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Supply chains are under constant pressure. Disruptions from conflict, natural disasters or demand swings are now routine, and most networks are not prepared. Research shows that the majority of supply chains still lose value when uncertainty hits. That fragility leaves companies scrambling to recover, often at the cost of both margins and customer trust.
Resilience changes that equation. Companies that build it can limit the impact of disruptions, keep operations moving and hold customer confidence. A few go further, creating antifragile supply chains that actually improve when tested by uncertainty.
Here are five steps organizations can take to strengthen their supply chains, reduce risk and turn disruption into an opportunity:
- Recognize the fragility. According to Gartner’s Tim Payne, nearly two-thirds of supply chains remain fragile, losing value when disruptions hit. Traditional planning models built on precision and long-term forecasts can’t hold up in today’s volatile environment. “Fragile supply chains suffer a relative loss due to uncertainties,” Payne writes in Build Supply Chain Resilience to Arrive at an Antifragile State, “leaving organizations reactive and often firefighting to recover. Recognizing that fragility is the first step toward building resilience.
- Lay the groundwork for stability. Payne explains that some companies have moved past fragility by adding redundancy, scenario planning and real-time response capabilities. These steps improve the ability to withstand smaller disruptions but can still fall short in larger, more complex events. “Resilient supply chains hold steady in the face of disruption,” he points out, “but cannot fully capitalize on the potential opportunities that uncertainty creates.”
- Balance efficiency with resilience. In “The ABC’s of Supply Chain Resilience,” ASCM’s Elizabeth Rennie says resilience depends on three factors: agility, balance and culture. Agility means being able to adapt quickly by shifting suppliers, altering production schedules or changing transportation modes. To strike the right balance, supply chain leaders have to weigh efficiency against resilience and make sure networks hold up during disruption. “Companies that prioritize resilience are better positioned to minimize the impact of disruptions, respond quickly to changing market conditions, deliver products and services to customers on time and within budget, and boost customer satisfaction,” Rennie writes.
- Put your inventory to work. Inventory can serve as a cushion against disruption, but only if it’s managed well. Real-time tracking tools show what’s on hand, when to reorder and how to avoid tying up cash in excess stock. With the right data, safety stock becomes a strategic buffer that keeps orders moving even when supply lines falter. “Inventory is your shock absorber,” L2L, maker of connected workforce platforms, points out in “6 supply chain resilience strategies to consider.” “The right tools keep you from running too lean or carrying too much, so you’re ready when disruptions hit.”
- Make ESG a part of supply chain resilience. Environmental and social risks are no longer side issues. They sit at the center of supply chain continuity. Companies that account for climate resilience, labor standards and ethical sourcing can avoid costly disruptions and protect their reputation. As Wanda Rich writes in “Global Supply Chain Disruptions in 2025: Causes, Effects, and Resilience Strategies,” “resilience today must include ESG accountability as reputational risks and regulatory scrutiny increase across global markets.”
