In the context of de-globalization, technology blockades, and increasing supply chain security pressures, the semiconductor industry faces serious risks of supply chain disruption.Enhancing supply chain resilience has become a critical issue for national economic security. Based on a single-case longitudinal study of China Resources Microelectronics’ over forty years of development, and combined with grounded theory methods, this paper systematically analyzes the internal logic by which latecomer semiconductor enterprises drive the evolution of supply chain resilience through dynamic adjustments embedded in the Global Value Chain (GVC). The study shows that: (1) the construction of supply chain resilience is a dynamic evolutionary process progressing from “passive adaptation” to “active orchestration,”specifically manifesting as risk resistance, collaborative innovation, and ecosystem reconstruction. The realization path progresses from basic survival and recovery resilience, buffer and adaptive resilience, gradually advancing to system defense and transformation resilience; (2) three key mechanisms driving the evolution of supply chain resilience have been identified: the technological redundancy mechanism mitigates short-term risks, the network collaboration mechanism promotes capability leaps, and the ecosystem reconfiguration mechanism ensures long-term resilience autonomy, corresponding to different stages of enterprise development; (3) dynamic capabilities are the core transmission variable connecting micro-level enterprise behavior and macro-level supply chain resilience.Contextual constraints at different stages drive firms to form different capabilities, such as perception and judgment with resource bricolage, opportunity exploration with resource integration, and opportunity development with resource reconstruction, ultimately resulting in systemic resilience at the macro level. This paper expands the GVC research perspective from “economic upgrading” to “security resilience building,” offering a systematic action guide of “building technological redundancy—transforming the IDM model—orchestrating the ecological network” to address the bottleneck challenges in high-tech industries.