SUPPLY CHAIN COORDINATION AND COLLABORATION FOR ENHANCED

EFFICIENCY AND CUSTOMER SATISFACTION.

ABSTRACT
Efficient supply chain management plays a crucial role in ensuring customer satisfaction and
overall business success. In today’s dynamic and competitive business environment,
coordination and collaboration among supply chain partners are essential for achieving
enhanced efficiency and delivering superior customer experiences. This abstract explores the
significance of supply chain coordination and collaboration in improving operational efficiency,
reducing costs, and meeting customer expectations. Supply chain coordination involves aligning
the activities and objectives of various entities within the supply chain, such as suppliers,
manufacturers, distributors, and retailers. Coordination mechanisms, such as information
sharing, joint decision-making, and incentive alignment, facilitate the smooth flow of goods,
services, and information throughout the supply chain. By synchronizing processes, minimizing
disruptions, and optimizing inventory levels, coordination enhances operational efficiency and
reduces lead times, resulting in improved customer satisfaction. Collaboration among supply
chain partners fosters trust, transparency, and shared goals, enabling them to work together
towards common objectives. Collaborative initiatives, such as collaborative planning,
forecasting, and replenishment (CPFR), vendor-managed inventory (VMI), and shared logistics,
enable real-time visibility, rapid response to demand fluctuations, and proactive problem-
solving. This proactive approach minimizes stockouts, reduces excess inventory, and enhances
order fulfillment accuracy, leading to higher customer satisfaction levels. Furthermore, effective
coordination and collaboration enable companies to leverage economies of scale, optimize
transportation routes, and streamline processes, resulting in cost savings. By pooling resources,
sharing information, and jointly investing in technology and infrastructure, supply chain
partners can achieve economies of scale and scope, thereby reducing overall costs and
enhancing profitability. In conclusion, supply chain coordination and collaboration are vital for
enhancing efficiency and customer satisfaction in today’s business landscape. By aligning
activities, sharing information, and working collaboratively, supply chain partners can optimize
processes, minimize costs, and deliver superior customer experiences. As businesses continue to
face increasing complexities and customer demands, investing in effective coordination and
collaboration strategies becomes imperative for sustainable growth and competitive advantage
in the marketplace.

1
 CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The global business landscape has witnessed significant transformations in recent years, leading

to increased complexity and competition. In this dynamic environment, organizations are

realizing the importance of effective supply chain coordination and collaboration to enhance

efficiency and customer satisfaction. Supply chain coordination refers to the alignment of

activities and processes across different entities in the supply chain to achieve common goals,

while collaboration involves joint efforts and information sharing among supply chain partners to

optimize overall performance. In traditional supply chain practices, companies often operated in

silos, focusing primarily on their own performance metrics without considering the impact on the

entire supply chain. However, this fragmented approach often led to inefficiencies, such as

excess inventory, stockouts, delays, and increased costs. To overcome these challenges,

organizations are increasingly recognizing the need for coordination and collaboration to achieve

enhanced supply chain performance.

Supply-chain management and it encompasses all of those integrated activities that bring product

to market and create satisfied customers. The Supply Chain Management Program integrates

topics from manufacturing operations, purchasing, transportation, and physical distribution into a

unified program. Successful supply chain management, then, coordinates and integrates all of

these activities into a seamless process. It embraces and links all of the partners in the chain. In

addition to the departments within the organization, these partners include vendors, carriers, third

2
party companies, and information systems providers within the organization, the supply chain

refers to a wide range of functional areas. These include Supply Chain Management-related

activities such as inbound and out bound transportation, warehousing, and inventory control.

Sourcing, procurement, and supply management fall under the supply-chain umbrella, too.

Forecasting, production planning and scheduling, order processing, and customer service all are

part of the process as well. Importantly, it also embodies the information systems so necessary to

monitor all of these activities. Simply stated, the supply chain encompasses all of those activities

associated with moving goods from the raw-materials stage through to the end user."

To remain competitive and long-term viable in the global market, manufacturing companies are

constantly updating their internal processes (Liu & Lee, 2018; Jermsittiparsert, Sutduean,

Sriyakul & Khumboon, 2019). The supply chain has a substantial influence on a company's

success since it encompasses all firms and activities involved in all processes, from product or

service manufacturing through consumption. In order to optimize profits for all parties involved,

the supply chain must build links amongst firms to work at its best (Stevenson & Sum, 2014).

The purpose of supply chain management is to boost a company's efficiency and competitiveness

through the development of strategic alliances. The successfulness of the supply chain and the

company depend on the reinforcement of the supply chain strategy. Supply chain policies must

be developed and implemented so as to secure the long-term success of industrial enterprises.

Supplier networks appear to have higher level of rivalry than companies themselves in the global

market. As a result, supply chain management becomes critical to corporate success. In this

setting, aggregate efficiency needs supply chain coordination between internal and external

partners (Friemann and Verhasselt 2012). A well-functioning supply chain connects the many

players in the network and ensures a consistent flow of goods and services to keep demand and

3
supply in balance (Alam, Bagchi, Kim, Mitra & Seabra, 2012). Both individual company and

supply chain perspectives have spurred the quest for greater efficiency, according to Reiner and

Hofmann (2006). Product quality and reliability must be refined, as must cooperation across all

departments of the purchasing company and between the purchasing company and its primary

suppliers. In order to effectively manage inter-firm connections in the supply chain, Ryu and

Cook (2005) underline the importance of a long-term-oriented culture. Supply chain partakers'

long-term commitments, they argue, will be critical in deciding the growth of multinational

businesses. Products and services are linked in a supply chain to ensure that they are delivered to

the final customers in a streamlined and cost-effective way. In the distribution of products and

services, it refers to a series of steps that are carried out sequentially by several different parties.

Suppliers operate from upstream to downstream in a sequence according to Crandall, Crandall,

and Chen (2015). Participation is open to everyone from suppliers and manufacturers to

distributors and retailers. "Supply chain management" refers to the techniques and actions

utilized in supply chain management (SCM). Supply chain management's primary role is to

oversee the creation of goods, the acquisition of information, and the generation of money for the

chain's partakers. The Association of Supply Chain Management (ASCM) uses terms like

"designing, planning, executing, controlling, and monitoring supply chain activities to create net

value, leveraging global logistics, building a competitive infrastructure, synchronizing supply

with demand, and measuring global performance" (2019). Supply chain management (SCM) is

the term used to describe a series of actions made by firms to promote the efficiency of their

internal supply chain. High levels of performance and excellent customer service will be

maintained by using these. a company's competitive edge can't be gained solely by investing in

employee development (Yu, Luo, Feng & Liu, 2018).

4
Businesses must find new ways to gain new competencies as the environment changes and

global competition increases if they are to adapt and preserve their competitiveness. Adapting to

environmental and development changes may be aided by corporate supply chain strategies,

which are crucial tools for boosting transformation and performance. Consequently, an SCM

strategy could be beneficial in helping companies deal with these issues. For more information,

see Moon and Huh (2013). To cite just a few applications in the supply chain, the demand and

supply planning method has been used in vendor-managed inventory (VMI), enterprise

replenishment planning (ERP), warehouse management systems (WMS), and collaborative

forecasting and reordering, according to Saleheen, Habib, Pathik and Hanafi (2014).

A company's financial performance and operational effectiveness are used to find out its level of

success. How well a company is able to accomplish both its market-oriented and financial goals

is known as organizational performance. In business, performance refers to the effectiveness of a

company's operations, which may be gauged primarily by looking at factors like quality, cost,

adaptability, and timeliness (Alfalla-Luque, Marin-Garcia, & Medina-Lopez, 2005). The

performance of supply chain firms can be refined by expanding organizational capabilities and

operational efficiency, according to Mentzer et al. (2015). To better understand how supply chain

integration influences performance, companies are also focusing on a variety of measures. Short-

term SCM targets include expanding productivity and reducing inventory and cycle time, while

long-term SCM goals include expanding market share and profitability for all supply chain

partakers. For a long time, companies have utilized financial indicators to compare and evaluate

one other's performance across time (Peng, Schroeder & Shah, 2011). Long-term gains in an

organization's performance can be expected from efforts that involve supply chain management.

5
1.2 Statement of the Problem

Due to Nigeria's economic climate, it is critical to understand how supply chain management can

improve manufacturing enterprises' performance and how. An investigation into how SCM

methods affect organizational performance is essential. Creating and upgrading supply chains

will be necessary for manufacturers to expand their reach and coverage in new and existing

markets. This means that supply chain performance must be monitored and optimized in order to

remain profitable. Organizational and supply chain strategy become expandingly important when

the competitive component of production moves from the ever-changing managerial

environment to supply chain rivalry. This study tries to provide alternatives to SCM strategies

that have been proven to improve operational performance.

Studies show that supply chain management has a substantial influence on a company's

performance. According to Musau (2020), a strong link between supply chain management and

textile industry success is mediated by government help. SCM strategies have a considerable

influence on overall business output, and SCM strategies have a big influence on organizational

skills, according to Lee (2021). Supply chain management has a significant influence on

competitive advantage and organizational performance, according to Siahaan and Nazarruddin

(2020). In spite of the expanding thoughtfulness given to Supply Chain Management (SCM), the

literature has been unable to give much guidance for SCM practitioners. Multidisciplinary roots,

conceptual uncertainty, and a dynamic character have all been attributed to this. However well-

versed in supply chain management a company may be, there will always be those who lack the

basic knowledge and do not know which supply chain management tactics should be used to

boost productivity.

6
Despite the growing recognition of the importance of supply chain coordination and

collaboration, many organizations still face challenges in implementing effective strategies and

practices. Various factors contribute to these challenges, including differences in goals,

conflicting interests, information asymmetry, lack of trust, and inadequate technological

infrastructure. These issues hinder the smooth flow of information, materials, and services across

the supply chain, resulting in suboptimal performance and customer dissatisfaction.

Therefore, it is crucial to investigate the factors that hinder or facilitate supply chain coordination

and collaboration and identify strategies to overcome these barriers. Understanding the research

problem will provide valuable insights for organizations seeking to enhance their supply chain

efficiency and customer satisfaction.

1.3 Research Questions

To address the research problem, the following research questions will guide this study:

1. What are the key factors that hinder supply chain coordination and collaboration in

organizations?

2. What strategies and practices can be implemented to foster effective supply chain

coordination and collaboration?

3. How does enhanced supply chain coordination and collaboration contribute to improved

efficiency and customer satisfaction?

1.4 Research Objectives

The main objective of this research is to examine supply chain coordination and collaboration for

enhanced efficiency and customer satisfaction. The specific research objectives are as follows:

1. To identify the key factors that hinder supply chain coordination and collaboration in

organizations.

