The Effect of Resource Restructuring on Supply Chain Resilience in the Context of Digital Transformation

Abstract

In the BANI context, organizations can utilize digital technologies to implement flexible resource allocation strategies to help them address unpredictable situations, which is crucial for enhancing supply chain resilience. However, the existing research lacks an in-depth exploration of the mechanisms underlying supply chain resilience development in the practice of enterprise resource restructuring. Therefore, the purpose of this study is to investigate how companies can enhance supply chain resilience through resource restructuring in the context of digital transformation. Taking Compaks as its research object, this study adopted the exploratory single-case study method. Through open, axial, and selective coding based on the proceduralized grounded theory and following the research logic of “resource orchestration motivation—digital transformation—resource orchestration under digital transformation”, this study comprehensively investigates the improvement of supply chain resilience via enterprise resource restructuring in the context of digital transformation. The results show that (1) resource orchestration motivation includes two dimensions of risk perception, supply-side and demand-side (2) in the context of digital transformation, restructuring supply chain resources (redundant, technological, and internal and external resources) through capability transformation (manufacturing, digital platform, and innovation capability) positively impacts supply chain resilience (both active and passive). This research contributes to the theory of supply chain resilience and provides reference and guidance for traditional enterprise resource orchestration and optimizing supply chain resilience.

1. Introduction

In these uncertain times, frequent natural disasters and constantly evolving market and environmental conditions, such as “black swan” and “gray rhino” events, reflect the BANI (brittle, anxious, non-linear, incomprehensible) characteristics of the market landscape [1]. Supply chains have historically prioritized cost minimization over resilience under the implicit assumption that open trade and low inflation will persist. However, in the context of BANI, the increasing risk of supply chain disruption has resulted in the risk of disruption at any time for the business models and supply chains of traditional Chinese manufacturing enterprises [2]. Enterprises need to respond promptly to emergencies that cause supply chain instability, such as finding alternative suppliers or reconfiguring supply chains to avoid high tariffs. The rapid, cost-effective recovery of supply chains from unexpected disruptions caused by emergencies is increasingly valued by global scholars [3,4].

In the context of the environmental challenges posed by BANI characteristics, implementing flexible resource allocation strategies not only helps organizations cope with dynamic and unpredictable situations but also enhances organizational resilience and responsiveness to change. Some enterprises have adopted digital transformation as a strategy for resource restructuring, driving organizational changes in business processes and management models and thereby optimizing their resource management efficiency [5]. Strategic partnership resources can be restructured using digital tools to enhance the resilience and effectiveness of the supply chain [6]. Additionally, digital tools can be used to develop indicators for evaluating and measuring resilience, consequently enabling continuous improvement and adaptation [1].

By foregrounding digitalization as the linchpin influencing resource restructuring and highlighting the core arguments of this article, this research recalibrates its analytical lens to align with the hyper-dynamic technological environment. In this ecosystem, where algorithmic innovation outpaces traditional market forces, enterprises must cultivate real-time adaptive capabilities to guard against risk [4]. This study examines the impact of resource orchestration under digital transformation on supply chain resilience. The findings indicate that digital transformation plays a more efficient and comprehensive role in shaping modern supply chains compared with traditional manufacturing approaches.

Therefore, based on practical observations and existing research foundations, this research proposes the following core research questions:

RQ1: Why is the digital transformation scenario introduced in the discussion of resource restructuring to improve supply chain resilience?

RQ2: In the context of digital transformation, how can enterprises enhance supply chain resilience through resource restructuring?

By answering these research questions, this study aims to provide evidence-based insights into resource orchestration under digital transformation, enabling enterprises to dynamically orchestrate resources in response to new supply chain circumstances. This helps explain how organizations can prevent and respond to unpredictable risks, thereby contributing to the literature.

The “2023 Accenture China Enterprise Digital Transformation Index Research” indicates that over half (53%) of the Chinese companies surveyed intend to further increase their digital investment. However, successful digital transformation requires multi-level organizational change, including the realignment of the business core [7], the reconfiguration of resources and capabilities [8,9], and the restructuring of processes and structures [10,11]. Therefore, it is crucial to examine the logical relationship between “resource restructuring” and “supply chain resilience” in the context of digital transformation.

The goal of this study is to answer the above research questions. To this end, a deductive method grounded in resource orchestration theory is employed. Resource orchestration theory, which is based on the core framework of “resource restructuring–capability transformation–value creation” [12], integrates elements of digital transformation that align with the research factors considered in this study. It provides a theoretical lens to explore the logical relationship of “resource restructuring–supply chain resilience”. Furthermore, considering this specific context, this study incorporates resource orchestration motivation into its framework. A cyclical “resource restructuring–supply chain resilience” interaction is proposed in the context of digital transformation. Subsequently, employing the exploratory single-case study method and proceduralized grounded theory, this research investigates the mechanisms influencing supply chain resilience and proposes corresponding recommendations.

2. Literature Review

2.1. Digital Transformation

Digital transformation involves applying digital technology across various organizational domains, thereby fundamentally altering operational methods [13] and promoting continuous innovation and business agility while re-evaluating traditional business practices to enhance efficiency [14,15].

In the context of the supply chain, digital transformation refers to the integration of advanced digital technologies and practices into supply chain operations. It enables firms to better identify and leverage external resources, thereby enhancing their organizational and allocation efficiency [16] and supply chain management capability [17]. Additionally, digital tools improve data analysis and management capabilities [18], enabling data-driven decision-making that refines internal resource structures and enhances the precision of resource restructuring. From a broader perspective, in the BANI context, digital transformation is conducive to enhancing organizational market perception capabilities, helping organizations to identify opportunities and threats [15] and respond to the challenges brought by dynamic and rapidly evolving market conditions [19,20,21].

2.1.1. Artificial Intelligence (AI)

Artificial intelligence is characterized by its ability to embed intelligence into machines to automate specific tasks traditionally performed by humans [22]. Intelligent devices and software are progressively replacing human labor [23], reducing workforce demands and reshaping human resource structures, which subsequently improves supply chain efficiency.

2.1.2. Big Data Analytics

Big data integrates supply chain information, enabling end-to-end node enterprise information synergy and providing real-time visual data for decision-making [24]. Hence, by acting as a central hub for data integration, big data analytics facilitates the restructuring of redundant technological, internal, and external resources.

2.1.3. Digital Empowerment

Advantages such as data traceability, irreplaceability, and enhanced visibility compensate for supply chain vulnerabilities [25]. Therefore, digital empowerment restructures technological, internal, and external resources, bolstering resilience and reducing supply chain disruption risks.

2.2. Supply Chain Resilience

Sudden disruptions [2] and disturbances [26] in the supply chain will increase the level of supply chain risk. Supply chain resilience is the ability to cope with supply chain risks.

