Supply chain resilience (SCR) refers to the ability of a supply chain to return to its previous state, or even an improved condition, after facing disruptions. Recent global events, such as the COVID-19 pandemic and geopolitical conflicts, have caused widespread and prolonged disruptions, forcing businesses to re-evaluate both their understanding and measurement of SCR. However, assessing SCR remains challenging. Much of the literature provides only qualitative insights, while some quantitative approaches rely on overly complex formulas or data requirements that hinder practical application. This study aims to develop a dashboard of SCR metrics that is both accessible and actionable by managers. Through a systematic review of the literature, existing metrics are classified based on timing–proactive metrics (used before a disruption occurs) and reactive metrics (employed to evaluate performance after a disruption begins)–and focus–operational or financial. Based on their frequency of appearance in the literature and usage increase, we present a curated selection of metrics, providing clear guidance for managers. The study concludes with five proposed research directions derived from the overall analysis.
Quantitative measurement of supply chain resilience: a post-COVID-19 dashboard
Calzavara M.
;Martignago M.;Battini D.
2026
Abstract
Supply chain resilience (SCR) refers to the ability of a supply chain to return to its previous state, or even an improved condition, after facing disruptions. Recent global events, such as the COVID-19 pandemic and geopolitical conflicts, have caused widespread and prolonged disruptions, forcing businesses to re-evaluate both their understanding and measurement of SCR. However, assessing SCR remains challenging. Much of the literature provides only qualitative insights, while some quantitative approaches rely on overly complex formulas or data requirements that hinder practical application. This study aims to develop a dashboard of SCR metrics that is both accessible and actionable by managers. Through a systematic review of the literature, existing metrics are classified based on timing–proactive metrics (used before a disruption occurs) and reactive metrics (employed to evaluate performance after a disruption begins)–and focus–operational or financial. Based on their frequency of appearance in the literature and usage increase, we present a curated selection of metrics, providing clear guidance for managers. The study concludes with five proposed research directions derived from the overall analysis.
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