An increasing number of business leaders recognize that resilience is essential to safeguard supply reliability and maintain competitiveness. In a joint masterclass by evofenedex and Involvation, supply chain professionals learn how to embed resilience into their strategy, processes, and collaboration.
For years, many companies have designed their supply chains with maximum efficiency in mind: tight schedules, lean inventories, and strict supplier agreements. This approach worked well in times of stability, but proved vulnerable when disruptions piled up. The COVID-19 crisis, the war in Ukraine, ongoing geopolitical tensions, and a more volatile global trade system highlighted the need for a different approach.
Today, more and more companies in trade and logistics are discovering that resilience is not a luxury, but a critical prerequisite for delivering on promises and staying competitive. “At evofenedex we clearly see this theme resonating with our members. That is why, together with consultancy firm Involvation, we developed a masterclass that helps supply chain professionals rethink their supply chains,” explains Nanne Schriek, supply chain specialist at evofenedex. “It’s not a theoretical exercise, but a practical and substantive exploration of how to build resilience within your organization. The goal is not to sell products or services, but to share knowledge and genuinely help entrepreneurs move forward. That is exactly why the collaboration with Involvation works so well: it is built on content and trust, not commercial motives.”
“Resilience is gaining more and more relevance”
According to Jeroen Scheepers, partner at Involvation, his firm has specialized in supply chain strategy, planning, and control for over twenty years. The collaboration with evofenedex stems from a shared goal: strengthening companies’ ability to withstand disruption. “Resilience is becoming increasingly relevant. Initial discussions emerged during the COVID-19 crisis, when companies suddenly realized how vulnerable their supply chains were. Business leaders started asking: where do my materials really come from? Who are my suppliers? How dependent am I on a single source or transport mode?”
That awareness is an important starting point, but truly organizing processes differently requires more, says Schriek and Scheepers. The masterclass therefore doesn’t just cover what resilience is, but focuses on what it requires in terms of people, structures, and decision-making. It demands a new mindset. Schriek: “That’s also the main challenge, because many companies are used to steering by cost. Logistics was long considered a cost center. Only when the numbers turned red, action was taken. But in a world where disruptions are structural rather than incidental, that approach no longer works.”
Real-world cases presented in the masterclass illustrate how companies are navigating this transition. Scheepers: “One participant shared that resilience has been on the boardroom agenda since COVID-19. During the pandemic, the company faced severe delivery issues while competitors were still able to serve customers. The result was a painful loss of market share—an experience that secured resilience as a strategic priority. This shift is also redefining the role of logistics and supply chain management within the organization.”
“It reveals where opportunities lie”
It is becoming increasingly clear that resilience is not a one-off project, but an ongoing process. Scheepers even calls it “a way of life”: “It’s not a checklist you tick off. It requires continuous attention, starting with a shared understanding of what resilience really means.” The masterclass uses a model built around five core capabilities, with the key principle being that every organization must adapt it to their own strategy, supply chain position, and risk appetite.
Participants quickly see the benefits of this approach. According to Schriek, they don’t just learn what resilience entails, but are encouraged to reflect on their own situation. This leads to discussions that go beyond technology or planning. “One participant realized it wasn’t about a ready-made solution, but about a mindset he wanted to embed in his organization. Another even used the model to engage her supplier in a conversation about how they could jointly respond more quickly to disruptions,” Schriek notes.
“What makes this approach so effective is that it starts with the company’s context and strategy,” Scheepers adds. “The model makes clear how strategic choices are linked to vulnerabilities and resilience opportunities. It doesn’t provide one-size-fits-all answers, but it does highlight where opportunities lie. That’s powerful, because it pushes companies to think beyond cost reduction or inventory optimization. Resilience then becomes not only a defense mechanism, but also a competitive advantage.”
That competitive edge is tangible, Scheepers argues. “In practice, higher availability directly translates into higher customer satisfaction and increased sales. Some companies have even calculated what a 1% increase in service levels means for revenue—and the results show significant growth. Resilience therefore has a clear commercial value. It’s not only about mitigating risks, but also about protecting or even expanding market share. This requires a new language at the executive table. Supply chain managers need to demonstrate that investing in resilience drives growth objectives, enhances customer service, and strengthens competitiveness.”
One recurring challenge is getting colleagues from other functions onboard. CFOs focus on costs, while sales managers look at revenue. Resilience speaks to both, but requires bridging their perspectives. Schriek recognizes this: “That bridge starts with a clear narrative. It’s not about extra buffers or backup routes—it’s about how the organization continues to keep promises to customers, even under pressure. That demands collaboration not only internally, but also externally—with suppliers, service providers, and customers.”
Discussions with participants reveal that many companies are already taking concrete steps, but often in a fragmented way. They add extra inventory, secure backup suppliers, or invest in advanced planning tools. Schriek: “But without a clear strategy and alignment with other parts of the business, these remain isolated measures. The masterclass helps participants place these initiatives within a broader framework. By discussing business goals, supply chain position, and risk profile, space emerges for an integrated approach.”
And that, according to Scheepers, is exactly what’s needed. Resilience is not an end goal, but a way to prepare better for what’s ahead. “In a world where uncertainty has become the norm, the ability to respond, adapt, and collaborate quickly is more critical than ever. For companies in trade and logistics, this means investing not just in systems, processes, and contracts, but above all in people and collaboration.”
Early results from the masterclass are promising. Participants report that it has shifted their perspective. Scheepers: “Some immediately applied the model in practice, while others used it as a discussion tool within their teams. But all recognized the importance of broadening the view of supply chain management. It should no longer be solely about efficiency, but also about agility, reliability, and collaboration. In this way, resilience evolves into a strategic capability that not only helps companies survive, but also emerge stronger from every crisis.”
Interview earlier published by
Text: Job Halkes