Ga cia-Buendia, Noelia; Moyano-Fuen es, José; Maquei a-Ma ín, Juan Manuel;
Romano, Pie o; Molina o, Ma ghe i a
A icle
S a egic supplie pe o mance in a compe i i e landscape:
Enhancing o ganiza ional pe o mance h ough lean
supply chain managemen
BRQ Business Resea ch Qua e ly
P o ided in Coope a ion wi h:
Asociación Cien í ica de Economía y Di ección de Emp esas (ACEDE), Mad id
Sugges ed Ci a ion: Ga cia-Buendia, Noelia; Moyano-Fuen es, José; Maquei a-Ma ín, Juan Manuel;
Romano, Pie o; Molina o, Ma ghe i a (2025) : S a egic supplie pe o mance in a compe i i e
landscape: Enhancing o ganiza ional pe o mance h ough lean supply chain managemen , BRQ
Business Resea ch Qua e ly, ISSN 2340-9444, Sage Publishing, London, Vol. 28, Iss. 2, pp. 474-490,
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In oduc ion
To cope wi h inc easing compe i i e in ensi y, o ganiza-
ions need o adap hei ope a ions and compe i i e s a -
egies in hei sea ch o pa hs o imp o emen (Hallg en
& Olhage , 2009). Howe e , hese days compe i ion akes
place be ween supply chain ne wo ks a he han indi id-
ual i ms. The selec ion o he bes compe i i e s a egy o
ope a e e ec i ely and e icien ly unde high compe i i e
p essu e is, he e o e, de e mined by he imp o emen
needs o he o ganiza ion and i s supply chain s uc u e
(Qi e al., 2011).
The ole o supply chain (SC) collabo a ion is espe-
cially ele an in he supply con ex (M. S ini asan e al.,
2020), so he managemen o key supply s akeholde ela-
ionships could ha e ele an s a egic implica ions o he
selec ion and adop ion o new managemen p ac ices (Y.
Kim & Choi, 2018). In his con ex , Lean Supply Chain
S a egic supplie pe o mance in a
compe i i e landscape: Enhancing
o ganiza ional pe o mance h ough lean
supply chain managemen
Noelia Ga cia-Buendia1, José Moyano-Fuen es2,
Juan Manuel Maquei a-Ma ín2, Pie o Romano3
and Ma ghe i a Molina o4
Abs ac
In a con ex cha ac e ized by inc easing compe i i e p essu e, supply chain collabo a ion has gained g ea e ele ance
and lean p inciples ha e been in eg a ed in o supply chain managemen o add ess he challenge o achie ing be e
o ganiza ional pe o mance. The pu pose o his s udy is o unde s and he oles o s a egic supplie pe o mance
and compe i i e in ensi y in Lean Supply Chain Managemen (LSCM) implemen a ion and i s pe o mance. We use a
a iance-based S uc u al Equa ion Model analysis wi h empi ical da a om a sample o 273 Spanish companies o analyze
he ela ionships among s a egic supplie s, compe i i e in ensi y, LSCM implemen a ion, and pe o mance. Ou indings
indica e ha s a egic supplie pe o mance is posi i ely associa ed wi h LSCM implemen a ion and ha his ela ionship
is heigh ened in highly compe i i e indus ies. Ou esul s also e eal he indi ec associa ion o LSCM implemen a ion
in he s a egic supplie pe o mance-o ganiza ional pe o mance ela ionship.
JEL CLASSIFICATION: M11
Keywo ds
Lean Supply Chain Managemen , Compe i i e in ensi y, S a egic supplie , O ganiza ional pe o mance, S uc u al
Equa ion Model
1 Depa men o Business Adminis a ion, Ma ke ing, and Sociology,
Uni e si y o Jaen, Jaen, Spain
2 Depa men o Business Adminis a ion, Ma ke ing, and Sociology,
Uni e si y o Jaen, Lina es, Spain
3 Poly echnic Depa men o Enginee ing and A chi ec u e, Uni e si y
o Udine, Udine, I aly
4 Facul y o Science and Technology, F ee Uni e si y o Bozen-Bolzano,
Bolzano, I aly
Co esponding au ho :
Noelia Ga cia-Buendia, Depa men o Business Adminis a ion,
Ma ke ing, and Sociology, Uni e si y o Jaen, Campus Las Lagunillas,
23071 Jaen, Spain.
Email: [email p o ec ed]
1210566BRQ0010.1177/23409444231210566Business Resea ch Qua e lyGa cia-Buendia e al.
esea ch-a icle2023
Regula Pape
Ga cia-Buendia e al. 475
Managemen (LSCM) is an SC s a egy ha acili a es
was e elimina ion, quali y imp o emen , cos educ ions,
and inc eased lexibili y o e he SC (Swense h & Olson,
2016; Womack & Jones, 1996) by ex ending he p oduc-
ion pull ou side he bounda ies o he single manu ac u -
ing plan o inco po a e ups eam and downs eam SC
pa ne s (Hines e al., 2004).
