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 research has investigated the impact of top management commitment to enhance operational performance through green purchasing and green production Practices in the manufacturing industry. The study has surveyed 122 from 578 manufacturing companies domiciled in East Java, Indonesia, using a questionnaire designed with a seven-point Likert scale. Data analysis used the partial least square. The result revealed that top management commitment affects green purchasing, green production practices, and operational performance. Furthermore, operational performance is directly affected by green purchasing and green production. The green purchasing affects green production. In addition, top management commitment indirectly improves operational performance through green purchasing and green production. This result provides essential insight for the manager in the manufacturing industry that top management commitment and practicing green purchasing, and green production enhances operational performance. Furthermore, this research extends the acceptance of previous research related to top management commitment, green purchasing, and green production in improving operational performance. The novelty of this study is the revelation of the mediating role of green purchasing and green production in the influence of top management commitment on operational performance. Hence, this study contributes to enriching the current research in supply chain management.

Pandemic Covid 19 has resulted in manufacturing companies experiencing disruptions in fulfilling customer orders and changes in product forecasting results from calculation. Manufacturing companies essential in handling covid experience increased demands, while other companies not related to covid experienced a decrease even in cancellation of orders. Order changes determine the company's performance. This research is related to the effect of order changes on firm resilience through supply chain coordination. The distribution of questionnaires to manufacturing companies in Indonesia is done by sending a google form link in the social media group. Data obtained as many as 446 questionnaires and analyzed using the partial least square technique. The study results showed that amended orders positively impacted 0.728 to the internal operational coordination, the positive influence of 0.201 to coordinate with the supplier, and positive effect with a coefficient of 0.213 to coordination with the customer. Internal operational coordinated influence coordinated with the customer of 0.593 and coordinated with the customer of 0.515. Supply chain coordinated impact on the company's supply chain resilience determined by internal operational coordination by 0.371, coordinated with the supplier of 0.183 and coordinated with the customer of 0.199. The practical contribution of the research is to make managers able to build a coordinated Supply chain to overcome amended orders and increase supply chain deficiencies.

Recently, environmental protection is emerging as global warming is becoming an increasing issue of concern worldwide. In addition, the world society has shifted its preference from the conventional product to the environmental-friendly product. But, on the contrary, the manufacturing industry management is still in doubt whether the green practices benefit the company, given that it requires a lot of capital investment and culture change. This study examines the impact of top management commitment on competitive advantage with the mediating role of supplier integration, customer integration, and green innovation. The data collection used a questionnaire designed with a five-point Likert scale to measure the objective opinion of the respondents against the item statement by choosing the predetermined measurement scale starting with 1: strongly disagree up to 5: strongly agree. Questionnaires were created in Google Form link and distributed to 600 respondents via email, WhatsApp groups, and Facebook. This survey received 285 responses (response rate 47.50%) considered valid for further analysis. Furthermore, the data were analyzed using the partial least square (PLS) technique using SmartPLS software version 3.0. The result revealed that top management commitment directly influences supplier integration, green innovation, customer integration. Top management commitment did not directly affect competitive advantage. Instead, competitive advantages were affected by supplier integration, green innovation, and customer integration. Similarly, green innovation was supported by supplier integration and customer integration. In addition, top management commitment indirectly affects competitive advantage through supplier integration, green innovation, and customer integration. This result implies that top management commitment plays a vital role and has multiple effects in enhancing competitive advantage through establishing strategy and policies. This result provides a practical contribution on how the manufacturing companies could improve competitive advantage and at the same time concerns the environmental protection through green innovation. This study could also enrich and extend the acceptance of the recent research in the context of the manufacturing industry. Finally, this work has some limitations, particularly regarding the population and the variables involved. Further studies on the current topic are suggested to apply the variables such as digital and technology capability as these issues are currently in the growing stage. Future research is also suggested to cover a broader population such as the service and health industry.

The company builds communication and collaboration with suppliers and customers to increase competitiveness in the supply chain flow. The organization's ability to involve suppliers and customers in business activities to achieve efficiency and effectiveness is one of the objectives of supply chain practice. The distribution of questionnaires directly to hotel practitioners was 25 respondents, and 65 respondents obtained the distribution of google form links. The results showed that supply chain practices with supplier relationship management and quality information sharing activities could increase internal and upstream integration and not directly impact downstream integration. Internal integration with data integration activities accurately and coordination between functions on an ongoing basis can affect upstream and downstream integration and green hotel performance. Upstream integration and downstream integration with joint decision activities and planning synchronization with external parties can directly impact green hotel performance. They were increasing the market share and image of the hotel with the implementation of caring for the environment. This research contributes to hotel practitioners adopting practical supply chains in building internal and external integration to increase competitiveness and theoretical contribution to developing supply chain theory and green performance.

