Business Continuity Management (BCM) plays a critical role in an era of uncertainty and crisis events. Supply Chain Resilience (SCRES) enables organizations to respond rapidly to disruptions. This study aimed to (1) examine the relationship between BCM and SCRES, (2) compare the structural and contextual differences between manufacturing and service sectors in terms of crisis responses, and (3) validate the proposed BCM–SCRES model with real-world business operations in the manufacturing and service industries. A mixed-methods approach was applied in this study. For the quantitative study, data were gathered from 434 organizations across the manufacturing and service sectors. The data were then analyzed using Structural Equation Modeling (SEM). The proposed model was subsequently validated through in-depth interviews involving three business cases. The findings revealed that BCM had a direct and significant impact on SCRES. When comparing the role of BCM in SCRES between manufacturing and service industries, the Recovery Plan (RP) emerged as the most critical component, followed by Crisis Management (CM) in both sectors. For the manufacturing industry, the Business Continuity Plan (BCP) placed third in importance, whereas it held fourth place in the service industry. Conversely, Emergency Management (EM) had the lowest influence in the manufacturing sector but held greater significance in the service sector, where it ranked third. Qualitative validation confirms that these relationships are reflected in organizational practices. These findings not only enhance the long-term recovery capacity of these sectors but also strengthen the sustainable international competitiveness of Thailand’s manufacturing and service industries.