7
 2. To explore strategies and practices that can be implemented to foster effective supply

chain coordination and collaboration.

3. To investigate the impact of enhanced supply chain coordination and collaboration on

efficiency and customer satisfaction.

1.5 Significance of the Study

This study is significant for several reasons. Firstly, it will contribute to the existing body of

knowledge by providing a comprehensive understanding of the factors that hinder or facilitate

supply chain coordination and collaboration. The findings will help researchers and practitioners

gain insights into the challenges and opportunities associated with supply chain management.

Secondly, the study will benefit organizations by providing practical recommendations and

guidelines for implementing effective supply chain coordination and collaboration strategies. By

adopting these strategies, organizations can enhance their supply chain efficiency, reduce costs,

improve customer satisfaction, and gain a competitive advantage in the marketplace.

Lastly, the study has societal implications as it focuses on improving supply chain performance,

which ultimately leads to more sustainable and responsible business practices. By optimizing

supply chain operations, organizations can minimize waste, reduce environmental impact, and

contribute to the overall well-being of society.

1.6 Scope of the Study

This research will focus on supply chain coordination and collaboration within the context of

manufacturing and distribution organizations. The study will focus on Honeywell Flour Mills Plc

and Nigerian Bottling Company Plc, Lagos state.

8
 CHAPTER TWO

LITERATURE REVIEW

2.1 Preamble

This chapter draws from the dynamic capability view and the relational view theories to map out

the theoretical framework in support of the study. A conceptual definition is reached after a

conceptual review of literature in the study of agility. Also contained in this chapter is the

empirical review of some previous researches done to ascertain the performance effect of supply

chain agility.

2.2 Theoretical Review

9
The dynamic capability view, as well as the relational view, is consulted to give theoretical

support to the study and its subsequent empirical investigation.

2.2.1 Resource-Based View (RBV) Theory

Resource-Based Theory stresses the idea that a firm's hard-to-copy nature is a source of

productivity and competitive advantage (Barney, 1986; Hamel & Prahalad, 1996). Resources that

is hard to acquire or transfer, resources that require extensive training or major changes in the

business environment and culture are more likely to be distinctive to the organization and are

therefore more difficult to imitate. The long-term competitive advantage of a firm's resources

and capabilities can be discovered using a resource perspective (Barney, 1991). Consequently,

resources and capabilities are the basis of any competitive advantage (Rumelt, Schendel &

Teece, 1991). Strategic assets are highly valuable (Amit & Schoemaker, 1993). According to

resource estimates, a company's ability to generate profits and maintain a competitive advantage

over its competitors is determined by its ability to acquire and manage strategic assets. RBV

examines business operations in a competitive environment from the inside, starting with an

analysis of the company's internal environment. RBV is often used as an alternative to Porter's

five-step model. RBV focuses on internal resources and talent when developing strategies for

long-term competitive advantage. Strategic decisions in the external corporate environment are

influenced by internal resources and capabilities. The talents of some companies also help add

value to the consumer value chain, develop new products, or enter new markets. Value chain

restructuring is a given that focuses on the skills of a company pursuing the benefits of

excellence. This is very important as it allows you to identify the operations in the value chain

that provide a competitive advantage. RBV relies on internal resources and talent to create long-

10
term competitive advantage. Resources, like raw materials, can be thought of as resources that

enable a firm to carry out its activities (Madhani, 2010).

A company's resources are not all strategic and thus sources of competitive advantage according

to RBV. Competing enterprises cannot get resources from other firms because of resource

heterogeneity and resource immobility, giving a competitive advantage to the company that can

best use these resources. To maintain a competitive edge, you must have a resource that is not

totally mobile (i.e., one that can't be transferred between enterprises) or that has a considerable

financial burden to acquire or utilize it that a firm that already uses it doesn't have. There is a

chance that any gains made by mimicking or substituting a resource will be short-lived. A

resource that is more easily transported has a lower long-term advantage. Having the ability to

shift rapidly and be more sensitive to changes in the competitive market boosts an organization's

chances of establishing and keeping a competitive advantage in today's globalized environment

(Madhani, 2010).

2.2.2 Dynamic Capability View Theory

"Dynamic capabilities" were defined as the firm's ability to produce and combine skills to deal

with constantly changing environments according to Teece, Pisano, and Shuen (1997). A firm's

long-term competitive edge will demand unique and hard-to-replicate dynamic skills, Teece

(2007) points out. Furthermore, he said that these capabilities may be leveraged to keep the

relevant unique asset base up to date on a regular basis. According to him, dynamic capability

involves the potential to detect and shape opportunities and threats, take advantage of them, and

retain competitiveness through resource augmentation, integration, and reconfiguration.

11
Teece et al. (1997) defined dynamically as the ability to refresh competencies; keeping pace with

the changing business environment. As a result, they defined capacity as the ability to

reconfigure both internal and external resources in order to cope with rapidly changing

environments. When discussing a company's ability to perform productive activities, it is vital to

have a complete understanding of its organizational structures and processes, rather than

depending on a restricted perspective of the balance sheet, which the authors considered as a

poor depiction of its specific capabilities. Dynamic capabilities are also said to be created rather

than learned. They are deeply ingrained in the organizational processes. Dynamic capacities are

unique to each organization since they emerge from special routes, procedures, and assets that

each company has in place.

A company's capacity is defined as its ability to utilize its assets in conjunction with

organizational and managerial procedures to accomplish the intended result. In Newbert (2007)'s

opinion, it is preferable to combine resources that will deliver better performance than employing

these resources separately. As a result of its dynamic nature, a corporation can employ its

resources to create new and better value. Dynamics in a steady sector can be complicated and

analytical, but in dynamic markets dynamic capabilities are often less laborious, more

experienced, and shaky processes that rely heavily on rapidly generated knowledge (often fresh)

to produce unpredictable results (Eisenhardt & Martin, 2000). Teece (2007) divided dynamic

capabilities into three categories: sensing capabilities for dealing with opportunities and threats,

seizing capabilities for exploiting opportunities and relegating threats, and reconfiguration

capabilities for gaining and maintaining competitive advantage through processes.

Using scanning and search techniques (which are linked to the agility component of sensing),

Teece (2007) went on to add that businesses notice new opportunities and that firms capture

12
opportunities by reconfiguring their capacities to meet the needs of the changing environment.

Since resource reconfiguration is possible in response to threats and opportunities, a company's

supply chain agility, according to Teece (2007), may be viewed as a dynamic capability.

Companies can achieve higher levels of firm performance by utilizing supply chain agility in the

context of dynamic capabilities, which is a difficult-to-replicate source of competitive advantage

(Winter, 2003). (Teece, Pisano & Shuen, 1997). When dynamic capabilities help firms achieve

coordination, better decisions are made, according to Augier and Teece (2009).

2.2.3 Relational-View Theory

A new form of supply chain competition has emerged, according to Christopher and Towill

(2001). In the relational view theory, it is recognized that competitiveness is derived not just

from advantages within the organization, but also from those that exist between firms (Mesquita,

Anand & Brush, 2008). There is some evidence to support the relational view theory that

suggests a company's competitive advantage may extend beyond its own walls, and that partners

who are willing to make relation-specific investments and combine resources in unique and

distinct ways can achieve even greater levels of performance (Dyer, 1996). A company's supply

chain agility can be refined by pooling complementary skills and talents across all parts of the

chain, investing in relationship-specific resources, and establishing routines for exchanging

knowledge (Gligor & Holcomb, 2012). As a result, supply chain partakers can pool their

resources and competencies to better respond to market developments. Developing procedures

13
for knowledge-sharing across the supply chain is critical to having an organized agile response,

according to Christopher, Lowson, and Peck (2004).

Process integration is the sole way to maximize the value of information sent between supply

chain partakers (a critical component of supply chain agility's accessibility dimension)

(Christopher, 2000). It is in line with the RV hypothesis, which implies that investments in

relation-specific assets may be required for refined process integration. The agility of a

company's supply chain cannot be developed independently by the company's supply chain

partners. The ability to respond quickly to changing market conditions can be enhanced by

cultivating strong working relationships with crucial players in the supply chain. An agile

organization, according to Gligor and Holcomb (2012), can quickly meet client demands and

regularly introduce new goods on schedule. It is possible for an adaptable company to quickly

enter and exit strategic relationships with its commercial partners. In other words, agility means

the capacity to swiftly recognize the need for an alliance so as to take advantage of a new

opportunity or to terminate a relationship in order to deal with a new threat. Supply chain agility

is a competitive advantage in RV theory.

2.3 Conceptual Review

2.3.1 Concept of Supply Chain Management

The supply chain is a web of companies engaged in a wide range of activities and processes, both

upstream and downstream of the final product or service being delivered (Christopher, 2003).

This is a task that requires integrating supply chain entities and coordinating commodities,

information, and financial flows to meet consumer demand and increase the supply chain's

overall competitiveness. As a result, the definitions of supply chain and supply chain

14
management emphasize the importance of the upstream, downstream, and integrated operations

of all businesses involved, as well as the internal function of the organization. As defined by

Handfield and Nichols (2002), an organization's upstream party is its internal operations and

networks of suppliers, whereas the downstream party focuses on the products' distribution

channels, routes, and functions as they make their way to the end consumers. Product and service

deliveries to their final destinations are the responsibility of the managers in charge of each

upstream and downstream source and function, and they must be made on time.

Managers must minimize the influence of delays on the supply chain and the value it transports

when they are unavoidable. Developing a common understanding amongst the managers of

different divisions inside a company is essential when working with people from outside a

company. While this is still true, the term "supply chain management" is now being used more

broadly to refer to the organization and coordination of the movement of goods and information

throughout a company's supply chain rather than just within it (Cooper et al., 2007). At some

point in time, as the number of forces and partakers develops, so does the need for a more

complex management system.

It is feasible to outline SCM as a methodical and strategic coordination of conventional

enterprise, sports and techniques throughout diverse enterprise features inside a business

enterprise or among businesses within the chain which will enhance the long-time overall

performance of enterprise(s) and the supply chain (Mentzer, 2001. It makes a specialty of how

organizations use their suppliers` technology, methods, and capability to create a competitive

edge. Three or more parties are involved within the switch of goods, services, finances, and

statistics from an end-user to a purchaser as a part of the chain (Handfield and Nichols, 2002).

