<p>Supply chain resilience is an indispensable attribute in today’s volatile markets. Firms face fluctuating demands, operational fragility, and global disruptions, making resilience a critical priority for the firms. In prior research, different organizational attributes, processes, and technologies have been examined to improve resilience, but there is limited empirical work that explains how structural and relational resources translate into resilient outcomes. In this context, this study evaluates how robustness and social capital influence supply chain resilience and the mediating role of supply chain analytics capability within an Organizational Information Processing Theory lens. A cross-sectional survey was used to collect responses from 325 supply chain managers employed in product-based sectors from Pakistan and India. Five hypotheses are tested using partial least squares structural equation modelling. The results provide empirical evidence that data analytics functions as an information-processing mechanism that converts operational and relational resources into resilient responses. The findings of this study translate into clear guidance for practice. Managers should jointly invest in redundancy and contingency planning (robustness), inter-firm relationships and information sharing (social capital), and analytics capability as the mechanism that converts these resources into resilient responses.</p>