Global supply chain disruptions, most acutely demonstrated during the COVID-19 pandemic, have exposed fundamental tensions between efficiency-oriented design and the adaptive capacity required for resilience. This paper addresses a critical gap in the existing literature: the absence of an integrative, operationalisable framework that treats sustainability and resilience as mutually reinforcing strategic objectives rather than competing trade-offs. Employing a systematic literature review guided by PRISMA protocols, complemented by comparative analysis of documented organisational responses across multiple sectors and commodity markets, the study identifies four primary pathways through which sustainability investments generate resilience: structural diversification, information and visibility, social capital and trust, and adaptive capabilities. The principal finding is that sustainability practices, particularly those enhancing supply network visibility, structural diversification, and workforce stability, create option value that becomes strategically decisive during periods of disruption. A decision intelligence framework is proposed that translates these insights into three managerial tools: a sustainability–resilience assessment matrix, a disruption scenario analysis tool, and a capability development roadmap. The framework challenges the prevailing trade-off assumption by demonstrating that efficiency, sustainability, and resilience can function as complementary dimensions of supply chain performance. Findings carry particular relevance for commodity-dependent supply chains, where price volatility, trade structure rigidity, and resource concentration constitute persistent sources of systemic disruption. Theoretical contributions include the integration of supply chain resilience theory, sustainable operations management, and decision science under deep uncertainty.
Dilshad Sarwar (Wed,) studied this question.