Accordingly, the findings of the report can be summarized as follows:

1. Among the managerial practices, Italian companies were not successful in receiving support from their partners through commercial and financial aid (only 19.42% and 20.19% of the cases respectively). Additionally, there is a meaningful variation among companies in accessing commercial and financial aid because of differences in the capacity of partners, market dynamics, and specific strategies employed during the pandemic. Moreover, the major parts of the companies (72% of the cases) were not able to provide price relief to potentially impact maintaining demand and sustaining market activity.
2. Italian companies had a better performance in adjustment of contractual terms (33% of the cases), and support for consumers by offering more promotions and deals (44.76% of the cases) compared to other managerial practices. However, the adoption rates are not significant and although companies had a moderate level of success in supporting the consumers through promotions and deals over the supply chain, the high standard deviation (49.78%) reveals the complex challenges and difficulties in adapting to disruptions in the supply chains and providing promotions aligned with the emerging needs and preferences of consumers.
3. In terms of performance indicators, Italian companies showed a strong commitment to ensuring customer satisfaction by delivering high-quality products and adapting themselves to the new market conditions using proper business strategies position (93.54% and 90.91% of the cases respectively). Moreover, they were successful in implementing approaches to ensure on-time delivery, customer service, stock availability, and ROI but with a higher variety of desperation compared to product quality and market share. However, only 66.42% of the cases could maintain their sales which shows that disruption can adversely affect the demand rates and companies are not agile to compensate for the lost demand.
4. The analysis shows that strong sales gains increased credibility and companies have more chance to receive financial assistance from the stakeholders. However, it is crucial to make a balance between leveraging support and maintaining financial autonomy. In addition, reducing prices to support customers during the disruption may lead to more demand but it also may cause shortages, decreasing customer service, and increasing on-time delivery. Moreover, although appealing promotions and captivating deals drive sales, companies had difficulties in developing proper systems to manage the sudden demand fluctuations due to promotional offerings which negatively affected customer experience.
5. Among the new technologies, social networks, mobile apps, and omnichannel have the highest rate of adoption (53%, 24%, and 23% of cases respectively).  However, the results of Bayesian Network analysis show that firms can increase the probability of being highly resilient by adopting omnichannel, SC coordination, AI, and mobile apps as a portfolio of SC practices. 
6. Notwithstanding the fact that the lack of investment in green technologies, green packaging, and green practices can adversely affect companies’ sustainability performance during the pandemic, Italian companies had a low performance in implementing them (43%, 7%, and 3% of the sample respectively).  For instance, using drones, electric delivery vehicles, and green packaging could mitigate environmental issues when there is a significant increment in online shopping.
7. Analyzing the firms’ resilience in terms of time to recovery indicates that 49.58% of the cases can recover in less than 3 months, 46.22% of the cases can recover in less than 6 months (46.22%), 3.36% of them can recover in less than 12 months, and the others (0.84%) can recover in more than 12 months. According to the correlation analysis, adequate stock ensures a consistent supply and is a safeguard against unexpected demand changes. Additionally, maintaining customer service and product quality at a high level alleviates customer concerns increases customer loyalty, and leads to a quicker recovery. Moreover, companies require implementing strategies to retain or expand their market share to maintain their dominance besides expediting their post-disruption recovery.
8. During the COVID-19 outbreak, improving traditionally significant facets like customer service, ROI, product quality, market share, and on-time delivery doesn't manifestly expedite the resilience and recovery process. However, companies could harness the power of robust sales dynamics to carve a path of resilience and reduce recovery time.
9. The stochastic analysis reveals that the probability of performing significant actions to optimize inventory processes depends on the probability of having high sales even during COVID-19. Moreover, having an efficient delivery lead time during the lockdown guarantees a good performance in customer service and raw material procurement. Furthermore, the probability that firms have a successful performance in delivery time and quality level is related to the probability of ensuring visibility along the supply chain.
10. Further analysis using the indicates that companies adopt omnichannel when they are focusing on mitigating the risks of sales, ROI, inventory, and quality simultaneously. Moreover, they most likely pursue SC coordination to alleviate the risks of low quality, inventory shortage, and sales reduction. Furthermore, the adoption of big data and machine learning occurs when the risks linked to customer service, delivery time, SC visibility, and quality are present simultaneously. Otherwise, the only risk that individually persuades the decision-makers to implement big data and ML is decreasing ROI.