THE MEDIATING ROLE OF SUPPLY CHAIN MANAGEMENT PRACTICES BETWEEN THE RELATIONSHIP OF FINANCIAL MANAGEMENT PRACTICES AND PERFORMANCE OF SMALL ENTERPRISES IN BANANA INDUSTRY

Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 37 ISRG PUBLISHERS Abbreviated Key Title: ISRG J Econ Fin. ISSN: 3048-6998 (Online) Journal homepage: https://isrgpublishers.com/isrgjef-2/ Volume – 2 Issue -6 (November-December) 2025 Frequency: Bimonthly THE MEDIATING ROLE OF SUPPLY CHAIN MANAGEMENT PRACTICES BETWEEN THE RELATIONSHIP OF FINANCIAL MANAGEMENT PRACTICES AND PERFORMANCE OF SMALL ENTERPRISES IN BANANA INDUSTRY JENNIFER J. CATIPUNAN1*, MARY JANE B. AMOGUIS, DBM, LPT2 1 Student of University of the Immaculate Conception, Bonifacio St., Davao City, Philippines 2 Dean of Graduate School, University of the Immaculate Conception, Bonifacio St., Davao City, Philippines | Received: 23.11.2025 | Accepted: 24.11.2025 | Published: 26.11.2025 *Corresponding author: JENNIFER J. CATIPUNAN Student of University of the Immaculate Conception, Bonifacio St., Davao City, Philippines Abstract Amidst the problems faced by small banana enterprises in sustaining competitiveness due to limited financial capacity and inefficient supply chain systems, effective financial management that improves performance through enhanced supply chain management practices can direct policymakers and industry stakeholders in developing targeted strategies to reinforce financial and operational efficiency, promoting sustainable growth of Small Medium Enterprises in the Davao Del Norte. However, lack of comprehensive research integrating financial management practices, supply chain management practices, and performance into a single mediating model, particularly within the context of small banana enterprises. To determine the mediating role of supply chain management practices in the relationship between financial management practices and the performance of small enterprises. A descriptive-correlational approach was used to survey 100 from the owners, managers and supervisors among banana industry in Davao Region. Data analysis involved calculating mean scores, Standard Deviation, Pearson r, and Structural Equation Modeling (Mediation Analysis and Path Plot) were the statistical tools utilized to analyze the data. Findings of the study showed that the level of performance of small enterprises, financial management practices and supply chain management were high. Additionally, a significant and positive relationship was established between financial management practices and supply chain management; performance of small enterprises and financial management practices; as well as supply chain management and performance of small enterprises. Results further revealed that supply chain management partially mediate the relationship Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 38 INTRODUCTION Background of the Study Small and Medium Enterprises (SMEs) are vital contributors to economic activity in the Philippines, particularly in agricultural industries where small enterprises sustain local supply chains and rural employment. In the banana industry of Davao Region, small enterprises face ongoing challenges in financial resource allocation, cost management, and operational efficiency. Prior research has shown that strong financial management practices including budgeting, working capital management, and financial reporting enhance the stability and profitability of SMEs (Musah et al., 2018). Other studies highlight that supply chain management practices, such as strategic supplier partnerships, customer relationship management, and information sharing, improve responsiveness, cost control, and overall business performance (Wijetunge, 2017). Although both areas have independently been linked to enterprise performance, limited research has examined how supply chain management practices may mediate the relationship between financial management practices and business performance, especially in perishable agricultural sectors like bananas. This gap is important because effective financial practices may not translate into improved performance without efficient supply chain systems. Therefore, the purpose of this investigation is to determine whether supply chain management practices mediate the relationship between financial management practices and the performance of small banana enterprises in Davao Region. The study aims to contribute essential evidence on how financial capability and supply chain operations interact to influence business outcomes, offering insights relevant to policymakers, industry support groups, and enterprise owners. Only information directly supporting the study’s problem, purpose, and theoretical grounding is presented to maintain clarity and focus. METHODOLOGY Research Design The study employed a quantitative research approach, specifically using a descriptive–correlational and causal mediation design to examine the relationships among financial management practices, supply chain management practices, and the performance