Force majeure in Indonesia, especially during pandemics, causes a drastic fluctuation in the market and makes many medicine products related to the pandemic become scarce and stocked out. Major pharmaceutical companies manufactured in Indonesia need solutions for the significant change in demand level and find solutions to balance the supply and demand level. According to the existing literature, by doing internal integration, supplier integration, and customer integration, and supported with supply chain capability, companies can find solutions regarding market fluctuation and increase their competitive performance. This research uses 102 listed Indonesians chosen by the purposive sampling method. Research analysis was conducted using structural equation modeling and SmartPLS 3 software. This research finds that, in general, supply chain capability influences competitive performance. Meanwhile, internal integration by sharing activity information in departments and coordinating integrated planning can positively and significantly affect supplier integration and customer integration. Sharing inventory and information with suppliers and coordinating with suppliers about materials availability significantly influence supply chain capability. Internal integration also has a significant influence on supply chain capability. Customer integration with information sharing with customers and the company involving the customers when demands influence supply chain capability. Supply chain integration (internal, supplier, and customer) does not directly impact operational performance, so supply chain capability is a perfect intervening variable. Supply chain capability can help internal and external integration better affect competitive performance. This research also makes practical contributions to give managers input about how internal integration, supplier and customer integration, and supply chain capability can affect companies' competitive performance.

Fuel availability is essential in supporting the sustainable economic growth of a country. The manufacturing industry, transportation activities, and shipping products between regions are the primary sectors that require a sustainable fuel supply. The fuel station contributes to distributing and delivering fuel in serving the demand for the fuel. This study investigates supplier competency's role in supporting fuel station business performance through supplier integration, vendor-managed inventory, and supply chain collaboration. The research surveyed 71 fuel stations in Timor Leste using a questionnaire designed with a five-point Likert scale. The questionnaires are distributed to supervisors or higher positions at fuel stations by distributing questionnaires by direct delivery and also through Google Forms for areas far away in downtown Timor Leste. Data from respondents were analyzed using smartPLS software version 4.0. The results found that supplier competency positively impacts supplier integration, vendor-managed inventory, and supply chain collaboration. Moreover, supplier integration positively impacts vendor-managed inventory, supply chain collaboration, and business performance. Vendor-managed inventory fuel station sites can have an impact on improving supply chain collaboration and business performance. In addition, supply chain collaboration between vendors and fuel stations in Timor Leste enables continuous business performance improvement. This research paves the way for supervisors, managers, and fuel station top management to collaborate with suppliers in maintaining inventory levels and forecasting the supply and demand for fuel procurement requirements. Finally, this research contributes to the theory of inventory optimization and supply chain performance.

This research investigated the relationship between supplier integration and customer integration on operational performance by mediating supply chain flexibility in SMEs in Indonesia. The method used in this research used quantitative methods using a conceptual framework and analysis of research data was performed using structural equation models (SEM) with SmrtPLS 3.0 software tools. Respondents to this study were 650 SMEs owners in Indonesia who were determined using the simple random sampling method. Data collection in this study was carried out on primary data in the form of respondents' statements obtained from answers to online research questionnaires designed using a Likert scale of 7. The results of this study stated that Supplier Integration had a positive and significant effect on supply chain flexibility. Customer Integration had a positive and significant effect on Supply Chain Flexibility. Supply Chain Flexibility had a positive and significant effect on operational performance. Supplier integration had a positive and significant effect on operational performance. Customer integration had a positive and significant effect on operational performance.

Medium and large industries are vital businesses that have an important role in economic development and growth in Indonesia, with abundant job opportunities available in these industrial sectors. This study aims to examine the effect of supplier integration, internal integration, and relationship management to customer relationships on operational performance and business performance, and the role of operational performance variables as a mediation. The data taken were 210 respondents involved in various industries in Central Java, Indonesia and then analyzed and processed using IBM SPSS Statistic software version 24 and Smart PLS 3.0 (Smart Partial Least Square). The sampling technique used in this study was purposive sampling. Data obtained directly from respondents who met the characteristics of the population determined by distributing questionnaires. Based on the test analysis results, it was found that the supplier integration, internal integration, and relationship management to customer variables had a significant positive relationship on operational performance and business performance. It was also observed that operational performance mediated the effect of supplier integration, internal integration, and relationship management to customer on business performance.

