This study aims to examine the influence of commitment management on supply chain integration, supply chain transparency, and operational decision-making in manufacturing companies in Indonesia. Amidst the increasing complexity of supply chains and the demands for rapid, data-driven decision-making, companies need to build integrated and transparent systems, supported by strong commitment from top management. This study used a quantitative approach with a survey method of 128 respondents from manufacturing companies in Java, and the data were analyzed using Partial Least Square (PLS) techniques. The results showed that commitment management significantly influenced supply chain integration, supply chain transparency, and operational decision-making. Supply chain integration was also shown to influence supply chain transparency, but not significantly on operational decision-making. Meanwhile, supply chain transparency significantly influenced operational decision-making. A mediation test showed that the indirect influence of commitment management on operational decision-making through supply chain integration and transparency was not significant. This indicates that operational decision-making still relies heavily on the direct involvement of top management. This study provides a theoretical contribution in enriching the understanding of the role of management commitment in supply chain-based operational decision-making systems. Practically, the results of this study recommend strengthening the role of middle managers, decision-making training, and the implementation of integrated information systems to improve the effectiveness of operational decisions in real time.

Products produced by manufacturing companies are always required to meet the requirements set by customers. Manufacturing companies need to maintain product quality by involving internal company components and external partners by using integrated information technology to become supply chain quality integration. All components in the supply chain flow must be committed to maintaining product quality in their respective roles. The research aims to ensure that technology information integration can impact firm performance through supply chain quality integration and resilience. Data collection on manufacturing companies in Java using purposive sampling found 162 companies that had received ISO certification. Respondents were determined to be employees at the middle management level and had worked for a minimum of 3 years. Data processing used partial least squares version 4 to answer all research hypotheses. The data processing results showed that information technology integration influenced supply chain quality integration by 0.588 and supply chain resilience by 0.523 and had no significant effect on increasing firm performance. Supply chain quality integration influences supply chain resilience by 0.288 and increases firm performance by 0.496. Lastly, Supply chain resilience has a positive and significant effect on increasing firm performance by 0.169. The research results provide a practical contribution to the company's top management in maintaining the role and function of technology information integration and the ISO system in maintaining supply chain quality integration. Theoretical contribution to enrich the theory of total quality management and supply chain management.

Sanitary and product manufacturing companies' care in Indonesia is increasingly challenging to carry out production due to limitations caused by the lockdown during the pandemic. The conditions demanded very high and required fast distribution mobility. The company maintains product quality by established standards according to specifications, but the production process time is limited. To maintain product quality, companies must retain supply chain quality integration and innovation quality integration to support Operational Performance. The research uses manufacturing companies focusing on plastic companies with bottle and tube production related to supply packaging health protocol products. Analysis to answer the research hypothesis uses the software SmartPLS. The study results found that internal supply chain quality integration by integrated manufacturing processes positively and significantly affects supplier and customer quality integration. Supply chain integration, which consists of supplier quality integration, internal quality integration, and customer quality integration, impacts increasing product innovation and the number of new products. Supply chain quality integration and innovation quality integration directly influence operation performance. This research enlightens company managers on improving internal capabilities and establishing synergy with suppliers and customers to create innovation, aiming to increase operational performance to compete with the global market and face market fluctuations. Research makes a theoretical contribution to quality development and supply chain integration.

Integration with external supply chain partners can reduce the risk of process and product development disruptions. Hence, the companies should anticipate and prepare for any risk that could emerge in the supply chain network. This study aims to analyze the role of supply chain integration, information sharing, supply chain quality integration, and innovation systems in improving business performance in the manufacturing industry. The study surveyed manufacturing companies located in East Java, as many as 258 companies. Data was collected using questionnaires designed with a five-point Likert scale and distributed through Google Forms and company visits. 222 questionnaires were distributed through Google Forms, and 36 were distributed during company visits. The smartPLS software version 4.0 was used for descriptive analysis and hypothesis testing. The results showed that supply chain integration positively impacts information sharing, quality integration, and innovation systems. Information sharing significantly supports the implementation of quality integration and innovation systems. However, quality integration does not affect the innovation system. Likewise, innovation systems have no impact on improving business performance. Many manufacturing companies in East Java had not done innovation systems appropriately after the COVID-19 disruption as the company still focused on current processes and products to maintain company sustainability. Furthermore, information sharing, and supply chain quality integration significantly improve business performance. The results of this study could contribute to managers building close partnerships with external parties to maintain the quality of processes and products. Business owners must also consider using the latest technology for process and product innovation. These findings enrich the current supply chain management theory, particularly with quality integration and innovation systems.

Supply chain leaders in manufacturing companies play a key role in organizing strong relationships with members in the supply chain. This study aims to analyze the role of supply chain leaders in improving the operational performance of manufacturing companies in Indonesia through supplier and customer integration and supply chain transparency, and to test the moderating role of information technology. The research used a quantitative approach, with a direct survey of 38 companies and the rest via a Google form, yielding a total of 218 respondents from manufacturing companies that have used information technology and coordinated with external partners. Data were analyzed using the PLS-SEM version 4.0 to test the outer and inner models. The results of the study show that supply chain leaders have a significant effect on customer integration, supplier integration, and supply chain transparency. Furthermore, customer integration, supplier integration, and supply chain transparency have been shown to affect operational performance positively. These findings confirm that the operational performance of manufacturing companies can be improved through supply chain leadership that fosters coordination, collaboration, and information disclosure among suppliers and customers, and the moderating role. Information technology only strengthens the relationship between supplier integration and operational performance, whereas the relationship between customer integration and supply chain transparency and operational performance shows no significant moderating influence. This research makes a theoretical contribution to the development of supply chain leadership, integration, transparency, and digital supply chain studies, as well as provides practical implications for manufacturing companies to manage supplier and customer integration more strategically to improve quality, flexibility, delivery accuracy, customer service, and customer satisfaction on an ongoing basis.