of small enterprises in the banana industry. The descriptive component measured the levels of financial management practices, supply chain management practices, and enterprise performance. The correlational design assessed associations among the variables, while the causal mediation framework, based on Baron and Kenny (1986), analyzed whether supply chain management practices mediate the relationship between financial management practices and enterprise performance. This design enabled the estimation of both direct and indirect effects. Research Locale The study was conducted in Davao del Norte, a major bananaproducing province in the Davao Region, Philippines. The area was selected due to its high concentration of banana enterprises— including growers, exporters, processors, buyers, and manufacturers—making it an appropriate setting for analyzing financial and supply chain management practices within the industry. The respondents were 100 owners, managers, and supervisors of banana enterprises who had been operating in the region for at least one year. Only individuals who voluntarily signed the informed consent form were included, while those who withdrew during the process were excluded. Furthermore, A quota sampling technique was used to ensure representation across different roles in the supply chain (producers, growers, exporters, buyers, and processors). Research Instruments The first instrument, which focused on Financial Management Practices (FMP), was adapted from the study of Barbra (2022). This instrument demonstrated good reliability, with coefficients that ranged from 0.721 to 0.798. It consisted of three indicators: financial reporting, working capital management, and budgeting. Each indicator was assessed through specific statements that reflected the financial management activities of small enterprises. The second instrument measured Supply Chain Management Practices (SCMP) and was based on the instrument developed by Wijetunge (2017). This tool showed strong internal consistency, with Cronb ach’s alpha scores of ≥ 0 .70. It included five indicators: strategic supplier partnership, customer relationship, information sharing, information quality, and internal supply chain processes. These indicators were assessed through structured items that captured the operational and relational dimensions of supply chain management. The third instrument focused on the Performance of Small Enterprises and was also adapted from Barbra (2022). This tool assessed three indicators: profitability, sales growth, and market share, with reliability values that ranged between 0.721 and 0.798. All items across the three instruments were rated using a 5-point Likert scale (1 = Strongly Disagree, 5 = Strongly Agree). Before the full implementation, the instruments underwent content and construct validation by three experts and were pilot-tested among 50 respondents, ensuring clarity, reliability, and validity of the measures used in the study. Results and Discussion Level of Performance in Banana Industry The data in Table 1 presents the level of performance shows the level of performance in the banana industry as measured in three indicators: profitability, sales growth, and market share. It can be state that the overall performance of the banana industry is very between financial management practices and performance of small enterprises. Small banana enterprises are advised to reinforce built-in financial and supply chain administration plans, with the help of specific government activities, to maintain a high level of performance and to increase the level of competitiveness in the long run. Keywords: Banana industry, financial management practices, performance of small enterprises, structural equation modeling, supply chain management. Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 39 high, as stipulated by the overall mean of 4.41. The data further stated that the standard deviation (SD) values range from 0.15 to 0.70, resulting to regularity and homogeneity in the responses. This inspires that the respondents generally assess their business performance as strong and stable. These results certify that the banana industry shows high profitability, sustainable increase in sales, and competitive position on the market, which are primary indicators success and hardiness in agricultural enterprises. Status of Financial Management Practices of Small Enterprises in Banana Industry For the Table 2 presents the financial management practices of small enterprises in banana industry as measured in three indicators: financial reporting, working capital management, and budgeting. Result shows that the financial management practices of small enterprises in banana industry is very high, with an overall mean of 4.35. This result signifies that most small enterprises in the banana industry regulatory display good and efficient financial management practices. That they make sure to keep their financial records accurate, manage their cash properly, and prepare budgets to guide there operations. The results