Incorporating supply chain strategies into organizational excellence: The moderating role of supply chain dynamism in an export sector of an emerging economy

Badda , Yasmeen; Yose , Fa hi Ala abi; Jum'a, Luay
A icle
Inco po a ing supply chain s a egies in o o ganiza ional excellence:
The mode a ing ole o supply chain dynamism in an expo sec o o
an eme ging economy
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Badda , Yasmeen; Yose , Fa hi Ala abi; Jum'a, Luay (2025) : Inco po a ing supply
chain s a egies in o o ganiza ional excellence: The mode a ing ole o supply chain dynamism in an
expo sec o o an eme ging economy, Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol.
15, Iss. 4, pp. 1-23,
h ps://doi.o g/10.3390/admsci15040132
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/321276
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Recei ed: 22 Janua y 2025
Re ised: 22 Ma ch 2025
Accep ed: 1 Ap il 2025
Published: 3 Ap il 2025
Ci a ion: Badda , Y., Yose , F. A., &
Jum’a, L. (2025). Inco po a ing Supply
Chain S a egies in o O ganiza ional
Excellence: The Mode a ing Role o
Supply Chain Dynamism in an Expo
Sec o o an Eme ging Economy.
Adminis a i e Sciences,15(4), 132.
h ps://doi.o g/10.3390/
admsci15040132
Copy igh : © 2025 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license
(h ps://c ea i ecommons.o g/
licenses/by/4.0/).
A icle
Inco po a ing Supply Chain S a egies in o O ganiza ional
Excellence: The Mode a ing Role o Supply Chain Dynamism in
an Expo Sec o o an Eme ging Economy
Yasmeen Badda 1, Fa hi Ala abi Yose 2and Luay Jum’a 1,*
1Depa men o Logis ics Sciences, Business School, Ge man Jo danian Uni e si y, Amman 11180, Jo dan;
y[email p o ec ed]
2
Depa men o Managemen Sciences, Business School, Ge man Jo danian Uni e si y, Amman 11180, Jo dan;
[email p o ec ed]
*Co espondence: luay[email p o ec ed]
Abs ac : Nowadays, he emphasis on sus ainable pe o mance highligh s he necessi y
o esilience and inno a ion in ackling en i onmen al and economic conce ns wi hin
supply chain ope a ions. The e o e, his s udy in es iga es he impac o six supply chain
managemen p ac ices (SCMPs) on o ganiza ional pe o mance (OP) and en i onmen al
sus ainabili y pe o mance (ESP), along wi h he mode a ing ole o supply chain dy-
namism. This esea ch was conduc ed wi hin medium and la ge expo manu ac u ing
i ms in Jo dan’s Ga men , Tex ile, and Lea he (GTL) sec o , a pi o al expo indus y c i i-
cal o he coun y’s economy. Da a we e ga he ed om 204 manage s, employing an online
sel -adminis e ed ques ionnai e, using a quan i a i e esea ch app oach. The hypo heses
we e examined ia s uc u al equa ion modeling (SEM) h ough he Sma PLS so wa e4.
The indings e eal ha ESP was signi ican ly in luenced by s a egic supplie pa ne ship
and pos ponemen . Addi ionally, he le el o in o ma ion sha ing and in e nal lean p ac-
ices we e ound o ha e a dual impac on bo h OP and ESP. Supply chain dynamism ac ed
as a signi ican mode a o only in he ela ionship be ween pos ponemen and bo h OP
and ESP. This s udy ills a signi ican gap in he GTL con ex in de eloping economies
o expo manu ac u ing i ms ha con ibu e o he cu en li e a u e. Wha makes i
o iginal is i s conside a ion o supply chain dynamism as a mode a ing a iable and i s
con ex in an impo an sec o o Jo dan’s economy. In conclusion, he esul s p esen
aluable implica ions o p ac i ione s on de eloping cus om SCMPs o sus ainable and
ope a ional pe o mance objec i es in he dynamic supply chain con ex . Fu u e s udies
should adop p obabili y sampling me hods o imp o e he gene alizabili y o he indings.
Fu he , he indings should be con i med by conduc ing a s udy on o he expo ing sec o s
o geog aphical a eas o gain addi ional pe spec i es on he ela ionships be ween SCMPs,
OP, and ESP.
Keywo ds: supply chain managemen ; supply chain esilience; en i onmen al
sus ainabili y; o ganiza ional pe o mance; manu ac u ing i ms; supply chain dynamism;
de eloping coun ies
1. In oduc ion
Supply chain managemen (SCM) has eme ged as a s a egic app oach o enhancing
o ganiza ional pe o mance (OP) and gaining a compe i i e ad an age in an e a whe e
global business compe i ion has shi ed om indi idual i ms o en i e supply chains
Adm. Sci. 2025,15, 132 h ps://doi.o g/10.3390/admsci15040132
Adm. Sci. 2025,15, 132 2 o 23
(A ia & Salama,2018). This shi is d i en by ac o s such as global sou cing, inc easing
quali y and ime-based compe i ion, and g owing en i onmen al unce ain y (Dahinine
e al.,2024). Addi ionally, heigh ened conce ns o e clima e change and sus ainabili y
ha e in luenced cus ome p e e ences, compelling co po a ions o adop en i onmen ally
sus ainable p ac ices and comply wi h global en i onmen al s anda ds (De e al.,2020;Iqbal
e al.,2022;Jum’a e al.,2021). Schola s ha e emphasized ha o ganiza ions wi h s ong
en i onmen al sus ainabili y pe o mance (ESP) bene i om imp o ed epu a ions, b and
equi y, and ma ke posi ioning, ein o cing he impo ance o in eg a ing sus ainabili y in o
SCM s a egies (Al-Sheyadi e al.,2019;Rasheed e al.,2023).
To achie e e icien SCM, i ms mus implemen e ec i e supply chain managemen
p ac ices (SCMPs), which include a se o coo dina ed ac i i ies aimed a op imizing supply
chain e iciency and pe o mance (Li e al.,2006). P io s udies highligh ha SCMPs
enhance logis ics ope a ions, supply chain (SC) e iciency, and o e all i m pe o mance
(F edendall e al.,2016;Gandhi e al.,2017). Addi ionally, SCMPs con ibu e posi i ely o
ESP by os e ing esou ce op imiza ion and minimizing en i onmen al oo p in s (Jum’a
e al.,2021;Rasheed e al.,2023).
Consequen ly, SCMPs should be designed o achie e dual objec i es: s eng hening
OP by enhancing supply chain compe i i eness and add essing en i onmen al esponsibil-
i ies h ough sus ainable business p ac ices (Le,2020). Mo eo e , s akeholde s’ conce ns
ega ding he en i onmen al impac o p oduc ion ac i i ies ha e d i en i ms o in eg a e
g een ini ia i es in o hei supply chains (Jum’a e al.,2023). Wi h inc easing consume
awa eness o issues such as esou ce deple ion and ca bon emissions, companies a e adop -
ing sus ainable p ac ices, including a educed eliance on ossil uels and g eene supply
chain s a egies (Yose e al.,2023;Jum’a,2023).
In dynamic business en i onmen s, supply chains mus adap o ex e nal p essu es,
such as legal, social, economic, and poli ical changes, o main ain compe i i eness. Supply
chain esilience, cha ac e ized by lexibili y and esponsi eness, plays a c ucial ole in
achie ing his adap abili y (Bou e e al.,2012;Isnaini e al.,2020). Con ingency heo y posi s
ha i ms ace a ying deg ees o unce ain y and mus ailo hei s a egies acco dingly,
emphasizing he impo ance o con ex -speci ic SCMP implemen a ion (Ginge sbe g &
Venka aman,1985;Lee e al.,2016). Among he ac o s in luencing SC e ec i eness, supply
chain dynamism (SCD) is pa icula ly ele an , as i ep esen s he a e o unp edic able
changes wi hin supply chain elemen s (Billah e al.,2023). Unde s anding he mode a ing
ole o SCD in SCM-pe o mance ela ionships can p o ide deepe insigh s in o how i ms
na iga e ex e nal unce ain ies.
Despi e he ecognized bene i s o SCM, esea ch on SCMPs has been la gely concen-
a ed in de eloped economies, o e looking hei impac in de eloping coun ies whe e
SCM adop ion is s ill e ol ing (M. G. M. Yang e al.,2011;Yose e al.,2023;Jum’a e al.,
2024). Many mul ina ional co po a ions ha e eloca ed hei manu ac u ing ope a ions o
de eloping na ions o capi alize on lowe labo cos s and ax incen i es (Coyle e al.,2015;
Tukamuhabwa e al.,2017). Howe e , while hese egions con ibu e signi ican ly o global
supply chains, s udies on SCMPs in hese con ex s emain limi ed (Lau ie ,2024;Wan e al.,
2022). Add essing his esea ch gap is c ucial o de eloping ailo ed SCM s a egies ha
accoun o he speci ic challenges and oppo uni ies aced by i ms in hese egions.
The manu ac u ing sec o is a key pilla o Jo dan’s economy, con ibu ing app oxi-
ma ely 17.3% o GDP and se ing as he second-la ges economic d i e a e he se ice
sec o (Jo dan Chambe o Indus y,2023). Expo -o ien ed i ms, pa icula ly hose in
he Ga men , Tex ile, and Lea he (GTL) sec o , play a c i ical ole in he coun y’s eco-
nomic g ow h (Ramadhani e al.,2018). Despi e compe i ion om o he indus ies, such
as chemicals, mining, and ag icul u e, he GTL sec o has emained a dominan o ce,
Adm. Sci. 2025,15, 132 3 o 23
su passing JOD 1.4 billion in expo alue in ecen yea s (Jo dan Chambe o Indus y,
2023). Mo eo e , he sec o aligns wi h g een ade p inciples, enhancing i s a ac i e-
ness o in es o s. Go e nmen -d i en ini ia i es, such as he es ablishmen o Quali ied
Indus ial Zones (QIZs), ha e u he p essu ed i ms o adop imp o ed SCMPs o main-
ain compe i i eness (Holzbe g,2023). Howe e , esea ch indica es ha SCM adop ion
in Jo dan emains limi ed, wi h many i ms lacking awa eness and he implemen a ion
o e ec i e SCMPs (Alzubi & Akke man,2022). Fu he mo e, s udies on sus ainabili y
imp o emen s highligh he need o policies ha p omo e sus ainable manu ac u ing
echnologies, pa icula ly in de eloping economies (Mon iel-He nández e al.,2024;Jum’a
e al.,2024;Yose e al.,2023).
