Risk-Driven Capability Development in Global Supply Chain Resilience: Implications for Digitalization

Document Type : Research Paper

Authors

1 Department of Management, Faculty of Business Administration, Laval University, Quebec, Canada.

2 Assistant Prof., Human resource management, Aras campus, University of Tehran, Tehran, Iran.

3 Associate Prof., Department of Industrial Management, Faculty of Management and Economics, University of Guilan. Rasht, Iran.

4 Prof., Department of Marketing and Information Systems, Business School, Université du Québec à Trois-Rivières, Quebec, Canada.

5 Professor of Data Science for International Business, Department of International Business, HEC Montreal, Montreal, Canada.

6 Professor of Economics, Department of Business Law and Economics, Ss. Cyril and Methodius University in Skopje. N. Macedonia.

10.22059/jitm.2026.414800.4475

Abstract

This study examines supply chain risk management and resilience capabilities in the automotive parts manufacturing sector, with particular attention to the role of digitalization in mitigating high-priority risks. Using a four-phase methodology, the research first identifies 35 supply chain risks from the literature, categorizing them into supply, operational, demand, and environmental risks. In the second phase, a survey of 164 managers from 47 firms refines these risks into 18 key factors using Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA). The third phase employs the Fuzzy Analytic Hierarchy Process (Fuzzy AHP), integrating pairwise comparisons from 21 CEOs to assess the probability and impact of each risk, classifying them into three action groups: immediate action, observation, and no action. Seven risks fall into the immediate action group: quality risk, supplier capacity disruption, sourcing flexibility risk, resource risk, market risk and competition, geopolitical risk, and macroeconomic and technological risk. In the final phase, each immediate action risk is mapped to specific firm capabilities, with emphasis on how digital technologies, including supply chain visibility platforms, data analytics, and digital procurement tools, can strengthen these capabilities and sustain firms within the zone of balanced resilience. The findings provide actionable guidance for managers on aligning digitalization investments with the most critical risk exposures, avoiding capability gaps and profit erosion. The study concludes by proposing a risk-driven capability development framework with implications for digital transformation in global supply chains.

Keywords

Main Subjects

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Journal of Information Technology Management
Volume 18, Issue 3
2026
Pages 82-107

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