implies that mostly small enterprises in the banana industry shows strong cohesion to sound financial management practices, specifically in maintaining accurate records, managing cash flow effectively, and preparing budgets for operations. Status of Supply Chain in Banana Industry Presented in Table 3 is the level of supply chain in banana industry of the respondents. This indicates that small banana enterprises support solid and continuous development. he respondents indicated th e highest agreement in the statement Considering quality as the primary criterion when selecting suppliers x . and the lowest in Implementing continuous improvement programs that in clude ey suppliers x . , which still falls under high. Correlation between variables In Table 4 illustrates the correlation between the variables by use of Spearman rank-order correlation since the data set failed the test of normality. Additionally, there is also a strong positive association between FMP and SCMP (r =.517, p <.05), which means that an improved Financial Management Practices are associated with a tendency of strengthening Supply Chain Management Practices. The findings are in line with the research conducted by Otoo et al. (2024) who also discovered that the optimal use and adherence to financial management practices definitely affect the performance of organizations. Equally, Rashid and Al-Amri (2023) believed that financial prudence helps SMEs to establish sustainable supply relations, which have the effect of enhancing supply chain reliability and efficiency. Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 40 Similarly, there is a positive and significant relationship between FMP AND SME Performance (r = .372, p<.05) such that, a stable FMP of an SME will most likely lead to improvement in an SME performance. This result confirms the previous results of Nguyen and Pham (2024) who stressed that incorporation into supply chain assists small enterprises to react instantly to changes in the market, reduce costs and be satisfied with customers. Furthermore, Aladejare and Adebayo (2023) found that SMEs that have good budgeting and financial control systems have a greater chance to have a stable performance because of increased decision-making and capital used effectively. Additionally, SCMP has the strongest significant correlation to SME Performance with a coefficient of .555 (p<.05). This can be gleaned that effective supply chain management is strongly linked to improved SME performance. The result aligns with the conclusions of Jia (2024) specifying that well organized supply chain activities strengthen business competitiveness and profitability. Mediation Analysis This part analyses the mediating position and indirect influence SCMP among association of FMP and SME Performance. Another visual representation of the standardized regression coefficients is the Path Plot that indicates the magnitude and direction of the relationship of the variables in the model (Table 5). On the other hand, the indirect effect of FMP on SME performance, mediated by SCMP, was found to be β 0.2 2 p .001). This indicates that SME performance improves when sound financial management enhances supply chain processes. In other words, when firms adopt effective financial reporting, budgeting, and working capital practices, these improvements strengthen supply chain coordination, information flow, and supplier– customer relationships—ultimately translating into better performance outcomes. Thus, SCMP serves as a significant pathway through which FMP contributes to SME success, highlighting its role as an important mediator. Meanwhile, the total effect o f FMP on SME performance was β 0.341 (p = .002), demonstrating that the combined influence of both the direct and mediated pathways is statistically significant and greater than the direct effect alone. This is attributed to the mediating role of SCMP, which channels the impact of financial practices into operational improvements. When SMEs integrate strong financial practices with effective supply chain strategies, they experience enhanced profitability, sales growth, and market performance. This combined effect underscores the essential role of supply chain management in converting financial strengths into tangible performance gains. Furthermore, path coefficients showed that FMP significantly predicted SCMP β 0.6 6, p < .00 , and S CMP, in turn, significantly pred icted SME performance β 0. 