This study investigates the mediating role of supply chain digitization in the relationship between supply chain agility and operational performance. To test the study hypothesis, a survey questionnaire was distributed to 320 respondents occupying different managerial positions at pharmaceutical manufacturing companies in Jordan. However, 285 questionnaires were retrieved, of which 17 were excluded for their invalidity. Thus, only 268 questionnaires were found to be valid for statistical analysis. The results show There is a relationship that is statistically significant between supply chain agility and operational performance; there is an impact of supply chain agility on supply chain digitization; there is an impact of supply chain digitization on operational performance; and there is no significant mediating role of supply chain digitization in the relationship between supply chain agility and operational performance. The study concludes by emphasizing the importance of supply chain agility in enhancing the operational performance and supply digitization of pharmaceutical manufacturing companies in Jordan. The study recommends other researchers conduct further studies on how digitalization, information systems, and technology may improve supply chain agility, examine the ideas of responsiveness and resilience in agile supply chains, and recognize how these factors might be balanced by businesses to attain the best possible operational performance.

This study investigates the impact of supply chain agility on supply chain performance in Jordan’s healthcare settings. The moderation role of human capital in this relationship was also investigated. This study adopted a quantitative approach and utilized an online questionnaire to collect data from 139 managers at different levels in various hospitals in Jordan. The Statistical Package for Social Sciences (SPSS) version 23 was used for data analysis. The results of hypothesis testing using multivariate regression analysis showed that human capital has a positive and statistically significant impact on supply chain performance and supply chain agility. Human capital has been identified as an important organizational resource that can result in favorable performance. Such an organizational resource may also help healthcare institutions obtain a competitive edge by responding to patients’ treatment, which is urgently required.

Manufacturing companies continue to carry out activities by maximizing the role of the human-machine interface. Its function is to provide work effectiveness and efficiency, compliance with social distancing at the working place, and maintain the production optimum utilization level of machines. The human-machine interface, semi-automatic or fully automatic, gives a significant role to operators and supervisors in company operations to monitor production results in real time. This study examines the influence of human-machine interface adoption on operational performance through supply chain agility. Questionnaires were distributed to 77 companies in East Java, and 56 questionnaires were considered valid for analysis. The data processing results show that the human-machine interface impacts the supply chain agility with a path coefficient of 0.665. The human-machine interface affects operational performance with a path coefficient of 0.334. Similarly, supply chain agility impacts operational performance with a path coefficient of 0.306. The human-machine interface affects operational performance through an agile supply chain with a path coefficient 0.203. This result implies that firm management needs to consider adopting HMI technology to improve the firm's performance and competitive advantage. This work could also contribute to the current research in operations and supply chain management.

SMEs always require dynamic capabilities for enhancing their performance, therefore, this research aimed to examine the influence of strategic agility and supply chain agility on SMEs’ performance. Moreover, it investigated the moderation of innovation capability in the relationship between strategic agility and SMEs’ performance. Furthermore, the moderating role of innovation capabilities was identified in the relationship between supply chain agility and SMEs’ performance. The data for the research was gathered from 398 respondents, and Smart pls was used for analysis. The results highlighted that strategic agility and supply chain agility significantly influence SMEs’ performance. In addition, innovation capability can moderate the relationship between strategic agility and SMEs’ performance. Whereas innovation capability does not moderate the relationship between supply chain agility and SMEs’ performance.

The study aimed to examine the influence of market orientation on SMEs’ performance with the mediating effect of supply chain agility and moderation of innovation capabilities. The data for the study were gathered from the manufacturing SMEs operating in major cities of Jordan. The questionnaire was distributed online to gather the maximum responses from managers of SMEs. The collected data were examined by using Smart Pls. The results highlighted that market orientation not only influences the SMEs’ performance, but it also helps them in developing supply chain agility.