Al hough se e al esea che s ha e desc ibed he suc-
cess ul implemen a ion o LSCM and epo ed posi i e
ou comes, he implemen a ion o lean p inciples along he
SC is no a simple p ocess (To o ella e al., 2018). Se e al
in e aces mus be managed and a en ion and con ol o
lean-based p ocesses mus be ex ended o he en i e SC
(Soni & Kodali, 2012). Iden i ying e ec i e d i e s and
app op ia e con ex s o LSCM implemen a ion, hus,
becomes c ucial o suppo companies in maximizing he
success o hei e o s (To o ella e al., 2017).
P e ious wo ks ha e al eady explo ed he ac o s linked
o LSCM. Some s udies ha e in es iga ed he de elop-
men o a lean SC based on cus ome sensi i i y and isk
alle ia ion (Nisha Faisal e al., 2006), while o he s ha e
ocused on he compe i i e s a egy selec ion as an eced-
en o a lean SC s a egy (Qi e al., 2011). Some au ho s
ha e deal wi h he impac o en i onmen al complexi y
and dynamism on lean p ac ices implemen a ion
(Azadegan e al., 2013). Finally, he implemen a ion o
Lean Managemen (LM) in e nally by he SC pa ne s has
been empi ically demons a ed o enable he ad ancemen
o LM implemen a ion along he whole SC (Moyano-
Fuen es e al., 2021).
Despi e he a en ion gi en o a ious ypes o ac o s
ela ed o LSCM, he p e ious li e a u e’s unde s anding o
he ole o SC pa ne s and indus y cha ac e is ics o an
e ec i e LSCM implemen a ion is s ill limi ed. On he one
hand, he s a egic implica ions o SC collabo a ion wi h
p ima y SC pa ne s in he adop ion o managemen s a e-
gies ha e al eady been highligh ed, as weak ies and s ong
ies ha e been ound mo e e ec i e han in e media e ies in
alue c ea ion in he buye -supplie con ex (Y. Kim & Choi,
2018). Simila ly, schola s ha e shown ha s a egic pu -
chasing plays a key ole in os e ing coope a i e ela ion-
ships and in eg a ion wi h supplie s (Ande sen & Rask,
2003; Paul aj e al., 2006), as well as in enabling g ea e
esponsi eness o cus ome s (I. J. Chen & Paul aj, 2004)
and be e pe o mance ou comes o bo h buye and sup-
plie en e p ises (Rezaei e al., 2018). Iye e al. (2019) and
Yildiz Çankaya (2020) ha e e en shown ha a lea ning o i-
en a ion and s a egic sou cing mo i a e LSCM implemen-
a ion. Howe e , on he o he hand, he speci ic ole o
supplie s and, in pa icula , hei abili y o con inuously
imp o e he pe o mance le el o e ed o buye s in an LSCM
con ex is s ill no clea . Explo ing his issue is essen ial o
ad ancing LSCM implemen a ion since i would gi e buye
i ms impo an indica ions on how o selec and moni o
hei supplie s and, ul ima ely, suppo hei de elopmen o
os e he adop ion o LSCM s a egies and, subsequen ly,
maximize o ganiza ional pe o mance.
In addi ion, i is wo h highligh ing ha he con ex in
which he SC ope a es may de e mine he selec ion o he
bes compe i i e s a egy o pu sue (Hallg en & Olhage ,
2009). Pa icula ly, he p esence o high compe i i e p es-
su es in he indus y, apid and unp edic able changes in
he ma ke , and epe cussions o he compe i ion’s beha -
io can be expec ed o in luence no only i m s a egy and
pe o mance (Hallg en & Olhage , 2009; Qi e al., 2011)
bu also SC pa ne s’ decisions and ou comes (Lee & Rha,
2016). So, in an en i onmen o collabo a ion and coop-
e a ion such as ha pu sued h ough he implemen a ion o
LSCM (To o ella e al., 2017), i would be in e es ing o
s udy whe he he compe i i e in ensi y o he indus y
plays a ole in he ela ionship be ween s a egic supplie
pe o mance and LSCM implemen a ion. The exis ence o
compe i i e p essu es and quick and unp edic able com-
pe i i e mo es could indeed encou age SC membe s o
de end hemsel es agains a hos ile en i onmen by imple-
men ing lean p inciples along he SC, hus changing he
con ex ual condi ions in which LSCM is pu sued.
In ligh o he a o emen ioned discussion, ou wo k
aims o expand esea ch on he ac o s associa ed wi h
LSCM implemen a ion by seeking o comp ehend he ole
o ex e nal s a egic ac o s such as s a egic supplie pe -
o mance and compe i i e in ensi y in he adop ion o
LSCM and he consequen pe o mance ou comes. Based
on he p e ious li e a u e ha ound ha SC componen s
media e in explaining key supply ela ionships and i m
pe o mance (Ho e e al., 2012; Moyano-Fuen es e al.,
2021; Q un leh & Ta a da , 2013), his a icle explo es he
media ing ole o LSCM implemen a ion in he ela ion-
ship be ween s a egic supplie pe o mance and o ganiza-
ional pe o mance.
