In today's uncertain markets, supply chain vulnerability is a critical issue for many companies. As supply chains become more complex due to global sourcing and lean practices, risk increases. The challenge is to create more resilient supply chains to manage and mitigate this risk. Supply chain managers aim to achieve efficient, integrated systems that create competitive advantage. They must balance cost pressures with the need for efficiency and manage market-driven service demands and supply chain risks. Better internal process management and open information flows help. Recent global events have shown the unpredictability of the world, with natural disasters, industrial disputes, and terrorism causing supply chain disruptions. Modern supply chains are dynamic networks of interconnected firms. They rely on efficient transportation and communication systems. The Centre for Logistics and Supply Chain Management has researched supply chain risk and vulnerability, funded by the UK Department for Transport. This paper presents findings and recommendations from the second stage of the research. It is based on empirical data from various industries, including food retailing, oil, pharmaceuticals, and automotive. It focuses on developing a managerial agenda for identifying and managing supply chain risk. Supply chain resilience involves creating flexible, adaptable systems that can return to or move to a new, more desirable state after disturbances. It is distinct from robustness, which refers to physical strength. Risk is defined as the likelihood of negative business impact. The research highlights the need for a structured approach to managing supply chain risk. It suggests that supply chains should be designed with risk reduction in mind. Key principles include designing resilience into supply chains, collaborative working, agility, and creating a risk management culture. The paper also discusses categorizing supply chain risks into internal and external categories. It emphasizes the importance of visibility and velocity in supply chain agility. Visibility refers to the ability to see the entire supply chain, while velocity is the speed of response to changes. The research concludes that supply chain resilience is essential for business continuity. It requires a shift in focus from efficiency to resilience, with a greater emphasis on collaboration and transparency. The paper calls for a structured approach to managing supply chain risk, with a focus on creating a risk management culture within organizations. The authors argue that supply chain risks pose the most serious threat to business continuity, and that a new priority for business planning is to seek resilient supply chain strategies.In today's uncertain markets, supply chain vulnerability is a critical issue for many companies. As supply chains become more complex due to global sourcing and lean practices, risk increases. The challenge is to create more resilient supply chains to manage and mitigate this risk. Supply chain managers aim to achieve efficient, integrated systems that create competitive advantage. They must balance cost pressures with the need for efficiency and manage market-driven service demands and supply chain risks. Better internal process management and open information flows help. Recent global events have shown the unpredictability of the world, with natural disasters, industrial disputes, and terrorism causing supply chain disruptions. Modern supply chains are dynamic networks of interconnected firms. They rely on efficient transportation and communication systems. The Centre for Logistics and Supply Chain Management has researched supply chain risk and vulnerability, funded by the UK Department for Transport. This paper presents findings and recommendations from the second stage of the research. It is based on empirical data from various industries, including food retailing, oil, pharmaceuticals, and automotive. It focuses on developing a managerial agenda for identifying and managing supply chain risk. Supply chain resilience involves creating flexible, adaptable systems that can return to or move to a new, more desirable state after disturbances. It is distinct from robustness, which refers to physical strength. Risk is defined as the likelihood of negative business impact. The research highlights the need for a structured approach to managing supply chain risk. It suggests that supply chains should be designed with risk reduction in mind. Key principles include designing resilience into supply chains, collaborative working, agility, and creating a risk management culture. The paper also discusses categorizing supply chain risks into internal and external categories. It emphasizes the importance of visibility and velocity in supply chain agility. Visibility refers to the ability to see the entire supply chain, while velocity is the speed of response to changes. The research concludes that supply chain resilience is essential for business continuity. It requires a shift in focus from efficiency to resilience, with a greater emphasis on collaboration and transparency. The paper calls for a structured approach to managing supply chain risk, with a focus on creating a risk management culture within organizations. The authors argue that supply chain risks pose the most serious threat to business continuity, and that a new priority for business planning is to seek resilient supply chain strategies.