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Sustainability
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Risk and Resilience in Sustainable Supply Chain Management
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Risk and Resilience in Sustainable Supply Chain Management

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 28 July 2026 | Viewed by 3412

Special Issue Editors

Prof. Dr. Juan Manuel Ramon Jeronimo

E-Mail Website
Guest Editor
Department of Financial Economy and Accounting, Universidad Pablo de Olavide, Sevilla, Spain
Interests: governance; empowerment; resilience; uncertainties; supply chain; food industry; risk management
Special Issues, Collections and Topics in MDPI journals
Prof. Dr. Raquel Flórez López

E-Mail Website
Guest Editor
Department of Accounting and Finance, Universidad Pablo de Olavide, Sevilla, Spain
Interests: risk management; international business; supply chain; SME
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

In the context of the contemporary global economy, the vulnerability of supply chains to a diverse array of risks— encompassing natural disasters, geopolitical tensions, economic fluctuations, and operational disruptions—is becoming increasingly apparent. Such risks not only jeopardise the continuity of operations but also have an adverse impact on the sustainability objectives of organisations. Prior research has indicated that sustainability-related supply chain risks give rise to uncertainty and complexity in the global supply chain, which in turn necessitates the implementation of effective risk management strategies in order to achieve supply chain resilience.

The term 'resilience in supply chain management' is used to describe the ability of a supply chain to withstand and recover from disruptions. In this context, organisational resilience should encompass strategies such as diversifying suppliers, investing in technology, and fostering collaborative relationships with stakeholders. The integration of environmental, social, and economic considerations into resilience strategies is a key aspect of sustainable supply chain management. This ensures that responses to risk do not compromise the ability of future generations to meet their needs.

We look forward to receiving your contributions.

Prof. Dr. Juan Manuel Ramon Jeronimo
Prof. Dr. Raquel Flórez López
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • supply chain resilience
  • risk management strategies
  • sustainable supply chain management
  • operational disruptions

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Published Papers (2 papers)

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Research

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38 pages, 507 KB  
Article
The Impact of Focal Firm Digitalization on Supply Chain Resilience: A Supply Chain Collaboration Perspective
by Jia-Xing Duan, Wen-Xiu Hu and Zhi-Gang Zhang
Sustainability 2025, 17(21), 9505; https://doi.org/10.3390/su17219505 - 25 Oct 2025
Cited by 1 | Viewed by 1903
Abstract
In the context of a complex and volatile domestic and global environment, Chinese enterprises face frequent risks of supply chain disruption that seriously hinder their operations. The rise of the digital economy offers new opportunities to strengthen supply chain resilience. Building on supply [...] Read more.
In the context of a complex and volatile domestic and global environment, Chinese enterprises face frequent risks of supply chain disruption that seriously hinder their operations. The rise of the digital economy offers new opportunities to strengthen supply chain resilience. Building on supply chain collaboration and value co-creation theories, this study conceptualizes supply chain collaboration through three dimensions, namely information collaboration, governance collaboration, and innovation collaboration, and explores their role in enhancing resilience. Using panel data of Chinese A-share listed firms from 2011 to 2023, this study investigates the impact of focal firm digitalization on supply chain resilience and its underlying mechanisms. The results indicate that focal firm digitalization generates significant backward spillover effects, enhancing the resilience of its upstream suppliers. Although its positive influence on supply chain stability (measured by supply chain demand and supply fluctuations) is not statistically significant, it substantially enhances recovery (measured by supply chain efficiency) and adaptability (measured by supplier innovation). Mechanism analysis further reveals that digitalization strengthens supply chain collaboration through information, governance, and innovation channels, thereby reinforcing resilience. Moreover, the positive effects are heterogeneous, varying with industry competition intensity, the closeness of upstream–downstream relationships, and suppliers’ regional resource endowments. These findings highlight the need to design digitalization strategies centered on focal firm leadership and upstream–downstream collaboration, thereby advancing both resilience improvement and collaborative mechanism development through differentiated and targeted approaches. Full article
(This article belongs to the Special Issue Risk and Resilience in Sustainable Supply Chain Management)
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Review

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40 pages, 4271 KB  
Review
The Anatomy of a Good Concept: A Systematic Review on Cyber Supply Chain Risk Management
by Yasmine Afifi Mohamed Afifi, Abd Elazez Abd Eltawab Hashem and Raghda Abulsaoud Ahmed Younis
Sustainability 2026, 18(3), 1151; https://doi.org/10.3390/su18031151 - 23 Jan 2026
Abstract
As contemporary global supply chains have become interconnected and exposed to diverse escalating cyber threats, Cyber Supply Chain Risk Management (C-SCRM) has rapidly evolved as a managerial imperative to safeguard security, robustness, and resilience, and hence ensure organizational sustainability and growth. While the [...] Read more.
As contemporary global supply chains have become interconnected and exposed to diverse escalating cyber threats, Cyber Supply Chain Risk Management (C-SCRM) has rapidly evolved as a managerial imperative to safeguard security, robustness, and resilience, and hence ensure organizational sustainability and growth. While the concept of C-SCRM has recently received much attention among scholars, practitioners, and policymakers as an emerging field of study, its conceptual utility and theoretical foundation remain undeveloped. To address this gap, this paper provides a systematic literature review of C-SCRM using a hybrid approach that integrates bibliometric and concept evaluation analysis to ensure the goodness of the concept. A total of 175 relevant peer-reviewed scholarly articles from the Web of Science (WOS) Core Collection were collected and analyzed. The review reveals that the concept has many strengths, in terms of its interdisciplinary conceptual foundation and growing managerial relevance, but it also suffers from conceptual diffusion, overlapping terminology, and limited construct operationalization that inhibits theory development, hinders empirical accumulation, and limits practitioners’ ability to operationalize C-SCRM as a strategic resource. This review contributes to the C-SCRM literature by providing (1) a historical overview and intellectual structure of C-SCRM; (2) a synthesis and comparative analysis of the existing definitions; (3) an evaluation of the conceptual adequacy and theoretical relevance that underpin C-SCRM research based on established criteria and (4) conceptual and empirical research directions as well as an integrative framework. Based on the insights, our review might facilitate the improvement of multidimensional construct clarity and validation in future empirical studies and could be a useful tool for managers to benchmark C-SCRM maturity in practice. Full article
(This article belongs to the Special Issue Risk and Resilience in Sustainable Supply Chain Management)
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