This a icle is s uc u ed as ollows. The second sec ion
p o ides he heo e ical amewo k and he easoning ha
leads o he hypo heses. The hi d sec ion desc ibes he
sample, measu es, and da a collec ion. The ou h sec ion
epo s he analysis o he esul s. A discussion, he heo-
e ical and manage ial implica ions, and some oppo uni-
ies o u u e esea ch a e p esen ed in he i h sec ion.
Finally, he six h sec ion gi es he main conclusions o ou
esea ch.
Theo e ical backg ound and esea ch
hypo heses
This esea ch posi s ha ex e nal o ces a e d i ing he
implemen a ion o LM along he SC. To de elop his
s udy, we d aw on he ela ional iew o Resou ce-Based
Theo y (RBT). Acco ding o RBT, i ms can a ain a
long- e m compe i i e ad an age by e icien ly combin-
ing a e, aluable, and unique esou ces (Ba ney, 1991;
G an , 1991). Fu he mo e, as he ela ional iew o RBT
476 Business Resea ch Qua e ly 28(2)
( ela ional Resou ce-Based View, RRBV) emphasizes he
ne wo k as he uni o analysis a he han indi idual
en e p ises (Dye & Singh, 1998), achie ing imp o ed
pe o mance is dependen on he esou ces o bo h he
ocal i m and i s SC membe s.
Acco ding o his heo y, he SC is a di icul - o-imi a e
compe i i e weapon ha can imp o e he capaci y o
ope a ional p ocesses and esul in an imp o emen in he
pe o mance o he ocal company (Ke chen & Hul ,
2007) and o in eg a ed SC managemen (Lummus e al.,
1998). This heo e ical amewo k suppo s he bene i s o
sha ing esou ces and capabili ies wi h SC membe s o
achie e be e ou comes (Alshah ani e al., 2018; Iye
e al., 2019; M. S ini asan e al., 2020), which is he goal
o LSCM implemen a ion. Indeed, hese collabo a i e and
coope a i e ela ionships wi h supplie s can be spa ked
by he s a egic ole o he key supplie s ha ha e been
seen o pe o m well. In his sense, be e ups eam pe o -
mance could be associa ed wi h he ex ension o LM p in-
ciples along he SC and imp o emen s in buye i m
pe o mance, which could be s onge in highly compe i-
i e indus ies.
S a egic supplie pe o mance and LSCM
One o he mos ele an p e equisi es o LSCM imple-
men a ion is he le el o s a egic pu chasing, namely he
de elopmen o close s a egic ela ionships wi h a educed
numbe o indispensable supplie s (Cousins & Spekman,
2003). Acco ding o mul iple au ho s (e.g., Bo olo i
e al., 2016; Ruiz-Beni ez e al., 2019), and in iew o he
bene i s ha he SC p o ides o pa ne s ollowing he pos-
ula es o RRBV, he implemen a ion o LSCM p ac ices is
d i en by mu ual us and commi men , long- e m in e ac-
ion, egula in o ma ion-sha ing, and bene icial si ua ions
o all s a egic SC pa ne s. I is no acciden ha close
ela ionships and s ong SC in eg a ion a e conside ed he
main challenges aced by o ganiza ions ha launch lean
ini ia i es (Jaya am e al., 2008; Pe ez e al., 2010).
The implemen a ion o lean p inciples igge s a change
in o ganiza ions’ pu chasing s a egies and policies based
on a g ea e deg ee o us in supplie ela ionships
(Moyano-Fuen es e al., 2012; Sako & Helpe , 1998). Pas
empi ical e idence has demons a ed ha a g ea e le el o
pa ne ship wi h supplie s posi i ely in luences LM imple-
men a ion a an in e nal le el (Jaya am e al., 2008),
he eby enabling he implemen a ion o lean h oughou
he SC (Moyano-Fuen es e al., 2021). Consequen ly, ela-
ionships wi h s a egic supplie s ha pe o m well a e
expec ed o play an impo an ole in he ex ension o LM
h oughou he SC.
Besides a ec ing LSCM implemen a ion, s a egic
pu chasing is also conside ed a key d i e o s a egic
supplie pe o mance: acco ding o Paul aj e al. (2006),
he highe he s a egic le el o pu chasing, he be e he
pe o mance o s a egic supplie s. Supplie quali y, lex-
ibili y, deli e y, and cos pe o mance can hus be
imp o ed h ough collabo a i e s a egic pu chasing ela-
ionships (I. J. Chen & Paul aj, 2004; Shin e al., 2000),
which in u n enables i ms o build up lexibili y along
he SC and inc ease cus ome sa is ac ion (Sáenz e al.,
2018) as SC lexibili y and LSCM a e simila concep s
(Maquei a e al., 2021).
