Indonesia's manufacturing industry is experiencing a weakening in performance: the PMI fell to 46.9 in June 2026, and the Logistics Performance Index ranking slumped to 61st out of 139 countries, signaling a decline in competitive advantage amid global pressures. This study examines the influence of leadership competency on competitive advantage, mediated by supply chain integration, responsiveness, and agility, with supply chain digitization as a moderating variable, in manufacturing companies in Indonesia. Data were collected via an online questionnaire (Google Forms) using a 5-point Likert scale from 104 valid respondents and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0 software. The results show that leadership competency has a significant positive effect on supply chain integration, responsiveness, and agility. Integration, responsiveness, and agility each have a significant positive impact on competitive advantage, with agility showing the strongest effect. The three hypothesized moderating effects of supply chain digitization were not significant. Leadership competency’s effect on competitive advantage is fully mediated through supply chain responsiveness, integration, and agility. Managerially, investment in leadership development will not have an optimal impact without strengthening supply chain capabilities, especially agility. Manufacturing companies are advised to prioritize leadership training focused on rapid, adaptive decision-making to strengthen cross-functional coordination. This research contributes to enriching the current theories in supply chain management and dynamic capability.

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.

In today's rapidly changing business environment, companies need to be dynamic, adapting their internal processes to respond effectively to external changes. Information Technology has become crucial for businesses to enhance their ability to manage and adapt to change. This study examines East Java manufacturing companies that have heavily invested in sustainable IT systems to enhance their supply chain responsiveness and resilience through improved purchasing strategies and production flexibility. The study collected data from companies that had implemented IT for at least three years, with respondents being permanent employees with a minimum of two years' experience. Analysis of 108 survey responses using SmartPLS 4 revealed significant impacts of IT implementation on purchasing strategy (0.610), production flexibility (0.363), and supply chain responsiveness (0.164). Furthermore, purchasing strategy influenced production flexibility (0.367), supply chain responsiveness (0.348), and resilience (0.166). Production flexibility also affected supply chain responsiveness (0.348) and resilience (0.343), while responsiveness impacted resilience by 0.306. These findings provide a practical contribution for functional managers in companies regarding the importance of IT investment in developing effective purchasing, production, and marketing strategies to meet market demands swiftly. The research contributes to supply chain strategy and resilience theory while highlighting the significance of strong collaboration with external partners for top management.

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.

Business competition puts pressure on companies to improve their competitive advantage. Companies utilize technology to develop innovative products that offer added value and benefit. This study aims to determine the impact of supply chain integration (internal, supplier, and customer integration) in building company competitiveness through the adoption of artificial intelligence. Data collection was conducted on 252 manufacturing companies in Java, Indonesia, the center of the manufacturing industry, using direct distribution and Google Forms. Data processing was carried out using SmartPLS 4, with the results indicating that supply chain integration, specifically internal integration, has a significant impact on supplier integration, customer integration, and the adoption of artificial intelligence. Supplier integration has a significant effect on customer integration, the adoption of artificial intelligence, and a company's competitive advantage. Customer integration is having a substantial impact on the adoption of artificial intelligence and the competitive advantage it provides. The results offer a practical contribution to company management, enabling them to invest wisely in technologies that enhance competitiveness. Companies need to involve cross-functional and external partners in supporting business activities to support technology implementation, allowing rapid adaptation and improved performance.

Changes in the global business environment constrain companies to adopt digital technology to enhance their performance and competitiveness. This study aims to analyze the role of managerial capability on operational performance through supply chain digitalization and supply chain adaptability in manufacturing companies in Indonesia. Managerial capability is a key factor that enables organizations to design effective strategies, allocate resources efficiently, and foster internal collaboration and external partnerships. The study has distributed questionnaires to 117 respondents from various middle and top managerial functions within the manufacturing company. The questionnaire was designed using a five-point Likert scale and distributed offline and online using a Google Form link. Data analysis employed Partial Least Squares – Structural Equation Modeling (PLS-SEM) to examine the outer model and inner model. The results indicate that managerial capability has a significant impact on supply chain digitalization and supply chain adaptability, but does not directly affect operational performance. Instead, the effect of managerial capability on operational performance is mediated by supply chain adaptability and the combination of supply chain digitalization and adaptability. Supply chain digitalization plays a crucial role in enhancing supply chain adaptability, ultimately leading to a positive impact on operational performance. These findings confirm that supply chain digitalization not only increases the speed of information flow and transparency but also strengthens the company's ability to adapt to market dynamics. The practical implications of this research are the need for manufacturing companies to continuously develop managerial competencies that support digital technology investments, strengthen an adaptive organizational culture, and foster synergy between internal and external functions. For academics, this research provides a conceptual contribution in explaining the mediating relationship between managerial capabilities, supply chain digitalization, supply chain adaptability, and operational performance in the era of digital transformation.