Recent global disruptions—including the COVID-19 pandemic, geopolitical conflicts, trade tensions, industrial chain relocations, and extreme weather events—have exposed critical vulnerabilities in global supply chains developed over the past half-century. Building resilience in critical industrial chains has thus become an urgent bottleneck challenge central to China’s national security and stability. As developed economies, led by the United States, promote manufacturing reshoring and implement protectionist trade policies, China's high-end industries are inevitably exposed to significant multidimensional disruptions arising from great-power competition. Unlike traditional operational risks, these potential shocks are characterized by diversified sources, strong interconnectivity, unpredictability, and severe consequences. Once triggered, such disruptions can cause severe supply-demand imbalances and propagate rapidly through the supply network via a ripple effect, leading to catastrophic consequences. Therefore, traditional efficiency-driven supply chain management systems are no longer suited to the demands of national and corporate development in the new era, necessitating a balance between operational efficiency and supply chain resilience. In the short term, building supply chain resilience may require trade-offs with operational efficiency; in the long term, however, the two can be mutually reinforcing. This paper distinguishes potential disruptions from traditional operational risks, explores the synergy between operational efficiency and supply chain resilience, and proposes a framework to systematically build resilience through four dimensions: operational strategy, operational structure, operational decisions, and digital-intelligence empowerment. From the perspective of integrating supply chain resilience with traditional operational efficiency, this paper identifies several new research issues worthy of joint attention from government, academia, and industry.