Conside ing he abo e hemes and based on he RRBV,
i can be a gued ha s a egic supplie pe o mance is
also associa ed wi h LSCM implemen a ion. Fo exam-
ple, he high in en o y u no e and low in en o y le els
unde lying LSCM can be mo e easily achie ed when key
supplie s ob ain good pe o mance esul s in e ms o
quali y, deli e y, and lexibili y. Simila ly, LSCM p ac-
ices such as modula iza ion and s anda diza ion equi e
an app op ia e selec ion o supplie s ha should mee
speci ic cos , ime, quali y, and eliabili y c i e ia
(Belkadi e al., 2018). An e ec i e pull sys em and se up
ime educ ion would be accomplished h ough consis -
en on- ime deli e ies om key supplie s (Daine e al.,
2011; Kaynak, 2002; Van Nieuwenhuyse & Vandaele,
2006; Y. C. Wu, 2003). The abili y o he lean SC o adap
o changes in i s en i onmen and o handle unce ain ies
could also be enhanced by he highe lexibili y and eli-
abili y p o ided by supplie s (J. Chen e al., 2013; Oh &
Rhee, 2008). S a egic supplie s’ ocus on cos con ol
and quali y con o mance may ha e an enabling ole in
he iden i ica ion and educ ion o was e along he SC
(B owning & Hea h, 2009; Pa een & Rao, 2009). Also,
s a egic supplie pe o mance indica es he need o
es ablish long-s anding pa ne ships wi h eliable suppli-
e s (Rezaei e al., 2018), which would s imula e LSCM
implemen a ion. Acco dingly, we hypo hesize ha :
H1: Be e s a egic supplie pe o mance is posi i ely
ela ed o a highe le el o LSCM implemen a ion
Compe i i e in ensi y as a mode a o o
he s a egic supplie pe o mance-LSCM
ela ionship
Inc eased global compe i ion o ces manu ac u ing i ms
o ake ac ion in e ms o bo h s a egic posi ioning and
ope a ional pe o mance. Acco ding o Hallg en and
Olhage (2009), he exis ence o high compe i i e p essu e
in luences he compe i i e s a egy implemen ed by a i m.
Howe e , acco ding o he RRBV, o ganiza ions a e
en enched in a ne wo k o ela ionships ha can a ec
hei compe i i e beha io (Ke chen e al., 2004; Moyano-
Fuen es & Ma ínez-Ju ado, 2016), so he ocus should be
ex ended o he en i e SC a he han he indi idual i m.
Nowadays, globaliza ion has changed how i ms ope a e
and compe e o be success ul, and his p ocess has a o ded
majo ele ance o he SC ne wo k.
Ga cia-Buendia e al. 477
SCs ope a ing in highly compe i i e indus ies ha e a
g ea e need o imp o e hei ope a ions s a egy o secu e
a compe i i e ad an age a he SC le el han hose ope a -
ing in mo e s able con ex s. In his sense, i ms aced wi h
g ea e compe i i e in ensi y a e expec ed o adop di e se
s a egies o imp o e hei posi ions, including collabo a-
ion (Bu ge s e al., 1993) as a aluable capabili y o
imp o e ope a ional p ocesses in he SC in line wi h he
RRBV. A high le el o compe i i e in ensi y spa ks wha
Ke chen e al. (2008) call he “bes alue SC.” Subsequen ly,
Ga ido-Vega e al. (2023) ound ha i ms eac o highe
compe i i e in ensi y wi h highe le els o adap abili y and
alignmen in he SC o add g ea e alue o cus ome s.
C oss- unc ional collabo a ions wi h SC pa ne s a e c i i-
cal o e aining o gaining a ma ke ad an age when com-
pe i ion is in ense, and cus ome s a e able o selec om
many di e en al e na i es in he ma ke (M. S ini asan
e al., 2020). Based on he RRBV, high le els o compe i-
i e in ensi y can lead o a g ea e mo i a ion o collabo-
a e wi h SC pa ne s due o i ms’ need o dissipa e
compe i i e p essu es (Ang, 2008). Thus, he compe i i e
in ensi y ha a i m aces is a esul o i s lack o esou ces
o i s inabili y o u ilize i s esou ces and has implica ions
o i s abili y o collabo a e.
Compe i i e dynamics induce i ms o pu sue coope a-
i e and mu ually ad an ageous SC a angemen s o
enhance pe o mance (Flynn e al., 2010; Kalubanga &
Gude gan, 2022) and as a s a egic esponse o educe
compe i i e p essu e (M. S ini asan e al., 2020).
Collabo a ion ensu es nume ous bene i s o pa ne s ha
enable hem o endu e compe i ion (J. Wu & Panga ka ,
2010). The ques o maximum cus ome alue in highly
compe i i e con ex s necessi a es he achie emen o
e ec i e and e icien lows o ma e ials, inancials, and
in o ma ion, which equi es collabo a ions wi h supplie s
and cus ome s (Hei a i e al., 2016).
The LM p inciples and p ac ices ha e been included in
he SC in eg a i e app oach (Cudney & El od, 2010;
To o ella e al., 2017) o espond o compe i i e p essu es
o highe lexibili y, highe deli e y eliabili y, lowe
cos s, and be e quali y. LSCM implemen a ion enables
long- e m ela ionships o be es ablished based on mu ual
con idence and engagemen , egula in o ma ion-sha ing,
and win-win ela ionships wi h he key SC agen s
(Bo olo i e al., 2016; Moyano-Fuen es e al., 2021; Ruiz-
Beni ez e al., 2019). Speci ically, s a egic pu chasing
encou ages a i be ween manu ac u e s’ and supplie s’
s a egies, leading o collabo a ion in he p esence o
changes in business en i onmen s (M. Kim & Chai, 2017).
