Building resilient supply chains through effective procurement risk management has become a paramount concern for organizations in today’s dynamic and unpredictable business environment. Recent global disruptions, including the COVID-19 pandemic, geopolitical tensions, natural disasters, and technological shifts, have exposed the vulnerabilities inherent in traditional supply chain models, prompting a reevaluation of procurement strategies (Ivanov, 2020). As companies increasingly operate within complex, multi-tiered supply networks, the necessity for robust risk management practices to ensure supply chain resilience is more pronounced than ever. Procurement, as a crucial function within supply chains, plays a pivotal role in mitigating risks and enhancing resilience. It involves not just the acquisition of goods and services but also the management of supplier relationships, negotiation of contracts, and implementation of risk mitigation strategies (Christopher & Peck, 2004). The strategic importance of procurement in fostering supply chain resilience is underscored by its capacity to influence cost, quality, and delivery performance, all of which are critical determinants of an organization’s competitive advantage. The role of procurement has evolved from a transactional function to a strategic partner in building and maintaining resilient supply chains (Handfield et al., 2020). Recent disruptions have highlighted the multifaceted nature of procurement risks, which can emanate from a variety of sources, including supplier failures, logistical challenges, regulatory changes, and market volatility (Wieland & Wallenburg, 2013). These risks can have far-reaching implications, affecting not only the immediate availability of products but also the financial stability and reputation of organizations. The COVID-19 pandemic, for example, triggered widespread supply chain disruptions, revealing the limitations of just-in-time inventory practices and the vulnerabilities associated with geographically concentrated supply sources (Ivanov & Dolgui, 2020). This has led to a growing recognition of the need for more resilient supply chain designs that can withstand unforeseen disruptions and adapt to changing conditions. Effective procurement risk management involves a proactive approach to identifying, assessing, and mitigating risks across the supply chain. This includes conducting thorough risk assessments to identify potential vulnerabilities, developing risk mitigation strategies, and implementing contingency plans to ensure continuity of supply (Chopra & Sodhi, 2014). Risk assessment is a critical component of procurement risk management, as it enables organizations to identify and prioritize risks based on their potential impact and likelihood. This process typically involves evaluating the risk profiles of suppliers, assessing the stability of supply markets, and analyzing the potential impacts of external factors such as geopolitical events or environmental disruptions (Tang & Tomlin, 2008). Supplier risk management is a key element of procurement risk management, given the critical role that suppliers play in the supply chain. Effective supplier risk management involves evaluating the financial stability, operational capabilities, and risk profiles of suppliers, as well as fostering strong relationships and open communication channels (Kern et al., 2012). This can include conducting regular supplier audits, developing supplier scorecards, and implementing supplier development programs to enhance the capabilities and resilience of suppliers (Lockamy & McCormack, 2010). Building strong relationships with suppliers can also facilitate collaboration on risk mitigation strategies and enable more effective responses to disruptions. Diversification of supply sources is another important strategy for mitigating procurement risks. Relying on a single supplier or a limited number of suppliers can expose organizations to significant risks if those suppliers encounter difficulties. Diversifying the supplier base can help to reduce dependency on individual suppliers and spread risks across multiple sources (Ganguly & Guin, 2021). This can involve sourcing from suppliers in different geographic regions, developing alternative supply routes, and exploring opportunities for local sourcing. However, diversification also presents challenges, including the need to manage relationships with a larger number of suppliers and the potential for increased complexity in supply chain management. Inventory management practices also play a crucial role in procurement risk management. Maintaining appropriate levels of inventory can help to buffer against supply disruptions and provide a cushion for dealing with unexpected demand fluctuations (Tomlin, 2006). However, inventory management must be carefully balanced to avoid the costs and risks associated with excess inventory, such as obsolescence and storage costs. Strategies such as safety stock, strategic stockpiling, and demand forecasting can help to optimize inventory levels and enhance supply chain resilience (Zsidisin & Wagner, 2010). Technological advancements are increasingly being leveraged to enhance procurement