The Effects of Supply Chain Flexibility on Customer Responsiveness: the Mediating Role of Digitalization and Innovation Orientation

Innovation ambidexterity for enhancing supply chain resilience and flexibility of performance in the restaurant sector

This study examines the role of innovation ambidexterity (exploratory and exploitative innovation) in developing internet-enabled demand/supply integration and the utilization of such digital capabilities to develop resilience and performance flexibility in the supply chains for the restaurant sector. The study employs the Partial Least Squares Structural Equation Modelling to test the proposed relationships empirically with a structured survey. The results suggest that the exploratory and exploitative innovations substantially strengthen internet-enabled demand and supply integration. These digital capabilities enhance supply chain resilience, which, in its turn, promotes performance flexibility. The study highlights the need for balance between exploratory and exploitative innovation for restaurant managers and investing in digital technologies that streamline the processes of demand forecasting, procurement and contact with suppliers. Enhancement of such capabilities can assist restaurants to effectively respond to disruption and keep operations agile. As part of a digitally shifting service supply chain environment, this research contributes to the existing body of empirical literature by pairing the ambidexterity theory with the dynamic capabilities view to give one of the first empirical explanations of how innovation ambidexterity leads to digital process integration and resilience in the restaurant supply chain.

Smart Supply Chain Strategies: Driving Operational Excellence in Food Supply Chains Through Digitalization

Building competitive advantage through leadership competency, responsiveness, integration, and supply chain agility: Assessing the moderating role of supply chain digitalization

Indonesia's manufacturing industry is experiencing a weakening in performance: the PMI fell to 46.9 in June 2026, and the Logistics Performance Index ranking slumped to 61st out of 139 countries, signaling a decline in competitive advantage amid global pressures. This study examines the influence of leadership competency on competitive advantage, mediated by supply chain integration, responsiveness, and agility, with supply chain digitization as a moderating variable, in manufacturing companies in Indonesia. Data were collected via an online questionnaire (Google Forms) using a 5-point Likert scale from 104 valid respondents and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0 software. The results show that leadership competency has a significant positive effect on supply chain integration, responsiveness, and agility. Integration, responsiveness, and agility each have a significant positive impact on competitive advantage, with agility showing the strongest effect. The three hypothesized moderating effects of supply chain digitization were not significant. Leadership competency’s effect on competitive advantage is fully mediated through supply chain responsiveness, integration, and agility. Managerially, investment in leadership development will not have an optimal impact without strengthening supply chain capabilities, especially agility. Manufacturing companies are advised to prioritize leadership training focused on rapid, adaptive decision-making to strengthen cross-functional coordination. This research contributes to enriching the current theories in supply chain management and dynamic capability.

Strengthening operational performance through supply chain leadership, integration, and transparency: The moderating role of information technology

Supply chain leaders in manufacturing companies play a key role in organizing strong relationships with members in the supply chain. This study aims to analyze the role of supply chain leaders in improving the operational performance of manufacturing companies in Indonesia through supplier and customer integration and supply chain transparency, and to test the moderating role of information technology. The research used a quantitative approach, with a direct survey of 38 companies and the rest via a Google form, yielding a total of 218 respondents from manufacturing companies that have used information technology and coordinated with external partners. Data were analyzed using the PLS-SEM version 4.0 to test the outer and inner models. The results of the study show that supply chain leaders have a significant effect on customer integration, supplier integration, and supply chain transparency. Furthermore, customer integration, supplier integration, and supply chain transparency have been shown to affect operational performance positively. These findings confirm that the operational performance of manufacturing companies can be improved through supply chain leadership that fosters coordination, collaboration, and information disclosure among suppliers and customers, and the moderating role. Information technology only strengthens the relationship between supplier integration and operational performance, whereas the relationship between customer integration and supply chain transparency and operational performance shows no significant moderating influence. This research makes a theoretical contribution to the development of supply chain leadership, integration, transparency, and digital supply chain studies, as well as provides practical implications for manufacturing companies to manage supplier and customer integration more strategically to improve quality, flexibility, delivery accuracy, customer service, and customer satisfaction on an ongoing basis.

Unveiling the role of digital capability in fostering organizational performance. The mediating role of supply chain ambidexterity

The rapid pace of digital transformation and globalization has compelled businesses to urgently adopt effective strategies to sustain long-term operations. The purpose of this study is to investigate the extent to which digital capability (DC) and supply chain ambidexterity (SCA) contribute to fostering performance in dynamic organizations. This research was conducted in Bangladesh, with a focus on the pharmaceutical industry. A total of 284 participants were surveyed to assess their understanding of DC and SCA, as well as their roles in performance within their organizations. The collected data were analyzed using partial least squares structural equation modeling. This study found that DC has a significant effect on SCA components, which in turn have a substantial influence on performance. This study incorporates dynamic capability theory to examine organizational performance, highlighting that SCA (exploration and exploitation) mediates the relationship between DC and the dimensions of organizational performance. The findings of this study highlight the vital role of SCA in enhancing organizational performance, which is relevant to theory and decision-making by policymakers and managers. The insights gained provide valuable guidance for managers on aligning DC with their companies’ strategic goals. By simultaneously evaluating the interconnections between DC and SCA, this study builds upon existing empirical research and offers practical guidance for developing strategies to strengthen organizational performance in digitally driven business environments.

The impact of digital capabilities and innovation on logistics service providers’ perceived performance: The role of digital transformation and policy support

This study investigates how digital factors influence the perceived performance of logistics service companies. Using PLS-SEM with SmartPLS, the analysis was conducted on cross-sectional data from a convenience sample of 188 enterprises in the expanded Ho Chi Minh City. The findings reveal that digital factors have varying mechanisms of impact on perceived performance. The results indicate that digital capabilities significantly affect digital transformation, which in turn enhances perceived performance indirectly. Moreover, digital innovation and digital capabilities also exert direct positive effects on perceived performance. However, digital orientation does not exhibit a statistically significant effect on perceived performance. The study also shows that digital transformation acts as a mediator in the relationship between digital capabilities and perceived performance, while state support moderates the link between digital transformation and perceived performance. These insights will help logistics companies leverage developments in digital technology and the trend toward digitalization. Based on these findings, several implications are suggested to enhance the perceived performance of logistics service companies in the digital age, in the spirit that enterprises should prioritize digital capability and digital innovation rather than focusing only on digital orientation, as these are the paths to a digital presence and position for logistics companies in the international market.