In recent years, supply chains have experienced technological transformations that require highly flexible and adaptable supply networks with structural variety and multi-functional processes ([46]; [59]; [38]). As a result, digital technology plays an increasingly important role in transformations in supply chains ([15]).

Supply chains have undergone technological changes recently that require highly flexible and adaptable supply networks with a variety of structural features and multi-functional processes ([46]; [59]; [38]). As a result, digital technology plays a more important role in supply chain transformations ([15]).

[68] stated that behind the huge potential of DSC is Industry 4.0, which is the fourth industrial revolution. Industry 4.0 has led to major improvements in different supply chain stages, including procurement, inventory management, logistics, production, and retailing, by facilitating process integration, automation, digitization, and analytical power. The ability to exchange data and make decisions is particularly useful in the supply chain as it has a dynamic network consisting of multiple stakeholders and stages needing collaborative decisions at every level ([74]).

[68] asserted that, in addition to making the supply chain more valuable, digitalization might also alter it so that it offers services that are easier to access and more affordable.

According to [14], the initial step towards DSC is digitalization. Digitalization is defined as the use of digital technology and the conversion of traditional businesses to digital enterprises, which results in the creation of new sources of income. Digital operations, digital organization and culture, and digital strategy might be considered the three key stages of digitalization ([20]). Worker empowerment, management, and execution of digital operations were prioritized in digitization operations. According to [27], digital tools refer to technologies that provide intelligence and connectivity. Digital tools can be like the Internet of Things (IoT), Big Data Analytics (BDA), artificial intelligence (AI), radio-frequency identification (RFID), smart sensor technology, and so forth ([66]; [14]; [39]). When companies start to digitalize their SC, they may implement several digital tools at the same time ([27]). Emergent technologies, such as Big Data Analytics (BDA), blockchain, and Artificial Intelligence (AI), have accelerated the digitalization of supply chains ([25]; [28]; [62]; [73]).

[39] researched and analyzed the effect of digitalization and Industry 4.0 on the ripple effect and disruption risk control analytics in supply chains. It was one of the first studies to detect the relationship between digitalization and supply chain risks. The stakes are now focused on SC digitalization in a business environment that is now more turbulent than ever ([39]), with financial, economic, ecological, and social risks. Of course, digitalization can be viewed as a solution to managing SC risks ([39]), but the ongoing “wave” of digitalization also creates new dynamics that are often difficult to follow in companies (McKinsey study ([13]); [23]), leading to new challenges for businesses and society.

In recent years, supply chains have experienced technological transformations that require highly flexible and adaptable supply networks with structural variety and multi-functional processes ([46], [59], [38]). Thus, digital technology plays an increasingly important role in supply chain transformations ([15]). Supply chains have undergone technological changes recently, which require highly flexible and adaptable supply networks with various structural features and multi-functional processes ([46], [59], [38]). As a result, digital technology plays a crucial role in supply chain transformations ([15]). [39] proposed a 3D (three-dimensional) framework for analyzing the impacts of Industry 4.0 on supply chains. Their framework is composed of management, organizational, and technological perspectives. [14] define a Digital Supply Chain (DSC) as “an intelligent best-fit technological system based on the capability of massive data disposal and excellent cooperation and communication for digital hardware, software, and networks to support and synchronize interaction between organizations by making services more valuable, accessible and affordable with consistent, agile and effective outcomes”.

[9] define a DSC as the processes of modern supply chain require best digitalization practices, latest technologies, and technical solutions. The digital supply chain is the collective activities included in the supply chain process among the customers and suppliers connected through advanced technologies. The digital supply chain boosts data availability, interactions, collaboration, and information about the market. This information allows the firm to enhance the usefulness, productivity, and credibility of its products for the consumer ([14]). Organizations worldwide attempt to give attention to the implementation of digitalization in production and supply chain management to get the best benefits for the firms. The digital supply chain has many benefits for firms, but many benefits are unused. There are many reasons for not exploiting the benefits of digitalization, such as upsetting the nature of the firm’s transformation or due to the negligence of managers ([14]). Earning the benefits of the digital supply chain requires the integration of digital instruments and strategies that interconnect the consumer to the supplier and the entire body of workers with each other. There are two essential elements of the digital supply chain: one is digital transformation, and the second is the integration of smart technologies ([14]). Some distinct characteristics are potentially associated with every DSC. [14] list these factors as speed, flexibility, global connectivity, real-time inventory, intelligence, transparency, scalability, innovativeness, proactiveness, and eco-friendliness.

