T i, Nhan Cam
A icle
The impac o indus y 4.0 adop ion ba ie s on supply chain capaci y
and ope a ional e iciency: Empi ical e idence in Vie namese anspo
logis ics indus y
Global Business & Finance Re iew (GBFR)
P o ided in Coope a ion wi h:
People & Global Business Associa ion (P&GBA), Seoul
Sugges ed Ci a ion: T i, Nhan Cam (2024) : The impac o indus y 4.0 adop ion ba ie s on supply
chain capaci y and ope a ional e iciency: Empi ical e idence in Vie namese anspo logis ics
indus y, Global Business & Finance Re iew (GBFR), ISSN 2384-1648, People & Global Business
Associa ion (P&GBA), Seoul, Vol. 29, Iss. 7, pp. 126-139,
h ps://doi.o g/10.17549/gb .2024.29.7.126
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/306032
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-nc/4.0/
I. In oduc ion
The de elopmen o Indus y 4.0 has b ough many
bene i s and challenges o businesses (Chauhan e
al., 2021; Chunga and Hyun, 2019). By enabling
he connec ions be ween p ocesses, Indus y 4.0 will
Recei ed: May. 5, 2024; Re ised: May. 29, 2024; Accep ed: Jun. 12, 2024
† Co esponding au ho : Nhan Cam T i
E-mail: inc@ue .edu. n
enable businesses o expand in an en i onmen ally
esponsible manne (Kiel e al., 2017; Jang and Lee,
2022). Acco ding o p e ious esea ch, new echnologies
can boos ope a ional e ec i eness, esponsi eness,
aceabili y, capaci y u iliza ion, and cos -e ec i eness
(Ba e o e al., 2017; Chauhan e al., 2021). The eby
imp o ing he sus ainable pe o mance o he business.
Fu he mo e, da a anspa ency can educe unnecessa y
e o s and elimina e losses h oughou he alue chain,
helping o dec ease was e and imp o e ope a ional
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 7 (AUGUST 2024), 126-139
pISSN 1088-6931 / eISSN 2384-1648∣H ps://doi.o g/10.17549/gb .2024.29.7.126
ⓒ 2024 People and Global Business Associa ion
GLOBAL BUSINESS & FINANCE REVIEW
www.gb jou nal.o g1)
o inancial sus ainabili y and people-cen e ed global business
The Impac o Indus y 4.0 Adop ion Ba ie s on Supply Chai
n
Capaci y and Ope a ional E iciency: Empi ical E idence i
n
V
ie namese T anspo Logis ics Indus y
Nhan Cam T i†
H
o Chi Minh Ci y Uni e si y o Economics and Finance, Ho Chi Minh, Vie nam
A
B S T R A C T
Pu pose: This s udy e alua es he impac o Indus y 4.0 adop ion on supply chain capaci y and ope a ional pe o m-
ance unde he media ing e ec o ba ie s a Vie namese anspo logis ics companies.
Design/me hodology/app oach: Based on he pe spec i e o Con ingency heo y and Resou ce-based heo y, he
esea ch model is p oposed and da a is su eyed om 768 manage s a Vie namese anspo logis ics companies.
Da a we e p ocessed using SPSS and AMOS so wa e.
Findings: The esul s show ha in e nal and ex e nal ba ie s ha e a nega i e impac on Indus y 4.0 adop ion,
supply chain capaci y, and ope a ional pe o mance. Applying Indus y 4.0 also inc eases he ope a ional e iciency
and capaci y o he supply chain.
Resea ch limi a ions/implica ions: The s udy p oposes some implica ions o help businesses in he indus y apply
Indus y 4.0 mo e success ully. Howe e , he esea ch is limi ed in he scope o da a samples. Speci ically, he
da a sample in he s udy mainly ocuses on anspo and logis ics businesses in Vie nam, educing he ep esen a-
i eness and gene alizabili y o he esul s. In addi ion, limi a ions in assessmen me hods need o be imp o ed.
