The global nature of current supply chains – in combination with disruptive events like the Covid-19 pandemic – has highlighted the need for increased supply chain resilience (SCRes). Contemporary research has primarily focused on proactive SCRes strategies and, to some degree, neglected the reactive strategies for building SCRes. As pro- and reactive measures are needed for building SCRes, the study explores how businesses employ reactive SCRes recovery strategies to handle extreme supply chain disruption (SCD).  One sector of the economy experiencing SCD as an effect of the Coronavirus is the automobile industry, which is generally used to measure international health. With the exploratory nature of the purpose and the influential role of the automobile industry, the study employed a qualitative methodology where the strategies utilized by automobile industry actors are used as the case to discover and contribute with empirical evidence for reactive SCRes strategies. The empirical data was derived through semi-structured interviews with supply chain executives from the automobile industry.  The findings indicate that companies within the automobile industry employ three main reactive SCRes strategies: communication, crisis teams, and workforce measures, to handle the adverse outcomes of the Covid-19 pandemic. Moreover, the results suggest that crucial organizational capabilities are flexibility and velocity to handle turmoil within supply chains. Furthermore, based on a holistic perspective, the study indicates that the four formative capabilities of SCRes: flexibility, velocity, visibility, and collaboration, along with pro- and reactive SCRes strategies, are interconnected. As such, all capabilities appear to be pervading in the three reactive SCRes strategies. The study, therefore, implies that all capabilities of SCRes and both pro- and reactive strategies are necessary for the development of more resilient supply chains.

In recent years, the frequency of disruptive events in supply chains has increased. This is partly due to the fact that supply chains are more globalized and more complex, with deeper tiering among suppliers. This makes the supply chain more vulnerable to risks. Supply chain risks that come with the dependencies of global suppliers have been evident due to unexpected global events such as the Covid-19 pandemic, the obstruction in the Suez Canal, and the Russia-Ukraine war. To mitigate supply chain risks, a company needs to have a resilient supply chain. Volvo Construction Equipment, a world-leading manufacturer of premium construction equipment, has experienced some particularly challenging years due to global occurrences with material shortages, capacity constraints, and supply routes disruption. This has built up stress in the organization, both among processes and employees. To be able to plan for the coming years of high uncertainty, Volvo CE wants to investigate how they can anticipate and mitigate various risks and resist market fluctuations to create a more resilient supply chain. Therefore the purpose of the research was formulated as: The purpose of the research is to suggest how Volvo Construction Equipment AB can mitigate supply chain risks to secure the future supply chain in a volatile market. To facilitate the fulfillment of the research’s purpose, three research questions were developed concerning risk identification, assessing resilience capabilities, and assessing risk mitigation strategies. The first research question, RQ1, identified Volvo CE’s supply chain risks and the vulnerability of the risks. The supply chain risks were identified through focused group discussions with Volvo CE employees and the most vulnerable risks were determined through a survey with responses from the participants in the group discussions. Three risks were considered the most vulnerable in Volvo CE’s supply chain; lack of raw material and component shortage, lack of labor and competence in production at supplier, and shutdown of supplier factory due to unexpected events. The second research question, RQ2, answered which resilience capabilities Volvo CE possesses today and which should be improved. The resilience capabilities were assessed qualitatively through semi-structured interviews. The interview answers were then interpreted into what SCRES elements Volvo CE possess. It was concluded that all resilience capabilities can be improved but two out of five capabilities, ability to anticipate and ability to recover, were considered to have the most improvement potential as they contain a large proportion of SCRES elements that are not fully possessed today. Through semi-structured interviews and a cross-question analysis with RQ1 and RQ2, the third research question, RQ3, regarding the assessment of risk mitigation strategies could be answered. Based on the result of all research questions, five risk mitigation strategies were suggested for Volvo CE. These aimed to improve Volvo CE’s resilience capabilities with the most improvement potential to be able to mitigate the most vulnerable supply chain risks. The suggested risk mitigation strategies were supply chain understanding, SCRM culture, supplier relationship, backup supplier, and scenario planning. By working with these strategies, Volvo CE could significantly increase its resilience and thus create an organization better able to mitigate supply chain risks to secure the future supply in a volatile market.

The interconnectedness of global supply chains, combined with disruptive events like the Covid-19 pandemic, has emphasized the significance of enhancing supply chain resilience (SCRes). Thus, this study aims to investigate how businesses employ SCRes recovery strategies to address extreme supply chain disruptions (SCD). To contribute empirical evidence on reactive SCRes strategies, qualitative methodology was employed, with a specific emphasis on the construction department at Northvolt. The construction industry serves as an apt context for assessing and offers valuable insights. Unstructured and semi-structured interviews were conducted with supply chain executives within the company to collect the data. The findings reveal specific challenges faced by the construction department at Northvolt in the face of global supply chain disruptions, shedding light on their responsive strategies. This study not only emphasizes the necessity of cultivating all SCRes capabilities but also contributes valuable empirical evidence to the field. The implications of these findings extend beyond Northvolt, providing actionable insights for businesses in the construction industry and offering recommendations for enhancing overall supply chain resilience. / Den ökande globala kopplingen mellan leverantörskedjor, tillsammans med störande händelser som Covid-19-pandemin, har understrukit betydelsen av att förbättra leverantörskedjors motståndskraft (SCRes). Denna studie syftar därför till att undersöka hur företag använder sig av SCRes-återhämtningsstrategier för att hantera extrema störningar i leverantörskedjan (SCD). För att bidra med empiriska bevis om reaktiva SCRes-strategier användes kvalitativ metodik, med särskild tonvikt på byggavdelningen på Northvolt. Byggbranschen fungerar som en lämplig kontext för bedömning och erbjuder värdefulla insikter. Ostrukturerade och halvstrukturerade intervjuer genomfördes med företagets leverantörskedjechefer för att samla in data. Resultaten avslöjar specifika utmaningar som byggavdelningen på Northvolt står inför i ljuset av globala störningar i leverantörskedjan och belyser deras responsstrategier. Denna studie betonar inte bara nödvändigheten av att odla alla SCRes-förmågor utan bidrar också med värdefulla empiriska bevis till området. Resultatens implikationer sträcker sig bortom Northvolt och ger handlingsbara insikter för företag inom byggbranschen, samt erbjuder rekommendationer för att förbättra övergripande motståndskraft i leverantörskedjan.