## 3 Results
### MaMoRes Application to Two Case Studies
This finding further proves the low level of attention directed towards \"Risk Management\" (D1) and \"Collaboration and Relationships\" (D5) by Company Alpha. Indeed, all the sub-dimensions composing \"Risk Management\" (D1) and \"Collaboration and Relationships\" (D5) should be improved. Company Alpha is also characterized by four sub-dimensions evaluated with a neutral level of maturity (3): \"Dynamic Redesign\" (S2.1), \"Network Strategies and Flexible Transportation Systems\" (S2.2), \"Product and Process Strategies\" (S2.3), and \"Information Sharing and Backup\" (S4.1). Among the former sub-dimensions, three belong to \"Agility, Flexibility, and Adaptability\" (D2), denoting medium interest towards this dimension. The last sub-dimension with a score of 3 is \"Information Sharing and Backup\" (S4.1). This sub-dimension falls within \"Transparency and Visibility\" (D4) that also contains \"Digitalization\" (S4.2) with a score of 1. This indicates that there is a mixed focus towards \"Transparency and Visibility\" (D4). Specifically, Company Alpha is more oriented towards sharing information rather than digitalizing its processes. Finally, a partial maturity level (4) is associated with both the sub-dimensions of \"Redundancy and Robustness\" (D3): \"Backup Suppliers and Supplier Fortification\" (S3.1) and \"Overcapacity and Buffering\" (S3.2). Accordingly, the efforts of Company Alpha are directed towards being robust through overcapacity, buffers, and emergency suppliers. These are the strategies that Company Alpha is identified as more mature and that it adopts to reach a higher level of resilience. Figure 11: Dimensions’ scoring of the MaMoReS application. Focusing on Company Beta, there is no sub-dimension evaluated with a score of 1. However, a score of 2 is associated with \"Product and Process Strategies\" (S2.3) and \"Backup Suppliers and Supplier Fortification\" (S3.1). These sub-dimensions should be improved to pursue a higher level of maturity. The first sub-dimension falls within \"Agility, Flexibility, and Adaptability\" (D2), while the second one belongs to \"Redundancy and Robustness\" (D3). Then, seven sub-dimensions are evaluated with a score of 3: \"Risk Identification and Assessment\" (S1.1), \"Risk Management and Mitigation\" (S1.2), \"Dynamic Redesign\" (S2.1), \"Network Strategies and Flexible Transportation Systems\" (S2.2), \"Information Sharing and Backup\" (S4.1), \"Digitalization\" (S4.2), and \"Coordination and Cooperation\" (S5.2). Only two sub-dimensions are evaluated with a partial maturity level (4): \"Risk Prevention and Recovery\" (S1.3), and \"Intra- and Inter-Integration\" (S5.1). Finally, \"Overcapacity and Buffering\" (S3.2) of the dimension \"Redundancy and Robustness\" (D3) is evaluated as fully mature with a score of 5. This finding is contrary to the evaluation of 2 obtained for the \"Backup Suppliers and Supplier Fortification\" (S3.1), which also falls within the \"Redundancy and Robustness\" (D3). This possibly indicates that Company Beta reaches a higher level of resilience by exploiting buffers and overcapacity rather than adopting backup suppliers. Thus, Company Beta tackles the demand variability within its internal processes, rather than delegating it to third parties.