[76] introduced a theoretically grounded digitally dominant paradigm framework to help guide future SCM research. They argue that “seeing” (enhanced visibility), “thinking” (improved analytics), and “acting” (heightened operational flexibility and reduced cycle time) are essential elements of SC digitalization. The processes of a modern supply chain require the best digitalization practices, the latest technologies, and technical solutions ([9]). Based on the previous definitions, the researcher proposes a definition of the Digital Supply Chain Technology as “A digital supply chain is a supply chain that takes advantage of digital technologies and data analytics to guide decision-making, optimize performance, and quickly respond to changing conditions”.

The concept of supply chain resilience gained attention in the early 2000s after the publication of seminal research by [19] and [70]. At that time, resilience had already been well-studied in other fields, such as materials science and ecology. Over the past two decades, research on the use of redundancy and flexibility capabilities (such as risk inventories and backup suppliers) to improve supply chain resilience has advanced ([63]; [72]; [56]; [49]; [85]; [48]).

The increasing interest in SCR is driven by globalization, technological changes, and increasing focus on efficiency in a turbulent business environment, exposing businesses to internal and external supply chain (SC) risks and disruptions ([2]). The following table provides a number of definitions of Supply Chain Resilience. The researcher proposes a definition of supply chain resilience as The ability of the supply chain to endure, adapt, or transform in the face of change and unexpected events. [18] explains that a resilient SC must be able to identify the characteristics to adapt to an uncertain business environment: 1) Network-wide recognition of the most vulnerable parts of the SC; and 2) Recognition of the need to maintain a stock of strategic resources or excess capacity to be able to respond to sudden events. The review of the literature detects three important dimensions of SCR. First is supply chains’ preparedness, which is described as the readiness of a supply chain to face disruptions. It also involves the flexibility of supply chain operations to endure external and internal shocks. Moreover, by creating backup plans and establishing interest alignment among supply chain participants, a company can improve its supply chain preparedness. It equips a company to deal cooperatively with supply chain disruptions. Second is supply chain alertness, which refers to the ability of a supply chain to predict changes in the external business environment or from the internal supply chain network promptly ([45]). Third is supply chain agility, which represents the speed at which a supply chain confronts disruptions. Speed is a crucial component of supply chain agility.

Performance is the measurement that a business uses to determine if a task or set of activities is accomplishing its/their objectives. Performance, in essence, measures the productivity and profitability of all tasks as well as their success or failure. Supply Chain Performance (SCP) is generally defined as the benefits derived from the efficiency and resilience of supply chain operations under a changing environment ([17]). It reflects the extent to which the supply chain satisfies the end-customer needs in terms of product availability and on-time delivery while minimizing costs ([79]). According to [44], at the organizational level, SCP involves resource performance (efficiency), output performance (effectiveness), and flexibility performance (agility). Efficiency is the ability to create more value for the customers with less resource utilization; effectiveness is the ability to meet customer value, such as quality, cost, and delay; agility is the ability to maintain value creation in a turbulent and uncertain environment. SCP takes into account the operational status of the complete supply chain in addition to the performance of a single firm. Performance evaluation can assist businesses in reviewing their accomplishments, setting development objectives, and determining the course of future action ([31]).