Manufacturing firms face increasing pressure to strengthen data integration and coordinate activities as digital technologies become embedded in business processes. Although digital literacy, supply chain integration, transparency, and digital orientation are recognized as essential capabilities, limited research has examined their combined effects on firm performance in emerging-market contexts. This study investigates the interrelationships among these capabilities by surveying 220 manufacturing companies across Java and analyzing the data using SmartPLS 4. The results show that digital literacy significantly enhances supply chain integration and supply chain transparency, although it does not directly influence digital orientation. Supply chain integration positively affects supply chain transparency, digital orientation, and firm performance. Supply chain transparency improves digital orientation but has no direct effect on firm performance. Digital orientation is found to be a strong predictor of firm performance. These findings highlight a sequential capability pathway in which digital literacy and supply chain capabilities shape digital orientation, which in turn drives firm performance. The study offers practical guidance for manufacturing firms seeking strengthening digitalization strategies through targeted development of employee digital skills, integrated information systems, and transparent supply chain processes.

Transparency in the supply chain is crucial for enhancing integration, efficiency, and responsiveness, but it also carries the risk of strategic information leakage. Management commitment and the effective use of digital technology are essential to creating safe and transparent environments. This study aims to investigate the impact of management commitment on the adoption of information technology, supply chain transparency, and practices that enhance operational performance. Data collection was conducted at 221 manufacturing companies that have adopted information technology as their primary system. Testing the research instrument using SmartPLS version 4 data analysis showed a good goodness-of-fit model. The study's results indicate that management commitment has a significant influence on the adoption of information technology and supply chain practices. However, its impact on supply chain transparency is less pronounced. The resulting operational performance is not directly determined by supply chain transparency, but rather by the adoption of information technology and the implementation of effective supply chain practices. The adoption of information technology has an impact on supply chain practices through supply chain transparency. The results of this study contribute practically to company management by enabling the update of information technology and the implementation of supply chain practices and transparency, thereby facilitating continuous evaluation and control of the company system. The results of this study contribute to enriching the theory of digitalization in the manufacturing industry's supply chain.

Organizational competitiveness is enhanced by implementing supply chain integration. Organizations, through information technology, can integrate internal and external cross-functional. The team assigned to run the integration system in its function is designated as the key user who can implement and maintain an ongoing basis. Key user capabilities are needed to maintain a digital supply chain in information technology systems to integrate internally and externally. Data analysis using Partial least squares (PLS) on 89 hotel organizations with a one-star category or more shows that key user capability significantly affects internal cross-functional integration (β = 0.728) and external cross-functional integration (β = 0.127). Key user capability has an impact on supply chain flexibility (β = 0.370) while internal cross-functional integration influences increasing supply chain flexibility (β = 0.373) and financial performance (β = 0.421). External cross-functional integration increases supply chain flexibility (β = 0.316) and financial performance (β = 0.441). Lastly, supply chain flexibility impacts increasing financial flexibility (β = 0.192). The research contributes enrichment to the theory of digital supply chain and practical contribution to enlighten top management in information technology investment.

This paper analyzes the effect of Artificial Intelligence (AI) implementation projects on the operational performance of manufacturing companies in Indonesia, considering the mediating role of quality internal integration, quality external integration, and supply chain responsiveness. This study uses a quantitative research approach, utilizing a survey method, with 109 manufacturing companies in Java and Bali that have adopted AI technology in their production processes. Data processing was carried out using the Partial Least Squares (PLS) approach. The results indicate that the AI implementation project has a significant impact on both internal quality integration and external quality integration but does not directly affect supply chain responsiveness or operational performance. Quality internal integration is proven to be a key variable that significantly affects quality external integration, supply chain responsiveness, and operational performance. Meanwhile, quality external integration has a significant effect on supply chain responsiveness but not on operational performance directly. Additionally, supply chain responsiveness has been proven to positively contribute to improving operational performance. The conceptual model developed in this study successfully demonstrates a multi-layered influence path from AI implementation project to operational performance through quality integration and supply chain responsiveness. This study highlights the importance of synergy between AI technology and internal and externally integrated quality management systems in achieving operational excellence in the manufacturing sector. These findings expand the theoretical understanding of the strategic role of AI in the context of supply chain and operational quality.

Companies continually strive to produce high-quality products by involving all components in the supply chain. Solid internal integration can serve as the foundation for coordinating and collaborating with external partners to consistently deliver quality products throughout the entire supply chain management process. Data collection was conducted at 222 medium and large manufacturing companies that focus on maintaining product quality. Data was analyzed using structural equation modeling, specifically SmartPLS version 4. Results indicate that internal integration has a significant impact on supplier collaboration (0.615), customer coordination (0.484), and artificial intelligence adoption (0.350). Supplier collaboration leads to a substantial increase in the adoption of artificial intelligence (0.393) and supply chain quality (0.302). Customer coordination in manufacturing companies has a significant impact on the adoption of artificial intelligence, but a minor effect on supply chain quality, with a correlation coefficient of 0.194. The results of the study enrich the theory of supply chain quality integration in generating company competitiveness, and contribute practically to managers in companies, enabling them to involve both internal and external partners in the production of high-quality products. Top management needs to establish strong partnerships with external parties to develop effective marketing and purchasing strategies.