## 1 Introduction  
In complex and uncertain environments, the likelihood of disasters is increasing [1]. In the past years, technology development pushed companies towards improved processes [2], chasing higher integration and efficiency. This trend increases the potential for disruption propagation [3]. That is why complex supply chains are vulnerable to destructive events. These events may lead to negative impacts such as business disruption [4], operational disruption [5], and supply chain disruption [6]. Consequently, the concept of resilience has been widely discussed in the literature [7]. Resilience originates in social contexts and evolves across disciplines. In supply chain management (SCM), a renowned definition of resilience is proposed by [8]: \"the ability of a system to return to its original state or move to a new, more desirable state after being disturbed\". Resilient supply chains are extensively treated by scholars. Examples include the use of No Code Artificial Intelligence for the alignment of production and stock levels with customer demand [9], the development of an optimization model to achieve more sustainable and resilient supply chains of perishable products [10, 11], and a simulation-optimization framework for the design of resilient drug supply chains [12]. An interesting research stream revolving around supply chain resilience regards its measurement. Indeed, measuring can allow organizations to prioritize their needs [13], possibly highlighting weaknesses. When considering supply chain resilience evaluation,different dimensions can be considered. A typical dimension is agility [14], which enables quick responses to changing conditions. Similarly, adaptability is a dimension that can be considered [8]. It is sometimes even used in the definition of the term resilience [15]. Another relevant dimension is risk management, involving identification, detection, mitigation, and recovery [16; 17]. Risk management and analysis require the evaluation of potential disruptive events in terms of probability of occurrence and severity [18]. This is fundamental since the former events may perturb the supply chain. It follows that they must be assessed to identify appropriate responses and countermeasures [15]. Visibility and transparency are also important since they can enable reconfiguration of resources and gain competitive advantages [19]. An additional dimension is represented by collaborations (e.g., between an organization and its suppliers) since they can allow for higher visibility, velocity, and flexibility [20]. The former are relevant factors, which are sometimes used to frame resilience [21]. Thanks to the relevance of the topic, different works try to assess the resilience of organizations. For instance, ref. [22] developed a model to evaluate supply chain resilience based on graph theory. [PERSON]. [23] adopts a Bayesian network to measure the resilience of a supply chain. Other frameworks assess the resilience based on risk factors, types of disruptions, and mitigation strategies [24]. The resilience of an organization can also be assessed through maturity models (MMs), which have already been used for supply chain resilience evaluation [25; 26]. MMs provide the users with several benefits for their descriptive, comparative, and prescriptive application approaches [27]. These features have possibly led to their diffusion. MMs represent a simple and effective way to measure processes [28], allowing for a fast assessment and promoting organizational learning [29]. Moreover, MMs are not usually limited to the assessment of the current maturity, but they could also be able to generate improvement roadmaps and priority lists for reaching a higher maturity level [30]. This is a useful characteristic since practitioners increasingly require tools to assess the current state of their systems, along with practices to improve critical and immature elements in relation to their operational context [31]. All the former features possibly make MMs appealing for both scholars and practitioners.