Previous studies commonly divided supply chain resilience into two dimensions: active resilience and passive resilience. Passive supply chain resilience refers to flexibility and responsiveness in response to sudden environmental changes [27]. It reflects the supply chain’s ability to swiftly respond and recover from operational disruptions caused by unexpected events [28,29]. Active supply chain resilience refers to a proactive planning ability to identify and predict potential risks [30], the resilience to resist supply chain vulnerabilities in volatile environments [31], and the learning ability [32] to flexibly apply innovative solutions [33]. These capabilities help ensure stable operation [34,35], maintain a complete supply chain structure and a smooth supply, and facilitate the interconnection of logistics, information, and capital flows [2]. The reactive nature of passive supply chain resilience limits rapid and cost-effective recovery, highlighting the importance of establishing flexible emergency plans in advance to respond to sudden disruptions [36].

The factors influencing supply chain resilience are primarily categorized into resources and capabilities. From a resource-based perspective, several resources are considered essential for enhancing supply chain resilience after supply chain disruptions: digital technologies that empower enterprises [37], other enterprises within the supply chain that act as social capital [32], high-quality human resources (high-quality employees) [38], and co-operation and integration between enterprises [39]. From a capability-based perspective, a high response speed, flexibility [38], environmental perception [40], a good logistics informatization level [41], modular manufacturing technology [42], supply chain network design, emergency planning, knowledge management capability [43], market predicting capability, and risk assessing capability [44] are all considered effective ways to enhance supply chain resilience. However, an increasing number of studies regard supply chain resilience itself as a dynamic capability [45].

2.3. Related Resources That Affect Supply Chain Resilience

From a resource-based perspective, prior research on the factors affecting supply chain resilience has predominantly concentrated on four categories: redundant resources, technological resources [46], internal resources, and external resources. The implementation of a flexible resource allocation strategy not only helps enterprises cope with dynamic and unpredictable situations but also enhances organizational resilience and adaptability, helping to effectively address the multifaceted challenges posed by the BANI world [1].

Redundant resources serve a buffering function during supply chain disruptions. These include the utilization of information technology, multi-sourcing procurement strategies [47], emergency inventories [48], backup production capacity, alternative transportation routes, multi-point storage systems [49], both short- and long-term emergency plans for supply chain disruptions [50], risk mitigation strategies, and strategic material reserves [51].

Technological resources encompass information technology [46] and visualization tools [52] to enhance recovery efficiency during supply chain disruption by improving the efficiency of information processing. Product shortages caused by supply chain disruption can be mitigated through the modularized production of diversified products, thus enhancing supply chain resilience [42]. Digital technologies have transformed enterprises’ internal management models, production and operational systems, and core business processes. Meanwhile, organizational changes induced by the use of digital technologies have gradually blurred the boundaries of organizations and businesses. These changes have supported enterprises in connecting with a broader base of potential customers, realizing co-operation, and integrating and monitoring potential suppliers through digital technology [51].

Internal enterprise resources include human resources and organizational resources. Highly skilled employees are better equipped to cope with and recover from supply chain disruptions [52]. Employees with a strong emotional commitment [53], good team management [54], knowledge and training related to employee emergency management, cross-departmental risk management team building, and the establishment of performance feedback mechanisms and other human resource management measures can improve supply chain resilience [55].

External resources refer to those that link cross-border supply chain partners, serving as relational and co-operation resources. From the perspective of co-operative resources, flexible contract designs and risk-sharing co-operation mechanisms shared between enterprises and on-chain partners facilitate firms’ ability to cope with supply-chain disruptions [56]. Based on the perspective of relational resources, building reliable social capital with supply chain partners [57], engaging in short-term co-operation with external stakeholders [58], and fostering interdependent and trust-based relationships with suppliers and customers [54,59] are conducive to the active participation of relevant parties in restoring normal operations, thereby improving supply chain resilience.

2.4. The Relationship Between Enterprise Digital Transformation and Supply Chain Resilience

The research on the relationship between enterprise digital transformation and supply chain resilience, based on specific cases and data, highlights different mechanisms acting through various pathways. Among direct pathways, some scholars have examined the role of digital transformation in enhancing supply chain resilience [60] through mechanisms such as search matching [61], supply chain process integration [62], network structure [63], social network analysis [64], supply chain spillover [65], and supplier allocation and inventory [51]. Other scholars have further explored joint mechanisms of communication, trust [66], supply chain diversification [67], research and development expenditures, and contingency factors [60] acting on supply chain resilience. From the perspective of indirect pathways, some scholars have examined the impact of supply chain resilience on innovation performance in the context of digital transformation [68] and the impact of supply chain duality on supply chain resilience [69]; Yin et al. [67] employed supply chain integration as a mediating variable and environmental uncertainty as a moderating variable. Feng et al. [70] investigated the impact of digital transformation on supply chain resilience by taking supply chain collaboration as a mediating variable and enterprise size as a moderating variable.

Moreover, numerous empirical studies emphasize the identification of impact pathways by adopting diverse perspectives and methodologies to determine the impact of digital transformation on supply chain resilience. These studies often incorporate empirical data for verification and analysis to derive more scientific and accurate conclusions. Currently, the most widely used models include structural equation modeling [60,61,63,64,65,66,70] and fuzzy set qualitative comparative analysis (fsQCA) methods [60,67,69].

Resource orchestration theory posits that the effective coordination, allocation, utilization, and management of resources [71] are more critical than the resources themselves [12]. Digital technology has gradually become a key enabler of supply chain resilience by reshaping organizational structures and supply chains [60]. Prior studies examined how digital transformation influences supply chain resilience from a resource-based perspective, with a primary focus on its ability to transcend organizational boundaries and integrate and restructure other enterprise resources within the supply chain, which are considered fundamental to maintaining business operations. From the perspective of resource allocation, Yin categorizes digital transformation according to its breadth and depth, identifying it as a key pathway for enhancing supply chain resilience [60,67].

2.5. Resource Orchestration Theory

In response to the environmental challenges posed by BANI conditions, implementing flexible resource allocation strategies can help address dynamic and unpredictable situations [72]. Resource orchestration theory (ROT) is defined as a resource management process that involves the combination of resources, the development of resource-bundling capabilities, and the creation of value through utilization capabilities. It emphasizes collaboration among resource management processes [73], unveils the “black box” of the process from resources to value creation, and clarifies the relationship between resources and capabilities, along with their roles in achieving sustainable value creation [12]. It is an improvement on the resource-based view from an action perspective [74].

Determining how to orchestrate resources is particularly important. The resource management model proposed by Sirmon et al. [12] consists of the following three steps: Companies first purchase, acquire, and accumulate the necessary digital resources from diverse social resource pools and combine them accordingly (resource construction). Second, companies maintain, enrich, and explore new resource combinations to enhance their ability to create value (ability transformation). Finally, companies utilize these abilities to generate new value that can impact the supply chain (value creation).

