This study explores the relationship between supply chain integration (SCI) and supply chain resilience (SCRES), two critical concepts in supply chain management (SCM) literature. While SCI is widely recognized as a strategy to enhance firm performance and secure competitive advantage, SCRES has emerged as a crucial capability for firms to navigate disruptions in today’s interconnected global environment. However, both SCI and SCRES come with costs, such as investments in technology for integration and capability-building for resilience. Moreover, not all firms or situations warrant the pursuit of either integration or resilience, as they may not be suitable or beneficial in every context. Existing research has largely examined the impact of SCI or SCRES on performance individually, with limited attention to the relationship between these two concepts. Our study addresses this gap by investigating how SCI influences SCRES and vice versa. We employ two portfolio models—Kraljic’s Purchasing-Matrix and the Risk-Probability-Impact Matrix—to provide a comprehensive understanding of when, where, and with whom to implement integration strategies to achieve resilience. These models offer insights into strategic decision-making, illustrating how collaboration, a fundamental mechanism of SCI, can enhance resilience by facilitating information sharing, knowledge exchange, and joint planning. Our research aims to contribute to SCM literature by presenting a nuanced perspective on the interplay between integration and resilience, helping firms identify optimal integration strategies to build resilient supply chains.