Gi en his con ex , he e is a c i ical need o examine how SCMPs con ibu e o bo h OP
and ESP in Jo dan’s GTL sec o . This s udy ills a signi ican esea ch gap by in es iga ing
he e ec i eness o SCMPs in a de eloping economy, o e ing insigh s in o how hese
p ac ices in luence pe o mance ou comes unde a ying le els o SCD. Speci ically, his
esea ch add esses he ollowing esea ch ques ions: (1) How do SCMPs in luence OP?
(2) How do SCMPs impac ESP? (3) Does SCD mode a e he ela ionship be ween SCMPs
and OP/ESP?
This s udy’s no el y lies in i s examina ion o six key SCMPs—s a egic supplie
pa ne ship (SSP), cus ome ela ionship managemen (CRM), in e nal lean p ac ices (ILPs),
le el o in o ma ion sha ing (LIS), quali y o in o ma ion sha ing (QIS), and pos ponemen
(PP)—wi hin Jo dan’s expo -o ien ed GTL sec o . By in eg a ing SCD as a mode a ing
a iable, his esea ch ex ends con ingency heo y and p o ides empi ical e idence on how
ex e nal unce ain ies shape SCM–pe o mance ela ionships.
Unlike p e ious s udies ha p ima ily ocus on de eloped economies, his s udy
con ex ualizes SCM p ac ices in a de eloping ma ke , o e ing a holis ic amewo k o
building esilien and sus ainable supply chains. The indings con ibu e o bo h he
academic li e a u e and manage ial p ac ice, equipping supply chain p o essionals wi h
ac ionable s a egies o op imize pe o mance in dynamic business en i onmen s.
This pape is s uc u ed as ollows: Sec ion 2 ep esen s a li e a u e e iew om which
he esea ch objec i es, ques ions, hypo heses, and concep ual model we e de eloped.
Sec ion 3includes he esea ch me hodology, whe eas he indings and discussion a e ep-
esen ed in Sec ion 4. Finally, in Sec ion 5, he s udy’s conclusion, u u e ecommenda ions,
and limi a ions a e ep esen ed.
2. Li e a u e Re iew
2.1. SCMPs’ Dimensions
Implemen ing SCMPs e ec i ely is c ucial o i ms o no only sus ain hei com-
pe i i e edge in he in e na ional ma ke bu o enhance hei o e all pe o mance (Baisa
e al.,2023). A key s ep owa d achie ing e icien SCMPs is ecognizing hei signi icance.
Many s udies ha e examined and empi ically alida ed a ious SCMP aspec s (Table 1).
By e iewing he li e a u e, i was ound ha he op p ac ices used in in es iga ing he
SCMPs–pe o mance nexus in de eloping and eme ging economies mainly encompass
some o all o i e dimensions, ep esen ing he ups eam side o he SC h ough SSP, he
downs eam side o he SC h ough CRM, as well as in e nal SC p ocesses h ough PP
and hose in ol ing all SC membe s h ough LIS and QIS. Howe e , ILP, a c i ical dimen-
sion o achie ing sus ainabili y, was no add essed as pa o SCMPs’ cons uc in hese
s udies, despi e being ecognized alongside he i e p e iously men ioned dimensions in
he pionee ing wo k o Li e al. (2005), who es ablished he amewo k o de ining he
dimensions o SCMPs. ILPs ha e only been included in a limi ed numbe o s udies, like
Hashim e al. (2020) and Khalil e al. (2019), lea ing hem la gely unde explo ed.
Adm. Sci. 2025,15, 132 4 o 23
Table 1. SCMPs dimensions.
Dimensions Desc ip ion
S a egic Supplie
Pa ne ship (SSP)
O ganiza ions mus mo e away om ansac ional a m’s leng h in e ac ions and owa d
long-las ing ones (Huang e al.,2014).
Cus ome Rela ionship
Managemen (CRM)
Ac i i ies ela ed o cus ome engagemen should be managed, aiming o build las ing
ela ionships and enhance cus ome expe ience h ough s ong clien se ice (Chen & Wu,
2016;Jum’a e al.,2021).
In e nal Lean P ac ices (ILPs)
This is he p ocess o ge ing id o all he ime and ma e ials ha a e los h oughou he
p oduc ion p ocess. A philosophy, wo k e hic, me hod, managemen idea, alue, a i ude, o
e hos can all be conside ed lean (Li e al.,2006;I anmanesh e al.,2019;Jum’a e al.,2022).
Le el o In o ma ion Sha ing (LIS)
The deg ee o supply chain pa ne s in exchanging sensi i e and p i a e–classi ied
in o ma ion (Jum’a e al.,2021;Li e al.,2006).
Quali y o In o ma ion
Sha ing (QIS)
Accu acy, imeliness, us wo hiness, su iciency, and dependabili y o he in o ma ion
sha ed ac oss all pa ies in he supply chain (Nazi a & Ramachand an,2019).
Pos ponemen (PP)
This e e s o he me hods i ms use du ing manu ac u ing p ocesses o cope wi h hu dles in
he supply chain o a oid isks and, in he mean ime, enhance o ganiza ional pe o mance
(Simão e al.,2016).
Sou ce: de eloped by au ho .
In he con ex o ESP, he lean concep has been in es iga ed in mos s udies ei he
independen ly o in syne gy wi h g een supply chain managemen (GSCM) (Bandehnezhad
e al.,2012;Dies e & Panizzolo,2019;I anmanesh e al.,2019). This ep esen s a no able gap
in empi ical esea ch, pa icula ly gi en he inc easing emphasis on sus ainabili y in SCM.
The e o e, by including ILP, his s udy aims o o e a comple e comp ehension o SCMPs
and hei in luence on he pe o mance o o ganiza ions and he en i onmen wi hin a
de eloping coun y, such as Jo dan. Fo his s udy, six p ac ices we e concep ualized,
aligning wi h he indings o Li e al. (2006). A b ie discussion o hese dimensions is
p o ided in Table 1.
2.2. O ganiza ional Pe o mance (OP) and En i onmen al Sus ainabili y Pe o mance (ESP)
As pe F ase (2006), linking SC ope a ions o inancial me ics is c ucial o imp o ing
bo h business pe o mance and ope a ional e iciency. The e o e, expe s a e inc easingly
in e es ed in examining he in luence o SCMPs on i m pe o mance, ecognizing hei
g owing impo ance, as indica ed by p e ious s udies, like Li e al. (2006). O ganiza ional
pe o mance is a comp ehensi e e m ha allows businesses o e alua e hei success by
demons a ing how well hei inancial and ma ke objec i es a e me (Li e al.,2006;Roh
e al.,2022). This s udy used he same indica o s p oposed by many s udies, such as M. G.
M. Yang e al. (2011), Maaz and Ahmad (2022), and Jum’a e al. (2021), o assess he OP o
GTL expo manu ac u ing i ms in Jo dan, as hey ha e been adop ed in ecen s udies in
de eloping egions. Fo ins ance, Maaz and Ahmad (2022) applied hese same measu es
while also inco po a ing non- inancial me ics ela ed o cus ome sa is ac ion.
The p ima y goal o businesses has always been economic; howe e , he escala ing
clima e ca as ophe is p essu ing businesses o inc ease hei commi men o ESP, wi h an
eye owa d being ca bon-neu al o mee mode n socie al expec a ions (Khan e al.,2021;
Roh e al.,2022;S ensson e al.,2016). The e o e, businesses should p io i ize he use o
SCMPs o imp o e o e all pe o mance while also con ibu ing o a g eene en i onmen
(Aslam e al.,2021;Jum’a,2023).
An en i onmen al impac is cha ac e ized by he in e na ional s anda d ISO 14001 as
any change o he en i onmen caused by human ac ions, ega dless o being bene icial o
de imen al (Ga cía Alca az e al.,2022;Rasheed e al.,2023). As pe Cha dine-Baumann
and Bo a-Genoulaz (2014), sus ainabili y pe o mance is di ided in o h ee p ima y pilla s,

Adm. Sci. 2025,15, 132 5 o 23
en i onmen al, economic, and social, all o which a e impo an and ele an o ope a ions
and SCM. Howe e , o he bes o he au ho s’ knowledge, among hese dimensions, eco-
nomic and en i onmen al ac o s a e mo e p io i ized in sus ainabili y assessmen s, as
e idenced by he esea ch conduc ed by Ma shall e al. (2015) and Mon iel-He nández e al.
(2024). This ocus suppo s he emphasis o his s udy on o ganiza ional and en i onmen al
pe o mance. This s udy uses he same pe o mance me ics adop ed by Al-Ghwayeen and
Abdallah (2018) on en i onmen al sus ainabili y, who in es iga ed common issues, includ-
ing e o s o educe ai emissions, was e minimiza ion, dec eased solid was e gene a ion, a
educed use o haza dous ma e ials, lowe en i onmen al acciden a es, and he o e all
imp o emen o a company’s en i onmen al si ua ion.
2.3. Hypo hesis De elopmen
2.3.1. SCMPs’ In luence on O ganiza ional Pe o mance
Nume ous s udies ha e empi ically examined he impac o a ious SCMPs wi hin
speci ic manu ac u ing sec o s o ac oss mul iple sec o s in di e en geog aphical loca ions,
all wi h he common goal o imp o ing o ganiza ional ou comes, as demons a ed in Table 2.
