Leveraging Supply Chain Dynamic Capabilities to Improve New Product Development Effectiveness: The Role of AI-Driven Big Data Analytics Capability and Environmental Dynamism

This study aims to explore the impact of supply chain dynamic capabilities on the construction of sustainable competitive advantage. This paper takes Chinese private manufacturing enterprises as the research object, and we also use statistical methods such as correlation analysis and hierarchical regression for empirical testing. Research shows that supply chain sensing has a positive impact on supply chain agility and supply chain adaptability; supply chain agility and supply chain adaptability have a positive impact on the sustainable competitive advantage of enterprises; environmental dynamics does not have a significant regulating effect on the relationship between supply chain sensing and supply chain adaptability. This research guides Chinese private manufacturing companies to focus on cultivating supply chain dynamic capabilities to reasonably respond to changes in the market environment, thereby promoting sustainable competitive advantages.

PurposeThis paper positions market sensing, supply chain agility and supply chain adaptability as a coherent cluster of dynamic supply chain capabilities. The purpose of this paper is to understand how dynamic supply chain capabilities interrelate and their effect on supply chain ambidexterity.Design/methodology/approachBased on a survey of Pakistani manufacturing firms, a theoretically-derived model was tested in a structural equation model.FindingsThe results of the study show that a market-sensing capability is an antecedent of supply chain agility and supply chain adaptability. Furthermore, supply chain agility, directly, and supply chain adaptability, indirectly, affect supply chain ambidexterity. Supply chain agility, therefore, mediates the relationship between supply chain adaptability and supply chain ambidexterity.Originality/valueThe contribution of this study lies in: first, identifying dynamic capability clusters relevant for achieving supply chain ambidexterity; second, evaluating performance implications of dynamic capabilities in the supply chain, specifically supply chain agility and adaptability; and third, proposing a unique measurement of supply chain ambidexterity in the light supply chain theory, and empirically evaluating the relationship between dynamic capabilities and supply chain ambidexterity.

The integration of big data analytics with effective supply chain practices based on dynamic capability theory is an emerging topic, and the relationship that exists between big data analytics and supply chain dynamic capabilities and supply chain practices, and their impact on supply chain performance, requires further research. This article examines the relationship between three supply chain practices and supply chain performance. The information provided by managers of 415 companies in China was used as a sample and the data collected was empirically tested using partial least squares structural equation modelling. The findings show that different supply chain practices have a positive impact on supply chain dynamic capability and supply chain performance, that supply chain dynamic capability has an indirect mediating effect, and that big data analysis has a positive moderating effect on the relationship between supply chain practices and supply chain performance.

The risk of frequent disasters is becoming a huge challenge for enterprises and their supply chains. In particular, sudden global public health events have brought a great test to the supply chain. How to make sustainable planning and preparedness and smoothly carry out supply chain operations and obtain sustainable firm performance in the complex market environment requires urgent attention from industries and academia. The different effects of supply chain operational capability and dynamic capability on the long-term performance and short-term performance of enterprises are still unclear; therefore, a model was established to discuss this. Based on the theory of dynamic capability, a relational model between supply chain dynamic capability, supply chain operational capability, and firm performance was constructed, a hypothesis testing method and Amos software were used to verify the set model, and the mechanisms of supply chain dynamic capability and supply chain operational capability on firm performance were discussed. The empirical results show that supply chain operational capability has a mediating effect on supply chain dynamic capability and firm performance, and supply chain dynamic capability has a moderating impact on supply chain operational capability and firm performance. The supply chain and its enterprises should cultivate and continuously improve the supply chain dynamic capability as soon as possible, so that in the face of emergencies, the supply chain operation capability can be reasonably configured to avoid damage, improve firm performance, and gain competitive advantages.

