Resilience strategies in the textile industry: framework to strengthen supply chains

Purpose Given limited resources, it is unlikely that firms adopt multiple resilience strategies simultaneously. This study examines the supply chain resilience strategies implemented by companies during actual disruption events, quantifies their relative priorities and extends prior research by incorporating post-pandemic learning, the evolving role of cost-effective digitalization and a dynamic, phase-based resilience framework. Design/methodology/approach We employed a mixed-method approach, conducting a multiple-case study to identify resilience strategies during disruptions, then applying a hybrid Fuzzy-DEA-AHP based on SCOR performance metrics to objectively rank strategies by their empirical efficiency, using data from 154 industry experts. Findings In the readiness phase, low-cost redundancy strategies such as supplier diversification and strategic inventory of critical raw materials ranked highest in efficiency. During the responsive phase, relational and adaptive capabilities, particularly collaboration with suppliers and flexibility in orders and production, emerged as the top-performing strategies. In the recovery phase, firms institutionalized lessons by strengthening workforce development. Digital tools played a supportive, but not dominant role, enhancing resilience only when integrated into core workflows. Practical implications We propose a tiered implementation framework to guide resource-constrained firms: Tier 1 focuses on high-efficiency, low-cost strategies; Tier 2 builds responsiveness through partnerships and modular digital tools and Tier 3 pursues advanced practices through collective action. This approach transforms resilience into a scalable, learning-driven process. Originality/value This study introduces an original methodological approach. Resilience strategies were derived from in-depth interviews, ensuring greater external validity compared to literature-based lists. By integrating Fuzzy DEA-AHP, and the SCOR model, we move beyond subjective rankings to provide an objective, efficiency-based hierarchy. Furthermore, we reconceptualize resilience as a dynamic cycle, where strategies migrate across phases through organizational learning, offering a novel framework for both theory and practice.