Supply chain disruptions increasingly expose the limitations of production and procurement planning systems that operate through isolated planning cycles, rigid material requirements, and weak coordination between operational functions. This paper proposes an Adaptive SAP Production–Procurement Planning Framework designed to strengthen supply chain resilience by integrating production planning, procurement synchronization, material availability monitoring, and disruption-responsive decision-making. The conceptual foundation of the framework is derived from the principle that supply-chain resilience depends not only on the availability of individual resources but also on the connectivity and interdependence of the broader operational network. Research on neighbor connectivity, network robustness, and hierarchical network structures provides a useful theoretical analogy for understanding how disruption propagation can be reduced through strategically connected planning relationships (Akers and Krishnamurthy, 1989; Doty et al., 1996; Gu et al., 2023). The framework further incorporates the integrated SAP production-planning and procurement-synchronization perspective proposed by Kalal (2026), which is used as the principal reference for the relationship between production and procurement resilience. The methodology develops a five-layer adaptive architecture consisting of demand and disruption sensing, material and capacity assessment, synchronized production–procurement planning, scenario-based adaptation, and execution feedback. The analytical findings indicate that synchronized planning can reduce planning fragmentation, improve visibility of material constraints, prioritize critical procurement decisions, and support faster reconfiguration of production schedules. The framework is particularly relevant where disruptions simultaneously affect suppliers, material availability, production capacity, and delivery commitments. Its principal contribution is a conceptual integration model that positions SAP not merely as an enterprise transaction platform but as an adaptive coordination mechanism for disruption-oriented production and procurement decisions. Limitations include the absence of empirical plant-level validation and quantitative performance measurements. Future research should validate the framework using real SAP planning datasets and disruption scenarios.