Studies on supply chain resilience have been well documented, but most of these studies were conducted at organizational level and hence the role of facilitating managers in the supply chain is conspicuously neglected. The purpose of this paper is to explore the effect of tripartite social capital (bonding, bridging and linking) on managers’ resilience building and to examine the underlying mechanism through which these relationships exist. Data were collected through self-administered questionnaire from 452 supply chain managers in Nigeria, a country that has been rocked by series of environmental turbulences. The measurement and structural models were assessed by Partial Lease Square Structural Equation Modelling (PLS-SEM) using SMART-PLS 3 software. The findings suggest that linking social capital influenced manager’s resilience, but bonding and bridging did not. Bonding, bridging and linking influence manager’s commitment. Additionally, manager’s commitment mediated the relationship between tripartite social capital and manager’s resilience, Theoretical, practical and methodological implications were also discussed.