Supply Chain Resilience (SCRES) is increasingly recognized as important for building sustainable operations; however, critical gaps remain in both research and practical application. First, there is a limited understanding of how actionable practices across supply chains can effectively foster SCRES. Second, a more comprehensive and dynamic model of SCRES is required to address today’s volatile environments. Third, the role of resilient cultures in achieving SCRES has not been sufficiently emphasized. To address these critical gaps, this study aims to develop a conceptual theory of SCRES by integrating fragmented literature into a cohesive framework. Grounded in General Systems Theory (GST), the proposed theory identifies inputs, such as human resources, socio-cultural values, institutional settings, and stakeholder requirements, leading to sustainability assumptions, value and belief subsystems, resilience mindset, sustainability practices, and ultimately SCRES as outputs. These dynamic elements are integrated into the model and elaborated through propositions. The practical and theoretical implications are discussed to guide future research and to encourage practitioners to enhance SCRES.
Suthumdilok et al. (2026) studied this question.