Purpose There needs to be more understanding among Supply Chain (SC) practitioners regarding the benefits of using big data analytics for building and advancing supply chain dynamic capabilities. To understand clearly, this study has investigated the impact of big data analytics management capabilities on supply chain dynamic capabilities to gain a competitive advantage. Design/methodology/approach This research is the quantitative study in which the survey methodology is followed. Moreover, to examine the proposed hypotheses, 144 valid responses from the manufacturing industry of Pakistan were analyzed using the Partial Least Square Structural Equation Modelling approach. Findings Results indicate that big data management capabilities significantly affect the dynamic supply chain capabilities (SC Alertness, SC Agility and SC Adaptability). Among the relationships between the dynamic supply chain capabilities and competitive advantage, all of the dynamic supply chain capabilities were found to positively and significantly lead the competitive advantage, except for supply chain agility, which was found to have an insignificant role. Originality/value This study will assist the organizations to have a better understanding of supply chain and data analytics, in general and implementing BDA management capabilities to aid supply chain dynamic capabilities in achieving competitive advantage, in particular.

Industry 4.0 digital technologies are becoming indispensable for firms striving to enhance their supply chain capabilities and financial performance, but how these relationships play out in practice remains unclear. To address this issue, this study assesses the relationship between supply chain integration, supply chain agility, and financial performance from a dynamic capability perspective. Further analyses are conducted to establish whether Industry 4.0 digital technologies moderate the association between (a) supply chain integration and supply chain agility and (b) supply chain agility and financial performance. Findings based on the data pertaining to a sample of 274 Swedish manufacturing firms indicate that supply chain agility fully mediates the link between supply chain integration and financial performance. However, while Industry 4.0 digital technologies strengthen the effect of supply chain agility on financial performance, they do not moderate the relationship between supply chain integration and supply chain agility. These findings contribute to the ongoing debate regarding how digital technologies play a role in achieving competitive advantage in interplay with dynamic capabilities related to the supply chain. These findings are relevant for decision-makers, as they address the need for organisational adjustments beyond the mere introduction of Industry 4.0 technologies to fully reap their benefits.

This study examines how Industry 4.0 (I4.0) technologies enhance supply chain resilience (SCR) in manufacturing firms by testing the mediating roles of supply chain agility (SCAG), supply chain adaptability (SCAD) and the moderating effect of customer integration (CI). Grounded in the Resource-Based View (RBV) and Dynamic Capabilities View (DCV), the research conceptualizes digital technologies—such as the Internet of Things (IoT), big data analytics, and artificial intelligence (AI)—as both strategic resources and enablers of dynamic capabilities in turbulent environments. Survey data were collected from 273 manufacturing firms in Turkey, a context shaped by geopolitical and economic disruptions, and analyzed using structural equation modeling (SEM). The results indicate that I4.0 technologies positively affect SCR directly and indirectly through SCAG and SCAD. However, while agility consistently strengthens resilience, adaptability shows a negative mediating effect, suggesting context-specific constraints. CI significantly amplifies the positive impact of I4.0 on SCR, underscoring the importance of external relational capabilities. Theoretically, this research advances supply chain literature by integrating RBV and DCV to explain how digital transformation drives resilience through distinct dynamic capabilities. Practically, it offers guidance for managers to combine digital infrastructure with collaborative customer relationships to mitigate disruptions and secure long-term performance. Overall, the study provides an integrated framework for building resilient supply chains in the digital era.

Even though research has suggested that supply chain agility and supply chain adaptability are distinct capabilities, little is known about their performance effects and about the contextual conditions under which they are effective. Based on a sample of 143 German firms, we empirically investigate the effects of supply chain agility and supply chain adaptability on cost performance and operational performance using hierarchical regression analysis. We ground our investigation in the dynamic capabilities view and contingency theory. We find that supply chain agility and supply chain adaptability positively affect both cost performance and operational performance. We further find evidence for a mediating role of supply chain agility in the links between supply chain adaptability and performance. Product complexity positively moderates the links between supply chain adaptability and cost performance, and supply chain adaptability and operational performance. The results contribute to the literature by offering a more nuanced understanding of the performance implications of supply chain agility and supply chain adaptability, thereby addressing the crucial question of why their benefits may or may not materialise under varying levels of product complexity.