7 , p < .00 . These values suggest a strong sequential relationship within the model. However, because the direct effect of FMP on performance β 0.0 , p .666 was not significant while the indirect effect was substantial, the results indicate full mediation. This means that FMP does not directly influence SME performance; instead, its impact occurs entirely through SCMP. Therefore, improvements in financial management lead to strengthened supply chain practices, which ultimately drive better performance among SMEs. Figure 3 Legend: FMP – Financial Management Practices SCMP – Supply Chain Management Practices SME PER – Small Medium Enterprises Performance In addition, SME performance has an R-squared value of 0.28, indicating that the model explains 28 percent of the variation while 72 percent of components are unstudied. On the other hand, Supply Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 41 Chain Management Practices (SCMP) explains 25 percent of the variation with an R-squared of 0.25, excluding 75 percent of components from the analysis. This indicates that SCMP accounts for a significant percentage of the variability in SME performance, demonstrating a strong correlation. Visually, Figure 1 shows that the path from Financial Management Practices (FMP) to SME performance has a standardized coefficient of 0.05 (p > .05), meaning that for every one-unit increase in FMP, SME performance increases by 0.05, showing that FMP has a small direct impact on SME performance. Since this effect is weak, FMP alone does not strongly determine SME performance. Adding on, the path analysis indicates that a one-unit improvement in FMP results in a 0.52 increase in SCMP, demonstrating a significant impact. This indicates that superior FMP significantly improves SMEs' supply chain management practices. Meanwhile, the direct path from SCMP to SME performance has a standardized coefficient of 0.56, meaning that for every one-unit increase in SCMP, SME performance increases by 0.56 and is significant (p < .05) at the 95 percent confidence level. It suggests that the positive effect is significant, which means that SCMP significantly influences SME performance. Moreover, the path plot indicates a full mediation of SCMP in the relationship between FMP and SME performance. This suggests that FMP improves SCMP, which significantly influences SME performance; however, its direct effect on SME performance is limited, highlighting the importance of SCMP in translating financial management into business outcomes. This implies that SMEs should prioritize improving both FMP and SCMP to enhance overall performance. This study's findings support the Resource-Based View (RBV) Theory as proposed by Barney (1991). The theory posits that firms achieve superior performance when they are able to organize and integrate valuable internal resources, such as financial and supply chain capabilities. The significant positive correlation between FMP and SCMP, along with the mediating effect of SCMP on SME performance, illustrates that effective resource coordination and integration contribute to competitive advantage and business growth. Likewise, the findings confirm propositions by Chowdhury et al. (2022) and Nyamah et al. (2023), emphasizing that SMEs with well-developed financial and supply chain systems can translate strategic financial decisions into improved operational and financial outcomes. Furthermore, the results support Zailani et al. (2022), highlighting that supply chain integration enhances the impact of financial practices on firm performance, reinforcing the idea that financial strategies are more effective when coupled with strong supply chain systems. CONCLUSION AND RECOMMENDATIONS This chapter shows the conclusions based on the findings of the study. Also, it holds recommendations that may help address the issues recognized through this study. Conclusion Based on the findings, the following conclusions were drawn: SME has a high level of performance. The result of this finding means that these businesses are able to achieve high levels of profitability, a stable level of sales growth as well as achieving a balance in effectiveness and competitiveness in market share. The status of financial management practices was very high which means that these enterprises are constantly implementing effective financial reporting, working capital management, and budgeting systems. The status of supply chain management practices was extremely high and this confirms that the supply chain management practices are very conspicuous. This shows that they have a very good financial base in which they follow effective practices such strategic supplier relationship, customer relationship, degree of information sharing, degree of information quality and internal supply chain process (postponement). Financial management practices have a strong positive correlation with supply chain management practices and business achievements of small enterprises in banana industry This implies that as long as enterprises embrace good financial management practices in terms of proper cash handling, precise reporting, and acceptable budgets, they can enhance their supply chain coordination and elevate business performance. On the same note, an effective supply chain system provides created profitability, productivity, and market responsiveness. The relationship between business performance and financial management practices is highly mediated by supply chain management practices. The mediation analysis revealed that only financial management fails to develop performance, reasonably, its positive effects are achieved by sound