Table 2. Summa y o SCM- ela ed s udies.
Au ho s SSP CRM LIS QIS PP ILPs Time o
Ma ke
Cus ome
Sa is ac ion
Ou sou ce
Saad e al. (2024) X X X X X
Hassan (2023) X X X X
Rasheed e al. (2023) XXXXX
Hejazi (2022) X X X X
Al-Madi e al. (2021) XXXXX
Jum’a e al. (2021) XXXXX
Keawkun i e al. (2020)XXXXX X
Hashim e al. (2020) X X X X X
U ami e al. (2019) X X X
Khalil e al. (2019) X X X X X
Quynh and Huy (2018)XXXX
Salleh (2017) X X X
A ia and Salama (2018) X X X
Hussain e al. (2014) X X X X
Mwale (2014) XXXXXX
Sou ce: de eloped by au ho .
Acco ding o Hussain e al. (2014), i ms’ pe o mance in Pakis an’s consume goods
manu ac u ing sec o was in luenced solely by SSP. In con as , Mwale (2014) and Salleh
(2017) epo ed posi i e esul s in Kenya and Malaysia, espec i ely. Likewise, he indings
o Hashim e al. (2020), in Pakis an’s ex ile indus y, ound ha all i e concep ualized
p ac ices, including SSP, CRM, LIS, QIS, and ILPs, had a signi ican posi i e impac on OP.
Howe e , Hassan (2023) ound di e en esul s wi hin he same indus y con ex , e ealing
ha only QIS sha ing and SSP we e signi ican .
In addi ion, Jum’a e al. (2021) in es iga ed he impac o SSP, CRM, LIS, QIS, and PP
in mul iple manu ac u ing sec o s in Jo dan. The esul s e eal ha CRM, LIS, and QIS
did no p o e o be signi ican e ec s on inancial pe o mance, which con as s wi h he
esul s o Al-Madi e al. (2021), who ound ha all i e p ac ices posi i ely in luenced he
pe o mance o Jo danian medical de ice manu ac u e s.
Adm. Sci. 2025,15, 132 6 o 23
Keawkun i e al.’s (2020) s udy ound ha bo h CRM and PP posi i ely impac he
business pe o mance o he pha maceu ical indus y in Thailand. Con e sely, Hejazi (2022)
ound ha PP had no signi ican in luence on OP o he ood manu ac u ing sec o in Saudi
A abia. Quynh and Huy (2018) ound ha only CRM and QIS had a signi ican impac on
OP in Vie nam, whe eas he indings o U ami e al. (2019) show ha all SCM p ac ices had
a conside able and posi i e e ec on bo h inancial and economical sus ainabili y. These
esul s a e inconsis en wi h hose o Khalil e al. (2019), whose s udy ound ha only QIS,
PP, and ILPs had a signi ican impac on o ganiza ional pe o mance.
Unlike ea lie s udies ha ocused on he impac o indi idual SCMPs on OP, Rasheed
e al. (2023) and A ia and Salama (2018) examined he o e all impac o SCMPs on OP. All
h ee s udies ound posi i e and signi ican esul s, wi h Rasheed e al. (2023) epo ing
imp o emen s in he pe o mance o ex ile manu ac u e s in Pakis an, Jum’a e al. (2021)
co e ing mul iple sec o s in Jo dan, and A ia and Salama (2018) ocusing on he ood
indus y in Saudi A abia.
In examining he exis ing li e a u e on he ela ionship be ween SCMPs and OP,
se e al key insigh s and gaps become e iden , including inconsis en indings ac oss he
li e a u e, whe ein, o e all, SCMPs ha e a posi i e and di ec impac on OP. Mo eo e ,
insu icien a en ion has been paid o in es iga ing he impac o ILPs as a pa o SCMPs on
manu ac u ing i ms’ pe o mance. The e o e, he ollowing hypo heses we e de eloped:
H1: SSP has a posi i e, signi ican impac on OP.
H2: CRM has a posi i e, signi ican impac on OP.
H3: LIS has a posi i e, signi ican impac on OP.
H4: QIS has a posi i e, signi ican impac on OP.
H5: ILPs ha e a posi i e, signi ican impac on OP.
H6: PP has a posi i e, signi ican impac on OP.
2.3.2. SCMPs’ In luence on En i onmen al Sus ainabili y Pe o mance
The ocus o he exis ing s udies in e ms o ESP was in es iga ed in ela ion o lean
p ac ices and g een supply chain managemen p ac ices wi h limi ed a en ion on SCMPs
(Jum’a e al.,2022). Fo ins ance, Al-Ghwayeen and Abdallah (2018) conduc ed an empi ical
s udy in Jo danian manu ac u ing i ms o assess he impac o GSCM on en i onmen al
pe o mance, showing a posi i e and conside able impac .
In addi ion, Kosasih e al. (2023) explo ed he inco po a ion o lean–g een p ac ices in
Indonesia’s manu ac u ing indus y. Findings indica e ha lean p ac ices di ec ly enhance
g een p ac ices and sus ainabili y pe o mance. Mo eo e , Bandehnezhad e al. (2012)
in es iga ed he impac o ILPs as a s andalone cons uc on en i onmen al pe o mance in
Malaysian manu ac u ing i ms, inco po a ing dimensions such as p ocess and equipmen ,
manu ac u ing planning and con ol, HRM, SSP, and CRM. Resul s show ha all p ac ices
ha e a signi ican impac on EP, excep o supplie ela ionships and manu ac u ing
planning and con ol.
Simila ly, I anmanesh e al. (2019) concep ualized he same p ac ices o in es iga e
hei impac on sus ainable pe o mance. Thei indings, based on manu ac u ing i ms
in Malaysia, indica e ha p ocess and equipmen , SSP, and CRM ha e a posi i e and
signi ican e ec on sus ainable pe o mance. Likewise, Dies e and Panizzolo (2019) used
a mul iple-case-s udy echnique o e alua e he ans o ma ion jou ney o lean p ac ices
Adm. Sci. 2025,15, 132 7 o 23
in h ee I alian manu ac u ing o ganiza ions and hei di ec in luence on en i onmen al
pe o mance o e a pe iod o i e yea s. The s udy’s indings show ha implemen ing lean
echniques imp o es en i onmen al pe o mance by educing was e, inc easing esou ce
usage, and enhancing en i onmen al sus ainabili y.
No wi hs anding he indings o p e ious s udies, which p opose a di ec posi i e
impac o ILPs on en i onmen al pe o mance, some a gue ha lean echniques alone may
no ha e a subs an ial impac on en i onmen al esul s. Fo example, M. G. M. Yang e al.
(2011) s udied h ee in e ela ed sub-dimensions o lean manu ac u ing and disco e ed
ha implemen ing lean p ac ices by hemsel es does no di ec ly and signi ican ly imp o e
en i onmen al pe o mance.
Mo eo e , Jum’a e al.,2021 and Rasheed e al.,2023 we e one o he ea lies s udies
o in es iga e he di ec and indi ec ela ionship be ween SCMPs on en i onmen al sus-
ainabili y. The s udy by Jum’a e al. (2021) e ealed ha all SCM p ac ices, excep o SSP,
had a signi ican posi i e impac on ESP, whe eas Rasheed e al. (2023) ound ha SCMPs’
o e all impac s on en i onmen al impac s we e signi ican .
In conclusion, a no able gap in he li e a u e in ol es a sca ci y o s udies in es iga ing
he impac s o SCMPs on en i onmen al pe o mance. The e o e, based on he esea ch
comple ed by Dies e and Panizzolo (2019), Hashim e al. (2020), Jum’a e al. (2021), and
Rasheed e al. (2023), he ollowing assump ions we e de eloped:
H7: SSP has a posi i e, signi ican impac on ESP.
H8: CRM has a posi i e, signi ican impac on ESP.
H9: LIS has a posi i e, signi ican impac on ESP.
H10: QIS has a posi i e, signi ican impac on ESP.
H11: ILPs ha e a posi i e, signi ican impac on ESP.
H12: PP has a posi i e, signi ican impac on ESP.
2.3.3. Supply Chain Dynamism (SCD) as Mode a o
SCD has been in es iga ed in a ious s udies as a mode a o . Fo example, Lee
e al. (2016) e ealed ha he link be ween supply chain in eg a ion (SCI) and logis ics
pe o mance in he Sou h Ko ean manu ac u ing indus y is no able. Thei indings con i m
ha i ms wi h a high le el o SCD show be e capabili ies in linking SCI wi h logis ics
pe o mance. Addi ionally, he in ica e ela ionship among a i icial in elligence (AI),
supply chain collabo a ion (SCC), supply chain pe o mance (SCP), supply chain esilience
(SCR), and adap i e capabili ies (ACs) was examined in a global se ing by Belhadi e al.
(2024). Resul s show ha SCD mode a es he ela ionship be ween AI and AC, AI and SCP,
and AI and SCC. This means ha he dynamic en i onmen o SCs can posi i ely in luence
i ms’ adap i e and in o ma ion p ocessing capabili ies as well as SCC.
Also, Billah e al. (2023) disco e ed ha s a egic co po a e diplomacy (SCD) e ec i ely
in luences he connec ion be ween IoT and sus ainabili y pe o mance as well as IoT
and supply chain coo dina ion (SCC). In a sepa a e in es iga ion, Isnaini e al. (2020)
concluded ha SCD has a bene icial impac on he associa ion be ween sus ainable SCMPs
and sus ainabili y pe o mance in he Indonesian es au an indus y. Ali e al. (2024)
in es iga ed he impac o SCR and digi al supply chains (DSCs) on SC sus ainabili y.