In his con ex , s a egic supplie pe o mance may ha e a
decisi e ole o play in he implemen a ion le el o LSCM,
and acco ding o he RRBV, his ole could be e en mo e
impo an in si ua ions o high compe i i e in ensi y o
main aining o ganiza ional pe o mance a he e y leas .
Fi ms ope a ing in highly compe i i e ma ke s ha e a
g ea e need o e ec i e and quali y SC ela ionships
based on coope a ion, adap a ion, and us (J. Chen e al.,
2013; Han e al., 2021; Hei a i e al., 2016), so compe i i e
in ensi y can boos he associa ion be ween s a egic sup-
plie pe o mance and LSCM implemen a ion.
Following his easoning, he ole o s a egic supplie
pe o mance in a con ex o high compe i i e in ensi y
would igge a s eng hening o collabo a i e ela ion-
ships wi h key supplie s and hus lead o an inc ease in he
le el o LSCM implemen a ion.
The e o e, he second hypo hesis is o mula ed as
ollows:
H2: The compe i i e in ensi y o he indus y posi i ely
mode a es he ela ionship be ween s a egic supplie
pe o mance and LSCM implemen a ion
Media ing ole o LSCM in he ela ionship
be ween s a egic supplie pe o mance and
o ganiza ional pe o mance
Based on he RRBV, high SC p ocess in eg a ion implies
he in eg a ion o buye and supplie i ms’ s a egic
esou ces o de elop capabili ies, ela ionships, and p o-
cesses, which gene a es a sou ce o compe i i e ad an age
o he ocal i m (P ajogo e al., 2016).
The pas li e a u e has ound e idence ha subs an ia es
ha key supply ela ionships play an in eg a i e pa icipa-
o y ole in he s a egic planning p ocess and associa ed
pe o mance gains (Nai e al., 2015). This equi es build-
ing a s a egic alignmen p ocess o collabo a ion (Ukko
& Saunila, 2020), and his could be achie ed by imple-
men ing an SC s a egy ha s imula es collabo a ion
be ween SC membe s, such as LSCM. In his sense, some
esea che s ha e claimed ha s a egic in eg a ion wi h
supplie s can b ing down cos s and boos o e all LSCM
pe o mance (Simpson & Powe , 2005; So & Sun, 2010).
On he o he hand, in highly changing con ex s such as
oday’s, companies ha e o demand a signi ican le el o
lexibili y in hei ela ionships wi h key supplie s o
achie e a educ ion in ope a ing cos s (R. S ini asan &
Swink, 2018). This lexibili y in u n enables con ol o e
he low o ma e ials and in o ma ion o ensu e eliabili y
in cus ome deli e ies (Lopes de Sousa Jabbou e al.,
2020). Simila ly, ex ending endo managemen in en-
o y o key supplie s has a s ong impac on educing uni
manu ac u ing cos and high s ock u no e (Yao e al.,
2007). P ecisely, all his p essu e o mo e lexibili y,
highe deli e y eliabili y, and lowe cos s causes a g ad-
ual bu apid deploymen o lean p inciples, p ac ices,
and ools h oughou he SC, ha is, he ad ancemen o
LSCM implemen a ion (Bo olo i e al., 2016; Ga cia-
Buendia e al., 2021).
The collabo a i e and in eg a i e ela ionships wi h
SC pa ne s pu sued by LSCM implemen a ion, and wi h
478 Business Resea ch Qua e ly 28(2)
hose on he ups eam side, speci ically, lead o pe o -
mance imp o emen s in a wide ange o a eas. In pa icu-
la , some au ho s ha e s a ed ha ope a ional and
in en o y- ela ed cos s can be educed h ough ups eam
LSCM p ac ices (Aze edo e al., 2012). P ajogo and
Olhage (2012) a gue ha logis ics in eg a ion in lean SC
con ex s leads o eliable o de cycles and cos and in en-
o y educ ion, among o he ad an ages. The use o VSM
along he SC is expec ed o educe was e and wai ing
imes, hus posi i ely a ec ing he i m cycle ime (Se h
e al., 2017; Wee & Wu, 2009), while he long- e m o e-
cas ing o cus ome demands ha unde lies LSCM imple-
men a ion may help o imp o e on- ime deli e y (Thanki
& Thakka , 2016; Y. C. Wu, 2003). Also, in e nal lean
implemen a ion needs o be implemen ed along he SC
o ocal i m e iciency o be imp o ed (Moyano-
Fuen es e al., 2021).
