Ponis and Koronis (2012) discuss the importance of triumphing over disruptions and regaining the streamlined flow and composing the early stage in a much better manner such that the triumphed position of the supply chain is more strengthened than the earlier one. This is a complex requirement and requires enormous skills and expertise on part of the management, the supply chain manager and the team. First of all, major unexpected disruptions are always disliked by the team and the manager, and triumphing over it and getting into a much better position are an insurmountable task. This is possible if there is a will.
Supply chain resilience starts with organisational resilience, because unless the organisation itself is not resilient enough to face uncertainties, it will never imbibe the same into the supply chain that it constitutes. There are more than 5-6 options of the supply chain on account of an abrupt disruption. For example, when there is a major legal status upheld which does not allow a particular consignment to cross a sea channel, there must be 4-5 options available for the manager who can divert the consignment. When each perceived disruption has multiple resolution options to be executed immediately, the resilience becomes stronger and does not allow any disruption to halt the progress of the supply chain.
Wieland and Wallenburg (2013) give the proposition of information sharing between employees and managers as one of the key ingredients of a resilient chain. The more the right information is exchanged and the wrong information eliminated, the more the supply chain becomes resilient, capable of being on the cutting edge in event of any kind of disruption. Information, thus, forms an important element of resilience indicating that a chain informed well in advance about all eventualities is resilient in handling perceived disruptions.
A vast literature focuses on the resilience of global supply chains, and it shall continue to become more refined and polished as time proves the endlessness of the origin of disruptions. The first step for attaining resilience is to accept that there will be perceived and unperceived resilience, and then to formulate new mechanisms which direct towards the warding off all perceived disruptions by remaining earnestly informed, keeping multiple options, having systems that make the chain more resilient after bypassing a disruption and keeping flexible management and logistics strategy. Employee skills and expertise of the management are additional elements of resilience that is predominantly utilised in building resilience mechanisms. Resilience shall remain under construction until global supply chain exists.