[31] believed that SCP measurement should not only include financial performance related to cost but also comprehensively cover non-financial indicators related to output. Previous studies on supply chain management have mainly adopted two different measures to evaluate SCP. The first measure is only related to costs, including inventory costs and operating costs ([17]), whereas the second measure combines costs and customer needs in terms of quality, availability, and responsiveness. To manufacture and deliver the products to the end users, the supply chain’s resource-gathering process is necessary ([5]; [6]). There is a systematic technique for evaluating the effectiveness and efficiency of supply chain activities, according to [42] and [3].

2.4.1. Digital Supply Chain Technology (DSCT) and Supply Chain Performance (SCP)

The impact of digitalization in enhancing performance levels is revealed by existing studies. SCD can help in extensive supply chain integration and increase the degree of information sharing and data transparency of the entire supply chain to improve supply chain processes, such as procurement, production, and inventory management, and ultimately improve the performance level ([8]; [26]).

SCD can enhance supply chain visibility, connectivity, innovation, real-time transparency, speed, and other factors, allowing related organizations in the supply chain to better allocate resources and build capabilities to meet the different needs of the consumers ([21]; [27]). [64] also concluded that the digital supply chain can improve product quality and productivity while reducing production costs, thereby improving supply chain operations. Digitalization in manufacturing can hasten business innovation, improve resource efficiency and cost savings, and support sustainable supply chains ([60]; [35]).

The DSC will integrate innovative technologies (e.g., augmented reality, Big Data analytics, Blockchain), focus on customers/consumers, reduce internal organizational costs, and create more value for organizations.

[11] and [51] have explored the role of the Internet of Things (IoT) in facilitating planning, control, and coordination processes of the supply chain and in supporting Industry 4.0 and DSC.

[58] have focused on the impact of Industry 4.0 and Digital Transformation on information sharing and decision-making across the whole supply chain. [52] have examined how multinational companies from five different industries can adapt to Supply Chain 4.0 to gain a competitive advantage from this transition. Other studies have explored how Big Data Analytics (BDA) and predictive analytics enhance supply chain performance by improving visibility, robustness, resilience, and organizational performance. As in the case of the digital technologies already mentioned, the use of cloud computing within the supply chain also remains little explored in theory and practice. The few empirical works investigating this issue have focused on the factors influencing the adoption of cloud computing ([61]; [53]), and the impact of Cloud computing on the supply chain ([40]). The studies show that cloud computing contributes to the development of supply networks and to the efficiency and responsiveness of supply chain processes ([40]). Therefore, we argue that:

H1:ThereisastatisticallysignificanteffectofDigitalSupplyChainTechnology(DSCT)onSupplyChainPerformance(SCP).

2.4.2. Digital Supply Chain Technology (DSCT) and Supply Chain Resilience (SCR)

[34] identify four critical resilience capabilities that digital technologies can enhance. They include flexibility, visibility, risk management, and collaboration. [80] suggest that digital platforms can help companies gain timely insight into consumer demand, alter sales processes and channels flexibly, and secure business continuity during disruptions. [88] investigated the link between supply chain resilience (SCR) and supply chain digitalization (SCD), and they found that SCR is positively impacted by both the degree of digital maturity and the adoption of digital tools. [38] developed conceptual guidelines for digital supply chain management and the use of technology to enhance resilience by building and using end-to-end visibility in pandemic conditions. He extended the analysis of digital technology applications to supply chain resilience from instantaneous, single-event disruptions to pandemic settings using the COVID-19 example. Through this effort, he offered novel insights into how to help firms prepare their supply chains for possible future pandemics or severe pandemic-like crises. He stressed that end-to-end visibility can help improve supply chain resilience in an efficient manner without building excessive and expensive redundancies. He provided a comprehensive taxonomy of crucial problem areas during the pandemic and associated solutions from digital technology. [39] considered the impact of digitalization on the resilience of operations and SCs as a complex issue. They highlighted the value of the descriptive and predictive use of data analysis in gaining visibility and better forecast accuracy, as well as improving the activation of contingency plans. In the same vein, [86] showed that big data analysis enhances SCR by improving visibility. Cloud computing and blockchain technology improved visibility, anticipation, and adaptability, which can foster SCR ([57]). [71] research results showed that prior firm experience in dealing with supply chain disruption events did not translate into future disruption mitigation capabilities. However, if the organization develops BDA capabilities (big data analytics as digital tools), it positively impacts a firm’s ability to harness its resident knowledge to mitigate future supply chain disruption events. The results also highlight the significant role played by BDA capabilities in enhancing the impact of ITICs (information technology infrastructure capabilities) on organizational ability to manage supply chain-related business disruption. The paper concluded with the recommendation that, for firms to develop effective supply chain risk mitigation capabilities, it is necessary for them to focus on developing BDA capabilities within their organization. [71] their analysis reveals two significant findings. First, the authors observed that institutional experience with managing supply chain disruption events had a negative impact on firm’s ability to develop business risk resilience. However, if the organizations adopt BDA capabilities, they enable them to effectively utilize resident firm knowledge and develop supply chain risk resilience capacity. The results further suggested that BDA positively adds to an organization’s existing IT capabilities. The analysis showed that BDA mediates the impact of ITICs (information technology infrastructure capabilities) on the organization’s ability to develop risk resilience to supply chain disruption events. Therefore, we argue that:

H2:ThereisastatisticallysignificanteffectofDigitalSupplyChainTechnology(DSCT)onSupplyChainResilience(SCR).

2.4.3. Supply Chain Resilience (SCR) and Supply Chain Performance (SCP)

Past literature widely demonstrated that supply chain performance (SCP) and its antecedents, SCR and SCI critical drivers of organizational and market performance. There were also calls for more exploration of how digitalization can lead to SCP improvement in crisis scenarios ([57]; [88]). [29] examined how firms implement different information technology (IT) patterns (exploitative versus explorative) with SC partners to achieve supplier and customer resilience from information processing theory and examined the performance implications of these two dimensions of SC resilience. In addition, this study also investigates how IT ambidexterity reconciles the paradox between IT exploitation and IT exploration in enhancing SC resilience. The results showed that both supplier and customer resilience could improve SC performance. To achieve the two aspects of SC resilience, only the explorative use of IT with suppliers and customers had significant effects. The results also showed that the ambidextrous use of IT on the customer side took effect. The exploitative and explorative use of IT complemented each other to improve customer resilience. The findings of this study contributed to IT and SC resilience literature. Therefore, we argue that:

H3:There is a statistically significant effect of Supply Chain Resilience(SCR)on Supply Chain Performance(SCP).

2.4.4. The Mediation Effect of Supply Chain Resilience (SCR) on the Relationship between Digital Supply Chain Technology (DSCT) and Supply Chain Performance (SCP)

Improvements in process efficiency can have a direct impact on supply chain performance (SCP), and in a changeful environment, digitalization can strengthen SCR’s dynamic capability, allowing businesses to perform better and maintain a competitive edge. [87] stated that SCD during a crisis could improve SCR capability (three capabilities: “absorptive, response, and recovery”), thus achieving a better SCP. This study also offered practical suggestions for business managers on how to strategically create digital and resilient supply networks to deal with highly vague market conditions. SCR, as a special supply chain dynamic capability, plays a mediating role between SCD and SCP ([10]).

The integration of digital technologies with the existing supply chain processes of organizations can improve data visibility, enable digital business processes such as digital product design and manufacturing, enhance operational efficiency, and reduce production costs, which can have a positive impact on SCP ([34]; [37]; [38]).