Al hough using a linea s uc u al model, he s udy s ill has limi a ions in accu a ely assessing he ela ionship
be ween a iables.
O iginali y/ alue: The esea ch has impo an implica ions o manage s in success ully applying Indus y 4.0 o
inc ease supply chain capabili ies and achie e ope a ional e iciency.
Keywo ds: Ba ie s, indus y 4.0, Ope a ional e iciency, Supply chain capaci y, T anspo logis ics
ⓒ
Copy igh : The Au ho (s). This is an Open Access jou nal dis ibu ed unde he e ms o he C ea i e Commons A ibu ion
Non-Comme cial License (h ps://c ea i ecommons.o g/licenses/by-nc/4.0/) which pe mi s un es ic ed non-comme cial use, dis ibu ion
,
and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed.
Nhan Cam T i
127
e iciency (Büchi e al., 2020).
O e he pas decade, he use and de elopmen
o in o ma ion and communica ions echnology in
businesses has become ine i able, mainly due o i s
impo ance in imp o ing o ganiza ional e iciency
and compe i ion (Ba e o e al., 2017). This has
p omo ed he adop ion o in o ma ion echnology in
mos indus y ac i i ies, especially in he ope a ions
o anspo logis ics companies. This echnological
de elopmen is demons a ed by well-known applica ions
ha a e widely used by mos o ganiza ions such as
En e p ise Resou ce Planning (ERP), Wa ehouse
Managemen Sys em (WMS), T anspo a ion Managemen
Sys em (TMS), and In elligen T anspo a ion Sys em
(Sun e al., 2022). The connec ion be ween a numbe
o he echnologies unde pinning Indus y 4.0 and he
anspo logis ics companies' supply chain capabili ies
and ope a ional pe o mance, howe e , is no clea
(Büchi e al., 2020).
The adop ion o Indus y 4.0 was slowe in de eloping
na ions han in de eloped na ions. De eloping na ions
p ima ily p io i ize inancial objec i es o digi aliza ion,
while de eloped na ions emphasize ma ke ing- ela ed
goals (Chauhan e al., 2021). Due o a lack o unding,
Vie nam and o he de eloping na ions a e ulne able o
cos - ela ed obs acles. Mo eo e , ins i u ional ba ie s
like a dea h o go e nmen policies ha encou age
i will hinde businesses' e o s o implemen Indus y
4.0 (Bonilla e al., 2018). Many o he challenges,
including insu icien acili ies and a labo o ce
lacking he necessa y skills, ha e also been ound by
esea che s o be majo obs acles o he implemen a ion
o Indus y 4.0 (Sun e al., 2022). Ne e heless, no
enough esea ch has been done on how hese ba ie s
a ec he connec ion be ween Indus y 4.0, supply
chain capabili ies, and ope a ional e iciency.
While he logis ics sec o is expe iencing g ow h
globally, Vie nam's logis ics indus y is s ill in i s
ea ly s ages, despi e he coun y's ecen emphasis
on expanding his se ice indus y (Nguyen, 2020).
Logis ics is s ill a ela i ely new ield in Vie nam,
encompassing bo h heo e ical sys ems and eal-wo ld
ope a ions. The needs o he local ma ke can only
be pa ially me by businesses ha specialize in
logis ics se ices; hey ha e no ye expanded o he
egional o global ma ke s. Vie nam s ill has e y
li le ha d and so in as uc u e o suppo he
de elopmen o his se ice ( Nguyen e al., 2021).
The e o e, mo e esea ch is needed o help Vie namese
T anspo Logis ics companies ha e a clea e o ien a ion
and achie e ope a ional e iciency in hei indus y
4.0 adop ion s a egy. This s udy in ends o close
his gap by in eg a ing he capabili ies o he supply
chain, ope a ional e iciency, and Indus y 4.0 s uc u e
in he anspo logis ics sec o , one o he key
indus ies suppo ing Vie nam's economic g ow h.
