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1. Preparation – in some cases, the chain can predict and prepare for disruption,
minimising its effects.
2. The disruptive event – there is the disruption of supply chain processes.
3. First response – investigating the type of disruption and assessing its expected
impacts, taking rapid action.
4. Initial impact – the impact of some disturbances is immediate, but some
disturbances may take place over time.
5. Full impact – the maximum impact of disruption, in which the performance
of the chain sharply declines.
6. Recovery preparations – it involves the preparation of procurement to restore
the performance of the chain.
7. Recovery – progressive return to the original string performance.
8. Long-term impact – the disruption can have permanent consequences in the
form of loss of a certain amount of original performance.
Figure 1.10 The disruption profile [53]
Building a resilient supply chain is not an easy or short-term goal. It is a strategic
decision that requires a great deal of effort from all stakeholders and funds. The natural
question then is how resilient the supply chain should be. The optimum level of resilience
is closely related to efficiency and cost.
The optimal level of supply chain resilience can be defined as one in which the total
logistics costs in the supply chain over a long period are minimal, while the performance
and competitiveness of the supply chain is preserved [61].
To achieve the required resilience of a supply chain, the necessary capabilities
must be created. It is important to use suitable principles and ways in order to build
these capabilities (see Figure 1.11).