Table 5.

Findings of this study, compared with theory and derived managerial insights.

Finding	Comparison with theory	Managerial insights
A positive influence on resilience strategies is evident in all BCT application scenarios. However, the more integrated the SC is, the greater the positive influence.	This finding is consistent with previous findings that identified integration and flexibility for trustworthy collaboration and information sharing as key drivers of SC resilience (Brusset and Teller, 2017; Datta et al., 2007). BCT can contribute significantly increasing SC resilience.	Regardless of the scale of the existing integration and collaboration in the SC, managers should take a closer look at BCT and not shy away from taking small steps, as there is already potential for optimization here. The more effort is made, the greater the expected positive effects of BCT.
Blockchain enables an intensified collaboration through smart contracts and shared resources, which increases SC resilience.	Our simulation results quantitively support and extend the findings of Kshetri (2018), Min (2019), Choi et al. (2019), and Ivanov et al. (2019) that argue that blockchain increases resilience especially by providing transparency, increased visibility and agility.	Blockchain is particularly valuable if features like smart contracts are utilized to share data and resources, which increases SC resilience notably. Managers should perceive blockchain not only as a technology for operational activities, but also consider the strategic relevance of the technology.
The advantage of sharing data using a blockchain solution depends on the disruption duration and the collaboration efficiency (process times).	Ivanov et al. (2019) and Babich and Hilary (2020) suspected a generally positive impact of using blockchain due to improved visibility and real-time event identification. Our results reveal a more complex picture – the impact strongly depends on the underlying processes established for collaboration. The disruption duration is also a major influence.	Efficient and fast processes are crucial to realizing the full potential of collaboration. The SC network needs to have specific regulations concerning the execution and priorities of collaboration operations. Managers should ensure that short process times prevail throughout the SC.
Blockchain solutions are only reasonable if a joint SCRM process has already been established in the supply chain.	Some industry consortia market their blockchain products as “plug-and-play” solutions that are easy to set up and take advantage of the low-hanging fruits of data sharing (Hyperledger, 2020). Our results show that sharing data and capacities can even have adverse effects on poorly coordinated supply chains.	Managers should utilize blockchain as one method within a framework of defined joint risk management systems in the SC, including a joint risk strategy and organizational frameworks. The underlying risk management processes must be strengthened and aligned in advance of implementing blockchain solutions.
The number of entities affected by the disruption can be limited when material flows are highly efficient and process times are short using BCT.	This result is in line with theory that indicates that increased visibility allows the swift identification of and reactions to threats and disruptions (Blossey et al., 2019; Ivanov et al., 2019; Petersen et al., 2018; Wang et al., 2019a). Using simulation, we validate that the number of partners affected by a disruption can be significantly reduced using blockchain to share data.	SC partners should not only invest in the technical infrastructure but also in the processing capabilities to minimize the number of affected partners. Regular audits and tests should be carried out to be prepared for emergencies.
Stock levels and production time have a strong influence on the performance of disruption mitigation.	Literature frequently refers to risk mitigation through sufficient inventory as an efficient resilience mechanism (e.g., Hosseini et al., 2019; Ivanov and Rozhkov, 2017). Production time is a new aspect that is especially significant in collaboration as the capacity bottlenecks are more difficult to resolve and the disruptions affect the network for a longer time when production times are long.	Managers should invest efforts in finding a reasonable safety stock, including the consideration of disruptions. Production times in the collaborative setting are to be minimized to ensure smooth network operation in a disrupted scenario.