For a Global enterprise to achieve resiliency, new decision tools are needed and based on the research conducted by MIT and PWC ,each organization has to undergo four stages of evolution such as reach, anticipate, and collaborate and orchestra (Strom, M, 2013). Based on the above methodology, two resilience models were developed. First is DHL 360 resilience model of Deutsche Post DHL and second is the supply chain resilience and assessment management developed by the Ohio state university.DHL360 resilience ModelDHL-360 is a comprehensive cloud-based web analytics platform solution that helps to map real-time supply chain data over 20 risk categories and comes up with the solutions of predicting the hot spot which could lead to disruptions (Appel, 2012). It comprises of 2 customizable advanced products: Resilience 360 Risk assessment for a continuous assessment and resilience 360 incident monitoring solution for improving the resilience in the supply chain. The solution alerts companies about the possible global disturbances that are likely to occur .It provides insights and alerts on the criticality of the parts supplied, the accessibility of alternative sources, buffer stocks, routeSUPPLY CHAIN RESILIENCE 6disturbance visualization, anticipates supplier related regional as well as global problems. DHL leveraged this tool to avoid out of stock situations and avoided close to 10% of the loss of sale revenue (Deutsche Post DHL, 2016).After implementing DHL 360, a FMCG customer was able to predict supply chain disruptions ahead by 48 to 72 hours of the occurrence and was able to course correct and improve on-time delivery rate by 47%, cut the buffer stock by 14%, and reduce lead time by 30% managing the overall manufacturing process (Deutsche Post DHL,2016).. In addition to risk management and identifying hot spots, it also benefits helps avoid operational costs and production standstill, minimize sales loss and buffer stock, prevention of negative reputation, and loss of market share.Though widely used in the automobile sector, DHL 360 applies to other sectors such as chemical, retail, life science and technology, and has users across different continents such as Europe, Asia, and Americas.In spite of its advantages, DHL 360 resilience initially had a drawback for getting the realistic data on how long it might take the suppliers to rebuild their operations after disruptions. An alternative metric was created called the “Time to survive “to look into how long it will take for a particular node to recover from the disruptions (Deutsche Post DHL, 2016). It provided opportunities for the industry to look into the supplier chain risk management in the critical hot spots and to find the possible approach to cut cost.SUPPLY CHAIN RESILIENCE 7Ohio “SCRAM” ModelIt is also called as “Supply Chain Resilience Assessment and Management”, a survey-based assessment and management tool developed by the Ohio State University based on Supply Chain Resilience Framework (Pettit, Fiksel and Croxton 2008). The SCRAM provides a comprehensive solution to create a supply chain capability portfolio by the diagnostic approach of assessing the gaps existing in the model already existing and the potential vulnerabilities.Major Clients that have implemented this model in their business process are Dow chemical, L Brands, US Air force etc. The process also suggests enhancements that will amplify the capacity of the business for the preparedness when the mishap occurs.The process starts by scrutinizing the strengths and weakness through survey or Questionnaire. Survey responses are judged from the Likert Scale “Disagree/Agree,” ranging from 1 to 5, so the vulnerability and the capability of the profile of the business process can be studied (Pettit 2008). One of the major advantages of using the Supply Chain Resilience Framework is helping management in identifying the strengths and weakness of the business. It also gives insights that help to identify the gaps in the firm’s supply chain network. Based on the strategic review of the business profile, an interactive visualization tool is used to interpret the score of the self-assessment results and to come up with strategies for reducing the supply chain vulnerabilities and to strengthen the capabilities. The tool is validated with 1369 comparative assessment from 14 disruptions from 7 global manufacturing supply chains (Pettit 2008). From the assessment, Low capabilities that correspond to vulnerabilities can dramatically degrade the supply chain’s resilience.SUPPLY CHAIN RESILIENCE 8Dow Chemical has implemented SCRAM P-series family model on glycol ether products in more than 20 of its business units, SCRAM identified several scenarios such as production shut down, internal and external raw material allocation shortages (Pettit 2008). Dow also developed a simulation model to test the scenario and came up with a predictive level of 95% service level with its capabilities existing in the firm. The analysis also revealed opportunities for reduction of capital expenditure and fixed assets which resulted in an annual saving of $1.1 million (Pettit 2008). Hence, incorporating the model was a guide for setting up the priorities to achieve the strategic vision.DiscussionsLimitationsIn spite of its sophistication and real-time monitoring of incident report of these tools, certain limitations prevail – an initial Empirical research is needed to make the firm understand the cost-benefit trade-offs associated with building capabilities in order to judge the return on their resilience investment(Pettit 2008). The calculations are complex and often there is a possibility of unmanaged losses not taken into account.Risk management initiatives are different for individual companies and there is also a need to expand resilience thinking into their enterprise management, corporate policies, and procedures. No standardization or certification exists for resiliency and the laws and certification that do exist are often not integrated into company processes.Recommendations for further researchAs a result of the limitations, there are scope and recommendations for further research on this subject. There is a possibility for the vast amount of research that can be done about theSUPPLY CHAIN RESILIENCE 9specific risks in different types of industries. Further research could investigate product specific risk, global risk management and analysis of main consequences if these risks would occur. Another recommendation for further research is on visual interpretation and analysis of the possible course of actions that can be taken when risk happens. Further, the metrics for the supply chain resilience can be studied for understanding the framework.ConclusionsThough the risk cannot be completely mitigated or prevented, an enterprise which proactively implements resilience in their supply chain will be more prepared for the day when the risk becomes reality. It becomes a stepping stone for implementing the risk management that might not be fit for today but might be anticipated and rapidly adjust and recovers in the future in the event of any unanticipated event . It is more of a long-term visibility for the enterprise growth and not just catastrophic avoider. With Web-enabled supply chain almost ubiquitous to provide instantaneous access from any part of the world, companies must take a more holistic approach to today’s multifaceted nature of supply chain risks. Smarter supply chain analytics and business intelligence can take the goal of supply chain resilience to a much higher visibility and make end-to-end decisions globally. Thus, a resiliency is not just about mitigating and avoiding turbulence, but also elevates the firm’s growth and competitive advantages.