[10] declared that a digitalized supply chain can promote supply chain visibility and enable flexible adjustment of structure, organization, and capabilities, improve product quality, and enhance supply chain efficiency while helping the supply chain achieve resilience. Also, the increased visibility caused by digitalization facilitates risk perception and resource preparation and enhances absorptive capability ([39]). Taking into account the advantages of digitalization, scholars have started to investigate how supply chain digitalization (SCD) can help companies improve supply chain resilience (SCR) in crises, enabling them to recover quickly from disruptions to their original performance levels ([14]; [76]; [36]). [7]. Their findings demonstrated that BDA (Big Data Analytics) capabilities had an important and positive effect on SC resilience, SC innovation, and SC performance, with SC resilience and SC innovation identified as substantial mediators. The main findings of this study revealed that BDA capability can be a strategic investment in improving SC performance. Also, companies should invest in SC resilience and SC innovation development supported by BDA capabilities since they are strong mediators between BDA capabilities and SC performance. [10] demonstrated that AI (Artificial Intelligence) information processing capabilities significantly influence SCP directly by enhancing related metrics or creating long-lasting SCP through SCR building. Notably, developing a sustained SCP requires firms to develop AI capabilities to enhance SCR through its principal AC (Adaptive Capabilities) enablers and SCC (Supply Chain Collaboration) under the dynamism and uncertainty of the supply chain environment. Therefore, we argue that:

H4:SupplyChainResilience(SCR)hasamediatingroleintherelationshipbetweenDigitalSupplyChainTechnology(DSCT)andSupplyChainPerformance(SCP)(Figure 1).

Figure 1. The conceptual framework, which presents the hypothesized relationships among the research variables forming the basis of the study hypotheses.

[65] classified the research purpose into three categories: Exploratory, Descriptive, Explanatory, and Evaluative purposes. Exploratory research is the initial research into a hypothetical or theoretical idea in which a researcher has an idea or has observed something and attempts to understand more about it. Explanatory study has a valuable research purpose that asks open questions to discover what is happening or obtain insights about a topic of interest. Research questions begin with ‘What’ or ‘How’. The questions asked during data collection to explore a phenomenon, issue, or problem are also expected to start with ‘What’ or ‘How’. An exploratory study will be valuable if the researcher clarifies the understanding of a phenomenon, issue, or problem, such as if the researcher is unsure of its exact nature. In Descriptive research, the researcher is aware of the phenomenon before collecting data. The purpose of descriptive research is to gain a precise profile of situations, events, or persons. Descriptive research questions begin with or include either ‘Who’, ‘what’, ‘Where’, ‘When’, or ‘How’. Questions that you ask during data collection to gain a description of events, situations, or persons will also be liable to start with, or include, ‘Who’, ‘What’, ‘Where’, ‘When’, or ‘How’. Explanatory research is when a researcher seeks to study a problem to establish a causal connection between variables. Studies that establish causal relationships between variables may be termed Explanatory Research. Research questions that seek explanatory answers could begin with, or include, ‘Why’ or ‘How’. Questions that researchers ask during data collection to gain an explanatory response would also possibly start with, or include, ‘Why’ or ‘How’. The purpose of Evaluative research is to find out how well something works. Research questions seeking to evaluate answers begin with ‘How’, or include ‘What’, in the form of ‘To what extent’. Evaluative research in business and management is expected to be concerned with assessing the effectiveness of an organizational or business strategy, initiative, policy, process, or program. This may relate to any area of the organization or business, e.g., the delivery of a support service, evaluating a personnel policy, a costing strategy, or a marketing campaign ([65]). According to the purpose and objectives of this study, it examines the direct effect of Digital Supply Chain Technology (DSCT) on Supply Chain Performance (SCP) and indirectly through Supply chain Resilience (SCR) as a mediating variable. This research follows the Explanatory method since it attempts to identify the effects of the variables under investigation and the relationships between them.

