Supply chain risk management received international attention in the aftermath of the September 11 terror attacks, when disruptions in the transportation system revealed the fragility of companies that relied on just-in-time practices and offshore production (Sheffi, 2015). In particular, supply chain risk management became a much-needed research topic after Hurricane Katrina in 2005, the Japanese earthquake and tsunami in 2011, and most recently, the horrific fire in a clothing factory in Bangladesh, which caused serious disruptions to the global supply chain. Currently, we are facing more such disruptions. For example, closed-border policies due to international immigration tensions, terrorist attacks that limit freight transportation, and problems resulting from high-impact political situations such as the U.K.’s Brexit are all disruptive events that restrict international trade. Apart from the humanitarian and social effects, these types of events are revealing the vulnerability of value networks. Such disparities illustrate that many companies need a solid and holistic strategy to respond adequately to large-scale disruptions. One of the most worrisome conclusions that can be drawn from these recent major events is that most firms ignore or fail to recognize high-impact risks. Moreover, even among companies that recognize such risks, many neglect to assess the potential impact in sufficient detail and cannot respond accordingly. Many managers continue to struggle to create contingency rules and procedures for complex, dynamic, and high-risk business situations. In this regard, the MIT Scale Network study reported that approximately 60% of managers do not actively engage in supply chain risk management or simply consider such actions as ineffective (Saenz & Revilla, 2014). Consequently, one of the objectives of this article is to answer this question: Why, despite our accumulated knowledge of dealing with disasters and companies’ extensive experience in building and running global market supply chains, do so many enterprises still struggle to cope with large-scale disruptions?