risk management and build more resilient supply chains. Technologies such as artificial intelligence, machine learning, blockchain, and advanced analytics can provide valuable insights into supply chain risks and enable more effective risk mitigation strategies (Ivanov & Dolgui, 2021). For example, predictive analytics can be used to forecast potential supply disruptions and identify early warning signs of supplier distress, while blockchain technology can enhance transparency and traceability in supply chains, reducing the risks of fraud and counterfeiting (Saberi et al., 2019). The adoption of digital technologies can also facilitate more agile and responsive supply chain management, enabling organizations to adapt more quickly to changing conditions and mitigate the impacts of disruptions. Collaboration and communication across the supply chain are critical for effective procurement risk management. Building strong partnerships with suppliers, customers, and other stakeholders can enhance visibility and coordination, enabling more effective risk mitigation strategies (Scholten & Schilder, 2015). Collaborative approaches can include joint risk assessments, shared contingency planning, and the development of collaborative risk management frameworks. Effective communication channels can also facilitate the timely sharing of information about potential risks and disruptions, enabling more coordinated and proactive responses. The integration of sustainability considerations into procurement risk management is increasingly recognized as an important aspect of building resilient supply chains. Sustainable procurement practices can help to mitigate risks related to environmental, social, and governance (ESG) factors, such as regulatory changes, reputational risks, and supply chain disruptions caused by environmental events (Marshall et al., 2015). This can involve sourcing from suppliers that adhere to sustainable practices, incorporating ESG criteria into supplier evaluations, and developing sustainable sourcing strategies. By aligning procurement practices with sustainability goals, organizations can enhance their resilience to a broader range of risks and contribute to long-term supply chain sustainability. Regulatory compliance is another important aspect of procurement risk management, as organizations must navigate a complex and evolving regulatory landscape. Compliance with regulations related to trade, environmental standards, labor practices, and product safety is essential to avoid legal and financial penalties and maintain supply chain continuity (Srai & Ané, 2016). Procurement teams must stay abreast of regulatory changes and ensure that suppliers comply with relevant requirements. This can involve conducting compliance audits, developing regulatory compliance frameworks, and implementing policies to address emerging regulatory risks. The role of leadership in procurement risk management is crucial, as it involves setting the strategic direction for risk management efforts and fostering a culture of risk awareness within the organization (Manuj & Mentzer, 2008). Leadership must prioritize risk management, allocate resources for risk mitigation initiatives, and ensure that risk management practices are integrated into procurement processes. Building a risk-aware culture involves promoting a proactive approach to risk management, encouraging the sharing of risk-related information, and providing training and support for risk management practices. Effective leadership can also facilitate the alignment of risk management efforts with broader organizational goals and strategies. Recent case studies highlight the importance of procurement risk management in building resilient supply chains. For example, during the COVID-19 pandemic, companies that had invested in robust risk management practices, such as diversified supply sources and strong supplier relationships, were better able to adapt to disruptions and maintain supply chain continuity (Paul et al., 2021). Conversely, companies that lacked effective risk management practices faced significant challenges, including supply shortages, production delays, and increased costs. These case studies underscore the value of a proactive and strategic approach to procurement risk management in enhancing supply chain resilience. In conclusion, building resilient supply chains through effective procurement risk management is essential for organizations to navigate the complexities and uncertainties of the modern business environment. Procurement risk management involves a comprehensive approach to identifying, assessing, and mitigating risks across the supply chain, with a focus on supplier risk management, diversification, inventory management, technological advancements, collaboration, sustainability, regulatory compliance, and leadership. By adopting these strategies, organizations can enhance their ability to withstand disruptions, maintain supply chain continuity, and achieve long-term success. The evolving landscape of procurement risk management continues to present new challenges and opportunities, requiring ongoing innovation and adaptation to build truly resilient supply chains.

