Abstract
Supply Chain Management is in constant evolution, and Supply Chain Resilience (SCR) appears as a recent offspring result of changes in how companies do business. Research efforts on the topic have led to a focus on the basic concepts of SCR, leaving a relevant research gap on the modelling and quantification of the SCR behaviour. In fact, there is not yet a consensus on SCR metrics or on how to quantify SCR. Most SCR models fail to incorporate relevant characteristics of the supply chain's performance, as are the impacts perceived by downstream customers. This work addresses such gaps, and a new resilient SC metric is proposed, which is incorporated into a developed optimisation model, where economic and responsiveness objectives are maximised when designing and planning resilient SC considering all SC entities. The model is applied to a case study that shows that decision-makers should avoid adopting universal strategies when managing their SC and instead should define the best plan for their SC operation. The impacts perceived by downstream customers are analysed. Moreover, it can be concluded that there is a correlation between the SC performance and the new SCR metric, easing the process of designing and planning the SC when resilience concerns are at stake.