Following he RRBV, SC ac i i ies play a ele an ole
in he i m’s abili y o achie e supe io pe o mance om
i s SC s a egy (Hsu e al., 2009). S udies also sugges ha
a i m’s SC s a egy should be e ec i ely aligned wi h i s
SC p ac ices o achie e enhanced pe o mance (Q un leh
& Ta a da , 2013). Acco ding o he abo e, i can be seen
ha imp o emen o he ocal i m’s esul s equi es a s a-
egic alignmen p ocess ha d i es collabo a ion be ween
SC pa ne s. Imp o ing he pe o mance o key supplie s
by i sel is no enough, and i mus be complemen ed by
p og ess in LSCM implemen a ion. As such, imp o ed pe -
o mance o s a egic supplie s would be he basis o d i -
ing he de elopmen o lean p ac ices and echniques
h ough he SC o imp o e i m pe o mance, a exceeding
he isola ed impac ha s a egic supplie pe o mance has
on o ganiza ional pe o mance. The e o e, LSCM would
play a media ing ole in he s a egic supplie pe o mance-
o ganiza ional pe o mance ela ionship. Taking all hese
a gumen s oge he , he ollowing hypo hesis can be
p oposed:
H3: LSCM implemen a ion media es he associa ion
be ween s a egic supplie pe o mance and o ganiza-
ional pe o mance
Figu e 1 shows he heo e ical esea ch model.
Me hodology
Sample and da a collec ion
This s udy has ocused on ocal en e p ises ope a ing in
se e al indus ial sec o s in Spain, as p e ious wo ks
al eady published on LSCM implemen a ion ha e done
(Ga cia-Buendia e al., 2023; Moyano-Fuen es e al.,
2021). The selec ion o ocal i ms enables a b oad pe -
spec i e o wha happens ups eam and downs eam in he
SC. The use o i ms loca ed in a ela i ely homogeneous
geog aphic, cul u al, legal, and poli ical space allows o
minimize he impac o o he a iables ha canno be con-
olled in empi ical esea ch (Rojo e al., 2016). The manu-
ac u ing i ms selec ed o he s udy had o ha e a leas
50 employees o ensu e ha hey had manage s esponsi-
ble o he SC and esou ces and capabili ies ocused on
managing hei SC s a egies. These o ganiza ions
belonged o indus ial sec o s occupying an in e media e
Figu e 1. Theo e ical esea ch model.
Ga cia-Buendia e al. 479
posi ion in he SC, ha is, based on he app oach o an de
Vaa e al. (2012), sec o s nea he wo ends o he SC
(ups eam/downs eam) we e no conside ed, o example,
ela ed o aw ma e ials and hei ans o ma ion, anspo -
a ion, and se ices. Da a o he s udy popula ion we e
aken om he SABI (Ibe ian Balance Shee Analysis
Sys em) da abase, and he popula ion was classi ied in o
sec o s based on he Spanish CNAE (Na ional Classi ica ion
o Economic Ac i i ies) ca alog. The size c i e ion was
add essed by selec ing om SABI in 2017 i ms ha had
had an a e age wo k o ce o a minimum o 50 employees
in a leas 3 o he p e ious 5 yea s, while he posi ion in
he SC c i e ion was me by iden i ying in CNAE he sec-
o s ocused on manu ac u ing ac i i ies (g oup C) and
excluding any o he indus ies ocused on se ice ac i i-
ies wi hin his g oup. The s udy popula ion was 2,650
Spanish ocal manu ac u ing companies.
Responses we e collec ed ia a ques ionnai e. A d a
e sion o he su ey was checked by i e globally ecog-
nized SC managemen esea che s o con i m i s quali y
and con en alidi y. These esea che s we e asked o
analyze he ele ance o he explo ed issues, he co ec -
ness o he p oposed ques ions/answe s, he su ey
design and wo ding, and he a ing scale, in e alia. This
p ocess enabled hem o include any ele an commen s
abou i em wo ding, con en , and ques ionnai e s uc u e.
These i e esea che s we e selec ed based on hei
ex ensi e expe ience in he opic, ha is, he quan i y and
quali y o hei publica ions in he SC managemen ield.
The meaning and comp ehension o he i em de ini ions
we e gua an eed by a pilo s udy wi h i e expe ienced
supply chain managemen manage s om Spanish i ms
belonging o di e en indus ial sec o s o ensu e ha he
i ems we e co ec ly unde s ood, meaning ul, and com-
ple e. This is a p ocedu e used o educe esponse bias
and ensu e he alidi y and quali y o he ins umen used
(Saunde s e al., 2009).
The i ems used in he p esen s udy we e di ec ed a he
mos in o med esponden s ega ding he opic o he spe-
ci ic ques ionnai e, ha is, SC manage s, ope a ions man-
age s, o logis ics manage s. Responden s we e exp essly
asked o gi e answe s on he SC p ac ices and s a egies
used, SC ne wo k s uc u e, and pe o mance. A compu e -
assis ed elephone in e iewing sys em was used o collec
da a om he esponden s in conjunc ion wi h a backup
web ques ionnai e o allow any non- esponding in e iew-
ees o comple e he su ey.
Fieldwo k was pe o med du ing he i s hal o 2018.
