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Purpose – The purpose of this paper is to understand the role of procurement in identifying and managing the intra- and inter-organisational issues which impact supply chain resilience. Achieving resilience along the supply chain in today’s turbulent business environment requires efforts from both internal and external elements of the extended enterprise. Design/methodology/approach – The systematic literature review was conducted between 2000 and 2013 with the objective being to answer the single research question proposed. To do so, a content analysis based on the literature was applied to 30 selected papers. Findings – The study revealed that procurement activities do make a significant contribution to creating supply chain resilience. Emerging from the literature review, certain intra- and inter-organisational issues were identified that could impact supply chain resilience. Also the possible actions that procurement could take to enable the enhancement of supply chain resilience were identified. Research limitations/implications – This study is limited, in that it is exploratory and focuses only on the body of knowledge presented in two databases over the past 13 years. It has also been restricted to the procurement function and the consequent implications for the upstream supply chain. Originality/value – The originality of this paper lies in the identification of intra- and inter-organisational issues from a procurement perspective specifically as they relate to improving supply chain resilience. This raises further questions on the role of procurement in creating supply chain resilience, which has not been well-explored in the current literature.

Systematic Review This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 1. Introduction According to the US Federal Emergency Management Agency (FEMA), approximately 40% of companies that are severely affected by a disruption in the supply flow go bankrupt (Federal Emergency Management Agency, 2016). Regardless of the sector and size, supply chains face a myriad of threats in global operations, which vary from cyber risks to natural disasters. As businesses enter an era of economic, geopolitical, societal, technological and environmental uncertainty (World Economic Forum, 2017), a wide range of unforeseen and unavoidable risks may incur, which might cause minor to major impacts to companies throughout supply chains. Recognizing that market instability directly affects supply chain operations, it is acknowledged that competition is no longer between individual companies, but rather between supply chains (Christopher, 2012). In this context, building resilience is an important factor for organizations, as well as for their supply chains (Hohenstein et al., 2015). In Operations Management, resilience is defined as a set of organizational capabilities to face immediate and unexpected changes in the environment with proactive and reactive actions so as to anticipate, adapt, respond, recover and learn from any disruptive event (Kamalahmadi & Parast, 2016; Ali et al., 2017). Therefore, developing skills to manage organizational resources (tangible and intangible) is fundamental to achieve resilience in the supply chain, thereby achieving a competitive advantage. Assuming that it is not possible to manage any resource that cannot be measured and that consumers are increasingly demanding, analyses and surveys regarding performance indicators have been increasing in recent

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Achieving resiliency along the supply chain requires internal and external effort from all members of the chain. The purpose of this paper to identify key organisational factors for building resiliency in the supply chain, and to understand how these factors can influence the development or enhancement of supply chain resilience. To do so, a multiple case study was performed on different supply chains to validate organisational factors identified in the literature. As a result, ten organisational factors (six internal and four external) were highlighted and propositions were developed after a cross-case discussion to affirm the influence of them in building or enhancing supply chain resilience.