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In a volatile and highly dynamic business environment, supply chain operations face various challenges. This study, grounded in dynamic capability theory (DCT), investigates how supply chain collaboration (SCC) and supply chain transparency (SCT) influence the relationship between supply chain finance (SCF) and supply chain resilience (SCR) in manufacturing firms. This demonstrates the intrinsic mechanism between SCF and SCR, which provides insights for relative research.

The quantitative research approach was utilized. Employing data collected from 289 Chinese manufacturing firms, structural equation modeling is conducted to test the theoretical hypotheses.

The research findings have revealed that SCF has a positive impact on SCC and SCT and SCC has a positive impact on SCT. Moreover, both SCC and SCT can improve SCR, and SCT plays a positive mediating role between SCC and SCR.

This study provides insightful ideas for managers in enhancing SCR by considering SCF. Moreover, this study highlights the concrete responses firms should do to improve SCC and SCT, thus managers can develop more effective strategies to optimize SCR.

This study contributes to the extant literature on improving SCR through SCF, considering the two dimensions of dynamic capability (i.e. SCC and SCT), which explains the intrinsic mechanisms by which SCF affects SCR. This study also broadens the scope of application of DCT.

This study aims to assess the feasibility and effectiveness of incorporating predictive maintenance (PdM) into existing practices of spare part inventory management and pinpoint the barriers and identify economic values for such integration within the supply chain (SC).

A two-staged embedded multiple case study with multi-method data collection and a combined discrete/continuous simulation were conducted to diagnose obstacles and recommend a potential solution.

Several major organisational, infrastructure and cultural obstacles were revealed, and an optimum scenario for the integration of spare part inventory management with PdM was recommended.

The proposed solution can significantly decrease the inventory and SC costs as well as machinery downtimes through minimising unplanned maintenance and addressing shortage of spare parts.

This is the first study with the best of our knowledge that offers further insights for practitioners in the Industry 4.0 (I4.0) era looking into embarking on digital integration of PdM and spare part inventory management as an efficient and resilient SC practice for the automotive sector by providing empirical evidence.

Drawing on panarchy theory and adaptive cycles, this study aims to investigate the role of reorganisation capabilities on firms’ supply chain resilience. The conceptual model underpinned by panarchy theory is tested in the agrifood supply chains disrupted by a geopolitical crisis and faced with material shortage. The study considers circularity as a core reorganisational capability and measures its interplay with two other capabilities: new product development and resource reconfiguration capabilities to achieve supply chain resilience.

A quantitative research design is followed to test the relationships between circularity capabilities, resource reconfiguration capabilities, new product development capabilities and supply chain resilience. A cross-sectional survey is applied to a sample drawn from food manufacturers who are dependent on wheat and sunflower oil as raw material and who are faced with material shortages in the aftermath of a geopolitical crisis. Measurement models and hypotheses are tested with the partial least squared structural equation modelling (PLS-SEM) based on 324 responses.

The results show that new product development and resource reconfiguration capabilities fully mediate the relationship between circularity capabilities and supply chain resilience. In other words, the food producers achieved supply chain resilience in response to agrifood supply chain disruption when they mobilised circularity capabilities in combination with new product development and resource reconfiguration capabilities.

The findings suggest that producers in the agrifood industry and even those in other industries need to develop circularity capabilities in combination with new product development and resource reconfiguration capabilities to tackle supply chain disruptions. In a world that is challenged by geopolitical and climate-related crises, this means leveraging 3R practices as well as resource substitution and reconfiguration in new product development processes.

The study explores the release and reorganisation phases of adaptive cycles in a panarchy by analysing the interplay between different capabilities for building supply chain resilience in response to disruptions challenging supply chains from higher levels of the panarchy. The results extend the theoretical debate between circularity and supply chain resilience to an empirical setting and suggest the introduction of new variables to this relationship.