Sustainable supply chain management practices, supply chain dynamic capabilities, and enterprise performance

Nexus between technology enabled supply chain dynamic capabilities, integration, resilience, and sustainable performance: An empirical examination of healthcare organizations

The performance effects of big data analytics and supply chain ambidexterity: The moderating effect of environmental dynamism

Many companies have developed strategies that include investing heavily in inter-organizational systems (IOS) in order to facilitate information sharing and sustain competitive advantage. These systems, treated as competitive weapons, are expected to provide great business value; however, many of them do not fulfill the expected promises. This study proposes that IOS can be a source of competitive advantage only when combined with supply chain dynamic capabilities (SDC). Built upon the process theory and the view of dynamic capabilities, the author defines two types of SDC supply chain integration capability and supply chain coordination capability. Conducting linear regression analysis on data collected from managers in 145 companies in the personal computer (PC) industry in Taiwan, the author shows that SDC play a significant role in mediating the effects of IOS investments on the company's competitive advantage. Furthermore, supply chain coordination capability has a greater mediating effect than supply chain integration capability on the relationship between IOS investment and competitive advantage. Thus, these findings confirm the influence of SDC on IOS investment and show which SDC is of primary importance to create competitive advantage for companies.

The study aims to investigate the moderating role of Organizational Readiness (OR) in the relationship between Supply Chain Agility (SCA) and Blockchain Adoption Intention (BAI) among these SMEs, drawing on the Resource-Based View (RBV) theory. The study adopts a positivist approach and a cross-sectional design to explore how organizational readiness moderates blockchain adoption in Saudi SMEs. It uses a quantitative methodology, surveying decision-makers from SMEs engaged in supply chain activities to gather data. Data analysis is performed using Structural Equation Modeling (SEM). The study's findings indicate that Operational Supply Chain Transparency (OSCT) impacts Supply Chain Alignment (SCL), Supply Chain Adaptability (SCD), SCA, and BAI. Moreover, there is a positive influence of SCL on SCD and SCA. SCA also significantly influences BAI. Furthermore, the moderation analysis shows that OR significantly affects the SCA-BAI relationship, indicating that higher OR amplifies the positive impact of supply chain agility on blockchain adoption intention, underscoring the critical roles of supply chain factors and OR in blockchain adoption among SMEs. Based on the RBV theory, the study delves into how constructs like SCL, OSCT, SCD, and SCA are influenced by blockchain technology. It assesses the extent to which these factors would impact the propensity of SMEs to implement blockchain yet explores the moderating influence of OR on this dynamic.

Supply chain dynamic capability is becoming an indispensable core competency for organizations. However, it is still unknown how dynamic capability functions during actual use. Based on this reason, this study compiles research on supply chain dynamic capability, proposes the formation mechanism of supply chain dynamic capability, and validates it using data from Chinese companies. The results of structural equation modeling based on a sample of 162 Chinese companies show that environmental turbulence profoundly affects supply chain dynamic capabilities through direct and indirect effects. The dimensions of supply chain synergy have an important mediating effect on the dynamic capability of supply chains. Supply chain flexibility and agility, as the external manifestation of supply chain dynamic capability, are not only influenced by environmental turbulence and supply chain synergy, but also, the supply chain flexibility affects the supply chain agility. Based on these results, the formation mechanism of supply chain dynamic capability was further proposed.

Built upon the process theory and the view of dynamic capabilities, this study defines two types of supply chain dynamic capabilities – supply chain integration capability and supply chain cooperation capability. The study also proposes that these supply chain dynamic capabilities play a significant role in determining the performance of Inter-Organisational Systems (IOS). A general survey has been conducted in the personal computer industry in Taiwan to validate the research model. The results show that supply chain integration capability has a greater moderating effect on the performance of IOS than supply chain cooperation capability.