Resul s show ha SCD posi i ely mode a es he ela ionship wi h SCR and DSCs. As s a ed
by Zailani and Rajagopal (2005), p oduc s wi h a sho li ecycle equi e a as adap ion o
Adm. Sci. 2025,15, 132 8 o 23
ma ke changes, a con inuous assessmen o ma ke condi ions, and he adop ion o lexible
s a egies o p ese e hei compe i i e edge.
This aligns wi h he scope o his s udy, whe e he GTL sec o is known o i s as -
paced changes. Based on p e ious s udies, i was ound ha SCD emains unde explo ed
in he con ex o de eloping coun ies, like Jo dan. The e o e, he ollowing hypo heses
we e de eloped o ill his gap:
H13a–H13 : SCD mode a es he ela ionship be ween SCMPs (SSP, CRM, LIS, QIS, ILPs, and
PP) and OP, espec i ely.
H14a–H14 : SCD mode a es he ela ionship be ween SCMPs (SSP, CRM, LIS, QIS, ILPs, and
PP) and ESP, espec i ely.
Table 2p o ides a summa y o he main s udies ha in es iga ed SCMPs.
2.4. Concep ual F amewo k
A e e iewing he p e ious li e a u e comp ehensi ely, i is e iden ha only a
limi ed numbe o s udies ha e examined he connec ion be ween SCMPs and OP/ESP.
To he au ho s’ knowledge, no s udy has ye in es iga ed SCD as a con ingency ac o in
Jo dan. As a esul , he ollowing concep ual amewo k was de eloped o add ess his
gap in he li e a u e (see Figu e 1).
Adm.Sci.2024,14,xFORPEERREVIEW9o 25



Figu e1.Resea chmodel.
3.Ma e ialsandMe hods
3.1.SamplingandDa aCollec ion
In hiss udy, he o alpopula ionconsis edo expo -o ien edmanu ac u ing i ms
omGTLsec o s.Toensu e hiss udy’s ele ance, hesamplewaslimi ed omedium
andla ge i mswhe eSCMPsa eimplemen ed.The a ge edpa icipan sincludedhighe 
manage s(e.g.,CEOs,p esiden s,and icep esiden s);middlemanage s(e.g.,p ocu e-
men ,ma ke ing,p oduc ion,logis ics,andaccoun ing);and i s -linemanage s(e.g.,su-
pe iso sand ela edposi ions).Responden swe epu pose ullyselec ed oensu eaccu-
a e esponses o he esea chques ions,employinganon-p obabili ypu posi esampling
echnique(Saunde se al.,2019).Thisapp oachemphasized heimpo anceo in ol ing
uppe managemen specialis swhopossessin-dep hknowledgeo SCMp ocessesand
canp o idec edibleanswe s.
Since hiss udyexplo esSCMPsinade elopingma ke con ex ,apu posi esam-
pling echniquewasused,asacomp ehensi esampling ame o allexpe sin he ield
wasno a ailable.Thisnon-p obabili ysamplingapp oachwaschosen o a ge senio 
esponden swhospecializeinSCMandwhopossesssufficien knowledge oaccu a ely
answe  heques ionnai e.Addi ionally, heGTLsec o isconside edanichema ke 
wi hin heJo danian ex ilemanu ac u ingindus y, u he jus i ying heuseo pu pos-
i esampling.Onepo en iallimi a iono pu posi esamplingisselec ionbias,aspa ici-
pan swe echosenbasedonspeci icc i e ia a he  han h ough andomselec ion.Con-
sequen ly, he indingsmayno  ully ep esen  heb oade popula ion,whichcouldim-
pac  heex en  owhich he esul scanbeappliedindiffe en con ex s.Howe e ,e en
hough hissamplingme hodmaylimi  hegene alizabili yo  he esul s,i s indings
con ibu e o heexis ingli e a u ebyexaminingSCMp ac icesin heJo danianGTL
sec o andmigh be eplica edinsimila con ex s.
Aques ionnai ewasused ocollec p ima yda a,as his acili a es heexplo a iono 
ela ionshipsamong a iables.Asel -adminis e edques ionnai ewasdis ibu ed
h ough a iousonlinechannels oinc ease hechanceso pa icipa ion.A o alo 204
su eyswe e e u nedou o  he400dis ibu ed, esul ingina51% esponse a e.
S uc u alequa ionmodeling(SEM)analysisdependsonasufficien samplesize o
gua an ees a is icalpowe andmodels abili y; hus, hiss udyshould ocusonhow he
Figu e 1. Resea ch model.
3. Ma e ials and Me hods
3.1. Sampling and Da a Collec ion
In his s udy, he o al popula ion consis ed o expo -o ien ed manu ac u ing i ms
om GTL sec o s. To ensu e his s udy’s ele ance, he sample was limi ed o medium and
la ge i ms whe e SCMPs a e implemen ed. The a ge ed pa icipan s included highe man-
age s (e.g., CEOs, p esiden s, and ice p esiden s); middle manage s (e.g., p ocu emen ,
ma ke ing, p oduc ion, logis ics, and accoun ing); and i s -line manage s (e.g., supe i-
so s and ela ed posi ions). Responden s we e pu pose ully selec ed o ensu e accu a e
esponses o he esea ch ques ions, employing a non-p obabili y pu posi e sampling
echnique (Saunde s e al.,2019). This app oach emphasized he impo ance o in ol ing
uppe managemen specialis s who possess in-dep h knowledge o SCM p ocesses and can
p o ide c edible answe s.
Adm. Sci. 2025,15, 132 15 o 23
SCMPs did no yield signi ican esul s. A slope analysis o he mode a ing e ec o
SCD on he ela ionship be ween PP and bo h OP and ESP e ealed ha a highe le els
o SCD, he posi i e impac o PP on pe o mance ou comes is mo e p onounced. This
sugges s ha in highly dynamic supply chain en i onmen s, i ms ha adop PP s a egies
expe ience g ea e imp o emen s in OP and ESP compa ed o hose ope a ing in mo e
s able condi ions, as shown in Figu es 3and 4.
Table 9. Di ec and indi ec e ec s o he model.
Hyp. No. Pa h Desc ip ion T S a is ics p-Values Resul s
H1 SSP -> OP 1.298 0.194 Rejec ed
H2 CRM -> OP 0.077 0.938 Rejec ed
H3 LIS -> OP 6.935 0.000 Accep ed
H4 QIS -> OP 0.032 0.975 Rejec ed
H5 ILPs -> OP 2.088 0.037 Accep ed
H6 PP -> OP 0.472 0.637 Rejec ed
H7 SSP -> ESP 2.599 0.009 Accep ed
H8 CRM -> ESP 0.247 0.805 Rejec ed
H9 LIS -> ESP 2.760 0.006 Accep ed
H10 QIS -> ESP 0.479 0.632 Rejec ed
H11 ILPs -> ESP 2.891 0.004 Accep ed
H12 PP -> ESP 3.727 0.000 Accep ed
Indi ec E ec Resul s o he Model
Hyp. No. Pa h Desc ip ion T s a is ics p- alues Resul s
H13 SCD x PP -> OP 2.310 0.021 Accep ed
H14 SCD x PP -> ESP 2.988 0.003 Accep ed
Sou ce: de eloped by au ho .
Adm.Sci.2024,14,xFORPEERREVIEW16o 25



Figu e3.Slopeanalysiso SCDon he ela ionshipbe weenPPandOP.Red=SCDa −1S anda d
De ia ion.Blue=SCDa Mean.G een=SCDa +1S anda dDe ia ion.

Figu e4.Slopeanalysiso SCDon he ela ionshipbe weenPPandESP.Red=SCDa −1S anda d
De ia ion.Blue=SCDa Mean.G een=SCDa +1S anda dDe ia ion.
4.5.Discussion
The esul sshow ha SSPandCRM,asp oposedinH1andH2, espec i ely,didno 
signi ican lyaffec OP,con adic ing he indingso se e alp io s udies.Fo ins ance,
Hejazi(2022)emphasized ha OPisposi i elyin luencedbybo hSSPandCRM.Simi-
la ly,Al-Madie al.(2021),Hashime al.(2020),andU amie al.(2019) epo ed hese
p ac icesasc i icalcon ibu o s oOPsuccess.
Thediffe ing esul s o SSPandCRMonOPmays em om hena u eo  heexpo -
o ien ed i msope a ingunde  heQIZag eemen sinJo dan,whe ekeydecisionsa e
hea ilyin luencedby o eignpu chase s.Thislimi s i ms’au onomyinSSPandCRM,
po en ially es ic ing hei impac onOP.Addi ionally,acco ding oDaneseandRomano
(2011)andYusu andShehu(2017), heimpac o cus ome in eg a ionono ganiza ional
pe o mancemay a y,dependingon heamoun o supplie in eg a ion.Thiscommen 
s esses hiss udy’s indings,which e ealanegligibleassocia ionbe weenSSPandOP.
Figu e 3. Slope analysis o SCD on he ela ionship be ween PP and OP. Red = SCD a
−
1 S anda d
De ia ion. Blue = SCD a Mean. G een = SCD a +1 S anda d De ia ion.

Adm. Sci. 2025,15, 132 16 o 23
Adm.Sci.2024,14,xFORPEERREVIEW16o 25



Figu e3.Slopeanalysiso SCDon he ela ionshipbe weenPPandOP.Red=SCDa −1S anda d
De ia ion.Blue=SCDa Mean.G een=SCDa +1S anda dDe ia ion.

Figu e4.Slopeanalysiso SCDon he ela ionshipbe weenPPandESP.Red=SCDa −1S anda d
De ia ion.Blue=SCDa Mean.G een=SCDa +1S anda dDe ia ion.