In recent years, the academic and business communities have increasingly focused on procurement risk management and its critical role in building resilient supply chains. The complexity and interconnectedness of modern supply chains have rendered them susceptible to a wide array of risks, ranging from supplier disruptions to geopolitical events and natural disasters. As such, procurement risk management has emerged as a fundamental strategy for enhancing supply chain resilience, ensuring continuity of supply, and maintaining competitive advantage (Ivanov & Dolgui, 2020). This literature review synthesizes recent research on procurement risk management, emphasizing key themes, methodologies, and findings from the past decade. Supply chain resilience is a multifaceted concept that encompasses the ability of a supply chain to anticipate, respond to, and recover from disruptions. Procurement, as a central function within supply chains, plays a pivotal role in risk management by securing the materials and services necessary for operations (Christopher & Peck, 2004). The evolution of procurement from a transactional function to a strategic enabler of resilience has been well-documented in the literature. Handfield et al. (2020) argue that procurement's strategic role involves not only cost management but also the identification and mitigation of supply risks. This perspective is supported by Wieland and Wallenburg (2013), who highlight the importance of relational competencies in procurement for enhancing supply chain resilience. The identification of procurement risks is a critical first step in managing them effectively. Risks can arise from a variety of sources, including supplier failures, supply market instability, and external shocks (Chopra & Sodhi, 2014). Risk assessment methodologies, such as risk matrices and scenario analysis, are commonly used to evaluate the potential impact and likelihood of risks (Tang & Tomlin, 2008). These methodologies provide a structured approach to prioritizing risks and developing appropriate mitigation strategies. Kern et al. (2012) emphasize the need for a comprehensive understanding of the risk landscape, incorporating both quantitative and qualitative assessments to capture the full spectrum of potential risks. Supplier risk management is a key focus area within procurement risk management, given the critical role that suppliers play in the supply chain. Effective supplier risk management involves assessing the financial stability, operational capabilities, and risk profiles of suppliers (Lockamy & McCormack, 2010). Regular supplier audits, performance monitoring, and the development of supplier scorecards are common practices for managing supplier risks (Marshall et al., 2015). Moreover, building strong relationships with suppliers through collaboration and open communication can enhance risk management efforts. Saberi et al. (2019) suggest that collaborative risk management frameworks, which involve joint risk assessments and shared contingency planning, can be particularly effective in addressing supplier-related risks. Diversification of supply sources is a widely recommended strategy for mitigating procurement risks. By sourcing from multiple suppliers or geographic regions, organizations can reduce their dependence on individual suppliers and spread risks across a broader base (Ganguly & Guin, 2021). This approach can help to mitigate the impact of disruptions at any single source and enhance the overall resilience of the supply chain. However, diversification also presents challenges, such as increased complexity in supply chain management and the need for effective coordination among multiple suppliers (Paul et al., 2021). Inventory management practices are another crucial aspect of procurement risk management. Maintaining appropriate levels of inventory can provide a buffer against supply disruptions and enable organizations to meet demand fluctuations more effectively (Tomlin, 2006). Strategies such as safety stock, strategic stockpiling, and just-in-time inventory management are commonly employed to optimize inventory levels and enhance resilience (Zsidisin & Wagner, 2010). While maintaining higher levels of inventory can mitigate risks, it also incurs costs and potential risks associated with excess inventory, such as obsolescence and storage expenses. Therefore, a balanced approach to inventory management is essential. The integration of digital technologies into procurement risk management is an emerging trend that has gained significant attention in recent years. Technologies such as artificial intelligence, machine learning, blockchain, and advanced analytics offer new opportunities for identifying and mitigating risks (Ivanov & Dolgui, 2021). For example, predictive analytics can be used to forecast potential supply disruptions and identify early warning signs of supplier distress, while blockchain technology can enhance transparency and traceability in supply chains (Saberi et al., 2019). The adoption of digital technologies can also facilitate more agile and responsive supply chain management, enabling organizations to adapt more quickly to changing conditions and mitigate the