The Indonesian government currently focuses on high infrastructure development to prepare for connectivity between one city and another. The massive construction of the new government capital is also called the archipelago's capital. This condition impacts companies supporting construction projects, which are growing rapidly. This growth is supported by corporate governance and the cash-holding industry, which supports infrastructure projects for the company's financial performance. This research aims to determine the role of cash holding and corporate governance (board skill, independent director, managerial ownership) on the financial performance of infrastructure-supporting manufacturing companies in Indonesia. The sample used in this research was 83 manufacturing companies listed on the Indonesia Stock Exchange in the 2010-2020 period. This research uses panel data regression as a data analysis method. The results of this research show that managerial ownership significantly impacts increasing cash holding by maintaining the optimization of cash and cash equivalents. The company's managerial ownership cannot impact board skills because many companies still need to accommodate share ownership by management and board-skill-educated doctors. This condition also causes board size skills not to impact increasing cash holding in the company. Board skills have yet to be able to impact financial performance significantly. Managerial ownership and cash holding impact increasing return on assets, thereby increasing financial performance for manufacturing companies that support infrastructure projects. The independent director, as a variable moderator, still needs to be capable of moderating managerial ownership, board skill, and cash holding to improve financial performance. This condition is caused by data from several companies still needing more independent directors. Research provides a practical contribution to the owner as soon as possible, recruiting board members with doctoral education as competent board skills and making independent directors have a vital role in improving financial performance. The theoretical contribution to research is to enrich the theory of corporate governance and financial performance.

Today, global competition entails companies having an advantage in supply chain networks to pursue superior performance. This work examines the link between information technology (IT) capability with the firm performance by adopting a lean production approach, vendor-managed inventory, and supply chain practices. The study has surveyed the population of the manufacturing company in East Java, Indonesia, using a questionnaire with a five-point Likert scale. A total of 111 manufacturing companies (medium and large) were selected from 5420 manufacturing companies listed in the Industrial Department of East Java. The partial least square (PLS) technique was used to analyze the data, using the SmartPLS software version 3.3. Thirteen hypotheses in this study were developed to investigate. The result revealed that all hypotheses of direct relationship were supported. IT capability directly affects lean production, vendor managed inventory, and supply chain practices. Moreover, lean production, vendor-managed inventory, and supply chain practices improve firm performance. Further analysis also indicated that all hypotheses of indirect hypotheses were supported except hypothesis one hypothesis (H9). IT capability indirectly improves firm performance through lean production, vendor-managed inventory, and supply chain practices. The result provides insight for managers and policymakers on enhancing firm performance by improving its IT capability, adopting lean production, vendor-managed inventory, and supply chain practices. This research contributes to reinforcing the supply chain management theory.

The disruption caused by the COVID-19 pandemic has an imbalance between demand and supply in Indonesia's manufacturing industry. The products needed to handle the spread of the virus are in high order, and there is even a product shortage. Products that are not required to prevent a pandemic have stagnated so that the manufacturing industry suddenly reduces capacity. Manufacturing companies need to coordinate quickly to be able to adjust the disruption. Manufacturing companies already have an integrated information technology system that has been the primary process in Enterprise Resources Planning (ERP). Manufacturing companies make ERP their primary system, so they need to be updated and adjusted as needed. This study obtains a questionnaire from Indonesia's manufacturing industry using the google form link and distributed through social media WhatsApp, Facebook and Instagram. Data processing was carried out by using the partial least square of 285 manufacturing company respondents. The results showed that ERP sustainability was able to influence supply chain integration (internal and external). External integration has an impact on information quality, while internal integration does not affect. Supply chain integration and information quality affect increasing firm performance. Research makes a practical contribution to the industry in optimizing ERP systems in Pandemic conditions and a theoretical contribution to ERP sustainability as a mainstay in supply chain integration.

Synergy is built by manufacturing companies with suppliers and customers in the supply chain to improve organization performance. The research provides simultaneous testing of competency management, supply chain integration, supply chain quality, operational capability as a strategy to improve company performance. Collecting data for medium and large manufacturing companies in Indonesia are performed by sending a questionnaire link via email and WhatsApp. 625 respondents received the questionnaires and 152 respondents filled them with a response rate of 24.32%. Data analysis were performed using partial least squares to test the hypotheses and found that competency management had a direct impact on supply chain integration (0.598), supply chain quality (0.387) and operational capability (0.346). Supply chain integration affects increasing supply chain quality (0.428), operational capability (0.619) and organizational performance (0.255). Supply chain quality impacts increasing operational capability (0.260) and does not significantly affect organizational performance (0.018). The operational capability of a manufacturing company has an impact on improving organizational performance (0.584). Practical contribution is that managers who manage the supply chain must continue to enhance skills and knowledge and supply chain components in quality for increased performance.

The global competition in the manufacturing industry has obliged the companies to adopt an efficient and effective business process and adaptability of the company's competitive strategy following the external uncertainty conditions. The competitive strategy should enhance the competitiveness of the company, which is formulated during the strategic planning process. This paper investigates the impact of strategic planning, purchasing strategy, strategic partnership, on operational performance. The research has surveyed, using a questionnaire with a five-point Likert scale, 135 manufacturing companies domiciled in the region of East Java, Indonesia. Data analysis used the PLS technique. The objective of the analysis is to assess the measurement model for validity and reliability. Besides, the analysis also examines six hypotheses developed. The result reveals that all six hypotheses were empirically supported. The manufacturing company's strategic planning influences the purchasing strategy and strategic partnership. The result also shows that purchasing strategy through periodic evaluation of supplier capability, influences the strategic partnership in terms of involvement of suppliers in the business process of the company. Overall, strategic planning, purchasing strategy, and strategic partnership affect operational performance. It was also found that purchasing strategy and strategic partnerships mediate the influence of strategic planning on the performance. The results presented here may facilitate improvements in operational performance in the context of supply chain management. This paper also contributes to the ongoing research in the supply chain management theory.