This s udy con ibu es empi ical e idence on he
impac o Indus y 4.0 adop ion ba ie s on supply
chain capaci y and ope a ional e iciency in he con ex
o he anspo logis ics indus y. The esea ch indings
also con ibu e o he ad ancemen o esou ce-based
iew heo y and con ingency heo y. En e p ises
ope a ing in he se ice sec o , pa icula ly hose in
he anspo a ion and logis ics domain, a e likely
o encoun e bo h in e nal and ex e nal obs acles ha
esul in dispa a e esou ce capaci ies. This implies
ha ha ing a p ope Indus y 4.0 adop ion s a egy
is essen ial. The e a e ou pa s le in he esea ch
pape 's s uc u e: The li e a u e e iew is in pa wo,
he me hodology is in pa h ee, he esea ch esul s
is in pa ou , he discussion is in pa i e, and he
conclusion and managemen implica ions is in pa six.
II. Li e a u e Re iew
A. Con ingency Theo y
Con ingency heo y highligh s ha he e is no one
o ganiza ional s uc u e ha is hough o be op imal
o o ganiza ions, and i desc ibes he di e si y o
o ganiza ional beha io s and s uc u es esea che s
(Makkonen e al., 2014). Acco ding o his heo y,
o ganiza ions a e open sys ems whose e ec i eness
depends on how well hey adap o ex e nal ac o s
ha a ec hei pe o mance a di e en le els and
how hei o ganiza ional s uc u e is designed.
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 7 (AUGUST 2024), 126-139
128
O ganiza ions should modi y hei s uc u es o
enhance e iciency (Omoluabi, 2016). The s udy
employs con ingency heo y o explain he easons
behind he di e en ea u es ha in luence he supply
chain capaci y and pe o mance o en e p ises in he
anspo logis ics sec o . Ba ie s om he ou side
make up hese cha ac e is ics.
B. Resou ce-based View Theo y
The esou ce-based iew (RBV) heo y was ini ia ed
by Pen ose in 1959, a guing ha a company's unique
esou ces a e one o i s p ima y sou ces o compe i i e
ad an age (U ami and Alamanos, 2022). Many schola s
la e de eloped and main ained his iewpoin ,
especially Ba ney (1991). Acco ding o he heo y,
a business's compe i i e ad an age and pe o mance
a e p ima ily de e mined by i s esou ces, as e e y
business possesses unique esou ces. I a business
makes good use o he special esou ces i has, i
can imp o e i s ope a ing e iciency (P asad e al.,
2023). Howe e , he only esou ces ha can help
businesses gain an edge and s ay compe i i e a e
hose ha sa is y he ou equi emen s o aluable,
a e, unique, and non-subs i u able (U ami and
Alamanos, 2022).
The pe o mance o a business depends on he
pe o mance o o he membe businesses pa icipa ing
in he supply chain (Ellinge e al., 2012). An
o ganiza ion's supply chain can gain a compe i i e
edge and boos ope a ional e iciency when a membe
o he chain possesses one o mo e unique esou ces
(Ganesan e al., 2016). This heo y is used o explain
he in e nal ba ie s ha also lead o di e en
businesses' adop ion o Indus y 4.0, which in u n
a ec s supply chain capabili ies and ope a ional
e iciency.
C. Resea ch Hypo heses
Indus y 4.0 ma ks he eme gence o a se ies o
new echnologies, based on he usion o all scien i ic
and enginee ing disciplines, blu ing he lines be ween
physical, digi al, and biological. I a ec s all indus ies
and sec o s o he economy (Büchi e al., 2020).
Indus y 4.0 no only ocuses on de eloping new
echnology and ools o imp o e p oduc ion e iciency
bu also e olu ionizes en i e businesses (Huang e al.,
2019; ). Pu ing Indus y 4.0 in o p ac ice has become
essen ial o achie ing business objec i es h ough
manu ac u ing ope a ions e o m (Ghobakhloo, 2018).