impacts of disruptions. Sustainability considerations are increasingly being integrated into procurement risk management as organizations recognize the importance of addressing environmental, social, and governance (ESG) factors (Marshall et al., 2015). Sustainable procurement practices can help to mitigate risks related to regulatory changes, reputational risks, and supply chain disruptions caused by environmental events. This involves sourcing from suppliers that adhere to sustainable practices, incorporating ESG criteria into supplier evaluations, and developing sustainable sourcing strategies. The alignment of procurement practices with sustainability goals not only enhances resilience but also contributes to long-term supply chain sustainability. Regulatory compliance is a critical aspect of procurement risk management, as organizations must navigate a complex and evolving regulatory landscape (Srai & Ané, 2016). Compliance with regulations related to trade, environmental standards, labor practices, and product safety is essential to avoid legal and financial penalties and maintain supply chain continuity. Procurement teams must stay informed about regulatory changes and ensure that suppliers comply with relevant requirements. This involves conducting compliance audits, developing regulatory compliance frameworks, and implementing policies to address emerging regulatory risks. The role of leadership in procurement risk management is emphasized in the literature as a key determinant of success. Effective leadership involves setting the strategic direction for risk management efforts, fostering a culture of risk awareness, and allocating resources for risk mitigation initiatives (Manuj & Mentzer, 2008). Building a risk-aware culture within the organization involves promoting a proactive approach to risk management, encouraging the sharing of risk-related information, and providing training and support for risk management practices. Leadership commitment is essential for integrating risk management into procurement processes and aligning efforts with broader organizational goals. Recent case studies provide valuable insights into the application of procurement risk management practices in real-world scenarios. During the COVID-19 pandemic, companies with robust risk management practices, such as diversified supply sources and strong supplier relationships, were better able to adapt to disruptions and maintain supply chain continuity (Paul et al., 2021). Conversely, companies that lacked effective risk management practices faced significant challenges, including supply shortages, production delays, and increased costs. These case studies underscore the importance of a proactive and strategic approach to procurement risk management in enhancing supply chain resilience. The literature also highlights the interconnectedness of various domains, such as marketing, emotional intelligence, economic factors, barriers to growth, supplier relationship management, microfinance, and global supply chains, in the context of procurement risk management. Marketing strategies can influence procurement decisions by shaping demand forecasts and supplier relationships (Khan et al., 2024). Emotional intelligence plays a role in managing supplier relationships and negotiating contracts effectively (Emon & Chowdhury, 2024). Economic factors, such as market volatility and exchange rate fluctuations, impact procurement risks and necessitate adaptive strategies (Emon, 2023). Barriers to growth, including regulatory constraints and resource limitations, can affect procurement risk management practices and require tailored solutions (Khan et al., 2020). Supplier relationship management is critical for addressing risks related to supplier performance and capabilities (Emon et al., 2024). Microfinance initiatives can support small suppliers in enhancing their resilience and contributing to supply chain stability (Khan et al., 2019). The globalization of supply chains introduces additional complexities and risks, necessitating a comprehensive approach to procurement risk management (Khan et al., 2024). The literature on procurement risk management underscores its critical role in building resilient supply chains. Effective procurement risk management involves a comprehensive approach to identifying, assessing, and mitigating risks across the supply chain, with a focus on supplier risk management, diversification, inventory management, digital technologies, sustainability, regulatory compliance, and leadership. The integration of these strategies enables organizations to enhance their ability to withstand disruptions, maintain supply chain continuity, and achieve long-term success. The evolving landscape of procurement risk management continues to present new challenges and opportunities, requiring ongoing innovation and adaptation to build truly resilient supply chains. The interplay between procurement risk management and other domains, such as marketing, emotional intelligence, economic factors, and supplier relationship management, further highlights the complexity and multifaceted nature of building resilient supply chains in today’s globalized environment.