15
Collaboration with other supply chain enterprises is necessary for the managers to develop goods

and services, lower manufacturing costs, while maintaining product quality (Handfield &

Nichols, 2002). Sharing knowledge and the ability to lessen the dangers of anxiety in production

processes can lead to refined efficiency in the long run. Even though it was first used in

manufacturing companies to increase responsiveness and responsiveness, it has been proven to

increase the competitiveness of firms of all kinds (Gunasekaran, et al., 2003). In today's business

world, supply chain management (SCM) is widely accepted as an essential strategic instrument

for enhancing performance and gaining an advantage over competitors.

2.3.2 Supply Chain Performance

The approach and component utilized to find out a performance dimension, also known as

outcomes monitoring, can influence how that dimension of performance is described in many

ways (Koufteros, Verghese & Lucianetti, 2014). Because of this, it may be necessary to create

goals and expectations, compare actual performance to goal data, and constantly improve the

methods and procedures used in performance find outment. As a result, efficiency measurement

can be characterized as a method for systematically and efficiently examining a single task or a

series of operations (Wood, Reiners & Srivastava, 2017). Effectiveness can be defined as the

transition of efficiency outcomes into a form of documented and communicated information that

can be shared and used to enhance and update operations (Sardi et al., 2020).

It has become imperative to keep track of procedures so as to find out both the company's

performance and the supplier chain's performance (Estampe, Lamouri, Paris & Brahim-Djelloul,

2013). There must be qualities in a performance measurement approach that match the strength

16
of the environment (Kim, Kumar & Kumar, 2010). These characteristics include the ability to

adapt to changes in a company's internal and external settings, according to Nudurupati, Bititci,

Kumar, and Chan (2011). It is referred to as "supply chain performance" when a company's

complete supply chain operations are measured by capital utilization, cost performance, and

customer service (Al-Hakim and Lu, 2017).

Supply chain performance also anticipates a variety of criteria that highlight duties associated to

prevention, rehabilitation and customer service operations (Hassini, Surti & Searcy, 2012).

Building a strong customer service foundation within a supply chain can be made easier by

rehabilitative operations like urgent orders or manufacturing over time. However, preventive

action, which includes additional capacity plants and security supplies, is tied to supply chain

financing and cost procedures.. A combination of corrective and preventative actions can help

ensure good customer service. Each stage of the supply chain has its own set of specialized

abilities, and supply chain monitoring is no exception (Foerstl et al. 2015).

As a result, determining supply chain performance indicators is crucial since it is dependent on

the environment, diversity, and variety of businesses and items, as well as the obstacles to

applying proper measures (Chandak, Kumar & Dalpati, 2019). One of the most significant parts

of a performance evaluation is the framework, which includes comments, training,

accountability, acknowledgement, and an information system (Rezaei et al., 2011).

2.3.3 Supply Chain Management Practices

According to supply chain management, the actions taken by a firm to support successful supply

chain management are referred to as practices. Six areas of supply chain management practice

were identified through factor analysis by Tan, Kannan, and Hadfield (2008): supply chain

17
integration, supply chain characteristics, information exchange, geographic proximity, customer

service management, and just-in-time capabilities. There are numerous ways in which the

variable applies to the day-to-day operations of enterprises, as previously stated (Muhammad,

2004). There are six main practices that fall under the umbrella of strategic supply partnerships:

customer relations practices, information quality, responsiveness, and lean system

implementation. After a thorough review of the literature, we came up with a list of five distinct

criteria for evaluating supply chain management practices. Strategic supplier alliances and

customer interactions are studied in each of the five structures, as well as information flow

throughout the supply chain, delay in the supply chain process, and responsiveness in the

upstream and downstream supply chain.

Strategic Supplier Partnership

Long-term commercial relationships with suppliers can be described as a strategic partnership.

Program partakers will benefit from using their strategic and operational capabilities in order to

gain long-term advantages (Stuart, 2007). A few important suppliers who are willing to share

responsibility for the success of the items might help firms run more effectively by developing

strategic connections. To get the most cost-effective design possibilities and help select the best

elements and technologies, suppliers need to be involved as early as possible in the design

process (Tan et al., 2002). Companies that are aligned in strategy can work together more

effectively and save time and money. In a cutting-edge supply chain, supplier collaboration may

be critical (Noble, 2007). Raps (2005) claims that an integrated strategy implementation

perspective is essential to success in the long run. Several researchers have stressed the strategic

significance of integrating manufacturers, suppliers, and customers. According to Christopher

18
(2003), it is essential to link an organization's innovative approach to its entire business strategy.

Because of this, the majorities of consumers have been identified as essential drivers of

performance improvements, transformations, and supply chain integration.

Customer Relationship

What we call "customer relationship" is a word that encompasses all we do in managing

customer complaints, building long-term relationships with our customers, and improving their

overall experience (Tan et al., 2008). When a firm has a strong relationship with its customers, it

may differentiate itself from the competitors, preserve customer loyalty, and greatly boost the

value it provides to customers. For a company to be successful, it must have a well-functioning

customer relationship management system in order to reap the anticipated benefits, as well as

avoid the expected repercussions. However, the specific definition of customer relationship

management and the best way to implement it remain open to debate in the industry (Lambert &

Matthew, 2012). Technology is simply one tool in customer relationship management, according

to Lambert & Matthew (2012), and to be successful, management must emphasize the CRM

process, as well as the people and processes that make it work. As a result, this does not mean

that technology does not play a role in customer relationship management. It has been found that

not all customers contribute equally to an organization's performance; thus, every firm's purposes

to identify those customers who need and demand extra consideration so that offers can be

altered to satisfy their needs while reaching the firm's profit and customer objectives.

Quality of Information Sharing

19
The properties of information transmission such as its accuracy, timeliness, sufficiency, and

trustworthiness are all involved in determining the level of information sharing quality.. There

are a number of ways in which information sharing can influence supply chain management.

These include what information is shared, when, and with whom it is shared. Sharing more than

the least amount of information appears to be a natural reluctance in firms to relinquish their

authority. When making these assumptions, qualities of shared information become a critical

component of supply chain management (Feldmann and Muller, 2003). For businesses, ensuring

that their data is accessible to the widest potential audience is critical.

Lean Practices

Lean Enterprise Institute (2009) coined the term "lean" in the late 1980s, even though it was first

established in the early 1980s as a response to the Japanese car industry's low costs and high-

quality products. Defining lean can be a challenge, and each company that implements it is likely

to follow its own path (Lewis, 2000). Eliminating the waste of time and resources that is

generated throughout the production process is the goal of this process. One way to think of Lean

is that it is an approach to business, a way of thinking about the way things are done in the

workplace and in life (Mark et al., 2009). At this point, lean may be applied to all of an

organization's processes at every level, making it a more comprehensive management philosophy

(Womack et al., 1990). By Bhasin and Butcher (2006), some of the most common lean

procurement approaches are Kaizen and supplier development. One must have a process, people

who are long-term thinkers and the right culture for a lean operation to succeed (Liker, 2004).

Lean supply requires a long-term connection with suppliers, which is clearly essential (Handfield

& Pannesi, 1992). By Lathin (2001), today's demand-driven supply chains require lean

20
procurement approaches that aim to minimize inventory investments, eliminate shortages and

shorten procurement lead times. ensure client satisfaction by eliminating waste in all

procurement cycles and reducing expenses. It is because of this that the approaches are more

efficient and more consistent in their procedures.

Responsiveness

According to Faisal (2011), responsiveness refers to a system's or functional unit's ability to do

tasks in a specific amount of time. An AI system's ability to comprehend and accomplish tasks

on time could be an example of what this term refers to. For the principle of robustness, this is

one of the requirements. The speed with which goods are supplied to clients. Observability,

recovery, and task compliance round up the list of four attributes to consider. More importantly,

the system must ensure the most efficient use of all the resources it has at its disposal. For

example, a high priority for the mouse driver ensures smooth mouse interactions. When it comes

to long-term activities like copying, downloading, or converting vast amounts of data, user

feedback is far more important than the operation's ability to run in the background (Hausman

2004).

2.4 Empirical Review

In this subsection, a literature review on the impact of supply chain management on corporate

performance was done. Supply chain management and corporate performance have been linked

in several studies summarized below. To better understand the relationship between supply chain

management (SCMP) practices and business success, Alahmad (2021) is conducting research in

Saudi Arabia. A survey of 196 companies in Saudi Arabia collected data from supply chain

21
managers and senior executives from a variety of industries for an empirical study of the Saudi

economy. Furtherance to conducting a series of interviews with supply chain managers, a

theoretical model was developed to define the relationship between SCMP and SC performance.

Multiple regression analysis was also used to test this model. Studies have shown a positive

correlation between SC and SCMP performance such as supply chain planning, customer

relationship management, communication level, and supplier relationship management.

According to Asare, Bruce, and Azamela (2021), supply chain management in Ghanaian

agriculture has a significant influence on the country's competitive edge. Both primary and

secondary sources of information were used to compile this report. Structured questionnaires

were used to collect data for the investigation. There were 150 questionnaires sent out, however

only 148 of them (98.6%) were returned in satisfactory condition. The field data was evaluated

using SPSS. Researchers found a correlation between sustainable supply chain management and

agro-business success that was moderately positive and significant. It was found, however, that

sustainable supply chain management and agro-business competitiveness are linked positively.

Competitive advantage is also strongly linked to agro-business success, according to the study.

Customers' relationships, supplier collaborations, information exchanges, and internal lean

practices were found to be significant determinants of competitive advantages and performance

in the study. Adopting supply chain management ideas and reaping the benefits of them is

recommended for agro-businesses. Only agro-businesses in the Kumasi Metropolis were

included in the study due to a shortage of funds. Scholars in the future are encouraged to explore

a variety of specialties.

22
As a part of their research on supply chain management SCM practices, Sinaga, Anggraeni, and

Slamet (2021) looked at how SCM practices and competitive advantage are linked to each other,

as well as how competitive advantage influences company performance. A simple random

sampling method was used to send surveys to Jakarta's processed food SMEs. Data was gathered

from 244 partakers and analyzed via structural equation modeling (GEM). Using SCM

procedures increased the company's competitiveness, according to the study's conclusions. Using

information technology and communication, SCM and competitive advantage were bolstered,

and this boosted firm performance.

It was shown that operational performance and ten SCMPs (quality, information systems and site

visits, agility, inventory management, product development, transportation, implementation, and

integration of logistics and purchasing activities with the manufacturing process) had a direct

correlation. To achieve long-term operational success, the study found that SCM can be

employed effectively. A study by Yanya and Mahamat (2020) studyd the influence of SCMPs,

such as organizational learning and logistics integration, on achieving competitive advantages

and expanding a company's SCM performance. The inquiry focused on Thailand's

pharmaceutical industry. An important correlation was discovered between logistical integration

and competitive advantage, as well as between organizational learning and competitive

advantages. India's fair pricing stores' operational success is linked to supply chain management

approaches (information quality, CRM, and information technology), according to a study by

Kumar and Kushwaha (2018). According to the study, three SCM practices have a significant

and positive influence on operational performance.

