## 1 Introduction
The pandemic emergency also caused a rather severe economic crisis [10], involving increased financial risks [8]. Financial difficulties can lead to the insolvency of suppliers, thus causing a decrease in production capacity of the SC, up to its collapse. The vulnerability of companies' information systems and the risk of data breaches also increased during the pandemic, because of the need to work remotely and share information on online platforms [15]. Logistics and SC processes, overseeing the distribution of (even essential) goods, were among the activities most severely impacted by the COVID-19 pandemic [16]. Indeed, for essential goods a general increase in demand was observed in the pandemic period [17; 18], resulting in a significant growth of the volumes handled in the immediate term and, obviously, an increased request for logistics services [19]. These \"positive\" effects were observed in almost all sectors manufacturing essential goods, while negative trends were experienced in non-essential sectors [20]. In the medium term, instead, researchers have observed a gradual recovery of sales in various sectors; nonetheless, logistics activities maintained higher volumes than those handled in the pre-COVID-19 period [16]. Indeed, the pandemic emergency also involved changes in the purchasing behavior of customers, with a shift towards e-commerce observed in many different fields, thus increasing the demand for logistics activities. As a consequence of the pandemic emergency, research on Supply Chain Risk Management (SCRM), i.e., _\"the identification of potential sources of risk and implementation of appropriate strategies through a coordinated approach among supply chain members, to reduce supply chain vulnerability\"_[21], has gained an important role at the interface of SCM and risk management [22]. Various strategies have been adopted to manage and prevent risks, which converge into the concept of resilience [23], namely the ability of the system to restore itself to its original condition or adapt to a new and more beneficial state after a disruption [24]. Resilience strategies can be \"proactive\" if they try to prevent future disruptions, or \"reactive\", in cases where they tend to adapt to the new situation or to restore the previous state [6; 25]. An analysis of selected literature highlights numerous strategies that confer resilience to an SC, making it less vulnerable to risks. One of them is reconfigurability, which consists in the ability of the SC to immbly change its structure and functions, minimizing cost and time [26]. In addition, visibility emerges as a crucial feature, as it enables real-time monitoring of the various stages of the system [23; 27]. Collaboration is another key capability, enabling entities to work together to gain competitive advantage by sharing crucial information such as forecasting, planning, and risk management [23]. Flexibility is essential as well, as it allows the SC to quickly adapt to external changes in response to unforeseen disruptions [23]. Finally, redundancy proves important for dealing with unexpected disruptions and changes in demand by managing larger inventories and diversifying suppliers [8; 23]. Inter-firm collaboration in an SC includes organizational connectivity, i.e., the ability to collect and exchange data via information and communication technologies (ICTs) [23]. In this respect, there is a growing need to adopt Industry 4.0 (I4.0) technologies to better cope with the challenges imposed by disruptions and remain competitive in the marketplace. This need has been further exacerbated by the outbreak of the COVID-19 pandemic. Technological innovations are also closely related to the concept of sustainability as they contribute to the reduction in energy consumption and environmental impact [28]. Sustainable development is projected toward the realization of present needs without precluding the realization of needs for subsequent generations [29].