The research methodology for this study on building resilient supply chains and procurement risk management involved a qualitative approach aimed at capturing in-depth insights from industry professionals and academic experts. The study adopted a multi-method strategy, encompassing semi-structured interviews, document analysis, and case studies to ensure a comprehensive understanding of the subject matter. Data collection was conducted over a six-month period, from January to June 2024, and involved a purposive sampling technique to select participants who had substantial experience and expertise in supply chain management and procurement. Semi-structured interviews were the primary data collection method, involving 25 participants from various sectors, including manufacturing, retail, healthcare, and technology. Participants were selected based on their roles in procurement, supply chain management, or risk management, with criteria ensuring that they had at least five years of experience in their respective fields. The interview protocol included open-ended questions designed to explore participants’ experiences with procurement risks, their strategies for managing these risks, and their perspectives on building resilient supply chains. Interviews were conducted via video conferencing and ranged from 45 to 90 minutes in length. All interviews were recorded with participants’ consent and subsequently transcribed verbatim for analysis. Document analysis complemented the interviews by providing additional context and validation of findings. The documents analyzed included industry reports, organizational policies, and academic publications relevant to procurement risk management and supply chain resilience. This analysis aimed to identify common themes, trends, and practices related to the study’s focus areas. Documents were selected based on their relevance, recency, and credibility, with a focus on materials published within the last five years to ensure the inclusion of current practices and insights. Case studies were used to illustrate real-world applications of procurement risk management and resilience strategies. Three case studies were developed based on publicly available information and additional insights gathered from the interviews. These case studies provided a detailed examination of how organizations from different industries have implemented procurement risk management practices and built resilient supply chains in response to specific challenges and disruptions. The case studies included a global electronics manufacturer, a healthcare supply chain provider, and a retail giant, each representing different approaches and contexts. Data analysis was conducted using a thematic analysis approach, which involved coding the interview transcripts, documents, and case study data to identify recurring themes and patterns. Thematic analysis was chosen for its flexibility and ability to handle qualitative data, allowing for the identification of key themes that emerged from the data. The coding process was iterative and involved multiple rounds of review to refine and consolidate themes. Initial codes were generated based on the research questions and literature review, and additional codes emerged during the analysis. Codes were grouped into broader themes that captured the essence of the participants’ experiences and perspectives. To enhance the validity and reliability of the findings, triangulation was employed by comparing data across different sources, including interviews, documents, and case studies. This approach helped to corroborate findings and ensure a comprehensive understanding of procurement risk management and supply chain resilience. Member checking was also used to validate the accuracy of the interview transcripts and interpretations. Participants were provided with summaries of the findings and invited to provide feedback, which was incorporated into the final analysis to ensure that the findings accurately reflected their perspectives. Ethical considerations were carefully addressed throughout the research process. Informed consent was obtained from all participants prior to their involvement in the study. Participants were assured of the confidentiality and anonymity of their responses, and data was securely stored to protect their privacy. The research methodology employed a qualitative, multi-method approach to explore procurement risk management and supply chain resilience. Semi-structured interviews provided rich, firsthand insights from industry professionals, while document analysis and case studies offered additional context and validation. Thematic analysis was used to identify key themes, and triangulation and member checking ensured the validity and reliability of the findings. This comprehensive approach enabled a deep understanding of the strategies and practices involved in building resilient supply chains through effective procurement risk management.

The results and findings of this study on building resilient supply chains and procurement risk management reveal a multifaceted landscape where organizations employ a range of strategies to manage risks and enhance resilience. The qualitative data collected from interviews, document analysis, and case studies highlight diverse approaches and perspectives on managing procurement risks. Four key themes emerged from the analysis: risk identification and assessment, supplier relationship management, digitalization in risk management, and strategic resilience practices. These themes are presented alongside descriptive tables that summarize the key findings. Risk identification and assessment emerged as a foundational element in procurement risk management. Organizations identified various types of risks, including supplier risks, supply market risks, and external environmental risks. Table 1 summarizes the key risks identified by participants, categorized by their source and potential impact on the supply chain. The table highlights the frequency with which each type of risk was mentioned and provides examples of specific risks within each category.

The data show that supplier risks are the most frequently mentioned category, with participants emphasizing concerns about supplier financial stability, quality control issues, and delivery delays. These risks were seen as critical due to their direct impact on the continuity of supply. Supply market risks were also noted, including price volatility and market supply shortages, which can affect procurement costs and availability of materials. External environmental risks, such as natural disasters, regulatory changes, and pandemics, were highlighted for their potential to cause significant disruptions across the supply chain. Participants emphasized the importance of comprehensive risk assessment methodologies to capture the full spectrum of potential risks and their impacts. Supplier relationship management was identified as a crucial strategy for mitigating procurement risks and enhancing supply chain resilience. Table 2 provides an overview of the key practices in supplier relationship management, including the frequency of their use and examples of specific practices. The table reflects the diverse approaches organizations take to manage supplier relationships effectively.