Prior research in several industries, particularly manufacturing industries, has confirmed the use of supply chain integration (SCI) to achieve green innovation (GI). Despite this, there has been very little research into the effects of SCI on the GI of manufacturing businesses. As a result, the current study was carried out to close this gap in the literature. Data from 231 manufacturing businesses in Jordan was used to validate a framework of several hypotheses about the relationships involving SCI and GI. SCI (customer integration (CI) and supplier integration (SI) have beneficial benefits on the green product and process innovation (GPDI & GPRI), according to the results of structural equation modeling. SI's effects on green products and process innovation are moderated by environmental unpredictability. The effects of CI on green product innovation are being moderated by environmental unpredictability. Environmental uncertainty, on the other hand, does not moderate the impacts of CI on green process innovation. This research adds to our knowledge of the SCI-GI link.

This study aims to examine the effect of supplier integration on supply chain performance by moderating supply chain transformational leadership styles. The design used in this study is hypothesis testing with two hypotheses and using path analysis. The population of the respondents from this study were 550 manufacturing companies in Jakarta with data collection were performed through online questionnaires and the number of samples that met the criteria for analysis from 150 manufacturing companies represented by leaders in the supply chain management section. The results of this study indicate that supplier integration has a positive effect on supply chain performance, transformational leadership style has a positive effect on supply chain performance and supplier integration has a positive effect on transformational leadership style in Indonesian manufacturing companies. The results of the study can be a reference for decision makers and supply chain management leaders to implement supply chain management strategies in the form of integration with suppliers to improve the company's supply chain performance and to consider the influence of supply chain transformational leadership styles to maintain the sustainability of long-term relationships with suppliers in multinational companies which already has a standard and standard system.

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.

This research extends the developing literature on enterprise supply chain integration which is a series of collaborations between internal and external levels of an enterprise that collaborates strategically between suppliers, customers, and the company’s internal management. Enterprise supply chain integration is needed to ensure an enterprise achieves a certain level of service performance, have a discernible information flow, generates profit, and creates an effective and efficient decision in order to provide maximum value-added benefits to customers and suppliers. The results of previous studies are not consistent, namely the relationship between supply chain integration and the company's internal performance. This research focuses on the antecedent of supply chain integration which consists of Internal Company Integration, Customer Integration and Supplier Integration that are linked to a firm's performances. The study collected responses from 262 employees in a travel agency registered in North Jakarta and analyzed statistically using SPSS. The research used three dimensions of Supply Chain Integration (Internal Integration, Supplier Integration and Customer Integration) and interactions with Company Performance. The results of the study showed that Supply Chain Integration affects Company Performance; whereas Internal Integration and Customer Integration have a higher influence on improving Company Performance rather than Supplier Integration. The implications of the study help to increase the literature of the Supply Chain Integration and help corporate management to improve business’ performance.

The cooperation in the supply chain assumes an adequate job for enhancing an organisation's performance and increasing competitive advantage. Supply Chain Integration (SCI) affects organisational performance. This paper studies the impact of the integration of supply chain procedures and practices on organisational performance and explores the effect of SCI on organisational performance at Micro, Small and Medium Enterprises (MSMEs) in Madurai District, Tamilnadu, India. A questionnaire is developed with validated measurement scales from previous studies and empirical data are collected through a survey questionnaire from 250 randomly selected MSMEs. This research provides sound recommendations to MSMEs in Madurai District, Tamilnadu, India, and maybe used for different industries and decision making policies. Finally, the study will contribute to the scientific field by providing some future studies.

Turning the attention towards a net performance of the Indonesian oil and gas industry is important. Inconsistent performance of the oil and gas industry has shown the negative consequence for the nation’s economy. However, up to some extent, the issues can be resolved through green supply chain integration. Therefore, the ultimate purpose of this study is to investigate the role of green supply chain integration on the sustainable performance of the oil and gas industry of Indonesia. To collect the data, a survey questionnaire was used, and questionnaires were distributed among the employees of oil and gas companies in Indonesia. From total three hundred (300) distributed questionnaires, two hundred and one (201) were returned and used to analyze the data through Smart PLS 3. Findings reveal that green supply chain activities had a positive contribution in sustainable performance among oil and gas companies. Supplier integration, customer integration and technological integration had a substantial impact on economic sustainable performance and environmentally sustainable performance. Thus, the Indonesian oil and gas companies are recommended to use green supply chain activities to enhance performance.