With the continuous upgrading of economic globalization and the further deepening of industrial division， supply chain networks have become more and more large and complex. Moreover， under the influence of concepts such as “Just in Time”， the resource configuration of the traditional supply chain follows the internal logic of prioritizing efficiency， which brings huge benefits to enterprises， but meanwhile increases the vulnerability of enterprises in the face of risks. If any member enterprise in the supply chain suffers from the impact of an emergency， resulting in its operation stagnation or even paralysis， the impact will quickly spread and diffuse to the entire network， bringing immeasurable losses to other member enterprises.In order to solve the issue of supply disruption in a three-level supply chain consisting of multiple suppliers， one manufacturer and multiple distributors， a comprehensive coping strategy is proposed based on reserving vertical strategic inventory， signing emergency options， expanding procurement urgently， seeking backup supplier and changing product design from the perspectives of pre-prevention and post-remediation. Based on this， three different models are constructed. The first model is the conventional operational planning model of the supply chain without supply disruption. The second model is the response planning model of the supply chain for coping with supply disruption， the objective of which is to maximize the manufacturer’s sales profit in the disruption duration. In the third model， the objective of minimizing the deferred delivery rate of orders is added. Then， according to the structural characteristics of these models， the corresponding solving processes are designed based on ILOG CPLEX and augmented \epsilon -constraint method.The simulation results show that　when supply disruption occurs， the response planning method of the supply chain designed in this paper can effectively help the manufacturer to stop the loss and maintain the production operation at the normal level as far as possible； every single coping strategy is only effective in tackling short-term supply disruption， but for long-term disruption， it is necessary to adopt different combinations of multiple strategies at different stages of the disruption duration； although the start-up cost of the product design change strategy may be high， manufacturer will have to use this strategy if the disruption duration continues to lengthen or the enterprise wants to reduce the deferred delivery rate of orders.