Research designs can be classified into three categories: Qualitative, Quantitative, and mixed methods. The qualitative method uses assumptions to build theories deductively, building protections against bias and how to generalize and duplicate findings. This method works with small samples of people studied in-depth in their natural situation. The quantitative method is often independent in the context of the study, and it targets large numbers of context-stripped data to look for statistical significance. The mixed-method approach combines both qualitative and quantitative data. It examines both methods together to answer the research question. Researchers could interview experts, sort them out into groups, and compare and evaluate the test scores into different groups ([30]; [65]) discussed the methodological choice of quantitative, qualitative, or mixed-method research design. The authors clarify the three methods. Quantitative research examines relationships between variables, measures numerically, and analyzes using a range of statistical and graphical techniques. Qualitative research is often associated with an interpretive philosophy. It is interpretive since researchers need to make sense of the subjective and socially constructed meanings expressed about the phenomenon being studied. A qualitative research design may use a single data collection technique, such as semi-structured interviews or a corresponding qualitative analytical procedure. Mixed methods research is the branch of multiple methods research that combines quantitative and qualitative data collection techniques and analytical procedures. This research follows the Quantitative Method, which evaluates the direct effect of Digital Supply Chain Technology (DSCT) on Supply Chain Performance (SCP) and indirectly through Supply Chain Resilience (SCR) as a mediating variable in the context of Egyptian industrial companies.

[12] discussed two main research approaches: inductive and deductive. A deductive approach is applied if the research starts with a theory based on previous studies in the literature review, and the research strategy verifies that theory. An inductive approach begins the research by collecting data to explore a phenomenon, and hence, theories are built, usually by providing a conceptual framework. This research follows the deductive approach as it started with an existing theory based on a systematic literature review for the relationships between Digital Supply Chain Technology (DSCT), Supply Chain Resilience (SCR), and Supply Chain Performance (SCP). Then, hypotheses were formulated based on the interviews with experts in logistics and supply chain fields, and data were collected from Egyptian industrial companies to examine these hypotheses of the relationship between the independent variable digital supply chain technology (DSCT), mediator variable supply chain resilience (SCR), and the dependent variable supply chain performance (SCP).

The researcher used the simple random sampling method for a group of large-sized industrial companies that use digital technology in managing their supply chain. The researcher chose these companies because they were exposed to many disruptive events that affected the performance of their supply chains, which required support to enhance their supply chain resilience, especially with the use of digital supply chain technology.

The stratified sampling is the most suitable for this research since the sample-choosing process relied on the characteristics needed for the sample to be random. In this study, the target respondents are personnel responsible for their company’s supply chain or those in a higher position of control over the business operation.

As there were many limitations that prevent access to the entire study community, including the large size of the study community, time, and cost, the researcher relied on the sampling method to collect preliminary data. The researcher relied on the random class sample method in selecting those who are responsible for a company’s supply chain or those in a higher position of control over the business operation.

To determine the sample size, the researcher used the following equation to estimate the sample size:

whereas:

(n) Sample size

(Z) The standard value, which is statistically = (1.96) at a significant level of (0.05)

(P) The percentage of availability of the main phenomenon under study, which is equal to (50%).

(1 − P) The percentage of non-availability of the main phenomenon under study, which is equal to (50%).

(e) The sampling error, which is equal to (0.05)

According to the previous equation, the sample size can be calculated as follows:

Therefore, the minimum sample size is 387.

For the purpose of this study, and according to the research aim and objectives, the researcher followed a quantitative approach to measure the research variables. Thus, a survey questionnaire was used for data collection. The questionnaire consisted of 3 sections. Section 1 is related to Digital Supply Chain Technology (DSCT), Section 2 is related to Supply Chain Resilience (SCR), and finally, Section 3 is related to Supply Chain Performance (SCP). The respondents were requested to tick the five-point Likert scale. This scale has widespread use and requires respondents to determine the level of agreement through a series of statements regarding this study. The questionnaire provided closed-ended questions on an online platform using the Google Form application. The questionnaire was judged by presenting it to some university professors as well as some industry experts. The study community is the Egyptian companies in the industrial sector, and the researcher used the records that were provided by the Federation of Egyptian Industries “FEI”, Industrial Modernization Center “IMC”, and the Industrial Development Authority “IDA” to determine which companies can be added to the sample. Stratified sampling is the most suitable for this research since the sample-choosing process relied on the characteristics needed for the sample to be random. In this study, the target respondents are personnel responsible for their company’s supply chain or those in a higher position of control over the business operation. The researcher distributed the questionnaires to the study sample. All received questionnaires were separately examined to test their reliability and validity for the statistical analysis, and the invalid ones were excluded. 420 questionnaires were distributed, and the questionnaires that were valid for analysis were 402 forms, i.e., 95.7% of the 420 distributed questionnaires.