In a ie cely compe i i e ma ke , businesses
inc easingly ocus on p o iding highly pe sonalized
se ices. This equi es domes ic and o eign anspo
logis ics companies o adap o his changing
en i onmen (Lai and Cheng, 2003). The ope a ions
o companies in he indus y a e qui e complex and
due o he inc easing complexi y, companies canno
ha e hei en i e ope a ional p ocess handled by
con en ional planning and con ol measu es (Lai e
al., 2004). As a condi ion o accep ing Indus y 4.0,
hey mus o e "sma logis ics," o in elligen se ices
and goods. These a e human-pe o med se ices wi h
in eg a ed au oma ed wo k lows (Ba e o e al., 2017).
By p o iding hese se ices, he business will become
mo e esponsi e o he needs o i s clien s and be
mo e lexible and adap able o changes in he ma ke .
Resou ce planning, wa ehouse managemen sys ems,
anspo a ion managemen sys ems, and in elligen
anspo a ion sys ems a e some o he a iables ha
a ec how success ully hese companies implemen
Indus y 4.0 (Ba e o e al., 2017; Kim e al., 2023).
Acco ding o Jabbou e al. (2016), in e nal and
ex e nal ba ie s a e he wo p ima y ca ego ies o
ba ie s ha exis in he supply chain. Ex e nal ba ie s
show how he ex e nal en i onmen a ec s how a
business o indus y ope a es (Walke e al., 2008).
Va ious ex e nal ba ie s can impac he ope a ions
o anspo logis ics companies, including incomple e
go e nmen egula ions ha esul in a lack o e e ence
s anda ds and s uc u es, as well as a sho age o
skilled labo (Gellman, 1986), lack o cybe secu i y
and p i acy policies, ine ec i e in o ma ion echnology
applica ions (Walke e al., 2008). Acco ding o Pos
and Al man (2017), ex e nal ba ie s limi an
o ganiza ion's capabili ies, leading o a decline in
Nhan Cam T i
129
he business's abili y o become a sma se ice
p o ide . In e nal ba ie s a e o ganiza ional ba ie s
ha include hings like leade s who a e no p epa ed
o emb ace Indus y 4.0, employees who lack he
necessa y knowledge and skills, businesses ha a e
unable o apply new business models, and high
implemen a ion cos s (Ka am e al., 2021).
Acco ding o Flynn and Saladin (2006), empi ical
e i ica ion in a ious eal-wo ld scena ios suppo s
he exis ence o en i onmen al in luences on he
applica ion o Indus y 4.0. Businesses ace obs acles
om he ex e nal en i onmen ha p e en hem om
adop ing digi al echnology and ela ed p oblems.
Businesses adop ing Indus y 4.0 mus be lexible
enough o mee he demands o shi ing ex e nal
en i onmen s (O and Van De Duin, 2008). S udies
addi ionally demons a e ha he exis ence o mul iple
obs acles ad e sely a ec s he implemen a ion o
Indus y 4.0 in en e p ises, pa icula ly in he
anspo a ion logis ics sec o (Cichosz e al., 2020;
Ka am e al., 2021).
Resea ch indica es ha he adop ion o Indus y
4.0 may ace obs acles due o an absence o skilled
labo and opposi ion o wo kplace modi ica ions (Ilin
e al., 2019; Cichosz e al., 2020). Companies mus
adap hei ope a ions, inancial commi men , and
o ganiza ional s uc u e o adop Indus y 4.0 (Kiel
e al., 2017). Nwaiwu e al. (2020) examined he
impo ance o s a egy, o ganiza ional s uc u e,
human esou ces, and compe i i eness as ba ie s o
adop ion. Resea che s a e also ocusing on he absence
o a communica ion and in o ma ion echnology
in as uc u e, he imp ope es ablishmen o applicable
s anda ds and laws, and o he obs acles (Ka am e
al., 2021). Thus, he au ho p oposes he ollowing
hypo heses:
Hypo hesis H1:
Indus y 4.0 adop ion and in e nal
ba ie s ha e a nega i e ela ionship.
Hypo hesis H2:
Indus y 4.0 adop ion and ex e nal
ba ie s ha e a nega i e ela ionship.
