Proceedings of the International scientific and practical conference ― Modern Research And Education‖ (February 16-18, 2026) / Publisher website: www.naukainfo.com. – Warsaw, Poland, 2026. - 247 p.

15 [5], the European Commission’s Industry 5.0 framing shifts the development logic toward sustainability, human-centricity, and resilience, extending strategic success criteria beyond efficiency; the gap is that the document is primarily normative and does not specify how enterprises should architect governance and measurement systems that balance these objectives under crisis constraints. In work [6], Aljuneidi et al. review COVID-19 and supply chain literature, evidencing a structural shift from pure cost optimization toward robustness, visibility, and adaptive reconfiguration; the gap is that supply chain resilience is often analyzed as a functional domain outcome rather than embedded into enterprise-wide development strategy governance. In work [7], Roque Júnior et al. advance the maturity–resilience discussion in supply chains and propose directions for assessing and building resilience capabilities; nevertheless, the link between maturity models and top-management strategic routines (portfolio reallocation rules, foresight triggers, and capability transformation governance) remains insufficiently specified. In work [8], D’Ambrosio analyzes reshoring and de- globalization dynamics and clarifies that geography, risk exposure, and policy constraints are becoming strategic variables shaping development trajectories; the gap is that the macro-level explanation of reshoring drivers is still only weakly translated into firm-level, operationalizable strategy systems that specify when and how enterprises should pivot their footprint using measurable triggers and staged commitments. Taken together, these sources converge on a clear research gap your thesis can credibly cover: contemporary scholarship explains the need for resilience-, foresight-, and digitally enabled adaptation, but it still lacks a unified, governable model that integrates digital transformation, resilience, foresight, and supply-chain redesign into a single enterprise development ―control loop‖ with explicit triggers, decision rights, option-portfolio logic, and measurable learning cycles. Key trends in enterprise development under global crises First, there is a shift from efficiency to resilience: enterprises invest in spare capacity, supplier diversification, cybersecurity, financial flexibility, and business continuity management, even when this reduces short-term margins. In the literature, resilience is increasingly conceptualized as a dynamic process rather than a static