The results obtained from this study extend the knowledge on how the potential benefits of digital supply chain technology (DSCT) can be reaped by the industrial companies in Egypt, and this study has filled the knowledge gap by demonstrating how DSCT has a positive effect on supply chain performance and how supply chain resilience can serve as a mediating role between DSCT and the SCP. Resilience will allow Egyptian industrial companies to handle disruptions effectively.Difficulties facing global supply chains are not far from supply chains in Egypt, and they are experiencing the shattering effects of supply chain failures such as natural catastrophes, product counterfeits, political instability, including dissenting activities from different groups, corruption, transportation infrastructure, and other unethical business practices tend to be acute in this part of the world ([78]). That means Egyptian industrial companies should be concerned about developing their resiliency capabilities, due to the globally connected world as well as the repercussions and significant effects of disturbance events. Supply chain resilience capabilities can be promoted through strong integration between the company’s supply chain and the supply chain partners. Collaborations and strategic partnering may permit accurate information flow and knowledge exchange across the whole supply chain network, and this can be supported by using digital supply technologies. In turn, this would help in facilitating the companies to oversee the entire supply chain process. In this way, these companies would also be able to sense any disruptions and respond to them promptly. This is important as failure to respond promptly to unforeseen circumstances may lead to deterioration in supply chain performance, thereby affecting firm competitiveness.

The results of the statistical analysis showed that, the percentage of effect of the independent variable Digital Supply Chain Technology (DSCT) on the dependent variable Supply Chain Performance (SCP) is 79%, and the rest of the percentage is due to random error or may be due to other independent variables not included Model, so the next researches can try to investigate for the other independent variables not included Model which could affect the Supply Chain Performance (SCP).The results of the statistical analysis showed that, the percentage of effect of the independent variable Digital Supply Chain Technology (DSCT) on the mediator variable Supply chain Resilience (SCR) is 40.2% and the rest of the percentage is due to random error or may be due to other independent variables not included Model, so the next researches can try to investigate for the other independent variables not included Model which could affect the Supply Chain Resilience (SCR). The results of the statistical analysis showed that, the percentage of effect of the mediator variable Supply chain Resilience (SCR) on the dependent variable Supply Chain Performance (SCP) is 38% and the rest of the percentage is due to random error or may be due to other independent variables not included Model, so the next researches can try to investigate if any other mediator variables not included Model which could affect the Supply Chain Performance (SCP). The results of the statistical analysis showed that, the independent variable Digital Supply Chain Technology (DSCT) and the mediator variable Supply chain Resilience (SCR) can explain (40.2%) of the total change in the dependent variable Supply Chain Performance (SCP), and the rest of the percentage is due to random error, or it may be due to random error or other variables that were supposed to be included in the model, so the next researches can try to investigate if any other independent variables or mediator variables not included in the model which could affect the Supply Chain Performance (SCP).The results of the statistical analysis showed that, Independent variable Digital Supply Chain Technology (DSCT) explains (36.8%) of the total change in mediator variable Supply Chain Resilience (SCR), and the rest of the ratio It is due to a random error, or it may be due to variables that should have been included in the model, so the next researches can try to investigate if any other independent variables not included in the model which could affect the Supply Chain Resilience (SCR).This study was applied to the Egyptian Industry sector, and further studies could be applied to other sectors like service companies.

Digital supply chain technology and supply chain resilience become vital components for achieving a high performance of the supply chain. So it has become very important that industrial companies invest in obtaining and applying digital supply chain technology and adopting and applying supply chain resilience principles. By using the tools of digital supply chain technology to enhance supply chain resilience, industrial companies can support and enhance their supply chain performance; organizations can increase efficiency, reduce risks, and create a more sustainable future.