2.6. The Application of Resource Orchestration Theory

Resource orchestration theory posits that not only to fully utilize existing resources and capabilities but also to develop new ones [75]. In the context of the digital economy, digital technologies have injected digital momentum into economic operations, and digital transformation is conducive to optimizing supply chain configuration [76].

First, resource orchestration illustrates how resources are utilized, including supply chain integration [77], the deployment of information systems to connect supply chain enterprises [78], supplier participation in new product development processes by buyers [79], and uncovering the “black box” of supply chain sustainability learning processes [80]. Secondly, resource orchestration describes the resulting outcomes of resource utilization, such as supply chain flexibility [81], supply chain agility [82], and improved supplier flexibility [5].

2.7. Literature Review and Commentary

The limited number of related studies on digital transformation, resource orchestration theory, and supply chain resilience primarily focus on the deployment of digital transformation assets (big data, cloud computing, IoT, blockchain, and other digital assets), which are typically analyzed along two dimensions: the depth and breadth of digital transformation, referring to the scale of enterprise deployment (the frequency of using digital technology) and the scope (quantity) of collaborative effects [60,67]. The digital transformation assets of enterprises are primarily applied internally. In practice, however, enterprises not only need to implement digital transformation assets within internal resources but also require broader resource scheduling and orchestration, an area that remains unexplored in current research.

Existing studies have paid little attention to potential evolutionary processes and underlying causal mechanisms and have not sufficiently explained how various factors jointly and dynamically contribute to improvements in supply chain resilience. Therefore, it is essential to explore the interactive mechanisms among factors influencing improvements in supply chain resilience and the potential evolution of these interactions. Accordingly, the core contribution of this research is its examination of the mechanism through which resource reconfiguration influences supply chain resilience within the context of digital transformation.

3. Methodology

3.1. Research Method

This study employs grounded theory in carrying out a single-case study, primarily for the following reasons: (1) An exploratory case study enables the examination of emerging situations. Supply chain resilience is a relatively recent outcome of contemporary developments, and the purpose of this research is to investigate the dynamic processes and internal mechanisms through which resource restructuring affects supply chain resilience in traditional manufacturing enterprises undergoing digital transformation, an inquiry that aligns with the “how question” domain. Exploratory case analysis is associated with “discovery logic” rather than “verification logic” [83], which can clearly explain the “how-to problem” and is very consistent with the research theme. (2) This approach facilitates the investigation of the process mechanism: supply chain resilience is dynamic and complex, and the development of supply chain resilience is inherently a dynamic evolutionary process. Grounded studies rely on iterative comparison and focused analysis of textual data, further investigating the experience of sample enterprises in enhancing supply chain resilience. This approach enables the identification of resource orchestration paths in traditional manufacturing enterprises undergoing digital transformation, unleashing the advantages of theoretical construction based on a “phenomenon-driven” perspective [84]. (3) Compared with multiple-case approaches, a longitudinal single-case study enables more sustained and in-depth analysis of a specific research subject, allowing researchers to address not only “how” but also “why” questions, thereby generating more theoretically insightful process models. (4) Proceduralized grounded theory offers rigorous criteria, structured procedures, and stepwise protocols for qualitative analysis [85]. Its methodological rigor enables process tracing and iterative testing, thus addressing the limitations of conventional qualitative methods, for which process traceability is lacking and conclusion verification is challenging [86]. It encompasses open coding, axial coding, selective coding, and theoretical saturation testing [87]. This study adheres to this highly systematic data screening and analysis procedure to enhance the accuracy, methodological rigor, and verifiability of the research findings.

In summary, this study adopts an exploratory single-case study design and the proceduralized grounded theory, with corresponding analyses conducted using NVivo 11 software.

3.2. Research Case Selection

Following theoretical sampling principles, RongCheng Compaks New Energy Automobile Co., Ltd. (hereafter “Compaks”) was selected as the subject of this case study. This selection was based on three key considerations:

First, Compaks’ typicality and representativeness were considered. Its development trajectory—from a small enterprise with a limited production capacity and customer base in 2014 to the top seller in China’s RV industry for seven consecutive years—demonstrates how the digital transformation was leveraged to improve supply chain efficiency and reduce supply chain risks.

Second, Compaks provided a valuable opportunity to test supply chain resilience under extreme conditions. Founded in 2014, Compaks began its digital transformation in 2017 and subsequently addressed the challenges of the external environment with supply and demand disruptions in the supply chain in the later stages.

Third, the company’s data availability and sufficiency were considered: Compaks’ annual reports and other publicly available materials are accessible. Moreover, Compaks’ development model has attracted widespread media attention, resulting in the publication of a substantial amount of news, literature, and other related information.

3.3. Data Collection

This study employed the triangulation method to collect original data from multiple sources, thereby ensuring data reliability and validity, minimizing subjective bias, and enhancing the scientific rigor of the results [88,89]. The specific data sources included participatory observation, internal data, and publicly available external materials. (1) The internal data consisted of recorded speeches from the leaders of Compaks and company summaries. (2) Publicly available external materials included various forms of interviews, news reports from official websites, social media posts (such as public accounts), promotional materials, books, and other relevant sources. (3) Participatory observation involved attending offline activities at physical stores and obtaining over 33,000 words of qualitative data.

3.4. Data Analysis Process

3.4.1. Open Coding

Open coding involves labeling enterprise data, identifying and defining key facts and phenomena, extracting interrelated concepts, and establishing categories [90]. This process comprises two stages.

Conceptualization: This phase involves detailed analysis of case data through systematic coding, during which key themes such as digitalization, resources, and the supply chain are identified and conceptualized using descriptive phrases. This iterative process involves coding new data, conducting constant comparisons, refining codes, and merging similar concepts until theoretical saturation is achieved.

Categorization: This involves a higher level of abstract analysis that builds upon the conceptualization stage. It aims to deeply explore the theoretical foundations and underlying assumptions of the case and extract the essential content. To better capture the dynamics of supply chain resilience enhancement through digital transformation, the study was structured into two distinct phases: “resource orchestration motivation” and “resource orchestration under digital transformation”. Through the systematic analysis of commonalities between these two phases, an initial framework of concepts and categories was developed.

Through the open coding analysis of two-thirds (22,000 words) of the original case enterprise data, a total of 41 concepts and 14 categories were identified. This rigorous analytical approach both revealed critical factors in enhancing supply chain resilience through digital transformation and provided practical insights for organizations seeking to strengthen their supply chain resilience through resource orchestration.

3.4.2. Axial Coding

Axial coding builds upon the results of open coding, using cluster analysis to establish relationships among categories and form more systematic, generalized categories [85]. Based on the intrinsic and logical relationships among categories generated during open coding, the findings were integrated into five principal categories (see

Table 1. Open coding of mechanism through which digital transformation acts to improve supply chain resilience.