4.5.Discussion
The esul sshow ha SSPandCRM,asp oposedinH1andH2, espec i ely,didno 
signi ican lyaffec OP,con adic ing he indingso se e alp io s udies.Fo ins ance,
Hejazi(2022)emphasized ha OPisposi i elyin luencedbybo hSSPandCRM.Simi-
la ly,Al-Madie al.(2021),Hashime al.(2020),andU amie al.(2019) epo ed hese
p ac icesasc i icalcon ibu o s oOPsuccess.
Thediffe ing esul s o SSPandCRMonOPmays em om hena u eo  heexpo -
o ien ed i msope a ingunde  heQIZag eemen sinJo dan,whe ekeydecisionsa e
hea ilyin luencedby o eignpu chase s.Thislimi s i ms’au onomyinSSPandCRM,
po en ially es ic ing hei impac onOP.Addi ionally,acco ding oDaneseandRomano
(2011)andYusu andShehu(2017), heimpac o cus ome in eg a ionono ganiza ional
pe o mancemay a y,dependingon heamoun o supplie in eg a ion.Thiscommen 
s esses hiss udy’s indings,which e ealanegligibleassocia ionbe weenSSPandOP.
Figu e 4. Slope analysis o SCD on he ela ionship be ween PP and ESP. Red = SCD a
−
1 S anda d
De ia ion. Blue = SCD a Mean. G een = SCD a +1 S anda d De ia ion.
4.5. Discussion
The esul s show ha SSP and CRM, as p oposed in H1 and H2, espec i ely, did no
signi ican ly a ec OP, con adic ing he indings o se e al p io s udies. Fo ins ance,
Hejazi (2022) emphasized ha OP is posi i ely in luenced by bo h SSP and CRM. Simila ly,
Al-Madi e al. (2021), Hashim e al. (2020), and U ami e al. (2019) epo ed hese p ac ices
as c i ical con ibu o s o OP success.
The di e ing esul s o SSP and CRM on OP may s em om he na u e o he expo -
o ien ed i ms ope a ing unde he QIZ ag eemen s in Jo dan, whe e key decisions a e
hea ily in luenced by o eign pu chase s. This limi s i ms’ au onomy in SSP and CRM,
po en ially es ic ing hei impac on OP. Addi ionally, acco ding o Danese and Romano
(2011) and Yusu and Shehu (2017), he impac o cus ome in eg a ion on o ganiza ional
pe o mance may a y, depending on he amoun o supplie in eg a ion. This commen
s esses his s udy’s indings, which e eal a negligible associa ion be ween SSP and OP.
In con as , he esul s show ha OP is signi ican ly in luenced by LIS, as o mula ed
in H3. This inding aligns wi h hose o Jum’a e al. (2021) and Salleh (2017), who concluded
ha highe le els o in o ma ion sha ing enhance supply chain isibili y, enable be e
planning, and op imize esou ces, he eby con ibu ing o be e business pe o mance and
a compe i i e ad an age. Al hough OP was posi i ely in luenced by he quan i y aspec o
in o ma ion (LIS), he esul s show ha QIS, as claimed in H4, did no exhibi a signi ican
impac on OP, de ia ing om he indings o Hassan (2023) and Keawkun i e al. (2020).
This sugges s ha when i ms lack access o high-quali y, imely, and eliable da a, hei
abili y o d i e ope a ional imp o emen s may be educed, he eby diminishing he impac
o QIS on pe o mance.
Rega ding he impac o in e nal p ac ices on OP, ILPs, as claimed in H5, demons a ed
posi i e pe o mance ou comes, aligning wi h he indings o Hashim e al. (2020) and
Khalil e al. (2019). In con as , PP, as p edic ed in H6, showed no signi ican impac
on OP. Al hough pos ponemen is designed o manage isks by delaying inal p oduc
assembly un il cus ome o de s a e ecei ed, his app oach did no lead o pe o mance
imp o emen s. One possible explana ion o his esul is he need o highe le els o
educa ion and expe ise o e ec i e implemen a ion, as highligh ed by Hussain e al. (2014).
Mo eo e , since i ms ope a e unde igid buye -d i en models, he po en ial bene i s o
pos ponemen may no be ansla ed in o imp o emen s in o ganiza ional pe o mance.
Adm. Sci. 2025,15, 132 17 o 23
In he con ex o ESP, he esul s show ha SSP, as claimed in H7, e ealed a signi ican
posi i e ela ionship wi h ESP. SSP can educe was e, sa e ene gy, and enhance en i on-
men al ou comes h ough e ec i e collabo a ion and knowledge sha ing, as claimed by he
indings o Bandehnezhad e al. (2012) and I anmanesh e al. (2019).
CRM, as p oposed in H8, was ound o ha e no signi ican impac on ESP in his
s udy. These indings a e inconsis en wi h hose o Jum’a e al. (2021) and I anmanesh e al.
(2019), who iden i ied CRM as a signi ican con ibu o o ESP. This could be a ibu ed o
he ac ha sus ainabili y policies a e dic a ed by buye s and en o ced ex e nally h ough
supplie selec ion a he han di ec cus ome engagemen , he eby limi ing he impac o
CRM on sus ainabili y e o s.
This s udy also ound ha LIS, as p edic ed in H9, signi ican ly in luences en i on-
men al ou comes. These esul s a e consis en wi h Jum’a e al. (2021), who concluded ha
LIS acili a es accu a e demand o ecas ing, educing was e and o e p oduc ion, he eby
con ibu ing o imp o ed en i onmen al pe o mance.
QIS, as claimed in H10, was ound o ha e an insigni ican impac on ESP. Acco ding o
Li e al. (2006), longe and mo e complex supply chains a e p one o in o ma ion dis o ion,
which can nega i ely impac in o ma ion quali y. This complexi y in he GTL supply chain
could also explain he disc epancies in QIS’s in luence on ESP obse ed in his s udy.
This s udy e eals ha ESP is posi i ely in luenced by bo h ILPs and PP, as p edic ed in
H11 and H12, espec i ely. The indings align wi h hose o Bandehnezhad e al. (2012) and
I anmanesh e al. (2019), who emphasized ha adop ing lean p ac ices is c i ical o achie -
ing en i onmen al bene i s. While i ms may no expe ience pe o mance imp o emen s
om PP in e ms o OP, his p ac ice can s ill enhance ESP by ensu ing compliance wi h
global sus ainabili y equi emen s and educing en i onmen al impac s. The posi i e e ec
o PP is u he suppo ed by B. Yang e al. (2005), who highligh ed ha pos ponemen
minimizes excessi e in en o y in he ea ly supply chain s ages, p e en ing o e p oduc ion,
educing was e, conse ing ene gy, and aligning wi h sus ainable business p ac ices.
This s udy shows insigni ican esul s o supply chain dynamism on o ganiza ional o
en i onmen al pe o mance in he Jo danian GTL sec o . The SCD i ems cap u e ola ili y
in cus ome p e e ences, p ocess changes, and compe i i e dynamics. Unlike indus ies
wi h g ea e au onomy, many s a egic decisions o majo expo -o ien ed en e p ises
ope a ing unde QIZ ag eemen s a e hea ily in luenced by he speci ica ions and c i e ia o
o eign pu chase s, limi ing he di ec in luence o supply chain dynamism on pe o mance
ou comes. The e o e, hese luc ua ions do no necessa ily lead o imp o ed pe o mance.
The absence o a signi ican link be ween SCD and ESP u he sugges s ha en i onmen al
sus ainabili y e o s in his sec o a e no in e nally d i en.
The indi ec impac o SCD as a mode a o be ween SCMPs and bo h OP and ESP
showed inconsis en esul s compa ed o p e ious s udies (Ali e al.,2024;Isnaini e al.,2020;
Lee e al.,2016;Billah e al.,2023). Among he six p ac ices, only PP was mode a ed by SCD,
in luencing bo h OP and ESP, as claimed in H13 and H14 , espec i ely. This sugges s ha
in he GTL sec o , no all SCMPs bene i om dynamism. Ins ead, p ac ices ha inhe en ly
o e lexibili y, like PP, become mo e c i ical as supply chain unce ain y inc eases.
The indings indica e ha as SCD ises, lexible p ac ices, like PP, become mo e im-
po an . PP enhances OP and ESP in dynamic en i onmen s by allowing i ms o delay
p oduc ion and inal assembly based on eal- ime demands. Despi e his sec o ’s na u e,
PP se es as an adap i e mechanism, helping i ms manage ex e nal unce ain ies while
main aining compliance wi h buye expec a ions. This explains why SCD s eng hens PP’s
impac on pe o mance, e en hough SCD alone does no di ec ly imp o e OP o ESP.
Adm. Sci. 2025,15, 132 18 o 23
5. Theo e ical and P ac ical Implica ions
5.1. Theo e ical Implica ions
This s udy makes se e al impo an heo e ical con ibu ions o he ield o SCM by
p o iding a nuanced unde s anding o how SCMPs in luence bo h ESP and OP, pa icula ly
in he con ex o a de eloping economy. While p io esea ch has p edominan ly ocused
on de eloped ma ke s, his s udy add esses a c i ical gap by examining SCMPs wi hin
Jo dan’s expo -o ien ed GTL sec o , o e ing aluable insigh s in o he unique challenges
and oppo uni ies aced by i ms in his se ing. By analyzing six key SCMPs, his s udy
enhances heo e ical pe spec i es on hei di e en ial impac on pe o mance ou comes,
e ealing ha no all p ac ices con ibu e equally o OP and ESP.
Addi ionally, his s udy ad ances con ingency heo y by explo ing he mode a ing
ole o SCD in shaping he e ec i eness o SCMPs. The indings indica e ha SCD sig-
ni ican ly mode a es he ela ionship be ween PP and bo h OP and ESP, highligh ing he
impo ance o adap abili y in highly dynamic supply chain en i onmen s. This con ibu es
o he heo e ical discou se on supply chain esilience, demons a ing ha i ms ope a ing
in ola ile ma ke s can achie e g ea e pe o mance bene i s by s a egically le e aging
pos ponemen . This s udy also challenges con en ional assump ions by showing ha SCD
does no signi ican ly mode a e o he SCMPs, sugges ing ha some p ac ices emain s able
in hei impac ega dless o en i onmen al unce ain y.