The aim of this study is to identify the benefits of digital supply chain and explore the effects of these benefits of the adoption of digital supply chain. The study was conducted using data collected by a questionnaire from a sample consisting of supply chain informant employees from companies in the food industry. Three benefits were selected for the current study, which are supply chain agility, organizational performance, and supply chain risk management. The results showed that digital supply chains have numerous benefits from which these three benefits have significant positive effects on digital supply chain adoption. Therefore, it was concluded that companies’ adoption of digital supply chains depends on a bundle of benefits not only related to the supply chain itself such as supply chain agility and risk management but also incorporates the company as a whole in terms of its organizational performance. It was recommended that companies should recognize the benefits of digital supply chains and make their decisions based on the desired outcomes of DSCs.

This study aimed to examine the effect of integrating Business Intelligence (BI) into the supply chain on supply chain agility, within the Jordanian manufacturing sector. Based on the resource-based view of the firm, this study developed and examined a research model, to achieve its goal. The impact of three dimensions of BI including managerial, technical, and cultural competencies was examined. Using an electronic questionnaire, data was gathered from 462 administrative personnel and employees. Structural equation modeling techniques were employed to analyze the data. Results revealed that the three dimensions of BI have statistically significant positive direct effects on supply chain agility. In addition to that, the results revealed that BI cultural competence has statistically significant positive direct effects on BI technical and managerial competencies. This study contributes to the literature on the role of BI in promoting supply chain agility, from the perspective of a developing country. The findings of this study are expected to help organizations' administrations in making better decisions regarding employing BI to achieve an agile supply chain.

The aim of this study is to identify the effect of supply chain resilience as measured by supply chain flexibility, supply chain collaboration, and supply chain agility on supply chain performance. A sample consisting of employees from chemical industrial companies in Jordan was selected to collect data using an electronic questionnaire. Analyzing data via SmartPLS 3.0, the results showed that supply chain collaboration and supply chain agility as key dimensions of supply chain resilience had significant effects on supply chain performance, while supply chain flexibility exerted insignificant effect on supply chain performance. Therefore, managers are recommended to improve their firms’ abilities to carry out effective work with partners and to enhance firms’ abilities to respond quickly to unpredictable changes. Scholars are also requested to conduct further studies such as investigating the effect of supply chain redundancy on supply chain performance.

The organization needs to improve on a steady basis. For this purpose, organizations must gauge their performance regularly. To achieve this purpose, the agility of the supply chain may play a key role. Therefore, this study was designed to explore the relationship between big data analytics, organizational flexibility, supply chain agility, and organizational performance. This study assessed the mediation effect of supply chain agility as well. The research design of the cross-sectional and research approach was quantitative. The data of this study was gathered from the retail sector employees. In total, 516 questionnaires were distributed using simple random sampling. The usable response rate of the study was 54.90%. The gathered data was examined through smart PLS 3.3.2. The findings of the study revealed that Supply chain agility plays a crucial role in improving the performance of the organization. The study also confirmed the mediating effect of supply chain agility. The findings of the study are helpful for the policymakers of the retail sector.

Supply chain management is an activity that effectively integrates suppliers, companies, retailers where goods are produced and distributed at the right quality, location, and time with minimum cost levels to provide the highest quality services for consumers. Supply chain agility, supply chain adaptability, supply chain alignment, which is known as the Triple-A strategy, are elements to form supply chain performance. In this study, we tried to apply it to SMEs in developing countries, such as Indonesia. The purpose of this study is to show whether it is true that the supply chain cannot be applied to SMEs, while for a disruption as it is today, competition is getting tougher not only among SMEs but also against large companies, and SMEs need to develop several strategies that were previously unimaginable. This study uses quantitative techniques to determine the effect of supply chain agility, supply chain adaptability, supply chain alignment on supply chain performance either partially or simultaneously. The results showed that all hypotheses were accepted. This shows that supply chain management can be a strategy to create better SMEs performance and can even be used to achieve competitive advantage.