The escalating risk of supply chain disruption will exert a considerable influence on corporate behavior. By leveraging text analysis on the annual reports and social responsibility reports of listed firms spanning from 2011 to 2021, this paper constructs indicators for supply chain disruption risk and explores the impact of such risk on firms’ ESG hypocrisy and its associated mechanisms. The findings reveal that when the risk of supply chain disruption intensifies, the level of ESG hypocrisy within firms rises. Path analysis shows that firms with a high risk of supply chain disruption frequently encounter high costs in supply and demand coordination, an unstable capital chain, and low innovation efficiency, making them more prone to adopt ESG hypocrisy. Furthermore, enhancing the position of firms in GVCs (i.e., chain strengthening) can effectively suppress ESG hypocrisy triggered by supply chain disruption risk. In contrast, participation in and expansion along GVCs (i.e., chain extension) may exacerbate the firms’ tendency toward ESG hypocrisy when facing such risk. Additionally, disruption risk due to external factors has a greater impact on corporate ESG hypocritical behavior, while disruption risk brought about by downstream customers has a more pronounced effect on upstream suppliers’ ESG hypocritical behavior. This paper not only contributes to a fine-grained understanding of the potential consequences of supply chain disruption risk, but also expands our understanding of corporate ESG hypocritical behavior, thereby providing a theoretical and empirical foundation for preventing supply chain disruption risk and formulating policies related to corporate ESG hypocritical behavior.