Abstract
The Scottish Beef Supply Chain (SBSC) faces persistent structural, economic, and demographic pressures threatening its long-term viability. While existing supply chain resilience (SCR) research often applies the Dynamic Capabilities View (DCV) as a sequential firm-level process (sensing-seizing-transforming), this paper reconceptualises resilience as a collective dynamic capability enacted across a decentralised, multi-actor network. Drawing on a qualitative multiple-case study involving 25 semi-structured interviews, the findings identify twelve critical resilience capability factors. The capability factors identified are traceability, Inherent resilience, supplier relationships, supplier selection, supply base diversity, transparency, risk mitigation, market position, contingency planning, logistical capabilities, government support and redundancy. This study makes a dual theoretical contribution: (1) it extends DCV from a firm-centric to a supply-chain-level lens, and (2) it challenges the linear application of DCV by proposing a non-sequential, fragmented execution model for decentralised networks.