We examine the interplay between operational effort to increase supply chain resilience and financial arrangements such as buyer intermediated financing, buyer direct financing, and advance payments. We characterize conditions when those arrangements complement operational effort and when they are substitutes. We study when those arrangements lead to coordination or at least efficiency gains for buyers and their upstream supply chain.

Fixed-price freight contracts between firms and transportation providers are non-binding and often fail due to supply and demand uncertainties. We propose indexed pricing to reduce frequent unanticipated costs and supplier performance degradation. We show how to design these contracts for a Pareto improvement over traditional contracts, conduct an experiment with an agricultural firm to validate the models, and quantify the causal effect of indexed contracts on costs and performance.

Modeling of resilience and viability became crucial in case of supply chain disruptions. We discuss research-practice paradoxes and show that the categories of probability, adaptability, and time are major determinants of resilience and viability modeling. We stress the importance of reliable suppliers, disruption probabilities, disruption time and ripple effect estimation, value-creation perspective of resilience, and viability of intertwined supply networks.