АДАПТИВНЕ УПРАВЛІННЯ РИЗИКАМИ В ЛАНЦЮГАХ ПОСТАЧАННЯ: ФІНАНСОВИЙ ВИМІР, ADAPTIVE RISK MANAGEMENT IN SUPPLY CHAINS: THE FINANCIAL DIMENSION

<jats:p>The article substantiates the financial dimension of adaptive risk management in supply chains. The author argues that a disruption in supply relations should not be interpreted only as an operational or logistical failure. In practice, it is converted into a liquidity gap, an increase in the cost of working capital, a deterioration in counterparty credit quality, a higher need for safety stocks, a rise in insurance costs and, in export-import chains, an additional currency exposure. Therefore, the financial resilience of a supply chain depends on the ability of firms to detect weak signals, reassess payment and delivery conditions, redistribute financial responsibility between partners and preserve access to short-term funding before the disruption becomes critical. The paper systematizes the main groups of financial risks arising in supply chains: liquidity risk, counterparty risk, price and currency volatility, funding risk, inventory immobilization risk, insurance and war-risk exposure, and digital data risk. It is proposed to consider adaptive management as a continuous financial loop that includes risk sensing, financial diagnostics, scenario assessment, selection of a response portfolio, contractual adjustment and monitoring of the effect. The practical value of the proposed approach lies in combining classical risk management with supply chain finance instruments, such as factoring, reverse factoring, dynamic discounting, payment calendars, credit lines, insurance coverage and contractual clauses for force-majeure and price revision. Special attention is paid to the Ukrainian context, where martial-law disruptions, damaged infrastructure, energy uncertainty and cost pressure require a more flexible architecture of financial decisions. The proposed framework also emphasizes the distribution of financial responsibility between procurement, logistics, sales, legal and finance units, because each of them generates signals that influence future cash-flow continuity. The article concludes that adaptive risk management should be based not on a single anti-crisis measure, but on a coordinated system of financial buffers, partner diversification, transparent data exchange and responsibility for cash-flow continuity across the supply chain.</jats:p>