supply chain management It means that supply chain efficiency integration and financial discipline is a prerequisite in the attainment of greater business conclusions. Effectively allocated finances establish the firms properly to allocate the resources in an efficient way and the efficient supply chain operations convert them into operational success and survival. The findings confirm the Resource-Based View (RBV) and Supply Chain Integration Theory, which postulates that financial resources that are owned by an enterprise when rightly incorporated on the supply chain capabilities trigger the competitive advantage that compel the performance. The results also support the theory of Ahmad et al. (2023) and Kumar and Rahman (2022) that assumes that small businesses that have developed financial and supply chain systems have higher chances of turning into efficient and acquiring the market. Moreover, the findings of the study can also be correlated to the ideas of the Dynamic Capabilities theory; in this respect, the study also adds that companies should constantly integrate, develop, and reshape both internal and external capabilities in such a way that the company will retain its competitive advantage in the long run. Recommendations Based on the findings and conclusions, the following recommendations are proposed: Since the study revealed a very high level of business performance among small banana enterprises, it is recommended that this performance be sustained through continuous improvement and innovation. Support from the Local Government Units (LGUs) and the Department of Agriculture (DA) may be strengthened by Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 42 implementing Banana Industry Development Programs that focus on production efficiency, market expansion, and Given the high level of financial management practices observed, the Department of Trade and Industry (DTI) and the Cooperative Development Authority (CDA) may further develop financial literacy and investment management programs specifically tailored for small banana entrepreneurs. These initiatives can enhance their ability to manage cash flow, assess financial risks, and plan for long-term financial stability. The very high rating in supply chain management practices may be further reinforced through logistics improvement programs and the adoption of technology-based supply chain systems. The DTI, in collaboration with the private sector, can assist small enterprises by providing access to digital inventory systems, real-time tracking tools, and reliable supplier networks to increase operational efficiency and reduce delivery delays. The strong positive relationship found between financial management practices, supply chain management practices, and business performance suggests that entrepreneurs would benefit from integrated training programs. These may focus on financial planning, production management, and supply chain coordination. Such workshops will enable entrepreneurs to develop adaptive strategies and effectively respond to market fluctuations. Since supply chain management practices significantly mediate the relationship between financial management and business performance, LGUs and the DTI are encouraged to collaborate in establishing local supply chain clusters. These clusters can help small banana enterprises share resources, suppliers, and logistics services, thereby reducing costs and enhancing competitiveness. Future researchers are encouraged to explore other factors that may further enhance business performance, such as marketing innovation, digital transformation, and sustainability practices. Employing mixed-methods research designs may also provide a deeper understanding of how financial and operational practices interact to improve the overall performance of small enterprises. ACKNOWLEDGEMENT The researcher gratefully acknowledges the following persons for their valuable contributions to the successful completion of this study. To Dr. Mary Jane B. Amoguis, thesis adviser and the Dean of the Graduate School, for her unwavering guidance and insightful inputs that greatly contributed to the refinement and completion of this thesis. To the respected panel members, Dr. Dunhill Z. Bilog, Dr. Emma V. Sagarino, and Dr. Loribelle Ocenar, for expertise, and constructive comments that strengthened the quality and substance of this study. To the owners, managers, supervisors, and staff of the Banana Industries in Davao del Norte, for their kind cooperation and assistance during the data-gathering process. To Ms. Kailen Mae Asuncion Costelo, for her assistance in facilitating the collection of data in the area of Davao del Norte. To her husband, Mr. Danny A. Catipunan, and sons, David Enzo J. Catipunan and David Gabriel J. Catipunan, for their unending love, patience, and belief in her capabilities, which served as her greatest source of strength and motivation throughout this journey. To her friends, colleagues, and classmates, for their constant encouragement To Sir Francis Kenneth Canono, for his guidance, and help of this research. Above all, to our Almighty Father, for the wisdom, strength, and perseverance, for granting her the ability to accomplish this work despite all challenges. To God be the glory! REFERENCES 1. Alzoubi, H. M., & Yanamandra, R. (2020). Investigating the mediating role of information sharing strategy on agile supply chain. Uncertain Supply Chain Management, 8(2), 273-284. 