This study develops and tests an integrated model based on the Dynamic Capabilities View (DCV) to empirically examine how dynamic capabilities influence the operational performance of hotel food supply chains through the mediating role of supply chain resilience and the moderating influences of environmental uncertainty and disruption orientation. The model is tested using survey data from 160 five- and four-star hotel managers in Egypt and the findings of structural equation modeling. The findings support the proposed model and reveal a positive effect of total dynamic capabilities and the four dynamic capabilities (i.e., collaboration, integration, agility, and reconfiguration) on the operational performance of hotel food supply chains through the mediating role of supply chain resilience. The results affirm that supply chain resilience mediates the relationship between dynamic capabilities (in total) and operational performance. Furthermore, the results show that environmental uncertainty moderates the above linkage, whereas disruption orientation does not do that. With the extension of DCV, our findings contribute to deepening our understanding of the dynamic capabilities contributing to the development of hotel food supply chain performance. These findings hold crucial implications for academics, managers, and policymakers. They also provide valuable insights on how to effectively control operational performance during disruptions.