<p>In the context of the digital platform economy, highly resilient channels can promptly identify potential crises, respond effectively, and recover swiftly, often leveraging adversity to stimulate future growth. Grounded in resource orchestration theory and dynamic capabilities theory, this study introduces B2B platform value co-creation as a mediating variable and channel relational governance as a moderating variable. It constructs a process mechanism framework to examine how the network embeddedness of digital platforms enhances channel resilience in dynamic environments. Based on a survey of 375 manufacturing firms in China and using hierarchical regression analysis, the research empirically tests the proposed framework. The findings contribute to the literature in two main ways. First, they uncover the micro-mechanisms by which firms transition from acquiring resources to leveraging them for value creation, ultimately strengthening channel resilience. Second, they reveal that channel relational governance moderates the relationship between digital platform network embeddedness and value co-creation, which in turn mediates the effect on channel resilience. These insights suggest that manufacturing firms should synergistically optimize resource integration and relational governance to promote B2B platform value co-creation, thereby enabling channel managers to respond effectively to external uncertainties and the complex challenges of the digital ecosystem.</p>