Integrating the Supply Chain to Excel: The Moderating Role of Competitive Strategy

This research expands the evolving information body about supply chain management (SC) activities by re-evaluating the links that supply chain integration (SCI) have with financial and operational performance by subjecting under-tier competitive strategy. Data was collected using questionnaires from 120 firms operating in the Greater Accra region of Ghana. The data was analyzed using descriptive statistics, factor analysis, and regular regression models. The descriptive results achieved found that a reasonable level of SCI has already been achieved by firms with average performance but the degree of integration varies greatly when it comes to supplier integration. The analysis of moderate hierarchical regression has yielded results that support the theory and reinforce the latest findings of empirical research that SCI positively affects firm performance. The study further found that internal integration is much more accessible than the integration of consumers and suppliers, and the integration of suppliers is less practiced among firms. The results of the research provide three inferences to the literature, namely: (1) latest lighting has been cast on the role of SC departments in assisting organizations to appropriately endorse SC management practices, (2) provide a confirmation of potential effect of the context of the operating environment to the extent that firms can advance in efforts towards integration, and (3) provide suggestion of the moderate role played by competitive strategy on the relationship between SCI and operational performance.

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