Global supply chains are navigating ever more volatile and rapidly evolving conditions driven by technological innovation, geopolitical risks, environmental challenges, and changing customer requirements. Hence, conventional methods that focus on efficiency and cost reduction along the supply chain are not enough to stay competitive. In this context, an important strategic capability has emerged – the ability to be flexible, innovative, and adaptable, as well as efficient, standardised, and cost effective: supply chain ambidexterity. Notably, the extant literature on the relationship between SC ambidexterity and organizational performance have been scattered and segmented in various theoretical and operational viewpoints. To sum up previous research published between 2015 and 2025, this study used Systematic Literature Review (SLR) based on the PRISMA 2020 framework. A total of 34 peer-reviewed journal articles were included after screening and eligibility process both from Scopus and Web of Science database. The results reveal that supply chain ambidexterity has matured from a trade-off between exploration and exploitation, to a broader dynamic capability that is complemented by digital integration, resilience, analytics capability and organizational learning. Five key themes were found: conceptual foundations, lean–agile integration, digital technology enablement, performance outcomes, and environmental uncertainty. Organizations that are able to effectively blend efficiency with flexibility appear to have experienced an overall positive impact on their operational performance, innovation, responsiveness, resilience, and competitive advantage, according to the studies. Furthermore, some research gaps have been identified during the review, and future research recommendations are provided that could contribute to further research on the link between SC ambidexterity and OR performance.

This research paper is a systematic literature review (SLR) based on a theory-grounded analysis of supply chain resilience (SCR) concerning, in particular, resilience capabilities and resilience capability logics. In accordance with PRISMA 2020, 45 peer-reviewed journal articles found in Scopus were identified, screened and analysed. In addition to classifying the resilience capabilities, this review takes a dynamic capabilities and contingency approach to theorize the role resilience capabilities play as interacting logics through the phases of disruption (pre-disruption, during disruption, and post-disruption). The results suggest 7 central resilience capabilities (flexibility, redundancy, agility, collaboration, visibility, robustness and adaptability) that are grouped into three higher-order capability logics (buffering, adaptive and transformational). It has systematic trade-offs between efficiency and resilience, is characterized by a pre-eminent focal-firm bias, and limited longitudinal and multi-tier research are revealed in the review. This study lays these contributions on process-oriented resilience capability logic framework and sequencing of capability, shifting the capability enumeration to a capability configuration and sequencing to enhance theory development in supply chain resilience. Theoretically based coding scheme drew on the dynamic capabilities theory (sensing, seizing, reconfiguring) and contingency logic in order to discover underlying capability mechanisms.