Supply chain capabili ies a e conside ed c i ical
o achie ing compe i i e ad an age and a e de ined
as he di use esul o physical and echnological
ac o s (Bagchi, 2001). Businesses gain a compe i i e
edge by op imizing hei esou ce u iliza ion a he
han simply possessing hem. RBV heo y emphasizes
he e ec i e use o inancial, human, and ma e ial
esou ces o c ea e alue o businesses. Indus y 4.0
helps anspo logis ics i ms alloca e esou ces mo e
e ec i ely by using da a ha is ga he ed in eal- ime
om mul iple sou ces, enabling companies o imp o e
hei supply chain capabili ies (Bonilla e al., 2018).
By p o iding he supply chain wi h a wide ange
o echnologies, digi aliza ion makes hese companies
mo e compe i i e in sa is ying he g owing demands
o he ma ke (To n and Vaneke , 2019). Se ice
p o ide s can also educe p o isioning ime and
in o ma ion changes by in eg a ing hei in o ma ion
wi h supplie s and buye s h ough Indus y 4.0.
P o ide s can concen a e on hei co e compe encies
in p oduc inno a ion by ha ing access o in eg a ed
in o ma ion (F ank e al., 2019).
The in oduc ion o new echnologies and he
accompanying modi ica ions a ec he pe o mance
o businesses (Ghobakhloo, 2018; Si o us e al., 2022).
Th ough cos sa ings, quali y imp o emen , on- ime
deli e y, and he c ea ion o new se ices, Indus y
4.0 adop ion may encou age anspo logis ics
businesses o un mo e p o i ably (Moeu e al., 2018).
Po e and Heppelmann (2015) p opose ou dis inc
capabili ies ha will be enhanced by he implemen a ion
o Indus y 4.0. These dis inc i e capabili ies a e he
ounda ion o digi aliza ion such as modula i y,
decen aliza ion, i ualiza ion, mass pe sonaliza ion,
and in e ope abili y (Ghobakhloo, 2018). Applying
hese capabili ies will help businesses excel in hei
ield in e ms o esponsi eness, educing cos s, and
ime o deli e p oduc inno a ion. These echnologies
also enable businesses o mass se ice and pe sonalize
hei p oduc s o gi e cus ome s be e alue (F ank
e al., 2019). F om he e, he au ho p oposes he
ollowing hypo heses:
Hypo hesis H3:
Indus y 4.0 adop ion and supply
chain capaci y ha e a posi i e ela ionship.
Hypo hesis H4:
Indus y 4.0 adop ion and ope a ional
e iciency ha e a posi i e ela ionship.
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 7 (AUGUST 2024), 126-139
130
Supply chains a e a compe i i e ool o businesses,
so hey use echnological inno a ion o inc ease he
supply chain's o e all capabili ies (Wisne , 2003).
In e nal and ex e nal ba ie s nega i ely impac
supply chain capabili ies as businesses adop digi al
echnologies (Shai ul Fi i Abdul Rahman e al.,
2022). To lessen he de imen al e ec s o he ba ie s
connec ed wi h hem, business models mus be
adjus ed, making ba ie managemen c ucial (Kiel
e al., 2017). Businesses ha a e ca e ul in managing
ba ie s will ha e highe supply chain capabili ies,
he eby mee ing cus ome expec a ions wi h be e
p oduc quali y, se ice, and lowe cos s (Bagchi,
2001). The e o e, he au ho p oposed he ollowing
hypo heses:
Hypo hesis H5:
In e nal ba ie s and supply chain
capaci y ha e a nega i e ela ionship.
Hypo hesis H6:
Ex e nal ba ie s and supply chain
capaci y ha e a nega i e ela ionship.