2. Ammar, A., & Boughrara, A. (2023). Ownership structure and firm profitability: A study of state-owned enterprises versus privately-owned enterprises. Journal of Economic Behavior & Organization, 209, 425-443. 3. Asimakopoulos, S., & Wanke, P. F. (2021). Forecasting the sales growth of SMEs during economic downturns: A two-stage machine learning approach. International Journal of Forecasting, 37(3), 1230-1242. 4. Awiti, H. A., Gido, E. O., & Obare, G. A. (2022). Smallholder farmers climate-smart crop diversification cost structure: Empirical evidence from Western Kenya. Frontiers in Sustainable Food Systems, 6, 842987. 5. Musah, A., Gakpetor, E. D., & Pomaa, P. (2018). Financial management practices, firm growth and profitability of Small and Medium Scale Enterprises (SMEs). Information Management and Business Review, 10(3), 25–37. 6. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 7. Bloomenthal, A. (2020, November 25). Market share. Investopedia. https://www.investopedia.com/terms/m/marketshare.asp 8. Branca, G., Braimoh, A., Zhao, Y., Ratii, M., & Likoetla, P. (2021). Are there opportunities for climate-smart agriculture? Assessing costs and benefits of sustainability investments and planning policies in Southern Africa. Journal of Cleaner Production, 278, 123847. 9. Chen, H., Zeng, Z., Fan, H., & Ye, G. (2022). Customeroriented information acquisition for sustainable project management: An evolutionary game analysis. International Journal of Production Economics, 248, 108491. https://doi.org/10.1016/j.ijpe.2022.108491 10. Chen, M., Jang, S., & Kim, W. G. (2021). The impact of COVID-19 on profitability micropatterns: A probit regression approach. International Journal of Hospitality Management, 97, 102999. 11. Choi, T. Y., & Gong, Y. (2022). Buyer–supplier relationship development: The roles of reputation and competitiveness. Journal of Operations Management, 68(3), 255-283. https://doi.org/10.1002/joom.1156 12. Christopher, M., & Kumar, M. (2022). Supply chain complexity: Multiple dimensions and implications for strategic decision-making. International Journal of Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 43 Operations & Production Management, 42(1), 73-101. https://doi.org/10.1108/IJOPM-05-2021-0353 13. Fernando, J. (2023, April 20). How to calculate market share. Forbes Advisor. https://www.forbes.com/advisor/investing/how-tocalculate-market-share/ 14. Formentini, M., & Taticchi, P. (2022). Corporate sustainability approaches and governance mechanisms in sustainable supply chain management. Journal of Cleaner Production, 302, 127052. https://doi.org/10.1016/j.jclepro.2021.127052 15. Frederico, G. F., Garza-Reyes, J. A., Anosike, A., & Kumar, V. (2020). Supply Chain 4.0: Concepts, maturity and research agenda. Supply Chain Management: An International Journal, 25(2), 262-282. https://doi.org/10.1108/SCM-09-2018-0339 16. Gupta, M., Dasgupta, S., & Chakraborty, I. (2020). Interface between sales growth and human resources in Indian firms: Moderating effect of ownership and industry. Management Research Review, 43(11), 13311352. 17. Hayes, A. (2023, May 22). Market share: What and how to calculate it. Investopedia. https://www.investopedia.com/terms/m/marketshare.asp 18. Hazen, B. T., Skipper, J. B., Boone, C. A., & Hill, R. R. (2021). Back in business: Operations research in support of big data analytics for operations and supply chain management. Annals of Operations Research, 307(1), 221-238. 19. Hussain, J., Salia, S., & Karim, A. (2020). Financial literacy and financial decision-making among small businesses: Evidence from Bangladeshi SMEs. International Journal of Emerging Markets, 15(4), 635652. 20. Isaksson, O. H. D., & Seifert, R. W. (2022). Quantifying operational resilience through multi-sourcing strategies. Production and Operations Management, 31(4), 17051727. https://doi.org/10.1111/poms.13627 21. Kassie, A., Worku, A., Kumie, A., & Yimer, S. A. (2024). Constraints to agricultural finance in underdeveloped and developing countries: A systematic literature review. International Journal of Agricultural Extension, 12(1), 45-62. 22. Kelliher, F., & Reinl, L. (2009). A resource-based view of micro-firm management practice. Journal of Small Business and Enterprise Development, 16(3), 521-532. 23. Kumar, S., Sureka, R., & Colombage, S. (2020). Capital structure of SMEs: A systematic literature review and bibliometric analysis. Management Review Quarterly, 70(4), 535-565. https://doi.org/10.1007/s11301-01900175-4 24. Kumar, V., & Reinartz, W. (2021). Customer relationship management: Concept, strategy, and tools (4th ed.). Springer. 