In those turbulent times of disruptive changes, companies need to safeguard their material replenishment. This can be achieved by implementing resilient supply chains. Supply chain resilience (SC resilience) is the adaptive capabil-ity of the supply chain to prepare for unexpected events, respond to disrup-tions, and return to a normal or better state. This presentation introduces a framework, the supply chain resilience navigator, which can help companies to achieve supply chain resilience.

On the one hand, our findings are based on qualitative empirical data we conducted in an in-depth workshop with 25 purchasing and supply manage-ment executives from an agricultural machinery manufacturer. They collect their lessons learned from the experience with the Covid crisis. On the other hand, we analyzed the literature on SC resilience.

Our framework consists of three layers. Ground laying are the four principles of SC resilience: risk management culture, collaboration, agility, and trans-parency (layer 1). The principles are the backbone of the two management categories for achieving SC resilience. Supplier Management means analyz-ing, adapting and changing supplier strategies; risk management deals with developing and implementing risk management strategy, organization and tools (layer 2). For each category, we developed five courses of action to ac-complish SC resilience. An example in the category supplier management is a regional multiple sourcing strategy, which offers several recommendations how to implement the corresponding course of action (layer 3).

Our framework can help academics to better understand the measures of re-silience. Practitioners get concrete recommendations to make their supply chain more resilient.

The upstream segment of the minerals supply chain –MiSC– has a crucial role in a sustainable global future by securing the supply of minerals –commodity– for developing renewable-energy technologies. However, due to its nature, the MiSC´s upstream segment is prone to negative events. These could disrupt the commodity supply's security and prevent it from achieving global sustainable goals. Therefore, an in-depth understanding of how a disruptive state is perceived in this segment of the MISC is necessary to develop more resilient strategies, thus ensuring sufficient commodity supply. This study aims to understand disruption in the MiSC´s upstream segment, supporting a multiple case study methodology carried out in the Chilean MiSC´s upstream segment context. Findings establish that a disruption in the MISC's upstream segment perceives as the impact of any event in the mining life-cycle generating a momentary or indefinite operational continuity suspension of its business processes, resulting in negative business performance. Also, two disruption scenarios are inferred, "production discontinuity" and "production closure." This study contributes to the current literature on Risk and Resilience supply chains –SC–, expanding the knowledge of disruption in a new industrial context, such as MiSC´s upstream segment. Furthermore, future researchers are encouraged to extend the knowledge of Risk and Resilience SC in the same industrial context of this work.

This paper examines the optimization potential within the physical distri-bution of vaccines, focusing on the case of COVID-19 vaccine distribution in Germany. The analysis uses a literature-based potential audit consisting of five steps: analysis of requirements, performance, processes, structures, and benchmarking. The analysis identified bottlenecks in vaccine distribu-tion, such as coordination of ingredient sourcing, packaging facilities, and demand-driven allocation issues, and showed that the decentralized distri-bution structure led to inefficiencies. Better communication and use of ex-isting supply chain structures could have improved the distribution of COVID-19 vaccine in Germany.