Yigit KazancogluÇisem LafciYalcin BerberogluArvind UpadhyayLuis Rocha-LonaVikas KumarUpadhyay, ArvindRocha-Lona, LuisLafci, CisemBerberoglu, YalcinKazancoglu, YigitKumar, Vikas2025-10-06202419369743, 193697351936-97351936-974310.1007/s12063-023-00429-12-s2.0-85179333300https://www.scopus.com/inward/record.uri?eid=2-s2.0-85179333300&doi=10.1007%2Fs12063-023-00429-1&partnerID=40&md5=45cbd77ac6d6999ab8dda7b1e0e3e1f0https://gcris.yasar.edu.tr/handle/123456789/8199https://doi.org/10.1007/s12063-023-00429-1Globalization may cause companies to broaden their customer bases operate internationally and serve more customers. However it also entails dangers including shifting circumstances disruptions and elevated prices. To address these issues outsourcing has evolved lowering outputs and service costs. To mitigate these risks businesses employ strategies such as interventionism protectionism and regionalization. By investigating and simulating the interplay of outsourcing approaches to equip businesses with supply chain resilience (SCRES) this study aims to close the knowledge gap between the existing knowledge and global supply chain (GSC) risk management practices. To choose the best alternative for our case study company we analyzed four distinct outsourcing techniques namely offshoring reshoring nearshoring and farshoring, furthermore we investigated the outsourcing elements typically taken into account to achieve resilience. The results indicated that the reshoring method would be the most promising one for this company under specific circumstances in terms of attaining resilience in the manufacturing industry. © 2025 Elsevier B.V. All rights reserved.Englishinfo:eu-repo/semantics/openAccessGlobal Supply Chains, Mcdm, Outsourcing Strategies, Regionalization, Reshoring, Resilience, Risk ManagementReshoringRisk ManagementOutsourcing StrategiesGlobal Supply ChainsMCDMResilienceRegionalizationArticle