Development Logic	Case Information	Conceptualization	Categorization
Motivation for the organization of resource orchestration	Compaks—Australian caravan dealers: The industry started late, and the development is slow; caravan enterprises are numerous but not strong. It is difficult to scale up, the production is subject to the dealer’s orders, and the profitability of the product increases slowly. The scale is small, production is low, and there are few customers. Compaks wants to obtain orders; it can only rely on product quality.1   The caravanning industry is backward in terms of manufacturing processes and efficiency. Among many other problems, the quality of caravanning modification is not uniform, caravan leasing and travel-related support services are not perfect, and the user experience is poor. In China, the caravanning industry and caravanning tourism are still in their infancy, and caravanning enterprises generally have problems such as fragmented procurement of parts, difficulty in finding accessories, poor communication with users, a weak technical foundation, and financing difficulties.2   Compaks’ head of customs said that parts’ varieties, brands, and specifications are complicated, and customers sometimes remove parts or even cancel orders: “high-priced with all the parts that do not need to be used, not to mention the ties up funds, but also affects the implementation of the company’s production plan” (see note 2).   The chairman of the board said, “Affected by the pandemic, the shortage of materials, raw material prices, poor shipping logistics and other factors impact, personalized customization for the industrial and supply chains put forward higher requirements.”3	a1. Lack of user communication a2. Subject to dealer orders a3. Weak technical foundation a4. Over-reliance on exports a5. Financing difficulties a6. Hard-to-find accessories a7. Procurement fragmentation a8. The industry is backward a9. Weak anti-risk ability a10. Impact of the pandemic a11. Market changes	A1. Supply-side risk perception (a2, a3, a5, a6, a7, a9) A2. Demand-side risk perception (a1, a4, a8, a10, a11)
Digital transformation	COSMOPlat integrates artificial intelligence and manufacturing technology for innovation, serving the intelligent upgrading of the manufacturing industry. Compaks has introduced the COSMOPlat MOM system to integrate various production-related data, achieving the automatic generation of production plans and precise scheduling.   The procurement module of COSMOPlat uses big data analysis technology to analyze multidimensional data in real time during the procurement process, effectively screening for high-quality suppliers.4   Through digital empowerment, Compaks has utilized the “Sindar Xingda” smart RV solution from COSMOPlat.5	a12. Artificial intelligence a13. Big data analytics a14. Digital empowerment	A3. Digital transformation (a11–13)
Resource orchestration under digital transformation (resource building—capacity transformation—value creation)	The person in charge noted that after resuming work on February 8th, due to the impact of the pandemic, the original board supplier was unable to start work. The enterprise’s resumption of an increase in production with the COSMOPlat platform quickly solved its procurement needs.6   The chairman of Compaks has decided to co-operate with COSMOPlat to jointly create a sub-platform for the RV industry based on user experience, hoping to promote the transformation of the old and new driving forces of Kangpaisi and accelerate the transformation and upgrading of enterprise intelligent manufacturing. The enterprise has invested approximately CNY 80 million to purchase new equipment, upgrade production lines, and implement digital management systems such as ERP and PLM (see note 2).   The person in charge stated that he has a strong relationship with the Haier Group team, carrying out remote collaborative production over video, providing training to newly hired employees, and improving production efficiency (see note 5)   Campaigners will go to the “cloud” to seek solutions from the industrial Internet and enable intelligent digital transformation.   In 2019, the headquarters of Compaks acquired cross-border supply chain platform products from the COSMOPlat platform. The platform utilizes an integrated supply chain management system deployed in the cloud to streamline a series of tedious operations related to sea freight exports, including orders, booking, dispatching vehicles, and customs clearance. Two overseas warehouses have been established in South Korea and Australia, with a total storage area of over 7000 square meters, and RV export orders continue (see note 3).   Compaks purchased technology from the COSMOPlat platform for digital and intelligent transformation. The entire production process has been optimized, making Compaks the first intelligent manufacturing and interconnected factory in the RV industry in China. Traditional RVs have been upgraded to intelligent RVs, achieving shared and interconnected product design and development, production and manufacturing, iterative upgrades, and other links (see note 2).   Compaks has partnered with universities such as Tsinghua University, Harbin Institute of Technology, and Shandong University of Technology to launch a new round of patent research and development. The company has established a technical team of over 150 people and invests 5% of its annual sales revenue into technology research and development. More than 120 invention patents and utility model patents are embedded in the Compaks RV (see note 6).   In 2018, with the help of Sindar, an eco-friendly brand in the camping industry, “Compaks RV” transformed from enterprise- led to user-led, linking connected factories, smart appliances, connected vehicles, RV campsites, and travel enthusiasts, upgrading traditional houses and vehicles into mobile smart homes, and enhancing user experience.7	a15. Data interworking—structured capital a16. Multi-source procurement business leadership support a17. Co-operation with Internet platforms a18. Co-building—cognitive capital a19. Purchase the device a20. Buy digital technology a21. Training digital talent a22. Establishment of relationship resource a23. Organizational changes a24. Management model change a25. Management model innovation a26. Solution change a27. Changes in production patterns a28. Enterprise intelligent manufacturing upgrade a29. Production process optimization a30. Research and development in co-operation with universities a31. R&D in co-operation with the platform a32. Based on the user perspective. a33. Establishment of new production patterns a34. Product innovation	A4. Redundant resources (a16) A5. Organizational resources (a18) A6. Technical resources (a17, a19) A7. Human resources (a21) A8. Co-operation resources (a17, a18, a30) A9. Relationship resources (a16, a18, a20) A10. Manufacturing capacity (a22–a26) A11. Digital platform capability (a27, a28, a29) A12. Innovation capability (a31–a34)
Value creation	On the manufacturing side, COSMOPlat RV Industry Intensive Purchasing Service provides a stable supply chain solution for Compaks. The procurement module has reduced the purchase price of galvanized sheets, one of the main materials for RV production, by 12% and the overall cost of module procurement by 7.3% (see note 7).   During the pandemic, Compaks relied on the resources of the COSMOPlat platform to realize a 3-day solution for lightweight caravan panels and a 1-day solution for the supply of sandwich panels (see note 7).   During the pandemic, customs inspection and quarantine became difficult, there was no fixed location, and the sampling environment was poor. Compaks relied on the resources of the COSMOPlat platform and created a square cabin for inspection and quarantine in just 15 days, which facilitated inspection and quarantine work in a stable, comfortable, and safe place with the functions of intelligent air management and disinfection (see note 7).   The user interaction module enables companies to receive designs and orders directly from users. Personalized customization, such as the car body color and engine power, is enabled, resulting in a 63% product premium and a 62% increase in orders (see note 7).   Caravan enterprises also leverage policy support to set up “overseas warehouses” in foreign countries. In this mode, enterprises can prepare goods for export in advance according to previous orders.8 Compared with the traditional “order–production–export” mode, this results in faster delivery and a better customer experience while also helping the enterprise to flexibly adjust delivery and reduce costs according to maritime logistics, the container used, and other conditions.9	a35. Improved procurement efficiency a36. Flexible supply and demand a37. Disruptive innovation a38. Personalized customization a39. Operational flexibility a40. Reduce costs and increase efficiency a41. Production flexibility	A13. Active supply chain resilience improvement (a37, a38, a39, a40, a41) A14. Passive supply chain resilience improvement (a36, a35)

). For example, concepts such as a2 (subject to dealer orders), a3 (weak technical foundation), a5 (financing difficulties), a6 (hard to find accessories), a7 (procurement fragmentation), and a9 (weak anti-risk ability) were clustered under category A1 (supply-side risk perception) through the detailed coding analysis. These concepts were found to align with the main category of “resource orchestration motivation”. This category is defined as “Driven by factors such as supply- and demand-side challenges and an intense external competitive environment, traditional manufacturing enterprises need to rely on transformation to cope with”.