The ques ionnai es we e comple ed by esponden s om a
o al o 273 i ms (10.3% esponse a e) om a a ie y o
sec o s and wi h di e en i m sizes and ages. Acco dingly,
he analysis and all epo ed s a is ics a e based on a sam-
ple o 273 companies. The sample size has been judged o
be app op ia e and no o jeopa dize he esul ’s eliabili y.
The dis ibu ion o i ms among he di e en sec o s was
simila in he popula ion and he sample, as indica ed by
he chi-squa e es (20.970, p- alue = .074), and he h ee
mos impo an sec o s in he popula ion ep esen ing
48.6% o he o al i ms in he popula ion and 50.6% in he
sample (see Appendix 1). The e was no e idence o
esponse bias when compa ing he i ms’ numbe o wo k-
e s, annual sales, and g oss ope a ing p o i o esponden s
and non- esponden s (Mann–Whi ney es : numbe o
wo ke s p- alue = .053, annual sales p- alue = .175, and
g oss ope a ing p o i p- alue = .548), and no speci ic pa -
e ns we e ollowed in he easons o e using o ake pa
in he s udy. In addi ion, no signi ican di e ences be ween
i s and la e esponses we e ound, which ules ou any
la e esponse bias. These analyses p o e ha he sample
was s a is ically ep esen a i e o he popula ion and an-
domly ga he ed. Table 1 p esen s he demog aphic da a o
he sample.
Measu es
Fou mul i-i em cons uc s we e iden i ied and aken in o
accoun in his a icle: compe i i e in ensi y (CI), s a egic
supplie pe o mance (SUP), LSCM, and e icien g ow h
(EG). The i ems p esen ed in his s udy a e a subse o he
la ge su ey comple ed by he esponden s. CI, SUP, and
LSCM we e measu ed on i e-poin Like - ype scales,
while EG was buil on objec i e pe o mance me ics
aken om SABI.
CI was buil as a e lec i e s anda d cons uc and ope -
a ionalized as an obse able ou -i em scale based on
Hallg en and Olhage (2009) o measu e he deg ee o
compe i i e p essu e in he indus y in which he ocal
i m ope a ed. Responden s we e asked o a e he CI o
hei indus y on he ollowing scale: 1 = s ongly disag ee;
2 = disag ee; 3 = neu al; 4 = ag ee; 5 = s ongly ag ee.
The s a egic SUP ac o was buil as a e lec i e s and-
a d cons uc based on he i ems p e iously p oposed by I.
J. Chen and Paul aj (2004) and included obse able a ia-
bles such as key supplie eliabili y, quali y, lexibili y, and
cos . This p o ided in o ma ion abou he le el o pe o -
mance o s a egic supplie s. Responden s we e asked o
a e he pe o mance o he companies’ wo mos impo -
an supplie s o e he p e ious 3 yea s on he ollowing
scale: 1 = dec eased signi ican ly; 2 = dec eased sligh ly;
3 = emained he same; 4 = inc eased sligh ly; 5 = inc eased
signi ican ly.
LSCM implemen a ion was aken om he measu emen
ins umen o LSCM alida ed by Moyano-Fuen es e al.
(2019) as a e lec i e second-o de cons uc ha included
h ee dis inc i e lowe -o de dimensions: implemen a ion o
ools o emo e was e along he SC (LSCM_T) wi h wo
obse able a iables, ope a ionaliza ion (LSCM_O) wi h
wo obse able a iables, and s a egic planning (LSCM_P)
wi h ou obse able a iables. Responden s we e asked o
a e on he ollowing scale he deg ee o which hey ag eed
480 Business Resea ch Qua e ly 28(2)
wi h se e al s a emen s ela ed o lean a he SC le el:
1 = o ally disag ee; 2 = disag ee; 3 = nei he ag ee no disa-
g ee; 4 = ag ee; 5 = o ally ag ee.
EG was buil as a e lec i e s anda d cons uc p e i-
ously used in LM esea ch (Ho e e al., 2012) based on
obse able objec i e pe o mance me ics o i ms
ob ained om he SABI da abase: e u n on asse s (ROA)
and sales g ow h. To be p ecise, we assessed ROA as he
a e age ROA o 2017, 2018, and 2019 while sales g ow h
was calcula ed as he a e age o sales g ow h a es o he
pe iods 2017–2018 and 2018–2019.
Table 2 epo s he su ey i ems o each ac o .
Da a analysis
Pa ial Leas Squa es S uc u al Equa ion Modeling (PLS-
SEM) was used o analyze he da a. PLS-SEM was p e-
e ed o e co a iance-based SEM (CB-SEM) as i can be
easily applied when he s uc u al model is complex and
includes many cons uc s, indica o s, and/o model ela-
ionships such as highe -o de cons uc s, media ion, and
in e ac ion/mode a ion e ms (Hai e al., 2022).
