## 1 Introduction  
In recent years, the rapid development of digital technology has been reshaping the automotive industry [1]. With the growing global demand for sustainability and reducing environmental impact, the automotive sector has been undergoing unprecedented changes. At the same time, advancements in digital technology and environmental needs are driving the global shift toward electric vehicles (EVs) and renewable energy [2]. The transition from traditional cars to EVs is experiencing rapid growth. The automotive supply chain is an extremely complex global network involving tens of thousands of components and numerous suppliers. According to statistics from the China Association of Automobile Manufacturers (CAAM), a single car consists of about 20,000 parts assembled or supplied by suppliers across the upstream supply chain, with approximately 2000 parts directly assembled by automakers [3]. Guided by lean production principles, inventory management in the automotive industry is highly stringent [4], often calculated by the hour for domestic components. Even for long-lead-time overseas parts, automakers typically maintain inventory sufficient for only two months of production. As globalization advances and \"black swan\" events become more frequent, the vulnerability of automotive supply chains has become increasingly evident [5]. According to Resilience's supply chain disruption monitoring report, 10,629 disruptions were reported in the first half of 2024, a 30% increase compared to the same period in 2023. The automotive industry has ranked among the top five most affected sectors for four consecutive years. The COVID-19 pandemic in 2020 is a notable example, where the disruption of a single component could halt an entire production line. In the EV sector, the high complexity and cost of components pose additional risks during the industry's transition phase. The Chinese State Council's New Energy Vehicle Industry Development Plan (2021-2035) emphasizes leveraging digital information technology to unlock the potential of enterprise data assets and accelerate digital transformation. Aligning with this policy direction, this study adopts the perspective of supply chain risk management and leverages organizational information processing theory to explore the mechanisms through which digital capability enhances SCR. The findings provide innovative strategies for EV manufacturers to mitigate supply chain risks. Current research on SCR shows that as global supply chains face more disruptions and uncertainties, scholars have increasingly recognized the importance of supply chain resilience for maintaining business operations. Many studies focus on the key elements of building supply chain resilience, such as risk management [6], supply chain collaboration [7; 8], and information sharing [9]. However, despite extensive research on supply chain resilience, there is still a significant gap in understanding the role of digital capabilities in shaping supply chain resilience. The current understanding of supply chain digital capabilities is gradually deepening. Some scholars believe that digital transformation is an effective way to enhance supply chain resilience. In particular, the use of digital technologies to improve supply chain agility and strengthen risk prediction and management has been shown to have significant positive effects [10; 11; 12]. However, while some theoretical and empirical studies have highlighted the positive impact of digital technologies on SCR [13; 14; 15], there is still a lack of comprehensive exploration on how digital capabilities influence supply chain resilience, especially regarding the role of different dimensions of digital capabilities. The research gap regarding the moderating role of digital capability lies in several areas. First, although studies have shown that digital capability can enhance supply chain resilience, many treat it as a single variable [16].