23
Customer satisfaction and loyalty, supply chain pricing, and contract design are all influenced by

SCMPs, which also have an influence on SC performance. For example, Prathiba (2020)

investigated the effect on consumer satisfaction of supplier, customer, and knowledge exchange

affiliations. SCMPs have been shown to increase customer satisfaction, according to the

research. Chen, Peng, Liu, and Zhao explored a SC's pricing and effort judgments (2017).

According to the research, customers may get less value from shopping at a power vendor. In

cases where the producer and the merchant have equivalent negotiation skills, customers may

benefit from the SC. On the best possible contract design, the interplay between retailer fairness

and manufacturer overconfidence was studyd by Xiao, Chen, Xie, and Wang (2020) within a SC.

They decided that the revenue-sharing agreement favors the SC.

Supply chain law to maintain the long-time period survival of small and medium-sized

organizations may be very essential. Based at the enterprise's abilties, Li (2021) observed the

effect of deliver chain control (SCM) on small and medium-sized organizations (SMEs) in

working overall performance in Korea. This became performed with the aid of using engaging in

an empirical observe of three hundred Korean production SMEs that carried out the SCM

methodology. One approach of studying the correlation became used: Structural Equation

Modeling (SEM). These outcomes display that the SCM method and an organization's abilities

could have a substantial effect on the general achievement of an enterprise. The SCM method

has a substantial effect on the abilities of SMEs as well. Also, with the aid of using analyzing the

impact of organizational competency on this regard, we tested how the SCM method impacts the

general overall performance of the enterprise. Our findings confirmed that organizational

abilities decreased the effect of SCM techniques on operational achievement, however did now

no longer have an effect on economic overall performance. Implementing an SCM machine

24
improves organizational overall performance and is related to abilities consisting of R&D,

production abilities, era commercialization and advertising abilities. Research Integrated Supply

Chain Management (SCM) and organizational techniques can assist small and medium-sized

organizations (SMEs) attain long-time period achievement. Cybret (2020) investigated the effect

of supply chain control (SCM) on enterprise overall performance on the Amhara pipe plant. This

is no empirical research of the effect of SCM on enterprise overall performance from a

researcher's factor of view. An explanatory studies approach became used to observe the impact

of diverse traits of SCM on company overall performance. The closed-ended questions about the

questionnaire had been built the usage of a Likert scale from 1 to five points. A easy random

sampling approach became used to lessen the wide variety of individuals to 128. Researchers

used SPSS to attain the motive in their studies. According to the regression coefficients for the 3

variables, records quality, inner lean method, and agility; all have a substantial effect on an

organization's overall performance within the studies domain. On the alternative hand, strategic

dealer partnerships and patron relationships do now no longer have an effect on overall

performance. To maximize the performance and effectiveness of deliver chain control, it's far

encouraged that control expand a sturdy strategic dealer dating method with a focal point on

essential and essential providers. A observe with the aid of using Tarigan, Siagian, and Jie (2019)

observed that superior organization useful resource planning (ERP) could have a nice effect on a

enterprise's normal overall performance. The primary recognition of this observe is East Java, an

Indonesian-primarily based totally producer with ERP and ISO certification for environmental

control structures. Data had been amassed the usage of a five-factor Likert scale. An overall of

243 groups had been requested one hundred fifty questions, of which a hundred thirty five are

being investigated. Data evaluation became carried out the usage of PLS software. Eight initial

25
hypotheses had been observed to be correct. Advanced ERP structures sell inexperienced deliver

chain control, inner integration and dealer integration. An enterprise's effectiveness is stricken by

the combination of its providers and inner processes. Green SCM influences your organization's

achievement. SCM's sustainability, inner integration, and integration with providers all mitigate

the effect of advanced ERP.

Implementing supply chain management (SCM) can increase the competitiveness and efficiency

of your business by creating competition both between companies and within the supply chain.

These five tactics for implementing supply chain management were developed by Siahan,

Nazaruddin, and Sadalia (2020). (Degree of communication, customer relationships, strategic

supplier partnerships and postponements). The competitive advantage variables were calculated

based on quality, price / cost, time to market, and delivery reliability. Success has been measured

in two ways: operational and financial. Questionnaires were used to collect data for the survey.

The PT.PLN (Persero), North Sumatra region was used for the research. Administrators,

operators and supervisors accounted for 109 of the entire sample. This study was based on a

stratified random sample for data collection. The analysis was performed using SmartPLS and

SEM software. Studies show that corporate efficiency and competitiveness are directly related to

SCM. Similarly, the productivity and competitiveness of the company.

Musau (2020) investigated if supply chain management would have a significant impact on the

performance of Kenyan textile companies, and whether this relationship would be mediated by

state support. We also investigated whether environmental uncertainties could affect the indirect

relationship between SCM and textile company productivity through government support. This

model was tested on 309 workers in the textile and garment industry in Nairobi County. The

26
success of textile companies was shown to be closely linked to effective government-funded

supply chain management (SCM). The study also found that environmental instability weakened

the indirect link between SCM and performance through government support. The results,

focusing on key factors, have opened up a new perspective on how Kenya's textile industry

works.

Manuela (2019) developed three aspects of SCM practice: workflow management, supplier

relationship management, and product creation and commercialization. He also explored the link

between these SCM skills, company performance, and competitive advantage. A state-of-the-art

statistical approach was used to evaluate the perceived associations between data obtained from

well-known companies and findings found within the framework. According to this study,

broader SCM practices can lead to competitive advantage and better performance. Academia and

business alike can benefit from these outcomes as it reinforces widespread belief in the

importance of effective supply chain management.

As shown by Velmurugan (2019), SCM practices (quality information exchange, customer

relationships and strategic supplier partnerships) influence business performance (financial and

market performance). After approval, 115 people from 6 companies in Chennai were randomly

assigned to interview. For further research, 100 representative samples were selected and the

final goal and direction of the study were determined through multiple regression analysis. The

supply chain management skills tested in this study significantly improved the marketing and

financial performance of companies.

Kyeremeh and Dza (2018) investigated how manufacturing plants in Ghana contribute to the

supply chain by combining different technologies and building strong relationships with chain

27
partners. Its main goal is to explore how strategic supply chain management solutions can

improve business operations. Data were collected and explored using several analytical methods,

including exploratory factor analysis, regression analysis, and correlation analysis. Value

creation has a less significant impact than expected on the impact of supply chain management

strategies on overall supply chain performance. As a result, supply chain performance changes

by approximately 53% when t = 5.316, unit value is created. In contrast, supply chain

management strategies are not fully governed by the value creation process. The study also

shows that value creation negatively affects supply chain performance by 26% (= 0.26, t =

2.226). Identifying critical approaches to supply chain management that have a significant

impact on efficiency is critical for practitioners looking to scale up production. The three-

dimensional supply chain management (SCMP) practice was created by Salleh (2017) and

studied its causal relationships with intended factors of manufacturing business performance.

The questionnaire was completed by top managers of over 100 Malaysian manufacturing

companies. Hypotheses were investigated using regression and correlation analysis. According

to this study, strategic delays and supplier partnerships do not affect the productivity of

manufacturing plants, but knowledge sharing does. This study shows that using higher levels of

SCMP can actually improve supply chain and company performance. It also provides

manufacturing companies' SC managers with a multidimensional operational score for the SCMP

elements to find out the completeness of their company's SCMPS.

For businesses, among the most effective ways to increase efficiency is supply chain

management (SCM). The main goal of Mutueranda and Iravo (2014) was to find out the level of

SCM implementation in Haco Industries Ltd and the relationship between SCM practices and

organizational performance in the same industry. Supply chain management practices (education,

28
strategic supplier partnerships, communications, and customer relationships) were used as

independent variables to find out the relationship between SCM strategy and corporate

performance, and market or business factors and operational indicators were used to present

results. It was not difficult to sample 40 employees. A questionnaire was used to collect

information. Preliminary data were collected using important informants and secondary sources.

SPSS was used to analyze the collected data. All these SCM strategies have been shown to have

a positive impact on high productivity. In other words, it improves the company's performance in

terms of reducing lead times and product quality and reducing operating costs. They also

provided excellent customer service. The combination of all proven practices indicates the need

to implement a strong combination of SCM strategies as they have a greater impact on business

performance.

Ruttoh, Kibet, and Oteki (2015) studied the impact of supply chain management functions on

company performance, especially innovation orientation. They used a descriptive research

approach. The study involved 244 paramedics from Nairobi County. Data collected from the

surveys were analyzed using descriptive and logical statistics such as mean, frequency and

percentage, and Pearson correlation. Research shows that innovation has a significant and

positive impact on organizational performance. Ultimately, this led to the conclusion that

innovative management companies were doing better.

Yusof, Sukatiya, Hamida, and Baharuna (2012) investigated the impact of supply chain

management practices on efficiency. The main data collection method used was a questionnaire,

which interviewed a total of 200 managers of the Malaysian manufacturing industry.

Respondents were classified according to their duties, such as purchasing, business management,

distribution/logistics, manufacturing/operations, materials, transportation, and marketing. Data

29
were analyzed using the mean, standard deviation, and correlation of the independent and

dependent variables. The study used multiple regression, reliability and validity testing, and

other statistical approaches. The results showed a statistically significant association between

SCM skills and SC performance. On the other hand, the SCM method does not predict the

performance of the SC.

CHAPTER THREE

METHODOLOGY

3.1 Preamble

This chapter shows the process of collecting and analyzing data. It covers study design,

population of interest, sample methodology or sample size, data collection methods, data

analysis methods, preliminary studies, evaluation of the validity and reliability of research tools,

and model specifications.

3.2 Research Design

Supply chain coordination and collaboration for enhanced efficiency and customer satisfaction

was carried out using a descriptive research approach based on the nature of the data required for

the study. A descriptive survey design is needed to characterize many people, and a survey

design or design describes how to collect and analyze that data. The design choice is also

30
justified since it facilitates the use of data collection procedures that result in reports on measures

of central tendency, variation, and correlation, as well as arranging investigations targeted at

discovering variables and their correlations.

