as buffer inventory versus dual sourcing, and determine the optimal configuration under different conditions. A multi‐stage simulation, optimisation pipeline, which iteratively refined decision variables based on simulated disruption scenarios, could have offered a more robust tool for resilience planning. Another promising research avenue lay in the development of simulation–optimisation frameworks. Future research was urged to explore the development of such models, wherein deep learning algorithms extracted patterns from high‐dimensional data while reinforcement learning agents adjusted decision policies in real time. Furthermore, our review highlighted the potential of emerging methods such as distributionally robust optimisation integrated with reinforcement learning and deep learning.

Horizontal integration, by merging or acquiring other companies, can help companies expand their supply base as well as their customer base, while gaining access to new markets, increasing their market share, and potentially benefiting from economies of scale. Additionally, these strategies may provide companies greater access to end users or governmental incentives. Such measures can also enhance the overall capabilities of the particular destination country, setting the stage for future operations opportunities. These approaches can help address business continuity challenges during uncertain times and diversify away from existing dependencies. Archer anticipates that this study will drive progress in the evolving supply chain for electric aircraft.48 Further, Archer, another eVTOL manufacturer, has signed a Space Act Agreement with NASA to study high-performance battery cells for advanced air mobility and space applications.

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For instance, if a cluster of papers emerges in RFPN on ‘resilience for closed-loop supply chains’, KCON might reveal that these same papers frequently share the keywords ‘circular economy’ and ‘robust optimisation’, showing a methodological synergy. RFPN clarifies how the scholarly conversation fragments or unifies into clusters, while KCON exhibits the semantic or methodological proximities among recurring concepts. During this phase, 620 records were excluded on the grounds of insufficient relevance, thus retaining 391 articles for a full-text review. Our preliminary screening criteria https://uofa.ru/en/pokushenie-na-poluchenie-vzyatki-problemy-kvalifikacii-stati/ excluded non-English publications and non-journal research papers, removing 301 records. The KCON analysis is used to determine the individual fields of study inside each cluster, and RFPN analysis is employed for the cluster analysis. To mitigate the adverse impacts of disruptive events on the supply chain, responding promptly and effectively to available resources is essential.

Flexibility

• To strengthen supply chain resilience, companies can consider a combination of proactive planning, technology adoption and operational flexibility.
• Such interdependencies amplify vulnerabilities while also creating opportunities for adaptive and resilience strategies, thus necessitating a multidimensional understanding of systemic risk and resilience (Berger et al., 2025; Yang et al., 2023).
• Agile organizations can pivot quickly when plans change, creating a more resilient, responsible procurement function.
• Evidently, the food, automotive, and manufacturing industries were emphasised in the literature analysis since recognising the implications of these industries is crucial.
• COVID-19 is present again, indicating research focus on managing disruptions due to such unforeseen events.

To do this, industrial manufacturing and construction companies are leveraging a multitude of strategies, ranging from diversifying their suppliers and seeking new agreements to bringing capabilities in-house and implementing digital technologies, all in an effort to help create resilient and efficient supply chains. They are finding motivations for restructuring through delivery performance, cost reductions, and government incentives, all aimed at profitable growth. These investments could improve efficiency and competitiveness, ultimately leading to cost and operational benefits. Investing in digital technologies can also provide greater supply chain visibility, foster innovation, and strengthen stakeholder relationships.

The high density in this quadrant indicates a mature body of literature, featuring well-established metrics, frameworks, and analytical tools, which collectively shape current debates on global sourcing, operational efficiency, and resilience strategies. As can be seen, these methodologies constitute the core of this cluster, and many of them are used to design supply chain resilience that can be resilient in the face of uncertainty, disruptions, and risks. The clusters suggest a multi-faceted approach https://flarealestates.com/transforming-business-efficiency-with-acumatica-erp-real-world-success-stories.html to supply chain resilience research, where optimisation, technology adoption, and disruption and risk management strategies are vital considerations. High EIC in Table 3 for six keywords (including “resilience”, “supply chain resilience”, “Technology”, “Risk management”, and “Robust optimisation”, “Disruptions”) indicates a close connection between the clusters. Cluster 1 has 134 publications, whereas Clusters 2 and 3 include 29 and 131 papers, respectively, indicating that researchers emphasise creating supply chain resilience and developing strategies when disruptions occur.

• To help reduce exposure to global disruptions and both maintain and boost margins, some manufacturers are looking to be strategic in their supply base restructuring by identifying and targeting specific components of a broader cost equation.
• Beyond this core group, the steep drop reveals a long tail of other journals where fewer articles appear, yet they still contribute to the broader research ecosystem.
• Find out why 89% of executives report that key investments in automation will include generative AI capabilities.
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• There was a pressing need for unified frameworks that simultaneously addressed economic, environmental, and social dimensions, thereby offering a holistic approach to sustainable supply chain management.
• While Mexico has overtaken China to become the lead US trading partner, accounting for a 15.4% share (figure 1), Mexican trade with China has simultaneously increased.3 Now, manufacturers are likely exploring ways to ensure that their Tier 2 and Tier 3 supply networks are sufficiently networked to reduce their raw material and key component exposure.