Mo eo e , his esea ch ex ends he li e a u e on sus ainable SCM by emphasizing he
dual objec i es o economic compe i i eness and en i onmen al esponsibili y. I ein o ces
he g owing ecogni ion ha in eg a ing sus ainabili y in o supply chain s a egies is no
only a egula o y o e hical necessi y bu also a pe o mance-enhancing ac o wi hin he
GTL sec o in Jo dan.
5.2. P ac ical Implica ions
SC manage s mus ac i ely d i e i ms owa d s onge en i onmen al sus ainabili y
commi men s by in eg a ing s uc u ed implemen a ion s a egies. The indings highligh
ha LIS signi ican ly enhances bo h OP and ESP, emphasizing he need o i ms o es ablish
eal- ime da a-sha ing mechanisms and anspa en communica ion channels ac oss he
supply chain. To achie e his, i ms should in es in digi al solu ions, such as cloud-based
SCM pla o ms, blockchain o aceabili y, and AI-d i en analy ics, ensu ing seamless
and accu a e in o ma ion low. Addi ionally, aining p og ams o employees on da a
managemen and digi al ools should be p io i ized o enhance LIS capabili ies and imp o e
decision-making e iciency.
ILPs also play a c ucial ole in imp o ing OP and ESP by s eamlining in e nal p o-
cesses and minimizing was e. Manu ac u e s should adop lean me hodologies, such as
JIT in en o y sys ems, kaizen ini ia i es, and c oss- unc ional eam collabo a ion, o op i-
mize p oduc ion e iciency and sus ainabili y. Implemen ing ene gy-e icien p oduc ion
echniques, au oma ion in ma e ial handling, and was e educ ion ini ia i es will u he
enhance ope a ional pe o mance while suppo ing en i onmen al goals.
Mo eo e , PP was ound o signi ican ly in luence OP and ESP when mode a ed by
SCD, sugges ing i s e ec i eness in high- eloci y, high-unce ain y indus ies, like as -
mo ing consume goods. To le e age PP e ec i ely, manage s should implemen lexible
p oduc ion sys ems, la e-s age cus omiza ion, and demand-d i en in en o y eplenish-
men s a egies o minimize isks associa ed wi h ma ke ola ili y. In es ing in modula
p oduc ion sys ems and digi al wins o eal- ime scena io planning can u he enhance
i ms’ abili y o adap o luc ua ing demand condi ions.
In addi ion, he nega i e impac o SSP on OP sugges s ha while sus ainable sup-
plie pa ne ships can d i e long- e m en i onmen al bene i s, hey may no immedia ely
Adm. Sci. 2025,15, 132 19 o 23
enhance ope a ional ou comes. Fi ms should engage supplie s in join sus ainabili y ini-
ia i es, such as g een ma e ial sou cing, was e educ ion p og ams, and ca bon oo p in
moni o ing, o ensu e ha sus ainabili y e o s align wi h supply chain e iciency. Sup-
plie e alua ion me ics should inco po a e ESG (En i onmen al, Social, and Go e nance)
compliance s anda ds, ensu ing ha sus ainabili y-d i en pa ne ships also con ibu e o
long- e m pe o mance imp o emen s.
Fu he mo e, he indings indica e ha CRM and QIS do no signi ican ly impac OP
o ESP, sugges ing ha hese p ac ices equi e s a egic ealignmen . Fi ms should ede ine
hei CRM s a egies o be e in eg a e sus ainabili y objec i es, ocusing on cus ome
engagemen ini ia i es ha p omo e eco- iendly p oduc s and esponsible consump ion.
Fo QIS, i ms mus enhance da a accu acy and ele ance h ough ad anced da a alida ion
echniques and AI-d i en quali y assessmen s, ensu ing ha sha ed in o ma ion adds eal
alue o supply chain decision-making.
Finally, i ms mus mo e beyond iewing SCD as me ely a pe o mance de e minan
and ins ead adop adap i e supply chain s a egies o mi iga e en i onmen al ola ili y.
Gi en he mode a ing ole o SCD on PP, i ms should de elop esilien supply chain mod-
els inco po a ing p edic i e analy ics, scena io-based isk managemen , and agile esponse
sys ems. Le e aging IoT-enabled moni o ing, digi al supply ne wo ks, and esponsi e lo-
gis ics s a egies will allow companies o p oac i ely adjus o en i onmen al unce ain ies,
imp o e decision-making, and align supply chain ope a ions wi h sus ainabili y goals.
6. Conclusions, Fu u e Resea ch, and Limi a ions
The esul s o his esea ch indica e ha wo dimensions, LIS and ILPs, ha e a dual
posi i e and signi ican impac on o ganiza ional and en i onmen al ou comes. These
indings sugges ha manu ac u ing i ms aiming o excel in bo h economic and en i on-
men al aspec s should ocus on p io i izing hese p ac ices in o hei ope a ions. Based on
he indings, gi en he eno mous bene i s o ILPs and LIS o OP, u u e esea ch should
in es iga e he speci ic p ocesses by which hese ac i i ies imp o e pe o mance in a ious
ci cums ances. Fu he mo e, PP equi es mo e lexibili y in esponse o ex e nal changes, as
i s e ec i eness in enhancing o ganiza ional and sus ainabili y pe o mance was mode a ed
in a highly dynamic en i onmen .
Fu u e esea ch should enhance he gene alizabili y o he indings by adop ing p oba-
bili y sampling me hods, such as simple andom sampling, s a i ied sampling, o clus e
sampling, o ensu e a mo e ep esen a i e sample o i ms ac oss di e en sec o s and
egions. This app oach would p o ide a b oade pe spec i e on he impac o SCMPs
on OP and ESP, making he esul s mo e applicable o di e se business en i onmen s.
Addi ionally, gi en ha his s udy elies solely on quan i a i e da a, u u e esea ch should
inco po a e quali a i e app oaches, such as in-dep h in e iews o case s udies, o explo e
he con ex ual ac o s in luencing SCMP adop ion and e ec i eness. This mixed-me hods
app oach could unco e manage ial pe spec i es, indus y-speci ic challenges, and bes
p ac ices ha a e no easily cap u ed h ough su ey da a.
Mo eo e , while his s udy ocuses on en i onmen al ou comes wi hin ESP, sus ainabil-
i y is a mul idimensional cons uc ha also includes social and economic ac o s. Fu u e
esea ch should conside in eg a ing hese dimensions o p o ide a mo e holis ic iew
o sus ainabili y pe o mance. Fo ins ance, examining how SCMPs con ibu e o social
esponsibili y ini ia i es, ai labo p ac ices, o economic esilience would o e a mo e
comp ehensi e unde s anding o hei long- e m impac . Resea che s could also explo e
he ole o go e nmen policies, ma ke egula ions, and indus y-speci ic sus ainabili y
s anda ds in shaping i ms’ supply chain s a egies.
Adm. Sci. 2025,15, 132 20 o 23
Fu he mo e, longi udinal s udies could p o ide aluable insigh s in o he long- e m
e ec s o SCMPs on pe o mance ou comes, allowing esea che s o ack changes o e
ime and assess he sus ainabili y o implemen ed p ac ices. Fu u e esea ch should also
examine he mode a ing ole o echnological ad ancemen s, such as a i icial in elligence,
blockchain, and he In e ne o Things (IoT), in op imizing supply chain p ocesses and
enhancing sus ainabili y pe o mance. These p ac ical ecommenda ions would help b idge
he gap be ween heo y and eal-wo ld applica ions, o e ing aluable insigh s o bo h
academics and p ac i ione s in he ield o supply chain managemen .
Au ho Con ibu ions: Concep ualiza ion, Y.B. and F.A.Y.; me hodology, F.A.Y. and L.J.; alida ion,
Y.B., F.A.Y. and L.J.; o mal analysis, Y.B.; in es iga ion, Y.B.; da a cu a ion, L.J.; w i ing—o iginal
d a p epa a ion, Y.B.; w i ing— e iew and edi ing, F.A.Y. and L.J.; isualiza ion, Y.B.; supe ision,
F.A.Y. and L.J.; p ojec adminis a ion, Y.B., F.A.Y. and L.J. All au ho s ha e ead and ag eed o he
published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : No applicable.
Da a A ailabili y S a emen : Da ase a ailable on eques om he au ho s.
Con lic s o In e es : The au ho s decla e no con lic o in e es .
Re e ences
Al-Ghwayeen, W. S., & Abdallah, A. B. (2018). G een supply chain managemen and expo pe o mance: The media ing ole o
en i onmen al pe o mance. Jou nal o Manu ac u ing Technology Managemen ,29(7), 1233–1252. [C ossRe ]
Ali, A. A. A., Sha aba i, A. A., Allahham, M., & Nase eddin, A. Y. (2024). The ela ionship be ween supply chain esilience and digi al
supply chain and he impac on sus ainabili y: Supply chain dynamism as a mode a o . Sus ainabili y,16(7), 3082. [C ossRe ]
Al-Madi, F., Al alah, T., Sh aah, A., & Abu-Rumman, A. (2021). Supply chain p ac ices and o ganiza ional pe o mance: E idence om
Jo danian medical de ices i ms. Unce ain Supply Chain Managemen ,9(4), 831–840. [C ossRe ]
Al-Sheyadi, A., Muylde mans, L., & Kauppi, K. (2019). The complemen a i y o g een supply chain managemen p ac ices and he
impac on en i onmen al pe o mance. Jou nal o En i onmen al Managemen ,242, 186–198. [C ossRe ]
Alzubi, E., & Akke man, R. (2022). Sus ainable supply chain managemen p ac ices in de eloping coun ies: An empi ical s udy o
Jo danian manu ac u ing companies. Cleane P oduc ion Le e s,2, 100005. [C ossRe ]
Aslam, J., Saleem, A., Khan, N. T., & Kim, Y. B. (2021). Fac o s in luencing blockchain adop ion in supply chain managemen p ac ices:
A s udy based on he oil indus y. Jou nal o Inno a ion and Knowledge,6(2), 124–134. [C ossRe ]
A ia, A., & Salama, I. (2018). Knowledge managemen capabili y and supply chain managemen p ac ices in he Saudi ood indus y.
