Saad Zighan In a previous research project I also investigated different types of capabilities and how they can contribute to supply chain resilience. I hope that my paper is useful for you.

Article Optimal levels of (de)centralization for resilient supply chains

I like to think that knowledge management (KM) has a tactical and strategic elements. The current focus that is more on real-time/big data analytics addresses the tactical elements of KM that is usually associated with the cognitive and emotive limits of human beings (e.g. sorting, tagging, multitasking for hours on end without error). The strategic element has been with us for sometime. But now has been enhanced by the real-time, smart analytics that enrich strategic decisions even contributes perhaps to wiser decisions. I like to think about KM as the "brains" of the supply chain. And just as consciousness in our brain/minds is an emergent property that is a function of the activities of neurons. So is the wisdom/strategy of the supply chain a function of the many routine and mundane aspects of data analytics and transactions happening at various points along the supply chain. We can't say they are unimportant collectively but they seem automated and routine at the point where they occur. So resilience in the supply chain requires this seamless, integrated flow and exchange between tactical and strategic KM.

It might be worth starting with those proactive/reactive strategies and preparation/response/recovery/growth stages in the supply chain resilience literature, which tend to include some relevant elements such as absorptive capacity, adaptive capability, and learning/education/training.

Interesting question :) If you look at Pettit et al.'s article from 2010 and 2013, you'll find out that some of the items to measure SC resilience are about infomation sharing or the knowledge of some status of the SC. This is clearly a first step towards knowledge management. Information sharing is also part of the SC resilience measurement scale based on the RBV and DCV perspective from Chowdhury and Quaddus (2017). Taking into account the connections between the concepts of "infomation sharing" and "knowledge management", you may here find a way to justify an hypothesis such as the fact that KM has a positive and significant impact of SC resilience.

Pettit, T.J., Croxton, K.L., Fiksel, J., 2019. The evolution of resilience in supply chain management: a retrospective on ensuring supply chain resilience. J. Bus. Logist. 40 (1), 56–65. Pettit, T.J., Croxton, K.L., Fiksel, J., 2013. Ensuring supply chain resilience: development and implementation of an assessment tool. J. Bus. Logist. 34 (1), 46–76.

Chowdhury, M. M. H., & Quaddus, M. (2017). Supply chain resilience: Conceptualization and scale development using dynamic capability theory. International Journal of Production Economics, 188, 185-204.