3.4.3. Selective Coding

Selective coding involves the iterative identification of core categories with strong explanatory potential during the coding process, their association, continuous comparison and refinement, the validation of inter-category relationships [85], and establishing a system architecture for “the mechanism of digital transformation to enhance supply chain resilience”. Based on the 41 concepts and 14 categories derived from open coding (see Table 1) and the five principal categories identified through axial coding (see

Table 2. Main scope of pathways for improving supply chain resilience.

Main Category	Support Category	Connotation of Category
Market environment risk perception (motivation for resource orchestration)	Supply-side risk perception Demand-side risk perception	Driven by internal problems and a fiercely competitive external environment, traditional manufacturing companies need to rely on resource orchestration to deal with it.
Digital transformation	Artificial intelligence Big data analytics Digital empowerment	Utilizing various digital technologies to achieve digital transformation.
Resource factors affecting supply chain resilience (resource construction)	Redundant resources Technical resources Internal resources External resources	Obtain and purchase relevant resources that the enterprise lacks from the social resource pool and construct resources by combining them with existing resources according to its own needs.
Capability related to supply chain resilience (ability conversion)	Manufacturing capability Digital platform capability Innovation capability	Combining them with existing resources according to the enterprise’s own needs.
Improvement in supply chain resilience (value creation)	Active supply chain resilience improvement Passive supply chain resilience improvement	Resource orchestration under digital transformation can improve procurement efficiency, personalize customization, achieve cost reduction and efficiency improvements, and promote innovation while expanding new markets. The enterprise improves the active and passive resilience of the supply chain and continues to analyze its own risks and needs.

), the storyline was refined through a combination of original case data analysis and comparisons with the relevant literature and research reports.

• Motivation for resource orchestration: Compaks, established in 2014, represents a typical traditional manufacturing firm facing transformation pressures. Factors such as internal supply chain challenges, intense external competition, and shifts in national policy have created an urgent need for change. Digital transformation has become a necessary path for enhancing supply chain resilience.
• Resource orchestration under digital transformation: Compaks strategically acquires and configures supply chain resources from its broader ecosystem based on organizational needs. It then leverages digital resources to optimize management and production processes, thereby developing distinctive capabilities in operations, digital platforms, and innovation. These enhanced capabilities lead to improved supply chain resilience and value creation.
• Value creation: Based on the perspective of resource orchestration theory, Compaks improves supply chain resilience through digital transformation from the perspective of improving active and passive supply chain resilience.

3.4.4. Theoretical Saturation Test

To test for theoretical saturation—the point at which additional data collection no longer generates new theoretical insights—we analyzed the remaining one-third of our case data (approximately 11,000 words). A total of 41 concepts were obtained through open coding analysis, and the 12 newly extracted categories were found to coincide with the 14 subcategories obtained by the research, indicating that each category in the model had been fully developed. Therefore, the category coding obtained in this study reached saturation.

4. Case Analysis

4.1. Theoretical Model Construction

Based on the preceding case analysis and the three stages of data coding, this study identifies three key dimensions of resource orchestration in the context of digital transformation: resource construction, capability transformation, and value creation. Building on this foundation, the four categories—resource orchestration motivation, resource construction, capability transformation, and value creation—collectively explain the path through which digital transformation enhances supply chain resilience. These categories progressively form an integrated framework that drives traditional manufacturing enterprises toward resilience improvement. Based on this, a core category model of “the mechanism of traditional manufacturing enterprises’ digital transformation to enhance supply chain resilience” can be constructed. As illustrated in Figure 1, under the combined driving factors of both the supply and demand sides in the supply chain, the process of enhancing supply chain resilience in traditional manufacturing enterprises comprises two key components: resource orchestration motivation and resource orchestration under digital transformation. After traditional manufacturing enterprises enhance their supply chain resilience, it is necessary to evaluate the resilience enhancement to process and analyze the next round of supply chain resilience goals to continuously improve resilience and optimize competitiveness.

4.2. Resource Orchestration Motivation—Market Environment Risk Perception

According to the BANI world framework, a comprehensive understanding of specific environmental vulnerabilities is essential for making informed decisions [1]. Therefore, this research introduces “market environment risk perception” to measure the motivation for resource allocation.

Traditional manufacturing supply chains are exposed to multifaceted risks stemming from both internal and external factors, including technological constraints, market competition, and unexpected disruptions such as pandemics. Demand disruptions typically occur when consumers either suddenly increase their purchasing or abruptly cease purchasing due to changes in product quality, environmental conditions, or personal preferences [91]. Supply disruption, on the other hand, occurs when suppliers in a supply chain are unable to provide products downstream in a timely manner and in sufficient quantities as planned due to unforeseen events [91]. Studies have shown a significant association between supply chain disruptions and firm performance [92], with some firms losing up to 40% of their market capitalization as a result [2].

Effective risk management requires entrepreneurs to maintain a heightened awareness of market environment risks for both proactive prevention and reactive response. The market environment risk perception is the entrepreneur’s perception of the risk of the market environment in which the enterprise is located [93]. The prevailing market environment serves as the primary source of information for entrepreneurs’ perceptions of market risk. Market conditions act as key indicators for strategic decision-making and behavior, requiring entrepreneurs to continuously evaluate whether their production technologies and capabilities align with current and future market demands [93]. On the other hand, the high complexity of the market environment and the asymmetry of market information make it impossible for entrepreneurs to accurately predict the market situation. Moreover, both the market and the environment are dynamic: the digital age is evolving quickly, and market conditions are changing rapidly, causing entrepreneurs to worry about whether their products and technologies will be accepted by the future market environment, necessitating their vigilance in preventing and responding to unforeseen events in a timely manner.

Therefore, this paper divides the perception of market environment risks into two dimensions: the supply side and the demand side (see

Table 3. Two dimensions of market environment risk perception.

Risk Perception Dimension	Concept Connotation	Source
Demand-side risk perception	Perception of various risks related to demand-side disruptions	[91,93]
Supply-side risk perception	Perception of various risks related to supply-side disruptions	[91,93]

).

