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Measuring or monitoring supply chain performance reveals the gap between planning and execution and helps companies to identify potential problems and areas for improvement. However, it is recognized that developing key performance indicators (KPIs), or metrics, is very challenging and a set of practical guidelines is not readily available for companies and supply chain management (SCM) practitioners. This paper seeks to offer a practical approach to performance measurement and to present a list of essential KPIs.

This paper offers insights from industry in the area of supply chain performance measurement and a practical approach to developing performance metrics.

The experience from, and the review of, industry standards and best practices in supply chain performance measurement suggest that “less is better” as to developing performance metrics. Companies should focus on only a small list of KPIs which are critical for their operations management, customer service, and financial viability. Potential KPIs should be developed for each of the supply chain operations‐reference (SCOR) model's four meta‐processes (plan, source, make, and delivery) and need to be hierarchically grouped such as primary and secondary metrics.

The paper offers a background of why performance measurement is necessary for SCM success, pragmatic guidelines for designing and implementing performance metrics, and critical KPIs with the definition, examples, and computation mechanism.

Despite the importance of performance measurement for successful SCM, many companies wonder how to put performance metrics in place and make them work in practice. This paper offers an industry‐oriented, practical approach to performance measurement in SCM contexts and proposes key performance metrics which can be easily adapted for different businesses.

The purpose of this study is to advance the understanding of resource orchestration in inter-firm partnerships that appropriately configure and align strategic cross-firm supply chain resources and capabilities generating synergies to deliver superior performance.

Applying the resource orchestration logic, supported by the relational view of competitive advantage, the study draws from an empirical analysis of survey data from 152 top-level executives of US manufacturing firms to investigate the effect of leveraging and coherently combining cross-firm supply chain resources with capabilities on operational performance.

The study underscores the view that appropriately orchestrated combinations of key partnership resources and capabilities as mechanisms for marketing strategy implementation, enhance performance. Specifically, research results suggest that complementary inter-firm resources and lean align, and similarly idiosyncratic resources and agility align synergistically to deliver superior operational performance outcomes. The results also accent partnership responses to intense competition, enabling enhanced operational performance. The findings thus enrich the understanding of the resource orchestration logic and strategy, making important theoretical contributions.

As is typical in marketing and strategy research, the study research design has a cross-sectional framework, thus limiting insights on the resource orchestration dynamics that can otherwise be generated using a longitudinal design. Also, the resource orchestration stream is still nascent. Further research is needed to delineate the orchestration mechanisms that deliver on performance outcomes, especially in supply chains.

A key insight for supply chain and marketing managers is that close-knit inter-firm partnerships are critical for accessing idiosyncratic and complementary resources that can be configured and symbiotically aligned with market-facing agility and lean capabilities, respectively, to deliver market value. Proactive partnerships, especially in highly competitive and disruptive environments, enable mobilizing cross-firm resources and building appropriate matching combinations with capabilities to deliver on operational performance.

The study, guided by theory, advances the understanding of how key cross-firm resources and capabilities deliver performance gains. The key to competitive advantage and enhanced performance outcomes may lie in acquiring, leveraging and deploying appropriately matched resource-capability combinations. The present study investigates this proposition within the context of supply chain partnerships, focusing on cross-firm resources and capabilities.

The purpose of this paper is to investigate the relationships between technology orientations and export performance of small and medium-sized enterprises (SMEs).

A quantitative research design was adopted for this study. The paper formulates hypotheses from the literature review. These hypotheses are tested using structural equation modeling with data collected from 231 SMEs in Uganda. Data were analyzed using SPSS version 23 and AMOS.

The findings of this study showed technology orientation has a positive and significant relationship with the performance of Ugandan SMEs and that supply chain agility moderates technology orientation and export performance.

The study discusses the findings, advances limitations and managerial implications. It also suggests future research avenues. It proposes some recommendations to help Ugandan SMEs to form flexible supply chains, use the latest technology and create strong relationship ties with their partners in the supply chain.

The study suggests that managers of Ugandan SMEs should use the latest technology in production, marketing, logistics and supply chain management which will enable them to respond quickly to customer tastes and preferences leading to higher levels of export performance.

This study contributes to the literature on strategic management showing the reliability of scales used and the confirmatory of the factor structure. This study shows that in strategic management technology, orientation is critical in increasing export performance. This study has extended the resource-based view (RBV) and dynamic capabilities theories.

