Assessing supply chain performance through the interplay among success drivers

Abstract

This study examines the success drivers of Supply Chain Performance (SCP). This study aims to examine the interrelationships among various proposed success drivers of SCP that were analyzed individually or collectively in some previous studies. Four proposed forces have been identified in this study including organizational culture, SC relationships, SC integration, and SC innovation. SC integration is seen as a mediating factor between SC relationships and SCP. Using a deductive and quantitative approach that is based on collecting data from (17) companies in the field of logistics using an online survey, the study focuses on four success drivers including organizational culture, SC innovation, SC relationships, and SC integration. Smart PLS 3 software was applied to analyze the data based on the use of Structural Equation Modelling (SEM). The findings confirm that organizational culture and SC innovation have a direct significant impact on SCP. Regarding the mediating role of SC integration, the finds confirmed that SC integration mediates the relationship between SC relationships and SCP. A set of implications and recommendations for decision-makers and researchers are proposed based on the empirical findings of the current study. SC managers must first consider organizational culture and try to create positive supportive cultural attributes. A culture that encourages openness to change, sharing of knowledge, and collaboration seems a necessity to further improve SCP. Additionally, as the study findings emphasized the significant impact of SC innovation, SC managers should encourage innovative initiatives and behavior.

Enabling supply chain efficacy through SC risk mitigation and absorptive capacity: an empirical investigation in manufacturing firms in the Middle East region – a moderated-mediated model

“…Customer needs are constantly changing and at a high rate in highly competitive and dynamic markets, and therefore, the potential for disruptions in the SCs of these firms increases. Therefore, SCs must be stable in their various activities and operational processes and effective to achieve success for firms, due to the competition nowadays is not only between firms but also among SCs (Alsmairat et al , 2022; Singh et al , 2019; Cannella et al , 2018). The efficiency of the SC is related to the ability of the chain to provide the raw and necessary materials needed for manufacturing firms at relatively low total costs and at the same time meet the customer's standards, such as accuracy in delivery and lead time, especially in the case of products with short shelf life; all these operations depending on the ability of firms to optimally use their various resources and reduce waste as much as possible (Mooney, 2019).…”

Assessing supply chain management’s impact on new product performance: the mediating role of marketing innovation orientation during COVID-19

“…On the other hand, external integration manifests itself in two crucial aspects: integration with suppliers and with customers. As emphasized by Alsmairat et al (2022), the former enhances product flow, data exchange and decisionmaking, ultimately influencing customer satisfaction. Additionally, it enables organizations to offer high-quality products at competitive prices (Rizzi et al, 2021) and gain access to valuable technologies and expertise (Koç et al, 2018).…”

“…Furthermore, to achieve a competitive advantage in a disruptive situation, such as the COVID-19 pandemic, SC partners should focus on SC resilience by adjusting their SC capacity (Mandal, 2020; Orlando et al ., 2022) and their SC integration via advanced technologies such as Industry 4.0, artificial intelligence (AI) and the IoT (Frederico, 2021; Hopkins, 2021; Hou and Chen, 2022; Naz et al ., 2021). Furthermore, innovation achieved through new markets improves effectiveness, boosts efficiency, increases earnings, augments the return on investment and enhances communication as well as collaboration (Abudaqa et al ., 2020; Alsmairat et al ., 2022; Levi-Bliech et al ., 2018).…”

“…External integration between suppliers and organizations improves the flow of products, transactions, data, payments and decision-making, with an impact on customer satisfaction (Alsmairat et al ., 2022). In addition, external integration between the customer and the organization enables high-quality products to be sold at a reasonable price (Rizzi et al ., 2021).…”

Enabling supply chain efficacy through supply chain absorptive capacity and ambidexterity: empirical study from Middle East region - a moderated-mediation model

“…Some studies combined SCA, SC risk mitigation, or SC responsiveness separately or together and emphasized that MFs and their SCs efficacy that are considered responsive to the different customers' requirements need to be more than speed. Further, it should have a high level of maneuverability to be termed agility (Alsmairat et al, 2022;Alkalha et al, 2019).…”