Con ingency heo y s a e ha ou side p essu e on
a company will a ec i s o e all pe o mance and
s a egy (Donaldson, 2006). A company's pe o mance
is based on how well i s s uc u e and su oundings
ma ch (Sousa and Voss, 2008). P e ious esea ch
has acknowledged ha business pe o mance depends
on ac o s beyond i s con ol, such as go e nmen
laws and compe i o s' ac ions (Yalabik and Fai child,
2011). Acco ding o RBV heo y, a business's esou ces
a e an impo an ac o in de e mining i s s a egy
and success. Business decisions a e he esul o
analysis based on a ailable esou ces (Coa es and
McDe mo , 2002). Human, inancial, and ma e ial
esou ces will help businesses gain a compe i i e
ad an age. The lack o hese esou ces hinde s Indus y
4.0 implemen a ion and lowe s business pe o mance
(Somsuk and Laosi ihong hong, 2014). The e o e,
he au ho p oposes he ollowing esea ch hypo hesis:
Hypo hesis H7:
Ex e nal ba ie s and pe o mance
ha e a nega i e ela ionship.
Hypo hesis H8:
In e nal ba ie s and pe o mance
ha e a nega i e ela ionship.
Supply chain capaci y is he abili y o he supply
chain o mee cus ome needs wi h low cos and
high se ice quali y (Kou elis and Milne , 2002).
T anspo logis ics companies wi h supe io supply
chain capabili ies demons a e highe le els o cus ome
sa is ac ion and sha eholde alue han he indus y
a e age (Ellinge e al., 2012). The e o e, supply chain
capaci y is conside ed a e lec ion o business
pe o mance. When supply chain capaci y is inc eased,
p oduc ion e iciency will be signi ican ly imp o ed
because p oduc s will be shipped p omp ly o hei
des ina ion (Cichosz e al., 2020).
Howe e , e o s o maximize co po a e e iciency
as a whole may ha e an ad e se impac on supply
chain e iciency, unde mining he chain's abili y o
compe e (Pa ucco e al., 2023). Supply chain e iciency
in he anspo logis ics indus y is only op imized
when a 'c oss-o ganisa ion, c oss- unc ional' s a egic
app oach is adop ed by all pa ne s in he chain
(Gabdullina e al., 2020). The supply chain's compe i i e
posi ion is s eng hened by he o ganiza ional s a egy
suppo ing i , which aises he business's o e all
ope a ional e iciency and ha o each supply chain
pa ne . Based on ha , he hypo hesis is s a ed as
ollows:
Hypo hesis H9:
Supply chain capaci y and
ope a ional e iciency ha e a posi i e
ela ionship.
F om hypo heses H1 o H9 men ioned abo e, he
au ho p oposes he esea ch model in Figu e 1.
Figu e 1. P oposed esea ch model
Nhan Cam T i
131
III. Resea ch Me hodology
A. Measu emen Scale
The obse ed a iables we e buil and inhe i ed
wi h adjus men s om p e iously published s udies,
applying a 5-poin Like scale o measu e all obse ed
a iables, om comple ely disag ee o ag ee (Table 1).
B. Resea ch Da a
To iden i y he impac ela ionship be ween ba ie s
o Indus y 4.0 adop ion, supply chain capaci y, and
business pe o mance, his s udy uses a quan i a i e
me hod. A e conduc ing a p elimina y e alua ion
o he scale h ough 50 samples, he scale was assessed
o ensu e eliabili y. Resea ch da a is om a la ge-
scale su ey o middle and senio manage s wo king
a anspo logis ics companies. The su ey sample
Va iable name Va iable
symbols Cons uc Sou ce
Ex insic ba ie s
(EXB)
EXB1 Absence o amewo k and s anda ds o e e ence
Chauhan e al.
(2021)
EXB2 Absence o laws and ules om he go e nmen
EXB3 Absence o p i acy and cybe secu i y guidelines
EXB4 Inadequa e IT p og ams
EXB5 Lack o skills in he labo ma ke
In insic ba ie s
(INB)
INB1 Inadequa e communica ion be ween he uni s
Chauhan e al.
(2021)
INB2 The e is no enough eadiness o leade ship.