The purpose of this paper is twofold: firstly, to provide a measurement instrument for supply chain 4.0 ambidexterity by applying the theoretical perspective of ambidexterity to advance Industry 4.0; secondly, to empirically analyse how supply chain 4.0 ambidexterity and lean supply chain management contribute to enhancing the focal firm’s operational performance.

Empirical results are obtained through analysis of survey data from a sample of 209 Spanish focal firms in industrial sectors in an intermediate position in the supply chain. Structural equation modelling was performed to test the three proposed hypotheses.

Drawing on resource orchestration theory and the relational resource-based view, this study empirically demonstrates the full mediating role of lean supply chain management in the relationship between supply chain 4.0 ambidexterity and the focal firm’s operational performance.

Although recent research has highlighted the pertinence of applying inter-organisational ambidexterity to foster Industry 4.0 (Hofmann et al., 2019), to the best of the authors’ knowledge, this is one of the first studies to apply this theoretical framework to explain the transition to supply chain 4.0. In addition, to date, to the best of the authors’ knowledge, no study exists that has developed a measurement scale and used this concept in an empirical analysis to advance theory development.

The survival and growth of the ready-made garments (RMGs) sectors in Bangladesh depend on sustainable supply chain performance (SSCP). The purpose of this study is to analyse the effects of Internet of Things (IoT), supply chain collaboration and ethical sensitivity on SSCP. Also, supply chain dynamism was tested as a moderator.

The framework of this study has been developed to enrich the understanding of technology usage in the supply chain. In developing the framework, previous studies in the supply chain context were considered. The model was tested by using data collected from 290 executives that were employed by different RMG companies in Bangladesh. This study used a 29-item structured questionnaire measured on a 6-point Likert scale to collect the data. Covariance-based structural equation modelling (SEM) was utilised to test the data.

The results showed that there were statistically significant and positive relationships between IoT and supply chain collaboration, social performance, economic performance and environmental performance. Ethical sensitivity also influenced social and economic performance. Supply chain collaboration was found to be related to social, economic and environmental performance. However, no link was found between ethical sensitivity and environmental performance. The result also showed that supply chain dynamism acted as a moderator.

By considering theories and interpreting the results, this study provides some theoretical and practical implications which will enhance the SSCP. The results can also facilitate strategic planning by companies.

This research has identified and analysed the effect of IoT on SSCP in the RMGs industry in Bangladesh where this industry serves as the main economic contributor.

This paper examines the nexus between supply chain social capital (relational social capital and structural social capital), supply chain responsiveness (operations system responsiveness and supplier network responsiveness) and firm performance. Additionally, the study examines the mediating role of supply chain responsiveness on the relationship between supply chain social capital and firm performance.

The authors test their hypotheses on a sample of 120 firms operating in Ghana. The measurement model and hypothesized paths were assessed using partial least squares structural equation modelling.

The findings revealed that structural social capital had a significant direct effect on firm performance, but relational social capital did not. It was also revealed that both relational and structural social capital have significant effects on operations system responsiveness and supplier network responsiveness. Additionally, operations system responsiveness fully mediated the effect of relational social capital on firm performance and partially mediated the effect of structural social capital on firm performance. Supplier network responsiveness, on the other hand, partially mediated the effect of both relational and structural social capital on firm performance.

This study contributes to the limited literature on supply chain social capital by unearthing the mechanisms through which supply chain social capital enhances firm performance. Specifically, the study demonstrates the intervening role of operations system responsiveness and supplier network responsiveness in the supply chain social capital–firm performance link.

Leveraging the benefits of supply chain digitalization is a big challenge for many firms. To address this issue, this study aims to use information processing theory to explore the mechanisms between supply chain digitalization and supply chain performance.

Based on survey data from 223 Chinese companies, the authors tested the moderated mediation model using the Process program in SPSS.

The empirical results reveal that supply chain traceability and supply chain agility partially mediate the supply chain digitalization–supply chain performance relationship. More interestingly, the above significant mediation effects show differences across industries. In particular, manufacturing firms rely more on supply chain traceability, whereas supply chain agility contributes more to service firms. Lastly, supply chain dynamism is a significant moderator that enhances the mediation effect of supply chain traceability in the supply chain digitalization–supply chain performance relationship.

