Over the last two years, industrial companies have faced unexpected global crises whilst simultaneously they are going through a transformation process with the aim of increasing renewable energy usage. To maintain competitiveness in a changing business environment, dynamic capabilities are needed in supply chain resilience (SCRes) management to proactively identify threats, respond agilely and implement change. This study aimed to identify what kinds of dynamic capabilities and microfoundations are needed in SCRes management in the energy industry. The research was conducted at Finnish energy industry companies. Research data from 19 semi-structured interviews were analysed according to the analysis framework of sensing, learning, integrating and coordinating. Eight microfoundations in the energy industry were identified. From those network collaboration, open communication and knowledge sharing, systematic supplier relationship management (SRM) and leadership were identified as key microfoundations for dynamic capabilities that affect sensing, learning, integrating and coordinating.