4.2.1. Supply-Side Risk Perception

In 2014, Compaks entered the RV market, which is dominated by European and American companies. As a start-up company, Compaks faced multiple challenges, including its limited scale, low production capacity, weak technical foundation, financing constraints, difficulty in sourcing parts, fragmented procurement processes, and poor risk resistance, leading to multiple risks on the supply side of the supply chain (see note 1). As digital transformation becomes increasingly central to value creation, the extent to which enterprises explore and utilize digital resources is an important factor in how effectively they avoid risks in a changing environment. However, the value created by specific digital resources acquired to address past challenges is difficult to fully leverage. It is difficult to use it to solve the supply chain risk problems the enterprise faces in other situations, and it cannot directly improve the supply-side resilience of the supply chain for traditional manufacturing enterprises. Therefore, manufacturing enterprises’ motivation for resource orchestration gradually shifts toward the reconstruction and replacement of their missing capabilities. As Compaks’ General Manager noted,

“Despite our expertise in RV manufacturing, we still face challenges in personalized customization and end-to-end process control. This necessitates external professional support for system optimization.”

(see note 2)

4.2.2. Demand-Side Risk Perception

The nascent domestic RV industry faces multiple demand-side challenges, including a limited customer base, dependency on dealer orders, insufficient direct customer communication, and overreliance on exports. These vulnerabilities are further exacerbated by market volatility and external disruptions such as the pandemic. Facing competitors with larger scales, higher output, and stronger customer bases, Compaks needs to rely on improving product quality to secure orders to prevent the risk of supply chain demand disruption, and transformation is imminent. Compaks’ Head of Customs Affairs highlighted the following operational challenges:

“The complexity of parts management, frequent order modifications, and unexpected cancellations not only tie up capital but also significantly disrupt our production planning.”

(see note 2)

4.3. Digital Transformation

4.3.1. Artificial Intelligence

Compaks utilizes COSMOPlat’s AI-based digital tools to optimize its supply chains. These tools help enterprises to identify potential bottlenecks and risk points through supply chain simulation, respond more rapidly to market changes, adjust production and distribution plans, analyze supply chain costs, and propose strategies to reduce costs, thereby enhancing operational efficiency.10

4.3.2. Big Data Analytics

Compaks uses COSMOPlat’s big data analytics and intelligent procurement modules to provide a stable supply chain solution, such as through intensive procurement services (see note 10).

4.3.3. Digital Empowerment

Compaks has used COSMOPlat to digitally transform its supply chain management, reducing order lead times from 35 days to 20 days, optimizing inventory management through real-time data analysis, and reducing procurement and delivery risks (see note 2).

4.4. Resource Orchestration Under Digital Transformation

This research examines enterprise digital transformation through the lens of resource orchestration, encompassing three key dimensions: resource construction (including redundant resources, technological resources, and internal and external resources), capability transformation (manufacturing capabilities, digital platform capabilities, and innovation capabilities), and the result of resource orchestration, “value creation”, manifested through enhanced supply chain resilience.

4.4.1. Resource Construction

Resource construction refers to the process through which enterprises acquire or purchase necessary resources from across borders while divesting non-essential resources to construct resource combinations. Within the social resource pool, digital platforms developed by large enterprises provide abundant resources and capabilities, enabling other firms to purchase and acquire core technological resources from these platforms [94]. Thus, traditional enterprises can leverage the resource allocation and connectivity of large platforms, integrate their own resources for bundling and restructuring, and develop new capabilities to overcome organizational inertia and resistance to change [95], thereby achieving digitalization [96].

In response to the complex and evolving external environment, the chairman of Compaks, as a senior manager, supported transformation, actively sought co-operation resources, and identified the COSMOPlat platform for co-operation. Ultimately, Campaigns decided to use the “cloud”, seek solutions from the industrial Internet, and carry out intelligent digital transformation. Compaks’ supply chain risk stems from the demand for new products or solutions to address emerging challenges. There are also certain issues with production efficiency and cost control, which necessitate the upgrading and transformation of technical resources to enhance efficiency while reducing costs. Compaks invested about CNY 80 million to purchase new equipment, upgrade production lines, and implement digital management systems such as ERP and PLM to achieve intelligent manufacturing transformation (see note 2). Meanwhile, the COSMOPlat platform connects a wide range of upstream and downstream ecosystem resources in the RV industry, including over 700 module suppliers that provide critical upstream components such as doors, windows, televisions, and air conditioners (see note 10). The platform also includes experienced designers who contribute to domestic RV design, thereby connecting the entire industry chain and optimizing production modes. As users’ demand for RVs increasingly shifts toward customization and specialization, Compaks needs to resolve the conflict between customization and large-scale production. Based on previous co-collaborations, Compaks accessed COSMOPlat’s relational resources and worked with the platform to advance across seven nodes: interactive customization, innovative design, precision marketing, module procurement, intelligent manufacturing, smart logistics, and smart services. In 2019, Compaks also obtained the cross-border supply chain platform product on the COSMOPlat platform, which connected a series of complex operations related to sea freight export, such as orders, booking, dispatching, and customs clearance (see note 3). At the same time, Compaks collaborated with the Haier Group to remotely collaborate on production via video conferencing, deliver training to newly hired employees, improve production efficiency, and enhance responsiveness to market changes to enhance supply chain resilience. During the pandemic, Compaks established a holistic mindset and launched the slogan “grabbing time, ensuring goals, and working hard for 90 days”. The workshop delivery team leader noted the following:

“The final assembly workshop provides training for newly hired employees, makes reasonable arrangements for employees on the three production lines, and collaborates deeply with the Haier Group team through remote video production.”

(see note 5)

4.4.2. Capability Transformation

The key capabilities typically observed in manufacturing enterprises include manufacturing capability, innovation capability, and digital platform capability [97].

Manufacturing Capability:

Manufacturing capability refers to the ability to deliver large volumes of high-quality products on time. This capability is reflected in areas such as production technology, manufacturing equipment, and personnel expertise, including high-quality human resources [98]. Compaks has invested hundreds of millions of yuan in digital and intelligent production line transformation. This transformation has connected the design and production stages and achieved the sharing and interconnection of product design, research and development, production and manufacturing, and iterative upgrading, among other processes. Once users place orders through the terminal, relevant departments receive the information simultaneously, enabling full-process data collaboration. This helps enhance the user experience and contributes to increased order volumes and product profitability. Compaks purchased COSMOPlat’s ‘Sindar’ smart RV camping ecological solution, which provides strong technological support and improved manufacturing capabilities in four aspects: interactive customization, open innovation, module procurement, and intelligent production (see note 4). By accessing the Compaks RV Home Special Parts Public Service Platform and using the interactive module, models can be customized based on user requirements. Enterprises can produce customized products according to their needs. The general manager noted,

“Under the new supply and demand relationship, the procurement cost of raw materials such as galvanized sheet for enterprises is lower, and the production cycle of products is further compressed from 35 days to 20 days.”