Business P ocess Managemen Jou nal,24(2), 459–477. [C ossRe ]
Baisa, G. A., Schä e , J. G., & Alemu, A. E. (2023). Supply chain managemen p ac ices (SCMPs) and pe o mance nexus in de eloping
and eme ging economies (DEEs): A sys ema ic e iew. Benchma king: An In e na ional Jou nal,31(8), 2767–2792. [C ossRe ]
Bandehnezhad, M., Zailani, S., & Fe nando, Y. (2012). An empi ical s udy on he con ibu ion o lean p ac ices o en i onmen al
pe o mance o he manu ac u ing i ms in no he n egion o Malaysia. In e na ional Jou nal o Value Chain Managemen ,6(2),
144–168. [C ossRe ]
Belhadi, A., Mani, V., Kamble, S. S., Khan, S. A. R., & Ve ma, S. (2024). A i icial in elligence-d i en inno a ion o enhancing supply
chain esilience and pe o mance unde he e ec o supply chain dynamism: An empi ical in es iga ion. Annals o Ope a ions
Resea ch,333(2), 627–652. [C ossRe ]
Billah, M. M., Alam, S. S., Masukujjaman, M., Ali, M. H., Makhbul, Z. K. M., & Salleh, M. F. M. (2023). E ec s o In e ne o Things,
supply chain collabo a ion and e hical sensi i i y on sus ainable pe o mance: Mode a ing e ec o supply chain dynamism.
Jou nal o En e p ise In o ma ion Managemen ,36(5), 1270–1295. [C ossRe ]
Bou e, R. N., Dejonckhee e, J., Disney, S. M., & Velde, W. V. (2012). Bullwhip in a mul i-p oduc p oduc ion se ing. Re iew o Business
and Economic Li e a u e,57, 354–381. A ailable online: h ps://o ca.ca di .ac.uk/id/ep in /32943/1/Bullwhip%20in%20a%20
mul i-p oduc %20se ing%20p e-p in .pd (accessed on 2 June 2024).
Cha dine-Baumann, E., & Bo a-Genoulaz, V. (2014). A amewo k o sus ainable pe o mance assessmen o supply chain managemen
p ac ices. Compu e s and Indus ial Enginee ing,76, 138–147. [C ossRe ]

Adm. Sci. 2025,15, 132 21 o 23
Chen, J. H., & Wu, S. I. (2016). The impac o cus ome ela ionship managemen and in e nal ma ke ing on business pe o mance: A
compa ison o lodging indus ies. To al Quali y Managemen and Business Excellence,27(1–2), 17–33. [C ossRe ]
Coyle, J. J., No ack, R. A., Gibson, B., & Ba di, E. J. (2015). T anspo a ion: A global supply chain pe spec i e. Cengage Lea ning.
Dahinine, B., Laghouag, A., Bensahel, W., Alsolamy, M., & Guendouz, T. (2024). E alua ing pe o mance measu emen me ics o lean
and agile supply chain s a egies in la ge en e p ises. Sus ainabili y,16(6), 2586. [C ossRe ]
Danese, P., & Romano, P. (2011). Supply chain in eg a ion and e iciency pe o mance: A s udy on he in e ac ions be ween cus ome
and supplie in eg a ion. Supply Chain Managemen : An In e na ional Jou nal,16(4), 220–230. [C ossRe ]
De, D., Chowdhu y, S., Dey, P. K., & Ghosh, S. K. (2020). Impac o lean and sus ainabili y-o ien ed inno a ion on sus ainabili y
pe o mance o small and medium-sized en e p ises: A da a en elopmen analysis-based amewo k. In e na ional Jou nal o
P oduc ion Economics,219, 416–430. [C ossRe ]
Dies e, M., & Panizzolo, R. (2019). The e ec o lean p ac ices on en i onmen al pe o mance: An empi ical s udy. Lean Enginee ing o
Global De elopmen , 225–258. [C ossRe ]
F ase , J. (2006). Me ics ha ma e : Unco e ing KPIs ha jus i y ope a ional imp o emen s. MESA In e na ional.
F edendall, L. D., Le ma he, P., & Uebe-Emden, N. (2016). Supply chain managemen p ac ices and in ellec ual p ope y p o ec ion in
China. In e na ional Jou nal o Ope a ions and P oduc ion Managemen ,36(2), 135–163. [C ossRe ]
Gandhi, A. V., Shaikh, A., & Sheo ey, P. A. (2017). Impac o supply chain managemen p ac ices on i m pe o mance: Empi ical
e idence om a de eloping coun y. In e na ional Jou nal o Re ail and Dis ibu ion Managemen ,45(4), 366–384. [C ossRe ]
Ga cía Alca az, J. L., Díaz Reza, J. R., A edondo So o, K. C., He nandez Escobedo, G., Happonen, A., Puig I Vidal, R., & Jiménez Macías,
E. (2022). E ec o g een supply chain managemen p ac ices on en i onmen al pe o mance: Case o Mexican manu ac u ing
companies. Ma hema ics,10(11), 1877. [C ossRe ]
Ginge sbe g, A., & Venka aman, N. (1985). Con ingency pe spec i es o o ganiza ional s a egy: A c i ical e iew o he empi ical
esea ch. Academy o Managemen Re iew,10(3), 421–434.
Hai , J. F., Black, W. C., Babin, B. J., & Ande son, R. E. (2019). Mul i a ia e da a analysis. Cengage.
Hashim, M., Baig, S. A., Amjad, F., Nazam, M., & Ak am, M. U. (2020). Impac o supply chain managemen p ac ices on o ganiza ional
pe o mance and mode a ing ole o inno a ion cul u e: A case o Pakis an ex ile indus y. In P oceedings o he hi een h
in e na ional con e ence on managemen science and enginee ing managemen (Volume 2, pp. 390–401). Sp inge In e na ional
Publishing. [C ossRe ]
Hassan, M. (2023). Impac o he Supply Chain Managemen P ac ices O e he O ganiza ional Pe o mance: Supply Chain Manage-
men and O ganiza ional Pe o mance. Sou h Asian Jou nal o Ope a ions and Logis ics,2(1), 63–79. [C ossRe ]
Hejazi, M. (2022). The associa ion be ween o ganiza ional pe o mance and supply chain managemen p ac ices. Unce ain Supply
Chain Managemen ,10(4), 1219–1232. [C ossRe ]
Holzbe g, B. (2023). P omo ing Decen Wo k in Global P oduc ion: Lessons Lea ned om he Jo danian Ga men Indus y. In Co po a e
social esponsibili y in a dynamic global en i onmen : Sus ainable managemen in challenging imes (pp. 157–182). Sp inge In e na ional
Publishing.
Huang, M. C., Yen, G. F., & Liu, T. C. (2014). Reexamining supply chain in eg a ion and he supplie ’s pe o mance ela ionships unde
unce ain y. Supply Chain Managemen : An In e na ional Jou nal,19(1), 64–78. [C ossRe ]
Hussain, W., Hussain, J., Akba , S., Suleh i, N. A., & Maqbool, Z. (2014). The e ec s o supply chain managemen p ac ices (s a egic
supplie s pa ne ship, in o ma ion sha ing, and pos ponemen ) on o ganiza ional pe o mance in consume goods manu ac u ing
indus y o Pakis an. In e na ional Jou nal o Managemen Sciences,2(8), 351–352.
Iqbal, T., Shahzad, M. A., Alonso-Nuez, M. J., & Rosell-Ma ínez, J. (2022). Impo ance o en i onmen al policy on i m pe o mance
o he ex ile indus y: A con ex ual s udy o Pakis an. F on ie s in Psychology,13, 1008890. [C ossRe ]
I anmanesh, M., Zailani, S., Hyun, S. S., Ali, M. H., & Kim, K. (2019). Impac o lean manu ac u ing p ac ices on i ms’ sus ainable
pe o mance: Lean cul u e as a mode a o . Sus ainabili y,11(4), 1112. [C ossRe ]
Isnaini, D. B. Y., Nu haida, T., & P a ama, I. (2020). Mode a ing e ec o supply chain dynamic capabili ies on he ela ionship o
sus ainable supply chain managemen p ac ices and o ganiza ional sus ainable pe o mance: A s udy on he es au an indus y
in Indonesia. In e na ional Jou nal o Supply Chain Managemen ,9(1), 97–105.
Jo dan Chambe o Indus y. (2023). Lea he and ga men indus ies sec o . Jo dan Chambe o Indus y. A ailable online: h ps://
jci.o g.jo/Chambe /Sec o /80069/Lea he -and-Ga men -Indus ies-Sec o ?l=en (accessed on 2 June 2024).
Jum’a, L. (2023). The impac o g een supply chain managemen p ac ices on sus ainable de elopmen goals: The case o mining sec o
in Jo dan. En i onmen al De elopmen ,48, 100934.