3.3 Population of the Study

Honeywell Flour Mills Plc and Nigerian Bottling Company Plc were purposively selected from

the manufacturing industry in Lagos as the study’s firms in which their employees would be used

as the target population. Honeywell Flour Mills Plc has six hundred and eighty (680) employees

and Nigerian Bottling Company Plc has three hundred and forty-three (343) employees, bringing

the total number of employees to one thousand and twenty-three (1,023). The choices of the

study firms is justified by the result of their level of engagement in supply chain management

and are well-known manufacturing firms in which relevant data can be generated to arrive at a

better conclusion and recommendations. The choice of the target population is justified based on

accessibility and proximity, and their exposure to practices of supply chain management, and are

capable of furnishing the study with data required.

3.4 Sampling Technique and Sample Size

The study used a simple random selection strategy to pick respondents from the target group who

would express their opinions in the questionnaires and so provide useful data for the study. The

sampling method was chosen because it is representative of the population and allows for data

analysis with inferential statistics. Respondents must be employed and working in areas linked to

supply chain management in order to be considered for inclusion in the sample research.

Furthermore, the respondents must have worked in these capacities for a minimum of three

years. Employees from production/operations, procurement, store/inventory management,

31
logistics, and sales/marketing departments were thus chosen as respondents for the study. To find

out the sample size for the study, the Taro Yamane, formula (1967) was adopted thus:

n = N
1 + N(e)²
Where:

n = Sample size

N = Population size = 1,023

e = Margin of errors = 5% = 0.05

Hence

n = 1,023 n = 1,023
1 + 1,023(0.05) ² 3.5575

n = 288

Hence, the sample size to be adopted based on the above formula is two hundred and eighty-

eight (288), which is a true representative of the study population. Therefore, 288 copies of the

questionnaire were administered on the respondents.

3.5 Data Collection Method

The factors under investigation necessitated the utilization of primary data. The information was

gathered from a primary source via a survey involving the use of a primary tool (questionnaire).

The questionnaire was created based on the study questions and was given to the respondents to

get a sense of their thoughts. The use of a questionnaire was justified since it improves data

collecting and analysis, allowing for refined managerial decision-making. It also ensures the

respondents' privacy, which will lead to more truthful responses. Sections A, B, C, D, E, and F

were used to divide the questionnaire into six sections. Section A asked about respondents'

32
demographics, such as gender, age, education, work experience, department, and position;

Section B asked about strategic supply partnerships; Section C asked about customer

relationships; Section D asked about warehouse management; Section E asked about information

sharing quality; and Section F asked about firm performance measures. The research work

carefully considered and produced the questions in section B-F. Also, the questions in section B-

F were structured based on a five-point Likert scale: Strongly Agree (SA), Agree (A), Undecided

(U), Disagree (D), and Strongly Disagree (SD) for ease of responses and data analysis.

3.6 Pilot Study and Assessment of Reliability and Validity

In this study, a preliminary survey was carried-out to evaluate the validity and validity of using

the questionnaire prior to hypothesis testing. There is strong support in the literature that pilot

studies should be conducted to identify and mitigate risks associated with future study design,

sample size, sample selection, data collection, data management, and data analysis (Moore,

Carter, Nietert & Stewart, 2011). . A pilot study is being conducted to identify ethical and

practical issues that may impede the conduct of this study (Doody & Doody 2015). For this

purpose, 40 samples were taken for preliminary study. This study used a face authentication

approach to validate the research tool. In this method, the questionnaire was scrutinized by

management experts and manufacturing industry experts, and project managers made subjective

assessments of the representation and relevance of the measurement tool, and whether the

elements of the tool were appropriate, reasonable, and unambiguous. Prior to conducting a

survey for baseline data analysis, the final version included data from the responsible person and

was peer-reviewed.

33
The reliability of the research equipment was evaluated using Cronbach's alpha, which is the

most used internal consistency measure to evaluate internal accuracy and consistency, and it is

considered as the most appropriate reliability scale when using the Likert scale. There is no

absolute rule for internal consistency, but most agree on a minimum internal consistency ratio of

0.70 (Robinson, 2009). Bhatnagar, Kim and Many (2014) found that the statistic had a minimum

threshold of 0.7 for declaring reliability, but if the value was lower than the stated value, the

variable should be suspect or excluded from the final analysis. Below is the summary of the

reliability test:

Table 3.6.1 Summary of Reliability Report

Constructs No of Items Cronbach's Alpha
Strategic Supply Partnership 4 0. 906
Customer Relationship 4 0.819
Warehouse Management 4 0.799
Quality of Information Sharing 4 0.921
Firm Performance 4 0. 888
Source: Field Survey

The reliability test summary shows that all projects (strategic supplier partnerships, customer

relationships, warehousing, communication quality, and company performance) met Cronbach's

alpha threshold for reliability testing. That is, the Cronbach alpha score for each design is greater

than 0.7. From the viewpoint of confirming the reliability and validity of the measurement

model, the component scale shows satisfactory measurement performance and is appropriate,

meaning that the internal consistency of the variable is stable. Therefore, research tools were

used to obtain data for basic analysis.

3.7 Data Analysis Method

34
The data received from the respondents was descriptive and logical statistical analysis was used.

The analysis was performed using SPSS (Statistical Package for Social Sciences) version 23

software, and descriptive statistical analysis was used to determine the mean, frequency

distribution, and response rate. We tested the hypothesis using statistical inference analysis

(linear regression and Pearson correlation analysis). The use of the above data analysis method is

justified in that the dependent variable can be predicted based on the specified value of the

independent variable and is more reliable in evaluating the relationship between two or more

variables.

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Preamble

This chapter focuses on analyzing data collected through surveys of respondents from surveyed

companies. This chapter covers the collection and presentation of collected data, dissemination

of demographic data, and analysis of research objectives; hypothesis testing; and discussion of

the results. Data analysis was performed using SPSS version 23.

35
4.2 Demographic Data

Demographic data study examined the supply chain coordination and collaboration for enhanced

efficiency and customer satisfaction. The survey results showed that 288 copies of the

questionnaire were provided to respondents from the companies surveyed. When the

questionnaire was collected, only 259 copies were duly completed and returned. Appropriate for

data analysis, the response rate was approximately 89.9%. In these studies, 89.9% of respondents

were very high, indicating a willingness to respond. The distribution of demographic data for

respondents is expressed in Table 4.2.1 below:

Table 4.2.1: Distribution of Demographic Data of Respondents

RESPONSES Frequency Percent (%)
Gender
Male 132 51.0
Female 127 49.0
Total 259 100.0
Age
18-31years 61 23.6
32-41years 112 43.2
42-51years 71 27.4
52years and above 15 5.8
Total 259 100.0
Qualification
ND/Equivalent 59 22.8
HND/B.Sc 128 49.4
PGD/M.Sc 72 27.8
Total 259 100.0
Work Experience
1-5years 79 30.5

36
 6-10years 129 49.8
11years and above 51 19.7
Total 259 100.0
Position
Top level Manager 51 22.4
Middle level Manager 150 57.9
Lower-level Manager 58 19.7
Total 259 100.0
Department
Production 61 23.6
Procurement 58 22.4
Store/Inventory Management 52 20.1
Logistics 39 15.1
Sales//Marketing 49 18.9
Total 259 100.0
Source: Field Survey

Table 4.2.1, shows that 51.0% of the total respondents are male; 49.0% of the respondents are

female. It indicates that the study cut across every gender. 23.6% of the total respondents fall

within the age bracket of 18 – 31year; 43.2% are between 32 - 41year; 27.4% are between 42-

51year; and 5.8% fall within the age bracket of 52yr and above. It indicates that most of the

respondents belong to the active workforce. On educational qualification, 22.8% of the

respondents are ND/Equivalent holders; 49.4% are HND/B.Sc holders and 27.8% are

M.Sc/MBA degree holders. This indicates that most of the respondents are learned and quite

knowledgeable to comprehend the significance of the study. In terms of work experience,

30.5% of the respondents have 1-5years of experience; 49.8% have 6-10years of experience;

and 19.7% have 11yearss and above years of experience. It shows that most of the respondents

are well-informed in their respective specialization and could provide relevant information to

the context of the study. On respondents’ position, 22.4% of the respondents are top level

managers; 57.9% are middle level managers; 19.7% are lower-level managers. It shows that the

study cut across all the managerial levels in the studied firms. Finally, on respondents’

37
department, 23.6% are from production department; 22.4% are from procurement department;

20.1% are from store/inventory management department; 15.1% are from logistics department,

and 18.9% are from sales/marketing department. It shows that the study engaged the employees

form crucial departments relevant to the study.

A frequency distribution table was used to present the respondents’ responses based on the

research questions as contained in the questionnaire:

Where 5= Strongly Agree, 4=Agree, 3 = Undecided, 2 = Disagree, 1 = Strongly Disagree

Table 4.2.2: Opinions of the respondents to the effect of strategic supply partnership on
competitive advantage.
Statements 5 4 3 2 1 Total Mean S D

We include crucial suppliers in N 136 72 16 16 19 259

our planning and goal setting (%) 52.5 27.8 6.2 6.2 7.3 100.0 4.11 1.21
activities.
Our suppliers are reliable in terms N 138 74 15 12 20 259
of quick delivery of order. (%) 53.3 28.6 5.8 4.6 7.7 100.0 4.15 1.20
We actively involve our crucial N 141 68 14 19 17 259
suppliers in product design and (%) 54.4 26.3 5.4 7.3 6.6 100.0 4.14 1.21
new product development
processes.
We maintain quality relationship N 136 72 18 15 18 259
with our suppliers. (%) 52.5 27.8 6.9 5.8 6.9 100.0 4.13 1.20
Source: Field Survey

38
Table 4.2.2 above describes respondents’ opinions to the effect of strategic supply partnership on

competitive advantage. The first row shows that 136(52.5%) strongly agree, 72(27.8%) agree,

16(6.2%) were undecided, 16(6.2%) disagree and 19(7.3%) strongly disagree that crucial

suppliers are included in the planning and goal settings in their firms. The second row shows that

138(53.3%) strongly agree, 74 (28.6%) agree, 15(5.8%) were undecided, 12(4.6%) disagree and

20(7.7%) strongly disagree that suppliers are reliable in terms of quick delivery of order. The

third row shows that 141(54.4%) strongly agree, 68(26.3%) agree, 14(5.4%) were undecided,

19(7.3%) disagree and 17(6.6%) strongly disagree that their firms actively involved crucial

suppliers in their product design and new product development processes. The fourth row shows

that 136(52.5%) strongly agree, 72(27.8%) agree, 18(6.9%) were undecided, 15(5.8%) disagree

and 18(6.9%) strongly disagree that their firms maintained quality relationship with their

suppliers. This implies that the surveyed firms value strategic supply partnership.