(see note 2)

As users’ demand for RVs becomes increasingly inclined towards customization and specialization, Compaks needs to address the contradiction between customization and mass production. Compaks also faces specific challenges related to production efficiency and cost control, which require technological upgrades to improve efficiency and reduce costs. Compaks also faces the problem of insufficient market adaptability. To address these challenges, Compaks has leveraged the COSMOPlat platform to implement intelligent design and end-to-end transformation, achieving personalized customization and efficient assembly line production and improving manufacturing capabilities. Seven customized modules are centered around user experience, and users can choose product options according to their needs. Additionally, the average production cycle has been reduced from 35 days to 20 days, significantly enhancing the firm’s responsiveness to market changes. Meanwhile, the overall procurement cost has been reduced by 7.3% (see note 2).

Innovation Capability

Innovation capability refers to the ability to create new products and processes [99]. Traditional manufacturing enterprises can acquire cutting-edge, high-quality related knowledge through big data resources [100], enabling new value creation through iterative innovation [99].

Compaks’ manufacturing process is complex and requires a high level of production collaboration capability from its suppliers. It is essential to understand and manage the corresponding resource and quality scheduling capabilities of suppliers. Compaks has established a technical team of over 150 people and allocates 5% of its annual sales revenue to technology research and development. Compaks RV holds more than 120 invention patents and utility model patents (see note 4). The COSMOPlat industrial Internet public service platform for the motorhome industry, jointly developed by Compaks and the Haier Group, allows users to customize motorhomes based on scenarios and participate in the entire product life cycle of motorhomes. This platform facilitates the deep integration of industrialization and informatization, as well as the convergence of the manufacturing and service industries.

Digital Platform Capabilities

Digital platform capability refers to an enterprise’s ability to adapt to and utilize the functions provided by digital platforms and achieve continuous iteration and transformation of its business operations [101]. The digital platform includes functions such as providing services (such as customs declaration, logistics, and financing), linking, information sharing, and gathering resources. These features enable enterprises to perform real-time searches, understand the needs of competitors and customers, access up-to-date information, facilitate product innovation, improve customer communication, etc.

According to this case study, Compaks leveraged the COSMOPlat platform to modularize its supply chain into a “plug and play” module, develop an adaptive digital approach to supply chain management, and build an online platform for data collection and analysis, thereby significantly enhancing its risk management and control capabilities. By utilizing advanced technologies and equipment such as blockchain and the Internet of Things within COSMOPlat’s cross-border supply chain platform, Compaks provides customers with transparent and integrated cross-border supply chain solutions. The integrated supply chain management system of the COSMOPlat platform is also employed to facilitate continuous iterative changes in Compaks’ internal operations. This includes the use of SaaS system tools tailored according to its own needs and the whole process of orders, booking, vehicle dispatch, customs declaration, and other related maritime exports (see note 3).

4.4.3. Value Creation—Enhancing Supply Chain Resilience

Traditional manufacturing enterprises urgently need to enhance supply chain resilience through digital transformation, but the logic of active resilience and passive resilience is different (see

Table 4. Comparison of active and passive supply chain resilience logics in the context of the digital transformation of enterprises.

Categories	Active Supply Chain Resilience	Passive Supply Chain Resilience
Trigger point	Intra-organizational active prevention	Organize external contingencies to force
Quality of performance	Progressive	Radical
Space dimension	Business level (local) → strategic level (overall)	Strategic level (overall) → business level (local)
Time dimension	Time-slack	Time-limited
Enhancing resilient paths	Select, acquire, and purchase the necessary digital resources, following established goals	Select, acquire, and purchase the necessary digital resources and dynamically adjust goals

). Although Compaks faces different supply chain risks from the perspectives of active prevention and passive responses, they both attempt to improve supply chain resilience through digital transformation.

Active Supply Chain Resilience

In the company’s early stage, Compaks’ products suffered from low profitability, limited scale, low production output, and a small customer base. Therefore, Compaks invested in new equipment to upgrade its production line. Following the implementation of digital management systems such as ERP and PLM, the average production cycle was shortened from 35 days to 20 days, significantly enhancing market responsiveness (see note 2).

Compaks has always faced the dilemma between large-scale production and customization. To address this challenge, Compaks RV Home partnered with COSMOPlat to jointly develop a dedicated public service platform for parts. Through interactive modules, products are customized based on user needs, enabling personalized options such as body color and engine power. This approach resulted in a 63% product premium and a 62% increase in order volume, thereby enhancing customization flexibility (see note 4).

Previously, Compaks served as a contract manufacturer for Australian RV dealerships and could only arrange production based on dealer orders. Therefore, Compaks enlisted the cross-border supply chain platform resources of COSMOPlat and connected all nodes of the cross-border export supply chain of ‘Compaks RV’. From Europe, America, Japan, and South Korea to Australia, the export volume of the enterprise’s trailer RVs has skyrocketed, proactively mitigating the risk of demand-side disruptions in the supply chain (see note 3).

Compaks has expanded its supply chain system to enhance user experience, shifting from a manufacturing-oriented supply chain to a service-oriented one. Compaks uses COSMOPlat’s integrated supply chain management system to customize SaaS system tools according to user business scenarios. This system simplifies a series of complex operations related to sea freight export, such as placing orders, booking, dispatching, customs clearance, etc., achieving a visual and controllable full process effect, shortening delivery cycles by 20%, reducing logistics costs, and accelerating product circulation. Additionally, Compaks collaborated with COSMOPlat to establish a motorhome industry park in South Korea, forming a smart RV hub in Northeast Asia centered on Rongcheng and expanding its influence across the broader Asian region. Together with the Rongcheng City Government, the Rongcheng Good Luck Corner Campsite was built, the ‘Sindar’ model campsite was created, and a more resilient supply chain system was developed (see note 4).

Passive Supply Chain Resilience

The outbreak of the pandemic disrupted Compaks’ normal supply and operations, landing the company in a supply chain crisis. In the early stages of the pandemic, transportation and logistics were severely disrupted, and the supply of raw materials was repeatedly suspended, resulting in a complete production shutdown. Compaks relied on the COSMOPlat platform procurement module to source resources, achieving a three-day solution to the problem of obtaining lightweight sheet materials for RVs and a one-day solution to the supply problem of sandwich sheets. It also reduced the procurement cost of galvanized sheets, one of the primary materials used in RV production, by 12% and decreased overall module procurement costs by 7.3%. Due to a shortage of 1500 RV production panels, Compaks was unable to fulfill 400 orders. Compaks released information on the COSMOPlat Enterprise Resumption of Work and Production Online Service Platform. On the same day, manufacturers responded to compensate for the “broken chain”, solving the supply chain crisis and improving supply chain resilience (see note 7).

Compaks recognized challenges in customs inspection and quarantine procedures, including the absence of fixed locations and inadequate sampling environments due to the impact of the pandemic. Therefore, it chose to use the COSMOPlat platform to innovate, and in just 15 days, Compaks created a stable, comfortable, and safe quarantine cabin, providing intelligent air management, cabin disinfection, and other functions for quarantine work. This not only improved the intelligence of the quarantine cabin but also enabled the company to seize new opportunities while addressing the crisis (see note 7).

