This final chapter provides a comprehensive synthesis of the insights, methods, and contributions developed across the monograph, with the goal of advancing a renewed understanding of Supply Chain ResilienceSupply Chain ResilienceSCR (SCR) and network (re)design. In light of increasing global volatility and systemic disruptions, the chapter reframes SCR not as a reactive recovery mechanism, but as a dynamic, proactive, and strategic capability embedded in supply chain architecture. Drawing from four previous chapters, including a systematic literature reviewsystematic literature review, a focus group with pharmaceutical managers, a scenario analysisscenario analysismethodology of the semiconductorsemiconductorsemiconductor industry sector, and a case study on Stellantis, the chapter integrates findings to propose a multidimensional resilienceresilience framework. Key components include flexibilityflexibility and adaptabilityadaptability, digital visibilityvisibility, sustainabilitysustainability integration, and collaborative governance. The chapter also discusses the theoretical evolution of SCR, highlighting the role of complex adaptive systems, the resilience–efficiency trade-off, and the importance of relational and institutional factors. Managerial and policy implications are outlined, stressing the need for modular network design, resilience KPIs, and public–private collaborationcollaboration. Future research trajectories are proposed across six thematic areas, including human factors, resilience metrics, systemic risk, predictive technologies, and the intersection of SCR with sustainability. The conclusion positions resilience as a core design logic for competitive advantage and long-term viability in a polycrisis world.