2025, Vol. 6, Issue 1, Part O

Background: In today’s uncertain global economy, companies are under increasing pressure to ensure business continuity when disrupted by events such as pandemics, geopolitical conflicts, and climate-related issues. Trouble is,  traditional supply chain models, designed for maximum efficiency, have shown themselves to be frail under this sort of stress. In this context, Supply Chain Finance (SCF) has become a strategic enabler to strengthen business resilience by optimising liquidity, supporting the sustainability of supplier relationships, and facilitating agile procurement practices.

Objectives: The purpose of this paper is to investigate the function of SCF in the development of organisational resilience. In particular, it explores how SCF mechanisms, including reverse factoring, dynamic discounting, and digital finance platforms, drive financial flexibility, supplier integration, and operational flexibility. The study also considers sociotechnical aspects of SCF, notably through the support of small and disadvantaged suppliers.

Methods: A qualitative-descriptive method was used, based on an interpretivist paradigm. Data was gathered via document-based data and semi-structured interviews of supply chain and finance experts. Patterns around liquidity management, digital enablement, and inclusive finance practices were identified using reflexive thematic analysis.

Results: The results show that SCF can greatly increase the resilience by offering liquidity efficiently, avoiding the brittleness of suppliers, and accelerating the response to disruptions. Reverse factoring was the most common mechanism referenced, and digital solutions, including AI and blockchain, were called out as enhancing transparency and speed. In addition, an Inclusive SCF approach was discovered to support trust and collaboration across supply networks.