5. Discussion

This research aims to examine the correlation between supply chain resource restructuring and supply chain resilience based on resource orchestration theory and apply it in the manufacturing industry. Based on textual data, the study demonstrated that the resource restructuring of enterprises under digital transformation has a positive impact on supply chain resilience. Results derived from resource orchestration theory and proceduralized grounded theory indicate that the construction of supply chain resources (redundant resources, technological resources, internal resources, and external resources) and capability transformation (manufacturing capabilities, digital platform capabilities, and innovation capabilities) positively influence supply chain resilience (active and passive resilience). Through resource construction and capability transformation under digital transformation, traditional manufacturing enterprises can improve productivity, resolve the conflict between large-scale production and customization, expand their market and supply chain systems, address supply chain crises, and promote collaborative innovation, thereby enhancing supply chain resilience. Specifically, according to the resource orchestration theory, these findings align with prior studies showing that digital transformation improves supply chain resilience [59]. Gu and Huo et al. [2] examined the supply chain impact from both active and passive perspectives, and their findings were consistent with the results of this research. Specifically, traditional manufacturing enterprises have restructured their resources through digital transformation and transformed them into internal capabilities, thereby enhancing supply chain resilience. Based on the research of Yin et al. [66], we developed a theoretical model to guide traditional manufacturing enterprises in enhancing supply chain resilience by constructing supply chain resources and transforming capabilities.

5.1. Theoretical Contribution

This research makes the following scholarly contributions to the existing body of research.

First, this research supplements the theory of supply chain resilience management. Previous studies primarily focused on the resilience of supply chains under normal conditions [102] and are limited in their discussions of supply chain resilience it from the passive perspective. This study extends prior research by employing grounded theory to investigate how the resource restructuring process of traditional manufacturing enterprises undergoing digital transformation enhances supply chain resilience. It integrates the risk perception of the market environment, resource orchestration theory, and knowledge related to supply chain resilience. This study refines the process of resource orchestration and illustrates the mechanism by which internal and external resources are constructed and transformed into firm-specific capabilities. Resource orchestration theory defensively examines the relationship between supply chain resource restructuring and supply chain resilience in traditional manufacturing enterprises amid digital transformation, making the research questions more targeted and comprehensive.

Second, this research contributes to the theory of supply chain resilience. This research addresses risks from two dimensions—active and passive supply chain resilience—and resilience issues are jointly solved. These practices contribute to the theory of supply chain resilience in a specific manner [103], providing valuable insights for Chinese manufacturing enterprises to overcome the crisis faced by the supply chain in the context of anti-globalization. In addition, through its research on manufacturing enterprises, this case-specific study can serve as guidance for other enterprises.

5.2. Limitations

First, this research adopted a single-case study method. Although the selected case company offers a certain degree of representativeness and insight, a key limitation of single-case studies lies in their potentially limited external validity. The research findings were mainly based on the digital transformation practices of Compaks Company, which may not be directly generalizable to other industries.

Second, the data sources provided mainly qualitative data. Although the triangulation of data from diverse sources enhances the robustness of the research conclusions, the lack of quantitative data support may limit the accuracy and generalizability of the results. In addition, the subjectivity of qualitative data may affect the objectivity of the research conclusions.

Finally, although the research revealed the dynamic mechanism linking resource orchestration and the enhancement of supply chain resilience, it did not thoroughly examine the specific manifestations and applicability of resource orchestration motivation and capability transformation in different contexts. For example, enterprises of different sizes, industries, or market environments may face distinct resource constraints and transformation paths, which have not been fully explored in research.

5.3. Conclusions

In the BANI context, ROT is crucial for firms seeking to adapt their resource strategies in fragile, non-linear, and unpredictable business environments. Therefore, this research explores two specific aspects of supply chain resilience from the perspective of resource orchestration.

The research finds that amid digital transformation, traditional manufacturing enterprises become motivated to orchestrate resources according to their perception of market environment risks (supply-side and demand-side) and obtain key resources such as redundant resources, technological resources, internal resources, and external resources, with the help of a social resource pool. These resources are transformed into firms’ manufacturing, digital platforms, and innovation capabilities. Digital technologies offer a series of significant benefits, such as a greater quantity of available resources, more efficient decision-making, broader markets, faster response times, and improved supply chain agility and adaptability. Finally, both the active and passive resilience of the supply chain can be improved. Equally important, this research finds that resource orchestration plays a key mediating role in the relationship between digital transformation and supply chain resilience, enhancing the efficiency with which digital transformation is implemented.

More specifically, by addressing RQ1 and RQ2, this research emphasizes the dual impact of digital transformation and post-transformation resource orchestration on supply chain resilience. While many studies have focused primarily on supply chain resilience, this research expands the understanding of how these factors affect the active and passive resilience of the supply chain. These findings provide new insights into how companies can improve supply chain resilience more efficiently in the post-digital transformation era. This research adopted single-case study methods and proceduralized grounded theory to conduct an in-depth investigation. In summary, this study contributes a valuable new dimension to the current understanding of the precise role of digital transformation in the development of supply chain resilience while also emphasizing the need for further research on this topic.

5.4. Future Directions

This research investigated a traditional Chinese enterprise and drew the following conclusions based on resource orchestration theory. Firstly, under digital transformation, the resource restructuring of enterprises positively impacts supply chain resilience through resource orchestration. Secondly, the evolution of resource orchestration under digital transformation is manifested in resource construction and capability transformation. This article aims to expand the application scope of supply chain resilience theory. In addition, this research encourages traditional manufacturing industries to utilize digital transformation and improve their risk prevention and abilities to respond to emergencies through resource orchestration. The advantage of this study is that, on the one hand, it uses case studies to address specific issues of supply chain resilience, thereby making the research more demonstrative. On the other hand, when research is conducted in the digital age, we can find large volumes of enterprise data that are representative of digital transformation. This research draws upon mature resource orchestration theory to analyze the current practical situation, offering novel insights into the use of Chinese approaches to address Chinese-specific challenges.

Although enterprises are increasingly concerned about supply chain resilience and interruption risks, it remains worth investigating whether the impact of digital transformation on the supply chain resilience of traditional manufacturing enterprises is sustainable over the long term. First, future research can use horizontal case studies to demonstrate the specific operations of different companies in digital transformation. Second, this research mainly focused on traditional manufacturing enterprises and does not reflect the characteristics of suppliers or retailers. Future research could examine other types of supply chain members. In addition, this research was based on the Chinese context, and future research can explore the applicability of the method in other countries and regions. Finally, this research focuses on the perspective of resource orchestration and investigates the impact of digital transformation on supply chain resilience. Future research can explore other perspectives or mediating mechanisms.