Table 4.2.3: Opinions of the respondents to the effect of customer relationship on customer
satisfaction.
Statements 5 4 3 2 1 Total Mean S D

We periodically evaluate the N 146 79 21 7 6 259

importance of our relationship (%) 56.4 30.5 8.1 2.7 2.3 100.0 4.37 0.89
with our customers.
We frequently interact with N 149 86 17 4 3 259
customers to set reliable (%) 57.5 6.6 1.5 1.2 100.0 4.44 0.78
responsiveness, and other 33.2
standards for use.
We provide effective customer N 142 88 18 7 4 259
service. (%) 54.8 34.0 6.9 2.7 1.5 100.0 4.38 0.85

We frequently assess future N 150 85 18 3 3 259

customer expectations. (%) 57.9 32.8 6.9 1.2 1.2 100.0 4.45 0.77
Source: Field Survey

39
Table 4.2.3 above shows respondents’ opinions on the effect of customer relationship on

customer’s satisfaction. The first row shows that 146(56.4%) strongly agree, 79(30.5%) agree,

21(8.1%) undecided, 7(2.7%) disagree and 6(2.3%) strongly disagree that their firms periodically

evaluate the importance of their relationship with their customers. The second row shows that

149(57.5%) strongly agree, 86(33.2%) agree, 17(6.6%) undecided, 4(1.5%) disagree and 3(1.2%)

strongly disagree that their firms interact with customers to set reliable responsiveness and other

standards for use frequently. The third row shows that 142(54.8%) strongly agree, 88(34.0%)

agree, 18(6.9%) undecided, 7(2.7%) disagree and 4(1.5%) strongly disagree that their firms

provide effective customer service. The fourth row shows that 150(57.9%) strongly agree,

85(32.8%) agree, 18(6.9%) undecided, 3(1.2%) disagree and 3(1.2%) strongly disagree that their

firms frequently assess future customer expectations. This implies that the surveyed firms

maintain good customers’ relationship.

Table 4.2.4: Opinions of the respondents to the effect of warehouse management system on
quick delivery.
Statements 5 4 3 2 1 Total Mean S D

We have skilled personnel for N 121 83 34 8 13 259

effective inventory control. (%) 46.7 32.0 13.1 3.1 5.0 100.0 4.12 1.07
We run an automated warehouse N 123 80 34 9 13 259
system to maintain stock (%) 47.5 30.9 13.1 3.5 5.0 100.0 4.12 1.08
accuracy.
Purchase order is properly N 120 79 35 11 14 259
managed in my firm. (%) 46.3 30.5 13.5 4.2 5.4 100.0 4.08 1.11

We have a robust logistics system N 117 81 33 11 17 259

for cost minimization. (%) 45.2 31.3 12.7 4.2 6.6 100.0 4.04 1.15
Source: Field Survey

40
Table 4.2.4 above shows respondents’ opinions on the effect of warehouse management system

on quick delivery. The first row shows that 121(46.7%) strongly agree, 83(32.0%) agree,

34(13.1%) were undecided, 8(3.1%) disagree and 13(5.0%) strongly disagree that their firms

have skilled personnel for effective inventory control. The second row shows that 123(47.5%)

strongly agree, 80(30.9%) agree, 34(13.1%) were undecided, 9(3.5%) disagree and 13(5.0%)

strongly disagree that their firms run an automated warehouse system to maintain stock accuracy.

The third row shows that 120(46.3%) strongly agree, 79(30.5%) agree, 35(13.5%) were

undecided, 11(4.2%) disagree and 14(5.4%) strongly disagree that their firms properly managed

purchase order. The fourth row shows that 117(45.2%) strongly agree, 81(31.3%) agree,

33(12.7%) were undecided, 11(4.2%) disagree and 17(6.6%) strongly disagree that their firms

have a robust logistics system for cost minimization. This implies that the surveyed firms keyed

into good warehouse management system for quick delivery.

Table 4.2.5: Opinions of the respondents on the relationship between quality of information
sharing and marketing effectiveness.
Statements 5 4 3 2 1 Total Mean S D

Information system is highly N 140 89 17 6 7 259

integrated across functions in my (%) 54.1 34.4 6.6 2.3 2.7 100.0 4.34 0.91
firm.
Adequate information systems N 144 83 19 5 8 259
linkages exist with partners. (%) 55.6 32.0 7.3 1.9 3.1 100.0 4.35 0.93
Information exchange between N 139 84 23 8 5 259
my firm and our supply chain (%) 53.7 32.4 8.9 3.1 1.9 100.0 4.33 0.90
partners is timely and accurate.
Our supply chain partners share N 139 87 18 7 8 259
proprietary information with us. (%) 53.7 33.6 6.9 2.7 3.1 100.0 4.32 0.95
Source: Field Survey

41
Table 4.2.5 above describes respondents’ opinions on the relationship between quality of

information sharing and marketing effectiveness. The first row shows that 140(54.1%) strongly

agree, 89(34.4%) agree, 17(6.6%) undecided, 6(2.3%) disagree and 7(2.7%) strongly disagree

that information system is highly integrated across functions in their firms. The second row

shows that 144(55.6%) strongly agree, 83(32.0%) agree, 19(7.3%) undecided, 5(1.9%) disagree

and 8(3.1%) strongly disagree that adequate information systems linkages exist with the firms’

partners. The third row shows that 139(53.7%) strongly agree, 84(32.4%) agree, 23(8.9%)

undecided, 8(3.1%) disagree and 5(1.9%) strongly disagree that information management

between their firms and the supply chain partners is accurate and timely. The fourth row shows

that 139(53.7%) strongly agree, 87(33.6%) agree, 18(6.9%) undecided, 7(2.7%) disagree and

8(3.1%) strongly disagree that their firms’ supply chain partners share proprietary information

with them. This implies that there is good and quality information sharing between the studied

firms and their supply chain partners.

Table 4.2.6: Opinions of the respondents on the performance of their firms.

Statements 5 4 3 2 1 Total Mean SD

The level of my firm’s N 135 74 16 14 20 259

competitiveness is encouraging. (%) 52.1 28.6 6.2 5.4 7.7 100.0 4.12 1.21
The customer satisfaction rate is N 146 93 17 2 1 259
excellent in my firm. (%) 56.4 35.9 6.6 0.8 0.4 100.0 4.47 0.69

My firm responds quickly to N 122 78 37 5 17 259

market demand. (%) 47.1 30.1 14.3 1.9 6.6 100.0 4.09 1.13
My firm is efficiency in its N 150 86 13 4 6 259
marketing programs (%) 57.9 33.2 5.0 1.5 2.2 100.0 4.42 0.84
Source: Field Survey

Table 4.2.6 above shows respondents’ opinions on the performance of their firms. The first row

shows that 135(52.1%) strongly agree, 74(28.6%) agree, 16(6.2%) were undecided, 14(5.4%)

42
disagree and 20(7.7%) strongly disagree that the level of their firms’ competitiveness is

encouraging. The second row shows that 146(56.4%) strongly agree, 93(35.9%) agree, 17(6.6%)

were undecided, 2(0.8%) disagree and 1(0.4%) strongly disagree that the customers’ satisfaction

rate is excellent in their firms. The third row shows that 122(47.1%) strongly agree, 78(30.1%)

agree, 37(14.3%) were undecided, 5(1.9%) disagree and 17(6.6%) strongly disagree that their

firms respond quickly to market demand. The fourth row shows that 150(57.9%) strongly agree,

86(33.2%) agree, 13(5.0%) were undecided, 4(1.5%) disagree and 6(2.2%) strongly disagree that

their firm is efficient in its marketing programs. This implies that the surveyed firms have very

good performance.

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Preamble

This is the final chapter of the study. A summary of key findings, conclusions drawn from them,

recommendations, contributions to knowledge, areas of further research are discussed with

limitations of the study.

43
5.2 Summary of Findings

This study investigated supply chain coordination and collaboration for enhanced efficiency and

customer satisfaction. All hypotheses developed in this study were tested using linear regression

and Pearson's correlation analysis.

The results of the regression analysis of the first goal show that strategic partnerships in the

supply sector have a very important and positive effect on the competitiveness of companies.

This is confirmed by the value of R2 (0.833). We found that the R2 (R-square) value combined

all predictors of strategic supply chain partnerships (planning and goal setting, trusted suppliers,

supplier engagement, supplier relationships) accounted for 83.3% of the variance in corporate

performance represented by competitiveness in the company being investigated The t-test results

showed that the four predictors of strategic partnership in supply, planning and goal setting,

supplier engagement, and supplier relationship were p < 0.05. This means that strategic supply

chain partnerships have a positive and significant influence on a company's competitiveness.

From the result of regression analysis of the second goal, it was found that customer relationship

had a significant and positive effect on customer satisfaction as inferred from the value of R2

(0.707). The R2 value (R-square) means that the predictors of customer relationships (periodic

scores, customer interactions, customer service, and customer expectations) combined together

account for 70.7% of the variance in corporate performance expressed as customer satisfaction in

the company being investigated. In addition, the t-test results showed that all four customer

relationship predictors were p < 0.05, meaning that customer relationships have a positive and

significant influence on customer satisfaction.

44
From the result of regression analysis of the third goal, it was found that customer relationship

had a significant and positive effect on customer satisfaction. This is confirmed by the value of

R2 (0.751). The R2 value means that it accounts for 75.1% of the company's change by adding up

the predictive variables of the warehouse management system, such as skilled manpower,

automated warehouse system, purchase order, and logistics system. Performance is shown by

fast shipping from survey companies. In addition, the t-test results showed that all four customer

relationship predictors were p < 0.05, meaning that warehouse management systems have a

positive and significant influence on fast delivery.

As a result of the correlation analysis for the fourth purpose, it shows that there is a significant

and positive relationship between communication quality and marketing effect. This is a

correlation coefficient R = 0.734, which is confirmed as a correlation coefficient indicating a

high positive relationship between the quality of information exchange indicators (integrated

information, linkage with information system, timely and accurate information, service

information) and marketing efficiency. As a result, it was found that when the information

exchange quality index increases once, the marketing efficiency changes by 73.4%. Correlation

analysis showed that all indicators of information exchange quality had a high positive

relationship with marketing efficiency based on coefficient values, and p < 0.01 (0.000). These

results are strong evidence that good communication policy has a significant and positive

influence on marketing effectiveness.

