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

Abstract

PurposeThis study tries to examine how supply chain (SC) absorptive capacity (AC), SC ambidexterity, SC risk mitigation and supply chain agility (SCA) affect SC efficacy (SCE) in manufacturing firms (MFs) in the Middle East region.Design/methodology/approachUsing a quantitative approach through a survey-based study, 1,004 questionnaires were distributed to the MFs that are listed in the chambers of the industries of Jordan, Egypt, Saudi Arabia and Bahrain in the Middle East region, with 239 useable and valid responses retrieved for analysis, representing a 23.8% response rate. The main respondents were chief executive managers, operations managers, managers and logistics managers from both mid and top levels. The conceptual model was tested by using a hypothesis-testing deductive approach. The findings are based on covariance-based analysis and structural equation modeling (SEM) using partial least squares-SEM (PLS-SEM) software.FindingsThis study illustrates a significant relationship between SC AC, SC ambidexterity, SC risk mitigation and SCA on SCE. Further, the findings indicate that there is a significant effect of SC risk mitigation as a mediating factor in the relationship between SC AC, and SC ambidexterity on SCE directly and indirectly, as well through a moderating effect of SCA in these relations. Finally, there is a significant direct and indirect effect of SCA in the relationship between SC AC and SC ambidexterity on SCE as a moderating factor.Originality/valueThis study presents theoretical and empirical insights that both SC risk mitigation and SCA are proper logistics features for mediating and moderating extends the literature by adding a positive role of SC AC and SC ambidextrousness in mitigating SC risks. However, this study adds up the SC literature by evidencing moderating role of SCA between the absorptive capacities, ambidexterity on SCE. Such findings of this study can provide insightful implications for managers and practitioners at different levels in and efficacy among MFs (MFs, stakeholders and policymakers regarding the importance of using the three mentioned enablers on SCE) in MFs, particularly in the Middle Eastern firms and in developing countries in general East region.

Unveiling the Impact of Digitalization on Supply Chain Performance in the Post-COVID-19 Era: The Mediating Role of Supply Chain Integration and Efficiency

“…By facilitating effective coordination, mutual understanding, and innovation within supply chains, supply chain integration bridges the gap between digitalization's potential and tangible performance improvements [94]. This comprehensive perspective underscores the importance of considering supply chain integration as a mediating factor when exploring the impact of digitalization on supply chain performance, aligning with recent studies [37,58,95]. Recognizing that seamless collaboration with supply chain partners is fundamental for enhancing efficiency, reducing costs, and delivering value to customers, this mediation effect highlights the strategic significance of supply chain integration in the context of the evolving digital landscape.…”

“…Contrary to our initial expectations, the analysis did not reveal a statistically significant moderating effect of supply chain dynamism on the relationship between digitalization and supply chain performance. This suggests that the impact of digitalization on supply chain performance remains relatively consistent regardless of the degree of supply chain dynamism [77,95]. This finding implies that the transformative potential of digitalization in enhancing supply chain performance may be somewhat independent of the level of dynamism in the supply chain environment.…”

Rethinking competency requirements in South African supply chain management

“…Supply chain management professionals with strong technical skills are indispensable for improving supply chain efficiency and operating performance (Alsmairat & AL-Shboul 2023;Orobia et al 2020). This calls for organizations to focus on fostering these technical competencies among their employees as they directly impact SCM effectiveness.…”

Investigating the performance of quality management practices induced by top management commitment and Kaizen initiatives: evidence from Jordanian public hospitals in the aftermath of COVID-19

“…Supplier collaboration means that the management makes a significant effort to select the best suppliers and strives to build a long partnership with them (Sin et al, 2021;Zhang et al, 2020) based on quality rather than price (Chau et al, 2021). Active collaboration with suppliers would help reduce procurement costs while maximizing quality (Alsmairat and AL-Shboul, 2023;Sin et al, 2021). Effective supplier collaboration includes partnerships and mutually beneficial relationships in which the organization and its supplier coordinate their resources and processes to maximize the quality of products and services (Babu and Thomas, 2021).…”

“…, 2021). Active collaboration with suppliers would help reduce procurement costs while maximizing quality (Alsmairat and AL-Shboul, 2023; Sin et al. , 2021).…”