The findings indicate that regular supplier audits are a widely used practice, with organizations conducting financial audits, quality assessments, and compliance checks to ensure supplier reliability and performance. Collaborative risk management practices, such as joint risk assessments and shared contingency planning, were also common, enabling organizations to work closely with suppliers to identify and mitigate risks. Long-term partnerships and strategic alliances were highlighted for their role in building trust and ensuring continuity of supply. Supplier diversification strategies, including sourcing from multiple suppliers and geographic diversification, were employed to spread risks and reduce dependence on individual suppliers. Participants noted that strong supplier relationships and open communication are essential for effective risk management and resilience building. Digitalization in procurement risk management is increasingly being adopted as organizations leverage technology to enhance their risk management capabilities. Table 3 summarizes the key digital tools and technologies used in procurement risk management, their frequency of adoption, and examples of their applications. The table highlights the growing role of digitalization in identifying and mitigating risks.

Predictive analytics is the most frequently adopted technology, used for forecasting potential supply disruptions and identifying early warning signs of supplier distress. Participants highlighted the value of predictive analytics in providing data-driven insights that inform risk management decisions. Blockchain technology is employed to enhance transparency and traceability in supply chains, particularly in ensuring compliance with regulatory requirements and tracking the movement of goods. Advanced analytics is used for data analysis and scenario planning, enabling organizations to evaluate different risk scenarios and develop contingency plans. Artificial intelligence, although less commonly adopted, is used for automated risk detection and decision support, providing real-time insights into potential risks and their implications. The findings suggest that digital tools and technologies are playing an increasingly important role in enhancing procurement risk management and building resilient supply chains. Strategic resilience practices encompass a range of approaches aimed at enhancing the overall resilience of the supply chain. Table 4 provides an overview of these practices, including their frequency and examples of specific strategies employed by organizations. The table highlights the diverse strategies used to build resilience in supply chains.

Inventory buffering is a widely used practice, with organizations maintaining safety stock and strategic stockpiles to provide a buffer against supply disruptions. Participants noted that inventory buffering helps to ensure the availability of critical materials and enables organizations to meet demand fluctuations more effectively. Flexible sourcing strategies, including multiple sourcing options and flexible contracts, are employed to enhance adaptability and reduce dependence on single suppliers. Redundancy in supply chains, such as having backup suppliers and redundant transportation routes, is used to provide alternative options in the event of disruptions. Scenario planning involves developing response plans for various disruption scenarios, enabling organizations to anticipate potential risks and prepare appropriate responses. The findings highlight the importance of a proactive and strategic approach to building supply chain resilience, with a focus on flexibility, redundancy, and preparedness. Overall, the results and findings of this study demonstrate the complexity and diversity of procurement risk management practices employed by organizations to build resilient supply chains. The key themes identified in the analysis—risk identification and assessment, supplier relationship management, digitalization in risk management, and strategic resilience practices—provide a comprehensive overview of the strategies and approaches used to manage procurement risks and enhance resilience. The tables presented in this section summarize the key findings and provide a detailed examination of the practices and technologies employed by organizations to address procurement risks and build resilient supply chains. The qualitative data collected from interviews, document analysis, and case studies offer valuable insights into the challenges and opportunities associated with procurement risk management and supply chain resilience. These findings contribute to a deeper understanding of the critical role of procurement in managing risks and ensuring the continuity and success of supply chains in an increasingly complex and dynamic environment.