25. Li, S., He, J., & Zhuang, P. (2021). Information provision and SME performance: The influences of supply chain integration and digital platform use. Industrial Management & Data Systems, 121(10), 21532179. https://doi.org/10.1108/IMDS-12-2020-0756 26. Li, Y., Zhao, X., Shi, D., & Li, X. (2022). Governance of sustainable supply chains in the fast fashion industry. European Management Journal, 40(1), 111-122. https://doi.org/10.1016/j.emj.2020.04.008 27. Liu, W., Wang, D., Long, S., Shen, X., & Shi, V. (2021). Service supply chain management: A review of operational models. European Journal of Operational Research, 292(2), 427-441. 28. Lyngstadaas, H., & Berg, T. (2022). Working capital management and profitability: A meta-analysis. International Journal of Managerial Finance, 18(5), 726747. 29. Maestrini, V., Luzzini, D., Caniato, F., & Ronchi, S. (2021). Designing and implementing performance measurement systems for supply chain risk management: A conceptual framework. International Journal of Production Economics, 235, 108060. https://doi.org/10.1016/j.ijpe.2021.108060 30. Mang’ana, K. M., Ndyetabula, D. W., and Hokororo, S. J. (2023). Financial management practices and performance of agricultural small and medium enterprises in Tanzania. Social Sciences & Humanities Open, 7(1). doi: 10.1016/j.ssaho.2023.100494 31. Martinez, A., Lopez, C., & Smith, J. (2022). Financial planning integration in supply chain management. Strategic Finance Journal, 29(4), 178-195. 32. Mesioye, O., and Bakare, I. (2024). Evaluating Financial Reporting Quality: Metrics, Challenges, and Impact on Decision-Making. International Journal of Research Publication and Reviews, 5(10):1144-1156. doi: 10.55248/gengpi.5.1024.2735 33. Mudalige, D., Ismail, N. A., & Malek, M. A. (2021). Exploring the role of dynamic capabilities for business model innovation: Evidence from high-tech SMEs. Journal of Small Business and Enterprise Development, 28(3), 388-412. 34. Osadchy, E. A., Akhmetshin, E., and Amirova, E. F. (2021). Financial Statements of a Company as an Information Base for Decision-Making in a Transforming Economy. European Research Studies Journal, 21(2):339-350. doi: 10.35808/ersj/1006 35. Paiva, E. L., Teixeira, R., Marques, L., & Finger, A. B. (2022). Supply chain strategy and sales growth: The roles of supplier integration and management involvement. International Journal of Production Economics, 245, 108406. 36. Patel, R., & Zhang, L. (2023). Financial reporting as a strategic management tool: Evidence from multinational corporations. Journal of International Business Studies, 54(4), 429-448. 37. Pitelis, C. N., & Wagner, J. D. (2023). Strategic agility and dynamic capabilities in SMEs: A configurational approach. Long Range Planning, 56(2), 102255. 38. Santos, K. (2025). All about bananas. https://www.bananalink.org.uk/all-about-bananas 39. Schmidt, J. (2024). Budgeting. https://corporatefinanceinstitute.com/resources/fpa/budge ting/ 40. Sharma, P., & Joshi, S. (2023). Financial management and organizational performance: Examining the Copyright © ISRG Publishers. All Rights Reserved. DOI: 10.5281/zenodo.17718861 44 mediating effects of supply chain integration in Indian SMEs. International Journal of Productivity and Performance Management, 72(2), 45Simionescu, L. N. (2020). Small and medium-sized enterprises (SMEs): The engine of economic growth through investments and innovation. Sustainability, 12(1), 347. https://doi.org/10.3390/su120103477-481. 41. Sun, Y., Wang, H., & Zhang, M. (2022). Information sharing in supply chains: Measurement, antecedents, and performance outcomes. International Journal of Production Economics, 244, 108371. 42. Teece, D. J., & Pisano, G. (2022). Dynamic capabilities: The foundations of enterprise performance in rapidly changing environments. Strategic Management Journal, 43(4), 1087-1106. 43. Thompson, R., & Rodriguez, A. (2023). Market access and value chain participation among small fruit producers. Development Economics Quarterly, 45(3), 201-218. 44. Tuovila, A. (2024). Working Capital Management: What and How It Works. https://www.investopedia.com/terms/w/workingcapitalm anagement.asp 45. Wang, M., Asian, S., Wood, L. C., & Wang, B. (2020). Logistics innovation capability and its impacts on the supply chain risks in the Industry 4.0 era. Modern Supply Chain Research and Applications, 2(2), 83-98. https://doi.org/10.1108/MSCRA-07-2019-0015 46. Wijetunge, W. A. (2017). The Role of Supply Chain Management Practices in achieving organizational performance through Competitive Advantage in Sri Lankan SMEs. International Conference on Economics, Management and Social Study (ICEMSS). 47. Zhang, L., Wang, S., & Li, D. (2023). Digital transformation in SME supply chains: Challenges, practices and performance outcomes. Supply Chain Management: An International Journal, 28(2), 178-196. 48. Zhang, M., & Cao, J. (2020). Exploring antecedents of supply chain collaboration: Effects of customer-focused capabilities and customer-driven responsiveness. International Journal of Production Economics, 221, 107617.