5.3 Conclusions

45
This research work examined supply chain coordination and collaboration for enhanced

efficiency and customer satisfaction. It is very clear from the results that companies surveyed

have adopted supply chain management strategies (strategic supply chain partnerships,

warehousing management, and communication quality and customer relationships) to run their

businesses effectively and optimize profits. The study concluded that strategic partnerships in the

supply sector are of positive and significant impact on a company's competitiveness. Customer

relationships have positive and significant influence on customer satisfaction. Warehouse

management system has positive and significant influence on fast delivery, and the quality of

communication has an important and positive relationship with marketing effectiveness. Overall,

supply chain management has a significant influence on a company's bottom line. This is

consistent with Islam1 and Kamari (2021), which have shown that supply chain management has

a significant and positive influence on a company's competitive advantage and performance. The

study also concluded that manufacturing companies in Nigeria become resilient and dynamic in

their supply chains to manage the changes in the business environment and respond quickly to

market demands.

5.4 Recommendations

This section presents some important suggestions to improve the efficiency of enterprises

through supply chain management strategies. Based on the conclusions drawn from the results,

both manufacturing and service companies should heed the following relevant recommendations:

1. Companies must maintain good relationships with crucial suppliers to provide high-

quality production materials on time to ensure that finished products are delivered to the

market quickly. Building strong customer relationships is the crucial to building a strong

46
 customer base. Therefore, both manufacturing and service companies must prioritize

customer relationships in their manufacturing processes and supply chains.

2. It is essential for company management to perform frequent random inventory checks to

maintain adequate inventory levels, keep up with demand fluctuations and respond

quickly to customer requests.

3. Information technology must be integrated into the various functions of an organization,

including the supply chain. Communication between supply chain partners and the

company must be timely and accurate to facilitate manufacturing and marketing

programs.

5.5 Contribution to Knowledge

This research work makes an important contribution to bridging the gaps in the existing

literature. This study provided results on supply chain coordination and collaboration for

enhanced efficiency and customer satisfaction. Supply chain professionals can apply the results

of this study to improve productivity and efficiency. The study also enhances the knowledge of

scholars and researchers, providing existing literature on supply chain management in both

manufacturing and service. Finally, research promotes understanding of TQM in terms of

continuous improvement, employee engagement, perceived quality and management style.

47
 REFERENCES

Alahmad, Y. (2021) The relationship between supply chain management practices and supply
chain performance in Saudi Arabian Firms. American Journal of Industrial and Business
Management, 11, 42-59. doi: 10.4236/ajibm.2021.111004.
Alahmad, Y. (2021). The relationship between supply chain management practices and supply
chain performance in Saudi Arabian firms. American Journal of Industrial and Business
Management, 11, 42-59. Doi: 10.4236/ajibm.2021.111004.
Alam, A., Bagchi, P. K., Kim, B., Mitra, S., & Seabra, F. (2012). Supply chain integration and
its effect on performance: A Multi-Country Study. POMS 23rd Annual Conference
Chicago, Illinois, USA.

48
Alfalla-Luque, R., Marin-Garcia, J. A., & Medina-Lopez, C. (2015). An analysis of the direct
and mediated effects of employee commitment and supply chain integration on
organisational performance. Int. J. Prod. Econ, 162, 242–257.
Al-Hakim, L., & Lu, W. (2017). The role of collaboration and technology diffusion on business
performance. International journal of productivity and performance management.
Amit, R., & Schoemaker, P. J. (1993), “Strategic assets and organizational rent”, Strategic
Management Journal, 13, 33-46.
Asare, B., Bruce, E., & Azamela, J. C. (2021). Influence of supply chain management on
competitive advantage in agro-businesses in Ghana: Case study of selected agro business
companies in Kumasi. Journal of Logistics Management, 10(1), 1-10. doi:
10.5923/j.logistics.20211001.01.
Asare, B., Bruce, E., & Azamela, J. C. (2021). Influence of supply chain management on
competitive advantage in agro-businesses in Ghana: Case study of selected agro business
companies in Kumasi. Journal of Logistics Management, 10(1), 1-10. doi:
10.5923/j.logistics.20211001.01.
Aswini, P. S., & Velmurugan, G. (2019). Effect of supply chain management practices on
organisational performance: An Empirical Approach. Emerging Applications in Supply
Chains for Sustainable Business Development, 1-18, DOI: 10.4018/978-1-5225-5424-
0.ch009
Augier, M., & Teece, D. J. (2009). Dynamic Capabilities and the Role of Managers in Business
Strategy and Economic Performance. Organisation Science, 20(2), 410-421
Barney, J. B. (1986), “Strategic factor markets: Expectations, luck, and business strategy”,
Management Science, 32(10), 1231-1242.
Barney, J. B. (1991), “Firm resources and sustained competitive advantage”, Journal of
Management, 17(1), 99-121.
Bhasin, S., & Burcher, P. (2005) Lean Viewed as a Philosophy. Journal of Manufacturing
Technology Management, 17, 56-72.
https://doi.org/10.1108/17410380610639506
Bhatia, S., & Srivastava, A. (2016). Working capital management and firm performance in
emerging economies: Evidence from India. Management and Labour Studies, 41(2), 71–
87.
Bhatnagar, R., Kim, J., & Many, J. (2014). Candidate survey on program evaluation: examining
instrument validity and program effectiveness. American Journal of Educational
Research, 2(8), 683-690.

49
Chandak, A., Kumar, N., & Dalpati, A. (2019). The relationship between supply chain strategy
and supply chain performance: An empirical investigation using structural equation
modeling. IUP Journal of Supply Chain Management, 16(4).
Chen, L., Peng, J., Liu, Z., & Zhao, R. (2017). Pricing and effort decisions for a supply chain
with uncertain information. International Journal of Production Research, 55, 264-284.
https://doi.org/10.1080/00207543.2016.1204475
Christopher, M. (2000). The agile supply chain: Competing in volatile markets. Industrial
Marketing Management, 29(1), 37 - 44.
Christopher, M. (2003). Logistics and Supply Chain Management. London: Pitman Publishing.
Christopher, M., & Peck, H. (2004). Building the Resilient Supply Chain. International Journal
of Logistics Management, 15(2), 1-14.
Christopher, M., & Towill, D. R. (2001). An Integrated Model for the design of agile supply
chains. International Journal of Physical Distribution and Logistics Management, 31(4),
235-246.
Christopher, M., Lowson, R., & Peck, H. (2004). Creating supply chain agility in the fashion
industry. International Journal of Retail and Distribution Management, 32(8), 367-376.
Cooper M.C., Lambert D.M., Pagh, J.D. (1997). Supply chain management - More than a New
Name for Logistic. International Journal of Logistics Management, 8(1), 1-14.
Doody, O., & Doody, C. M. (2015). Conducting a pilot study: Case study of a novice researcher.
British Journal of Nursing, 24(21), 1074-1078.
Dyer, J. (1996). Specialized supplier networks as a source of competitive advantage: Evidence
from the automotive industry. Strategic Management Journal, 17(4), 271-291.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What Are They? Strategic
Management Journal, 21(10), 1105-1121.
Estampe, D., Lamouri, S., Paris, J. L., & Brahim-Djelloul, S. (2013). A framework for analysing
supply chain performance evaluation models. International Journal of Production
Economics, 142(2), 247-258.
Faisal, T. (2011). A study of total quality management and supply chain management practices.
International Journal of Productivity and Performance Management, 60(3), 268-288
Feldmann M, Müller S. (2003) An incentive scheme for true information providing in supply
chains‟, OMEGA; 31(2):63–73.
Foerstl, K., Azadegan, A., Leppelt, T., & Hartmann, E. (2015). Drivers of supplier sustainability:
Moving beyond compliance to commitment. Journal of Supply Chain Management,
51(1), 67-92.

50
Friemann, F., & Verhasselt, S. (2012). Best practices for supply chain management techniques
and concepts across industries. POMS 23rd Annual Conference Chicago, Illinois, USA.
Gligor, D. M., & Holcomb, M. C. (2012). Understanding the role of logistics capabilities in
achieving supply chain agility: A systematic literature review. Supply Chain
Management: An International Journal, 17(4), 438-453.
Gunasekaran, A., Patel, A., & McCaughey, R. (2003). A framework for supply chain
performance measurement. International Journal of Production Economics, 87(3), 333-
347.
Hamel, G., & Prahalad, C. (1996), Competing for the Future, Harvard Business School Press,
Paperback edition, Boston (Massachusetts).
Handfield, R. B., & Pannesi, R. T. (1992). An empirical speed of delivery speed and reliability.
International Journal of Operations & Production Management, 12(2), 58-72.
Handfield, R., & Nichols, E. (2002). Supply Chain Redesign. Upper Saddle River (NJ): Prentice
Hall.
Hassini, E., Surti, C., & Searcy, C. (2012). A literature review and a case study of sustainable
supply chains with a focus on metrics. International Journal of Production Economics,
140(1), 69-82.
Hausman, W. H. (2004). Supply chain performance metrics. In the practice of supply chain
management: Where theory and application converge, 61-73. Springer, Boston, MA. 6
Holmberg S. (2000) „A system perspective on supply chain measurement. International Journal
of Physical Distribution & Logistics, 30(10), 847-68.
Islam1, A. M., & Qamari, I. N. (2020). Effect of supply chain management on competitive
advantage and organizational performance. Studies on the Batik Industry in Yogyakarta
City. Advances in Economics, Business and Management Research, 176, 334-339.
Jermsittiparsert, K., Sutduean, J., Sriyakul, T., & Khumboon, R. (2019). The role of customer
responsiveness in improving the external performance of an agile supply chain. Pol. J.
Manag. Stud, 19, 206–217.
Kibret, A (2020). The effect of supply chain management on organizational performance (In the
Case of Amhara Pipe Factory). A master thesis submitted in partial fulfillment of the
requirements for the degree of master of arts in logistics and supply chain management
(MA)
Kibret, A (2020). The effect of supply chain management on organizational performance (In the
Case of Amhara Pipe Factory). A master thesis submitted in partial fulfillment of the
requirements for the degree of master of arts in logistics and supply chain management
(MA)

