Abstract
This article aims to explore the supply chain (SC) resilience capabilities of firms, focusing on their ability to respond to the COVID-19 pandemic disruption. Based on two cases each in the pharmaceutical and mineral water industries, this article identifies various strategies managers mobilized to tackle SC disruptions during the COVID-19 pandemic. This article contributes to theory through a proposed double-helix framework showing the dimension of disruptions and the capabilities concept to mitigate COVID-19. In addition, an in-depth investigation of the perceived importance versus actual SC resilience capabilities deployed is discussed and validated with practitioners. The findings of this article also address a critical gap in the SC operations management literature and provide a practical approach for managers to better manage future pandemic disruptions.