INB3 Unable o implemen new business models
INB4 High implemen a ion expenses
INB5 Employees lack expe ise and skills
Indus y 4.0
adop ion
(ADOPT)
ADOPT1 Con ol o e p oduc ion emo ely.
Chauhan e al.
(2021)
ADOPT2 Adap able ope a ing condi ions o p oduc ion
ADOPT3 In eg a ing enginee ing sys ems o de elopmen and p oduc ion
ADOPT4 U ilizing i ual models, c ea e and pe o m
ADOPT5 Ga he and e alua e big da a
ADOPT7 Combine online se ices wi h physical goods
Supply chain
capaci y
(SCC)
SCC1 Cus ome sa is ac ion
G een e al.
(2014)
SCC2 Capabili ies o cus omize p oduc s
SCC3 Quick deli e y
SCC4 Low logis ics cos s
SCC5 Adap able deli e y and o de ing
SCC6 La ge in en o y u no e
SCC7 Abili y o ca y ou o de s.
Ope a ional
e iciency
(OP)
OP1 Reduce ope a ing cos s
Kuma e al.
(2020)
OP2 Cu down on he ime i akes o de elop and elease new p oduc s
OP3 E ec i ely in oduced new goods
OP4 Imp o e p oduc quali y
OP5 Boos he inno a ion o p oduc s.
Abb e ia ion: ADOPT, Indus y 4.0 adop ion; SCC, Supply chain capaci y; EXB, Ex insic ba ie s; OP, Ope a ional e iciency; INB, In insic
ba ie s
Table 1. Scale o measu emen
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 7 (AUGUST 2024), 126-139
132
has a a ie y o demog aphic cha ac e is ics o e
he pe iod om Janua y 1, 2024, o Ap il 30, 2024.
The s udy was su eyed using a ques ionnai e
including 36 obse ed a iables. The sample includes
manage s a Vie namese anspo logis ic companies.
Su eys a e sen in pe son and online ia he Google
Fo m pla o m. This s udy uses he con enience sampling
me hod, applying he "10 imes ule" p inciple o
calcula e he numbe o samples needed o he s udy
(Hai e al., 2019). Howe e , o ensu e eliabili y
and inc ease he ep esen a i eness o he sample,
he au ho chose a a io o app oxima ely 20:1,
meaning he sample size mus be 400 samples o
mo e. The numbe o ques ionnai es collec ed om
he su ey was 820 and 791 we e e u ned. A e
il e ing and elimina ing in alid ones, he numbe
o quali ied answe s was 768.
C. Da a P ocessing Me hod
The au ho uses s a is ics o desc ibe he cha ac e is ics
o he esea ch sample. A he same ime, use he
SPSS 26.0 o es he eliabili y and con e gen
alidi y o he scale h ough C onbach's Alpha
coe icien . Explo a o y Fac o Analysis (EFA) was
hen employed o educe a se o k obse ed a iables
in o a se F o mo e signi ican ac o s (whe e F <
k). Con i ma o y ac o analysis (CFA) also was used
o es he app op ia eness o he measu emen model.
The esea ch model has wo in e media e a iables,
so he CB-SEM app oach is used o es he hypo hesis
and quan i y he impac o he a iables. Subsidia y
ela ionships be ween a iables a e es ed, assessing
he i o he o e all model and pa h coe icien s
in he s uc u al model h ough pa ame e s simila
o CFA analysis.
IV. Resea ch Resul s
A. Desc ip i e S a is ics
Table 2 p o ides a s a is ical desc ip ion o all
768 quali ied obse a ions. The e a e 169 emale
esponden s o he su ey o 22% o he o al. As
a esul , men made up he majo i y o su ey
esponden s. 72% o su ey esponden s a e college
g adua es in e ms o educa ion. The majo i y o he
su ey sample (60%) was ound in he Sou he n
egion; 32% was ound in he No he n egion, and
8% was ound in he Cen al egion. Road anspo
companies employ 52% o he wo k o ce, ollowed
Numbe o esponses
Demog aphics con en
Pe cen age o
esponses (%)
Gende Male 599 78%
Female 169 22%
Educa ion Bachelo 553 72%
Mas e and PhD 215 28%
A ea
No h 246 32%
Cen al Region 61 8%
Sou he n 461 60%
Na u e o business
Sea anspo 169 22%
Road anspo 399 52%
Ai anspo 15 2%
Thi d-pa y logis ics se ices 185 24%
To al 768 100%
Table 2. Desc ip i e s a is ics esul s
Nhan Cam T i
133
by sea anspo companies (22%), hi d-pa y logis ics
se ices (24%), and ai anspo companies (2%).