51
Kim, D. Y., Kumar, V., & Kumar, U. (2010). Performance find outment framework for supply
chain partnership. Supply Chain Management: An International Journal, 30(4), 295–315.
Koufteros, X., Verghese, A. J., & Lucianetti, L. (2014). The effect of performance measurement
systems on firm performance: A cross-sectional and a longitudinal study. Journal of
operations Management, 32(6), 313-336.
Kumar, A., & Kushwaha, G. (2018). Supply chain management practices and operational
performance of fair price shops in India: An empirical study. LogForum, 14, 8.
https://doi.org/10.17270/J.LOG.2018.237
Kumar, A., & Kushwaha, G. (2018). Supply chain management practices and operational
performance of fair Price shops in India: An Empirical Study. LogForum, 14, 8.
https://doi.org/10.17270/J.LOG.2018.237
Kumar, A., & Kushwaha, G. S. (2018). Supply chain management practices and operational
performance of fair price shops in India: an empirical study. Log Forum, 14 (1), 85-99.
Kyeremeh, E., & Dza, M. (2018). Supply chain management and organization performance: A
Value Creation Perspective. Archives of Business Research, 6(10), 263-275.
Lambert, D. M., & Matthew, A. S. (2012). Supplier relationship management as a macro
business process, supply chain management: An International Journal, 17(3), 337 - 352.
Lee, R. (2021). The effect of supply chain management strategy on operational and financial
performance. Sustainability, 13, 5138. https://doi.org/10.3390/ su13095138
Lee, R. (2021). The effect of supply chain management strategy on operational and financial
performance. Sustainability, 13, 5138. https://doi.org/10.3390/ su13095138
Lewis, M. (2000). Lean production and sustainable competitive advantage. International Journal
of Operations and Production Management, 20(8), 959–978.
Li, S., Ragu-Nathan, B., Ragu-Nathan, T. S., & Subba Rao, S. (2006). The influence of supply
chain management practices on competitive advantage and organ performance.
International Journal of Management Science, 107-124.
Liker, J. K. (2004). The Toyota way: 14 management principles from the world's
Liu, C. L., & Lee, M. Y. (2018). Integration, supply chain resilience, and service performance in
third-party logistics providers. Int. J. Logist. Manag. 29, 5–21.
Madhani, P. M. (2010). “The resource - based view (RBV): Issues and Perspectives.”, PACE, A
Journal of Research of Prestige Institute of Management, 1(1), 43-55,
Manuela, P. G. C. (2019). The influence of supply chain management processes on
competitive advantage and organizational performance. The Strategic Journal
of Business & Change Management, 6 (2), 2458 – 2470.

52
Mark, Wilson, & Richard. (2009). Enabling lean procurement: a consolidation model for small-
and medium-sized enterprises. Journal of Manufacturing Technology Management,
3(2),132-141.
Mentzer, J., DeWitt, W., Kleeber, J., Min, S., Nix, N., Smith, C., & Zacharia, Z. (2001).
Defining supply chain management. Journal of Business Logistics, 1-25.
Mentzer, J.T., DeWitt, W., Keebler, J. S., Min, S. H., Nix, N., W. Smith, C. D., & Zacharia, Z.
G. (2001). Defining Supply Chain Management. J. Bus. Logist. 22, 1–25.
Mesquita, L., Anand, J., & Brush, T. (2008). Comparing the resource-based and relational views:
knowledge transfer and spillover in vertical alliances. Strategic Management Journal,
29(9), 913-941.
Moon, S. M., & Huh, M. G. (2013). Duet of exploitation and exploration: The multi-dimensional
approach of organisational and bilaterality. Korean Manag. Rev, 42, 293–320.
Moore, C. G., Carter, R. E., Nietert, P. J., & Stewart, P. W. (2011). Recommendations for
planning pilot studies in clinical and translational research. Clinical and Translational
Science, 4(5), 332-337.
Moslem, G., Elham, R., & Mohammad Ali, E. S. (2013). Influence of Supply Chain
Management Practices on Competitive Advantage in Manufacturing Companies of
Khuzestan Province. Interdisciplinary Journal of Contemporary Research in Business.
Musau, E. G. (2020). Supply chain management and organisational performance among Kenyan
textile firms: A moderated mediation model of government support and environmental
uncertainty. International Journal of Managing Value and Supply Chains, 11(3), 17-28.
Musau, E. G. (2020). Supply chain management and organizational performance among Kenyan
textile firms: a moderated mediation model of government support and environmental
uncertainty. International Journal of Managing Value and Supply Chains, 11(3), 17-28.
Mutuerandu, M. N., & Iravo, M. (2014). Influence of supply chain management practices on
organizational performance: A Case Study of Haco Industries Limited (Kenya). Journal
of Business and Management, 16(4), 62-64.
Mutuerandu, M. N., & Iravo, M. (2014). Influence of supply chain management practices on
organizational performance: A Case Study of Haco Industries Limited (Kenya). Journal
of Business and Management, 16(4), 62-64.
Newbert, S. (2007). Empirical research on the resource-based view of the firm: An find outment
and suggestions for future research. Strategic Management Journal, 28(2), 121-146.
Ngugi, E. N., Kimutai, G., & Kibet, Y. (2019). Effects of inventory management systems on
performance of manufacturing companies in Eldoret Town, Kenya. The Strategic Journal
of Business & Change Management, 6 (2), 1431 –1345.

53
Noble D. (1997). Purchasing and supplier management as a future competitive advantage edge‟,
Logistic Focus, 5(5): 23-27.
Nudurupati, S. S., Bititci, U. S., Kumar, V., & Chan, F. T. (2011). State of the art literature
review on performance measurement. Computers & Industrial Engineering, 60(2), 279-
290.
Peng, D. X., Schroeder, R. G. & Shah, R. (2011). “Competitive priorities, plant improvement
and transformation capabilities, and operational performance: A test of two forms of fit”,
International Journal of Operations & Production Management, 31(5), 484-510.
Prathiba, S. (2020). Can supply chain management practices influence customer satisfaction and
loyalty? Journal of Supply Chain Management Systems, 9, 1.
Prathiba, S. (2020). Can Supply Chain Management Practices Influence Customer Satisfaction
and Loyalty? Journal of Supply Chain Management Systems, 9, 1.
Reiner, G., & Hofmann, P. (2006). Efficiency analysis of supply chain processes. International
Journal of Production Research, 44, (23), 5065–5087.
Rezaei, A. R., Çelik, T., & Baalousha, Y. (2011). Performance measurement in a quality
management system. Scientia Iranica, 18(3), 742-752.
Robinson, J. (2009). Triandis theory of interpersonal behaviour in understanding software
privace behaviour in the South African context. Master’s degree, University of the
Witwatersrand.
Rumelt, R. P., Schendel, D., & Teece, D. J. (1991), “Strategic management and Economics”,
Strategic Management Journal, 12(Special Issue), 5-30.
Ruttoh, R. C., Kibet, Y., & Oteki, E. B. (2015). Effect of supply chain management
competencies on organization performance a survey of parastatals in Nairobi County.
International Journal of Recent Research in Commerce Economics and Management,
2(4), 110-118.
Ryu, S., & Cook, M. (2005), "The Effect of LTO Culture on International Supply Chain
Contracts", Journal of Applied Business Research, 21(4), 95-105.
Saleheen, F., Habib, M. M., Pathik, B. B., & Hanafi, Z. (2014). Demand and supply planning in
retail operations. Int. J. Bus. Econ. Res, 3, 51–56.

Salleh, N. R. (2017). The effects of supply chain management practices on manufacturing firms
in Malaysia. Available at
SSRN: https://ssrn.com/abstract=3084427 or http://dx.doi.org/10.2139/ssrn.3084427

54
Saragih, J., Tarigan, A., Pratama, I., Wardati, J., & Silalahi, E. F. (2020). The influence of total
quality management, supply chain management practices and operations capability on
firm performance. Polish Journal of Management Studies, 21, 384-397.
Sardi, A., Sorano, E., Garengo, P., & Ferraris, A. (2020). The role of HRM in the transformation
of performance measurement and management systems: a multiple case study in SMEs.
Employee Relations: Employee Relations, 43, 589–606.
Siahaan T, & \Nazaruddin, S. I. (2020). The effect of supply chain management on competitive
advantage and operation organisation performance at PT PLN (Persero). International
Journal of Research and Review, 7(4): 80-87.
Siahaan, T., Nazaruddin, I., & Sadalia, I. (2020). The effect of supply chain management on
competitive advantage and operation organization performance at PT PLN (Persero).
International Journal of Research and Review, 7($), 80-87.
Sinaga, J., Anggraeni, E., & Slamet, A. S. (2021). The effect of supply chain management
practices and information and communication technology on competitive advantage and
firm performance (case study: SMEs of processed food in Jakarta. Indonesian Journal of
Business and Entrepreneurship, 7(1), 91. https://doi.org/10.17358/ijbe.7.1.91
Stevenson, W. J., & Sum, C. C. (2014). Operations Management; McGraw-Hill/Irwin: New
York, NY, USA.
Sukatia, I., Hamida, A., Baharuna, R., & Yusof, R. M. (2012). The study of supply chain
management strategy and practices on supply chain performance. Social and Behavioral
Sciences, 40, 225 – 233.
Sundram, V. P. K., Ibrahim, A. R., & Govindaraju, V. (2011). Supply chain management
practices in the electronics industry in Malaysia: Consequences for supply chain
performance. Benchmarking, 18, 834-855.
Tan, K., Kannan, V., & Hadfield, R. (2008). Supply chain management: supplier performance
and firm performance. International Journal of Purchasing and Materials Management, ,
3, 2-9.
Tarigan, Z. J. H., Siagian, H., Jie, F. (2021). Influence of enhanced enterprise resource planning
(ERP) on firm performance through green supply chain management. Sustainability, 13,
4358. https://doi.org/ 10.3390/su13084358
Taro, Y. (1967). Statistics: An Introductory Analysis. New York: Hamper

Teece, D. (2007). Explicating dynamic capabilities: the nature and microfoundations of

(sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.

55
Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.
Strategic Management Journal, 18(7), 509-533.
Winter, S. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10),
991-995.
Womack, J. P., Womack, J. P., Jones, D.T., & Roos, D. (1990). Machine that changed the world.
Simon and Schuster.
Wood, L. C., Reiners, T., & Srivastava, H. S. (2017). Think exogenous to excel: alternative
supply chain data to improve transparency and decisions. International Journal of
Logistics Research and Applications, 20(5), 426-443.
Xiao, Q., Chen, L., Xie, M., & Wang, C. (2020). Optimal contract design in sustainable supply
chain: Interactive influences of fairness concern and overconfidence. Journal of the
Operational Research Society, 1-20.
https://doi.org/10.1080/01605682.2020.1727784
Yamin, S., Gunasekruan, A., & Mavondo, F. T. (2009). Relationship between generic strategies,
competitive advantage and firm performance: an empirical analysis‟, Tech novation,
19(8):507-518.
Yanya, M., & Mahamat, N. (2020). The influence of supply chain management practices on
competitive advantages: moderation role of total quality management. Polish Journal of
Management Studies, 21, 419-431.
https://doi.org/10.17512/pjms.2020.21.1.31
Yu, K., Luo, B. N., Feng, X., & Liu, J. (2018). Supply chain information integration, flexibility,
and operational performance: An archival search and content analysis. Int. J. Logist.
Manag, 29, 340–364.

56