Recent global disruptions, including the COVID-19 pandemic, geopolitical conflicts, and volatile trade policies, have intensified scholarly and managerial discussions on promoting supply chain resilience. Existing literature has been dominated by two perspectives: the Stability-Based View (SBV), which emphasizes rapid recovery from disruptions, and the Adaptation-Based View (ABV), which focuses on adaptive continuity under uncertainty. While these views provide valuable operational insights, they underplay resilience’s potential as a source of strategic value creation. This conceptual paper introduces the Value-Based View (VBV) as a third and complementary perspective. VBV reframes resilience as a strategic capability that generates long-term benefits such as competitive advantage, stakeholder trust, ESG performance, and resilience dividends. Drawing on the Dynamic Capabilities Theory, and Stakeholder Theory, the paper develops a triadic framework linking SBV, ABV, and VBV, illustrating their interdependencies and progression from reactive to proactive to strategic resilience. The study proposes theoretical propositions to guide future empirical research and offers managerial implications for reframing resilience from a cost-driven necessity to a value-generating strategic investment. By integrating SBV, ABV, and VBV, the framework advances resilience theory and provides a more holistic foundation for managing supply chains in environments characterized by volatility-as-normal.