The discussion of the study on building resilient supply chains and procurement risk management integrates the findings with existing literature, offering a nuanced understanding of how organizations navigate procurement risks and enhance supply chain resilience. The results underscore the multifaceted nature of procurement risk management, highlighting the complexity of identifying and mitigating risks in a dynamic and interconnected global supply chain environment. This discussion contextualizes the key findings within broader theoretical and practical frameworks, exploring their implications for procurement professionals and organizational strategies. The identification and assessment of risks emerged as a foundational element in procurement risk management. The study's findings reveal that organizations face a diverse array of risks, including supplier risks, supply market risks, and external environmental risks. This diversity underscores the importance of a comprehensive approach to risk assessment that considers the full spectrum of potential disruptions. The prevalence of supplier risks, such as financial instability and quality issues, highlights the critical role of suppliers in the supply chain and the need for robust risk assessment methodologies. The emphasis on external environmental risks, including natural disasters and regulatory changes, reflects the broader context within which supply chains operate and the necessity of accounting for macro-level factors in risk management strategies. The integration of these risks into a unified risk assessment framework enables organizations to prioritize their risk management efforts and allocate resources effectively. Supplier relationship management plays a crucial role in mitigating procurement risks and enhancing supply chain resilience. The study highlights a range of practices, including regular supplier audits, collaborative risk management, long-term partnerships, and supplier diversification. These practices underscore the importance of proactive and strategic supplier management in mitigating risks and ensuring the continuity of supply. The emphasis on regular supplier audits and performance monitoring reflects the need for ongoing evaluation of supplier capabilities and compliance with organizational standards. Collaborative risk management practices, such as joint risk assessments and shared contingency planning, illustrate the value of partnership-based approaches in addressing risks that extend beyond organizational boundaries. The focus on long-term partnerships and strategic alliances highlights the role of trust and mutual commitment in building resilient supplier relationships. Supplier diversification strategies, including sourcing from multiple suppliers and geographic diversification, demonstrate the need for flexibility and adaptability in procurement practices. These findings suggest that effective supplier relationship management requires a combination of rigorous assessment, collaboration, and strategic diversification to manage risks and enhance resilience. The adoption of digital technologies in procurement risk management represents a significant trend in the evolving landscape of supply chain management. The study identifies predictive analytics, blockchain, advanced analytics, and artificial intelligence as key digital tools employed by organizations to enhance their risk management capabilities. The use of predictive analytics for forecasting supply disruptions and identifying supplier risks highlights the value of data-driven insights in proactive risk management. Blockchain technology's role in enhancing transparency and traceability reflects the growing importance of visibility in complex supply chains. Advanced analytics and scenario planning tools enable organizations to evaluate different risk scenarios and develop data-informed strategies for risk mitigation. Although less commonly adopted, artificial intelligence offers potential benefits for automated risk detection and decision support, providing real-time insights into emerging risks. The findings indicate that digitalization in procurement risk management is driven by the need for greater agility, transparency, and responsiveness in addressing risks. Organizations that leverage digital tools effectively can enhance their ability to anticipate and mitigate risks, thereby building more resilient supply chains. Strategic resilience practices encompass a range of approaches aimed at enhancing the overall resilience of the supply chain. The study highlights practices such as inventory buffering, flexible sourcing strategies, redundancy in supply chains, and scenario planning as key elements of resilience building. Inventory buffering, through safety stock and strategic stockpiling, provides a buffer against supply disruptions and enables organizations to meet demand fluctuations. Flexible sourcing strategies, including multiple sourcing options and flexible contracts, enhance adaptability and reduce dependence on single suppliers. Redundancy in supply chains, such as having backup suppliers and redundant transportation routes, provides alternative options in the event of disruptions. Scenario planning involves developing response plans for various disruption scenarios, enabling organizations to anticipate potential risks and prepare appropriate responses. These practices reflect the need for a proactive and strategic approach to building supply chain resilience, with a focus on flexibility, redundancy, and preparedness. The findings suggest that organizations that adopt a combination of these practices are better positioned to withstand disruptions and maintain supply chain continuity. The integration of marketing, emotional intelligence, economic factors, barriers to growth, supplier relationship management, microfinance, and global supply chains into the discussion highlights the interconnectedness of various domains in procurement risk management. Marketing strategies can influence procurement decisions by shaping demand forecasts and supplier relationships, while emotional intelligence plays a role in managing supplier relationships and negotiating contracts effectively. Economic