This study offers new insights into the growing literature on supply chain digitalization by proposing a new moderated mediation model that demonstrates the relative importance of different mediators. The findings also help managers boost their supply chain performance in the digital era.

The purpose of this paper is to develop a theoretical model that explains the impact of big data analytics capabilities (BDAC) on company's supply chain innovation capabilities and sustainable supply chain performance. BDAC is represented through two dimensions of big data technological capabilities (BDTC) and big data personal capabilities (BDPC). Moreover, the relationships between BDTC and BDPC with sustainable supply chain performance through the mediation effect of supply chain innovation capabilities are examined.

The study used a quantitative research approach. A survey of 400 Jordanian manufacturing companies was carried out to conduct this research. However, the responses of 207 managers were valid to be used in the analysis. In this study, the SmartPLS software was used to perform structural equation modeling using a partial least squares approach (PLS-SEM) and to examine the measurement and structural model's validity and reliability.

According to the results of this study, BDPC has a significant positive impact on supply chain innovation capabilities. Furthermore, the findings indicate that supply chain innovation capabilities are the most influential predictor of sustainable supply chain performance and act as a positive significant mediator in the relationship between BDPC and firm sustainable performance. Surprisingly, the study found that BDTC had no significant effect on supply chain innovation capabilities. Besides that, no significant relationship exists between BDTC and firm sustainable performance via the mediation effect of supply chain innovation capabilities.

This study provides an integrated research model that incorporates BDAC, supply chain innovation capabilities, and sustainable supply chain performance in order to analyze supply chain innovation and sustainable supply chain performance. This suggests that the scope of the study is broader in terms of predicting sustainable supply chain performance. As a result, the study intends to fill a gap in the literature by explaining how BDAC affects supply chain innovation capabilities and firms sustainable performance. In addition, the role of supply chain innovation capabilities as a mediator between BDAC and sustainable supply chain performance is investigated.

During the previous two decades, “Green Supply Chain Management” (GSCM) has been gaining the attention of researchers and practitioners from various fields (e.g. operations, logistics and supply chain management). Its significance is constantly growing, and various studies are conducted in order to capture its overall organizational contribution. The present study attempts to bring together various organizational aspects that have never been collectively investigated before in the relevant literature. Under that rationale, a robust conceptual framework is developed and empirically tested. This framework includes 17 factors that are classified in three dimensions: (1) drivers of GSCM practices, (2) GSCM practices and (3) firm performance (GSCM outcomes).

The examination of the proposed conceptual framework was performed using a newly developed structured questionnaire that was distributed to a sample of Greek manufacturing organizations. Supply Chain managers and Chief Executive Officers (CEOs) were used as key respondents, due to their knowledge and experience. After the completion of the three-month research period (last quarter of 2019), 292 useable questionnaires were returned. The empirical data were analyzed using the “Structural Equation Modeling” technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire).

Empirical results point out that internal environmental management, green innovative practices and environmental proactivity are GSCM practices with the most significant impact on firm performance. Moreover, the mediating role of GSCM practices in the relationship between GSCM drivers and firm performance is also highlighted. Finally, it was found that GSCM practices can explain 35% of the variance in firm performance and the drivers of GSCM practices can explain 78% of the variance of these practices.

The proposed three-dimensional conceptual framework of this empirical study and its underlining rationale has rarely been adopted in the relevant literature. Moreover, the study investigates which GSCM practices have an impact on firm performance, thus offering value to practitioners of the field. Also, it is one of the few similar studies that have been conducted on a European country.

The purpose of this study is to examine how supply chain strategy affects a firm's sustainability performance and how the strength of that relationship is influenced by managerial authentic leadership (AL) and its associated impact on interorganizational citizenship behavior (ICB).

Building on the intersection of three theories: organizational ambidexterity, AL and ICB, a mediated moderation model is developed and tested using structural equation modeling based on the responses from a cross-sectional survey administered by the authors.

The results reveal that an ambidextrous supply chain strategy is positively related to firm sustainability performance and this relationship is strengthened by AL. Furthermore, this study finds that this moderating relationship is partially mediated by ICB.

To the best of the authors’ knowledge, this paper is among the first to empirically test the effect of supply chain ambidexterity on sustainability performance by explicitly considering how leadership characteristics can both directly and indirectly affect the efficacy of this relationship. The findings complement existing literature by providing novel insights into the ability of firm supply chain strategy to affect sustainability performance.