In this study, we argue that recognizing dynamic capabilities (DC) as a learning process is a key step in developing supply chain resilience. This sustains the needs of companies and individuals during the recovery and mitigation stages. This study draws on sensemaking theory to enact learning. Learning as the sensemaking of individuals and organisations in crisis conditions vehicles behavioural processes of managerial risk decision-making in uncertain environments. Learning can impact the individual and company's outcome in building DC for recovery and mitigation from crises and conclude that not only DC are strategic to recovery and mitigation, but meta and functional capabilities are also crucial for the supply chain resilience (SCR). This study examines the learnings from crises and the implications of dynamic capabilities for supply chain resilience. Specifically, recovery and the mitigation stages use the experiences of individuals as well as organisations. DC would be used to perform within significantly differing strategies to create quick solutions, the prevailing approaches used to manage supply chain resilience are less appropriate. While this study focuses on DC to help solve the recovery and mitigation of crises, broader learning applicability to other resilient supply chain are also discussed, such as  the design and management of long-term strategies of contextually specific supply chains.