B. Scale Reliabili y Analysis
C onbach's Alpha coe icien is a es o measu e
he in e nal consis ency eliabili y o he scale. The
la ge he C onbach's Alpha coe icien , he mo e
eliable he scale is (Hai e al., 2019). When he
concep being s udied is new o new o esponden s
in he esea ch con ex , a C onbach's Alpha coe icien
o 0.6 o highe is app op ia e (Nunnally, 1975).
Ne e heless, he C onbach's Alpha coe icien does no
sugges which a iables should be kep o emo ed.
Consequen ly, he o al a iable co ela ion coe icien
is used in addi ion o C onbach's Alpha coe icien ,
and a iables wi h a o al a iable co ela ion less
han 0.3 will be emo ed. Acco ding o he esul s
o he C onbach's Alpha e alua ion, some componen s
(EXB6, EXB7, INB6, INB7, ADOPT6, SCC8, OP6)
we e emo ed because he o al a iable co ela ion
was less han 0.3. All o he scales mee he equi ed
h eshold so hey a e e ained o con inue analyzing
o he nex s ep. The calcula ion esul s o he
emaining scales a e p esen ed in Table 3.
C. Explo a o y Fac o Analysis (EFA)
The wo explo a o y ac o analyses esul ed in
he elimina ion o INB5 and SCC2. INB5 loaded
on bo h ac o s, iola ing disc imina ion, and SCC2
had a loading ac o o less han 0.5. The analysis
esul s show ha he KMO index is 0.904 > 0.5,
p o ing ha he da a used o ac o analysis is
comple ely app op ia e. Ba le 's es wi h signi icance
le el Sig = 0.000 < 0.05, so he a iables a e co ela ed
wi h each o he and mee he condi ions o ac o
analysis. Based on he c i e ion Eigen alue 1.13 >
1 om he 26 obse ed a iables ha we e used
in he EFA, i e ac o s we e ex ac ed, and hese
ac o s o e he mos ho ough summa y o he da a.
The i e ex ac ed ac o s accoun o 53.71% o
he da a a ia ion o he 26 obse ed a iables ha
a e pa o he EFA esea ch model, as hei o al
a iance is 53.71% >50% (Table 4).
D. Con i ma o y Fac o Analysis (CFA)
This s udy uses he CFA me hod o es he
heo e ical s uc u e o he scales among esea ch
Va iable
symbols
C onbach’s
Alpha
Co ec ed I em -
To al Co ela ion
EXB1
α = 0.84
0.64
EXB2 0.53
EXB3 0.69
EXB4 0.73
EXB5 0.66
INB1
α = 0.85
0.63
INB2 0.63
INB3 0.66
INB4 0.69
INB5 0.69
ADOPT1
α = 0.86
0.69
ADOPT2 0.68
ADOPT3 0.62
ADOPT4 0.69
ADOPT5 0.63
ADOPT7 0.57
SCC1
α = 0.89
0.73
SCC2 0.64
SCC3 0.67
SCC4 0.71
SCC5 0.71
SCC6 0.72
SCC7 0.67
OP1
α = 0.84
0.69
OP2 0.66
OP3 0.63
OP4 0.59
OP5 0.59
Abb e ia ion: ADOPT, Indus y 4.0 adop ion; SCC, Supply chain
capaci y; EXB, Ex insic ba ie s; OP, Ope a ional
e iciency; INB, In insic ba ie s
Table 3. In e nal consis ency eliabili y esul s