Jum’a, L., Alkalha, Z., Al Mandil, K., & Ala aj, M. (2023). Explo ing he in luence o lean manu ac u ing and o al quali y managemen
p ac ices on en i onmen al sus ainabili y: The mode a ing ole o quali y cul u e. In e na ional Jou nal o Lean Six Sigma,14(7),
1626–1654. [C ossRe ]
Jum’a, L., Zimon, D., & Ik am, M. (2021). A ela ionship be ween supply chain p ac ices, en i onmen al sus ainabili y and inancial
pe o mance: E idence om manu ac u ing companies in Jo dan. Sus ainabili y,13(4), 2152. [C ossRe ]
Adm. Sci. 2025,15, 132 22 o 23
Jum’a, L., Zimon, D., Ik am, M., & Madzík, P. (2022). Towa ds a sus ainabili y pa adigm; he nexus be ween lean g een p ac ices,
sus ainabili y-o ien ed inno a ion and T iple Bo om Line. In e na ional Jou nal o P oduc ion Economics,245, 108393.
Jum’a, L., Zimon, D., S ou e, R., & Tyan, J. (2024). Sus ainable supply chain managemen ’s impac on iple bo om line pe o mance:
Does he i m size ma e ? Co po a e Social Responsibili y and En i onmen al Managemen ,31(5), 4673–4693.
Keawkun i, B., Phawi pi iyakli i, C., Saisama, C., & Sangma, W. (2020). The ela ionship be ween supply chain managemen and
o ganiza ion pe o mance: A case s udy. Jou nal o Secu i y & Sus ainabili y Issues,9(4), 1349–1361.
Khalil, M., Khalil, R., & Khan, S. (2019). A s udy on he e ec o supply chain managemen p ac ices on o ganiza ional pe o mance
wi h he media ing ole o inno a ion in SMEs. Unce ain Supply Chain Managemen ,7(2), 179–190. [C ossRe ]
Khan, N. U., Anwa , M., Li, S., & Kha ak, M. S. (2021). In ellec ual capi al, inancial esou ces, and g een supply chain managemen
as p edic o s o inancial and en i onmen al pe o mance. En i onmen al Science and Pollu ion Resea ch,28(16), 19755–19767.
[C ossRe ]
Lau ie , M. (2024). Manu ac u ing s ill ma e s o de eloping coun ies. S uc u al Change and Economic Dynamics,70, 168–177.
[C ossRe ]
Le, T. (2020). The e ec o g een supply chain managemen p ac ices on sus ainabili y pe o mance in Vie namese cons uc ion
ma e ials manu ac u ing en e p ises. Unce ain Supply Chain Managemen ,8(1), 43–54. [C ossRe ]
Lee, H. Y., Seo, Y. J., & Dinwoodie, J. (2016). Supply chain in eg a ion and logis ics pe o mance: The ole o supply chain dynamism.
The In e na ional Jou nal o Logis ics Managemen ,27(3), 668–685. [C ossRe ]
Li, S., Ragu-Na han, B., Ragu-Na han, T. S., & Rao, S. S. (2006). The impac o supply chain managemen p ac ices on compe i i e
ad an age and o ganiza ional pe o mance. Omega,34(2), 107–124. [C ossRe ]
Li, S., Rao, S. S., Ragu-Na han, T. S., & Ragu-Na han, B. (2005). De elopmen and alida ion o a measu emen ins umen o s udying
supply chain managemen p ac ices. Jou nal o Ope a ions Managemen ,23(6), 618–641. [C ossRe ]
Maaz, M. A. M., & Ahmad, R. (2022). Impac o supply chain pe o mance on o ganiza ional pe o mance media ed by cus ome
sa is ac ion: A s udy o dai y indus y. Business P ocess Managemen Jou nal,28(1), 1–22. [C ossRe ]
Ma shall, D., McCa hy, L., Hea ey, C., & McG a h, P. (2015). En i onmen al and social supply chain managemen sus ainabili y
p ac ices: Cons uc de elopmen and measu emen . P oduc ion Planning and Con ol,26(8), 673–690. [C ossRe ]
Mon iel-He nández, M. G., Pé ez-He nández, C. C., & Salaza -He nández, B. C. (2024). The in insic links o economic complexi y wi h
sus ainabili y dimensions: A sys ema ic e iew and agenda o u u e esea ch. Sus ainabili y,16(1), 391. [C ossRe ]
Mwale, H. (2014). Supply chain managemen p ac ices and o ganiza ional pe o mance o la ge manu ac u ing i ms in Nai obi, Kenya [Doc o al
disse a ion, Uni e si y o Nai obi].
Nazi a, T. H., & Ramachand an, K. K. (2019). In o ma ion sha ing in supply chain managemen : A case s udy be ween he coope a i e
pa ne s in manu ac u ing indus y. Jou nal o Sys em and Managemen Sciences,9(1), 19–47. [C ossRe ]
Quynh, D. V. X., & Huy, N. H. (2018). Supply chain managemen p ac ices, compe i i e ad an ages and i m pe o mance: A case o
small and medium en e p ises (SMEs) in Vie nam. Jou nal o Mode n Accoun ing and Audi ing,14(3), 136–146.
Ramadhani, T. A., Rachman, M. A., & Sugiyan o, F. X. (2018). The e ec o in es men and expo on manu ac u ing indus y in
Indonesia. KnE Social Sciences, 1125–1140. [C ossRe ]
Rasheed, M. F., Zahee , N., Hassan, W., Junaid, M., & Majeed, A. (2023). Role o sus ainable supply chain managemen p ac ices in
boos ing en i onmen al pe o mance: Empi ical e idence om he ex ile sec o o de eloping economies. Geological Jou nal,
58(9), 3577–3593. [C ossRe ]
Rich e , N. F., Cepeda-Ca ion, G., Roldán Salguei o, J. L., & Ringle, C. M. (2016). Eu opean managemen esea ch using pa ial leas
squa es s uc u al equa ion modeling (PLS-SEM). Eu opean Managemen Jou nal,34(6), 589–597. [C ossRe ]
Roh, T., Noh, J., Oh, Y., & Pa k, K. S. (2022). S uc u al ela ionships o a i m’s g een s a egies o en i onmen al pe o mance: The
oles o g een supply chain managemen and g een ma ke ing inno a ion. Jou nal o Cleane P oduc ion,356, 131877. [C ossRe ]
Saad, N. A., Elgazza , S., & Kac, S. M. (2024). In es iga ing he impac o supply chain managemen p ac ices on cus ome sa is ac ion
h ough lexibili y and echnology adop ion: Empi ical e idence. Business S a egy & De elopmen ,7(1), e326.
Salleh, N. R. (2017). The e ec s o supply chain managemen p ac ices on manu ac u ing i ms in Malaysia. SSRN Elec onic Jou nal.
[C ossRe ]
Sa s ed , M., Ringle, C. M., & Hai , J. F. (2021). Pa ial leas squa es s uc u al equa ion modeling. In Handbook o ma ke esea ch
(pp. 587–632). Sp inge In e na ional Publishing. [C ossRe ]
Saunde s, M., Lewis, P., & Tho nhill, A. (2019). Resea ch me hods o business s uden s. Pea son Educa ion Limi ed.
Simão, L. E., Gonçal es, M. B., & Rod iguez, C. M. T. (2016). An app oach o assess logis ics and ecological supply chain pe o mance
using pos ponemen s a egies. Ecological Indica o s,63, 398–408. [C ossRe ]
S ensson, G., Høge old, N. M., Pe ze , D., Padin, C., Fe o, C., Kloppe , H. B., & Wagne , B. (2016). F aming s akeholde conside a ions
and business sus ainabili y e o s: A cons uc , i s dimensions and i ems. Jou nal o Business and Indus ial Ma ke ing,31(2),
287–300. [C ossRe ]
Adm. Sci. 2025,15, 132 23 o 23
Tukamuhabwa, B., S e enson, M., & Busby, J. (2017). Supply chain esilience in a de eloping coun y con ex : A case s udy on
he in e connec edness o h ea s, s a egies and ou comes. Supply Chain Managemen : An In e na ional Jou nal,22(6), 486–505.
[C ossRe ]
U ami, C. W., Sumaji, Y. M. P., Susan o, H., Sep ina, F., & P a ama, I. (2019). E ec o supply chain managemen p ac ices on inancial
and economic sus ainable pe o mance o Indonesian SMEs. Unce ain Supply Chain Managemen ,9(4), 987–1005.
Wan, X., Kazmi, S. A. A., & Wong, C. Y. (2022). Manu ac u ing, expo s, and sus ainable g ow h: E idence om de eloping coun ies.
Sus ainabili y,14(3), 1646. [C ossRe ]
Yang, B., Yang, Y., & Wijngaa d, J. (2005). Impac o pos ponemen on anspo : An en i onmen al pe spec i e. The In e na ional Jou nal
o Logis ics Managemen ,16(2), 192–204. [C ossRe ]
Yang, M. G. M., Hong, P., & Modi, S. B. (2011). Impac o lean manu ac u ing and en i onmen al managemen on business pe o mance:
An empi ical s udy o manu ac u ing i ms. In e na ional Jou nal o P oduc ion Economics,129(2), 251–261. [C ossRe ]
Yose , F. A., Jum’a, L., & Ala oom, M. (2023). Iden i ying and ca ego izing sus ainable supply chain p ac ices based on iple bo om
line dimensions: E alua ion o p ac ice implemen a ion in he cemen indus y. Sus ainabili y,15(9), 7323. [C ossRe ]
Yusu , R., & Shehu, A. U. (2017). The e iew o supply chain managemen sys ems and i m pe o mance. In e na ional Jou nal o
Managemen Resea ch and Re iews,7(2), 113–120.
Zailani, S., & Rajagopal, P. (2005). Supply chain in eg a ion and pe o mance: US e sus Eas Asian companies. Supply Chain
Managemen : An In e na ional Jou nal,10(5), 379–393. [C ossRe ]
Disclaime /Publishe ’s No e: The s a emen s, opinions and da a con ained in all publica ions a e solely hose o he indi idual
au ho (s) and con ibu o (s) and no o MDPI and/o he edi o (s). MDPI and/o he edi o (s) disclaim esponsibili y o any inju y o
people o p ope y esul ing om any ideas, me hods, ins uc ions o p oduc s e e ed o in he con en .