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The integration of the circular economy (CE) and Industry 4.0 (I4.0) has attracted significant attention from scholars and practitioners. The effective integration between CE and I4.0 depends on the level of systemic assessment. This paper develops a self-assessment model to evaluate the systemic level of integration of CE and I4.0 within organizations using a dynamic capabilities perspective. The model uses a conceptual framework representing the most relevant CE–I4.0 integration practices under eight dimensions from the extant literature. The model also uses a graph-theoretic approach to evaluate the level of CE–I4.0 integration through a standardized index. The CE–I4.0 Integration Index (CE–I4.0 II) incorporates the interactions between different dimensions and practices, and enables quantifying the CE–I4.0 integration level. The index allows organizations to be grouped into three categories: “beginner, “ongoing,” and “performing.” The model CE–I4.0 II is implemented within four different organizations and evaluated to illustrate this model's industrial applicability. Finally, we discuss implications for theory and practice, and the potential extension of the study.

The COVID-19 pandemic caused significant disruptions to global operations and supply chains. While the huge impact of the pandemic has nurtured important literature over the last couple of years, little is being said about the role of resource orchestration in supporting resilience in highly disruptive contexts. Thus, this study aims to this knowledge gap by proposing an original model to explore supply chain resilience (SCRE) antecedents, considering supply chain alertness (SCAL) as a central point to support resilience. This study focuses on the resource orchestration theory (ROT) to design a conceptual model. The partial least squares structural equation modeling (PLS-SEM) served to validate the model, exploring data from the UK supply chain decision-makers. The study reveals a number of both expected and unexpected findings. These include the evidence that supply chain disruption orientation (SCDO) has a strong positive effect on the SCAL. In addition, SCAL plays a strong positive effect in resource reconfiguration (RREC), supply chain efficiency (SCEF) and SCRE. We further identified a partial mediation effect of RREC on the relationship between SCAL and SCRE. Surprisingly, it appeared that SCAL strongly influences SCEF, while SCEF itself does not create any significant effect on SCRE. For managers and practitioners, the importance of resource orchestration as a decisive approach to adequately respond to huge disruptions is clearly highlighted by our results. Finally, this paper helps to grasp better how important resource orchestration in operations and supply chains remains for appropriate responses to high disruptions such as the COVID-19 impacts.