LEVERAGING STRATEGIC SUPPLY CHAIN CAPABILITIES FOR ORGANIZATIONAL RESILIENCE IN KENYAN MANUFACTURING FIRMSPages 153-171
Abstract
Supply chain disruptions, market volatility, technological uncertainty, and operational complexities continue to threaten manufacturing firms, particularly in emerging economies. Despite growing interest in organizational resilience, limited empirical evidence exists on the role of strategic supply chain capabilities in strengthening resilience within African manufacturing contexts. This study examined the influence of supply chain visibility, agility, collaboration, and flexibility on organizational resilience among non-alcoholic beverage manufacturing firms in Kenya. Guided by a positivist philosophy and explanatory cross-sectional design, data were collected from supply chain, logistics, procurement, operations, and production managers and analyzed using Structural Equation Modeling (SEM). The results revealed that supply chain flexibility (β = 0.380, p = 0.048), agility (β = 0.337, p < 0.001), and collaboration (β = 0.299, p < 0.001) positively and significantly influenced organizational resilience. In contrast, supply chain visibility had no significant direct effect on resilience (β = 0.068, p = 0.719). The model explained a substantial proportion of variance in organizational resilience (R² = 0.906). The findings indicate that adaptive operations, collaborative relationships, and flexible supply chain structures enhance firms’ ability to withstand disruptions and maintain continuity. The study contributes to supply chain resilience literature by demonstrating that resilience is largely capability-driven within manufacturing environments.
Keywords:
Organizational resilience,
Strategic supply chain capabilities,
Supply chain agility,
Supply chain collaboration,
Supply chain flexibility,
Manufacturing firms.
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Elias Kosgei Kimaiyo, 
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