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The current COVID-19 virus pandemic has created massive disruptions in supply, demand, and production in global supply chains (SCs). The outbreak has revealed the deficiencies of non-resilient SCs. Business prosperity and continuity require internal resilience capabilities (IRCs) and resiliency to supply or demand fluctuations that create disruption risk situations. This paper develops a new methodology for diagnosing and improving the strength of a company's internal resilience. The huge disruptions caused by COVID-19 are first presented and reviewed. Then, a thorough state-of-the-art analysis was conducted to define supply chain risk management and supply chain resilience, and then to align the substantial contributions of this research to the literature. These insights are followed by presenting and defining IRCs to highlight their role towards resilient business. This research hereby presents a new IRCs-PADRIC (Preparedness, Agility, Development, Recovery, Innovation and Collaboration) framework from which a company's current resilience healthiness can be diagnosed as being either Healthy, Groaning or Dying. These diagnoses are associated with proposed actions to be taken accordingly. An integrated grey Decision-making trial and evaluation laboratory (DEMATEL)/Measurement of Alternatives and Ranking according to Compromise Solution (MARCOS) approach is proposed to quantify the internal resiliency to enable a more accurate diagnosis. Furthermore, cause-effect analysis was performed to highlight the relationships among PADRIC. The developed IRCs-PADRIC methodology can be adopted by managers in any sector to diagnose their internal resiliency. This would help them to answer the following questions: What could have been internally developed to reduce and so react to the disruption created by the COVID-19 pandemic? and how prepared would a company be for disruptions similar to COVID-19 in the future? The healthiness of IRCs of a pharmaceutical company was used to empirically validate the developed methodology. Theoretical and managerial implications were discussed, and future research avenues recommended based on research limitations. [ABSTRACT FROM AUTHOR]