## 6 Conclusions
### Discussion on Results
#### 6.1.2 The Moderating Effect of Digital Capability and Digital Analysis Capability  
Is Significant  
Digital capability significantly moderates the relationship between supply chain risk management and resilience. This indicates that when a company possesses a certain level of digital capability, the effectiveness of risk management measures is further amplified, thereby enhancing SCR [57]. Digital capability enhances risk management efficiency and effectiveness through data monitoring, analysis, and swift decision support.  
Digital analytics, as a key aspect of digital capability, significantly moderates the relationship between supply chain risk management and resilience. This indicates that by leveraging efficient data analytics tools (e.g., predictive analytics and machine learning models), companies can enhance the accuracy of risk identification and the specificity of corresponding strategies, thereby significantly improving SCR [86]. In the EV supply chain, digital analytics enables precise demand forecasting [87], logistics optimization, and inventory management, minimizing the risk of disruptions from market fluctuations. In practice, supply chain managers could prioritize investing resources in data analytics tools and talent development to more effectively support risk management decisions, thereby significantly strengthening SCR.  
1.3 The Moderating Effects of Digital Analysis Capability and Strategic Support Capability Are Not Significant  
Digital Infrastructure Capability  
The deployment of digital infrastructure, such as cloud computing platforms and IoT devices, serves as the foundation for digital transformation. However, its \"supportive\" nature may limit its direct contribution to enhancing the effectiveness of supply chain risk management. Digital infrastructure primarily provides technical support for data collection, storage, and transmission, rather than directly participating in risk management decision-making processes [57], leading to certain challenges. Its passive functionality limits its role to data collection and transmission, preventing active identification and management of supply chain risks. If significant investments are made in digital infrastructure without a corresponding enhancement of data analysis capabilities or managerial decision-making skills, its contribution to improving SCR may be limited. Furthermore, the lack of alignment between the use of infrastructure and the specific needs of supply chain risk management could result in resource inefficiencies or wastage.  
Strategy Support Capability  
The insignificant moderating effect of strategic support capability on the supply chain risk management-resilience relationship may stem from its \"macro-level\" nature. Specifically, strategic support capability primarily focuses on long-term planning and prioritization of resource allocation, whereas supply chain risk management often requiresrapid responses and real-time adjustments. This mismatch in time dimensions may weaken its moderating effect. Additionally, strategic support capability is more oriented toward enterprise-wide planning, while risk management relies heavily on support at the operational execution level [6], limiting its direct influence at a micro level. In the context of highly dynamic and complex supply chain environments, strategic support capability alone may struggle to address diverse risk scenarios effectively, further constraining its impact on the outcomes of risk management.