在後新冠疫情時代，數位工具和先進技術已成為強化供應鏈韌性的重要因素。具備韌性的組織能夠預測風險、降低衝擊、迅速反應並快速恢復正常營運。本研究調查台灣企業採購、物流或製造部門具有至少一年工作經驗的專業人士。我們提出一個雙層模型，透過直接路徑和資訊共享路徑，將部門數位化與吸收能力、反應能力和恢復能力等三項韌性能力相連結。第一層顯示，整體供應鏈數位化既直接改善韌性，也通過資訊共享間接產生作用。在第二層中，採購數位化僅透過資訊共享的完全中介作用增強所有能力；物流數位化直接促進吸收能力和恢復能力，並透過資訊共享進一步改善反應能力；生產數位化直接強化三項能力，無須中介變數。未來研究應探索其他中介因素，進一步說明數位化如何轉化為供應鏈韌性。

In the post-COVID-19 era, digital tools and advanced technologies have become vital for enhancing supply chain resilience. Resilient organizations can anticipate risks, minimize impacts, respond swiftly, and recover rapidly to resume normal operations. This study surveys professionals with at least one year of experience in procurement, logistics, or manufacturing departments of Taiwanese firms. We propose a two-layer model linking departmental digitalization to three resilience capabilities—absorptive, response, and recover —via direct and information sharing pathways. Layer one shows that overall supply chain digitalization both directly improves resilience and indirectly does so through information sharing. In layer two, procurement digitalization enhances all capabilities only through full mediation by information sharing; logistics digitalization directly boosts absorptive and recovery capabilities and, with information sharing, also improves response capability; manufacturing digitalization directly strengthens all three capabilities without mediation. Future research should explore alternative mediators to further explain how digitalization translates into resilience.

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