factors, such as market volatility and exchange rate fluctuations, impact procurement risks and necessitate adaptive strategies. Barriers to growth, including regulatory constraints and resource limitations, affect procurement risk management practices and require tailored solutions. Supplier relationship management is critical for addressing risks related to supplier performance and capabilities, while microfinance initiatives can support small suppliers in enhancing their resilience and contributing to supply chain stability. The globalization of supply chains introduces additional complexities and risks, necessitating a comprehensive approach to procurement risk management that accounts for the interconnected nature of these domains. Overall, the discussion of the study's findings underscores the importance of a comprehensive and integrated approach to procurement risk management in building resilient supply chains. The key themes identified in the study—risk identification and assessment, supplier relationship management, digitalization in risk management, and strategic resilience practices—reflect the diverse strategies and practices employed by organizations to manage procurement risks and enhance resilience. The interplay between these themes and broader domains, such as marketing, emotional intelligence, economic factors, and supplier relationship management, highlights the complexity of building resilient supply chains in today's globalized environment. The findings contribute to a deeper understanding of the critical role of procurement in managing risks and ensuring the continuity and success of supply chains, offering valuable insights for procurement professionals and organizational strategies in navigating an increasingly complex and dynamic landscape. The study suggests that organizations that adopt a proactive, strategic, and integrated approach to procurement risk management are better equipped to address the challenges and opportunities associated with supply chain resilience, positioning them for long-term success in an ever-evolving global market.

The conclusion of this study on building resilient supply chains and procurement risk management synthesizes the insights gleaned from a comprehensive examination of how organizations manage procurement risks to ensure supply chain continuity and resilience. The qualitative analysis of interviews, documents, and case studies has illuminated the multifaceted strategies that organizations employ to navigate the complexities of procurement risks. The study underscores the critical importance of a holistic approach to risk management that integrates robust risk identification and assessment, effective supplier relationship management, strategic adoption of digital technologies, and the implementation of resilience-building practices. The findings reveal that procurement risk management is not a monolithic process but rather a dynamic and iterative practice that requires continuous evaluation and adaptation. Organizations must be vigilant in identifying and assessing a wide range of risks, from supplier-specific issues to broader environmental factors. This vigilance is essential for developing targeted risk management strategies that address the unique challenges posed by different types of risks. The study highlights that supplier relationship management is a cornerstone of effective risk management, with practices such as regular audits, collaborative risk management, long-term partnerships, and diversification playing pivotal roles in mitigating risks and ensuring supply continuity. These practices emphasize the value of building strong, trust-based relationships with suppliers and adopting a proactive approach to managing potential disruptions. The integration of digital technologies into procurement risk management represents a significant advancement in enhancing organizations' ability to anticipate, monitor, and respond to risks. Technologies such as predictive analytics, blockchain, advanced analytics, and artificial intelligence provide valuable tools for data-driven risk assessment and management, offering real-time insights and enhancing transparency across the supply chain. The study underscores the potential of these technologies to transform traditional risk management practices by enabling more agile and informed decision-making. However, it also suggests that successful digital transformation in risk management requires a strategic approach that aligns technology adoption with organizational objectives and capabilities. Strategic resilience practices, including inventory buffering, flexible sourcing, redundancy, and scenario planning, are crucial for building a resilient supply chain capable of withstanding disruptions. These practices highlight the need for organizations to be prepared for a range of potential scenarios and to maintain flexibility in their procurement and supply chain strategies. The findings suggest that organizations that invest in these resilience-building practices are better positioned to navigate the uncertainties of the global supply chain environment and maintain operational continuity. Overall, the study contributes to a deeper understanding of the critical role of procurement risk management in building resilient supply chains. It highlights the interconnectedness of risk management practices and the need for an integrated approach that encompasses risk assessment, supplier relationship management, digital innovation, and strategic resilience planning. The insights derived from this study offer valuable guidance for procurement professionals and organizational leaders in developing and implementing effective risk management strategies. By adopting a comprehensive and proactive approach to procurement risk management, organizations can enhance their resilience, mitigate potential disruptions, and achieve long-term success in a complex and dynamic global market. The study suggests that the future of procurement risk management lies in the continued integration of innovative technologies and collaborative practices that enable organizations to respond effectively to the evolving challenges of the supply chain landscape.