Common me hod bias
To diminish any common me hod bias ha could jeopa d-
ize indings in his s udy, di e en p ocedu al emedies
we e applied ollowing Podsako e al. (2012): i em scale
and wo ding we e imp o ed o educe ambigui y, and da a
o i ems we e ob ained om di e en sou ces, ha is,
sel - epo ed (su ey) and objec i e me ics (SABI
da abase) (see “Measu emen model assessmen —
Con i ma o y Composi e Analysis” and “S uc u al model
assessmen ” sec ions). Subsequen ly, a s a is ical p oce-
du e was used o de ec po en ial sou ces o common
me hod bias: Ha man’s single- ac o es (Ha man, 1976).
The esul showed ha he p incipal componen ex ac ed
explained 18.29%, which is below he 50% es ablished
limi , sugges ing ha common me hod bias is unlikely o
be a se ious conce n in his s udy. Appendix 2 gi es he
desc ip i e s a is ics o he a iables, including mean,
s anda d de ia ion, and co ela ions.
Resul s
Measu emen model assessmen —
Con i ma o y Composi e Analysis
Con en alidi y was ensu ed by he selec ion o a iables
and cons uc s based on he exis ing li e a u e and p e i-
ously alida ed measu es, and he p e es by in e na ion-
ally ecognized esea che s o check i em cla i y and
legibili y o inc ease accu acy in he esponses.
Table 3 epo s he cons uc alidi y and eliabili y
esul s o he measu emen model. PLS algo i hm o ac-
o analysis was un on Sma PLS 4. CI, SUP, and EG we e
add essed as s anda d cons uc s, while LSCM was buil as
a highe -o de cons uc based on p e ious empi ical
wo ks ha igo ously buil his measu e as such (Becke
e al., 2023). LSCM was conside ed a e lec i e- e lec i e
highe -o de cons uc ( ype I) (Becke e al., 2023) and
was es ima ed h ough he disjoin wo-s age app oach,
ollowing he es ima ion and assessmen s eps ecom-
mended by Becke e al. (2023).
Following Hai e al. (2022), dimensions and indica o s
we e e i ied o ha e loadings g ea e han 0.7. Indica o s
ha loaded below 0.7 we e ca e ully examined o check
he e ec o indica o emo al on eliabili y and alidi y
measu es and some we e emo ed (CI3, CI4, SUP6,
LSCM5, and LSCM6) as hei dele ion led o an inc ease
in in e nal consis ency eliabili y wi hou diminishing con-
en alidi y. Then, he in e nal consis ency eliabili y o
he cons uc s was assessed h ough Jö eskog’s (1971)
Table 1. Sample demog aphics.
F equency Pe cen age
Indus y (CNAE g oup C)
Food p oduc s and obacco 48 17.6
Chemical and pha maceu ical
p oduc s
48 17.6
Manu ac u e o me al p oduc s 43 15.8
Manu ac u e o machine y and
equipmen
33 12.1
Mo o ehicles 22 8.1
Mea indus y 6 2.2
Elec ical machine y and ma e ials 14 5.1
Manu ac u e o be e ages 7 2.6
Fu ni u e indus y 7 2.6
In o ma ics, elec onics, and op ics
p oduc s
13 4.8
Manu ac u e o o he anspo
ma e ial
12 4.4
Shoes and lea he 5 1.8
O he manu ac u ing indus ies 9 3.3
Fab ics and ex ile 6 2.2
To al 273 100.0
Age (yea s)
<10 1 0.4
10–29 82 30.0
30–49 132 48.4
>50 58 21.2
To al 273 100.0
Size (numbe o employees)
50–100 126 46.2
101–150 57 20.9
151–200 24 8.8
201–250 19 7.0
>250 47 17.2
To al 273 100.0
Ga cia-Buendia e al. 481
composi e eliabili y (CR) hoc wi h alues be ween 0.7
and 0.9 conside ed “sa is ac o y o good”. Nex , he con e -
gen alidi y o each cons uc measu e was e alua ed
h ough he a e age a iance ex ac ed (AVE) o all i ems in
each cons uc , gi ing alues highe han 0.5 (see Table 3).
Nomological alidi y was assessed by examining he
highe -o de cons uc sco es and co ela ing hem wi h
o he cons uc s in he nomological ne such as LM imple-
men a ion a he in e nal le el (an eceden ) and in en o y
u no e (consequen ) (Hai e al., 2020; Manley e al.,
2021; Sa s ed e al., 2019). Disc iminan alidi y esul s
a e epo ed in Table 4. Disc iminan alidi y was assessed
wi h he Fo nell-La cke c i e ion (Fo nell & La cke ,
1981) and he s ic es He e o ai -Mono ai a io (HTMT)
(Hensele e al., 2015; Voo hees e al., 2016) s anda d o
0.85.
S uc u al model assessmen
A e e i ying ha he measu emen model assessmen
was sa is ac o y, he s uc u al model was assessed. The
VIF alues anged om 1.039 o 2.199, indica ing ha
mul icollinea i y was no a conce n in he s uc u al model
as hese we e <3.3 (Hai e al., 2022). The size and s a is i-
cal signi icance o he pa h coe icien s con i med p edic-
i e powe . In-sample p edic ion o he dependen
cons uc s was assessed h ough R2 and he e ec size 2.
The R2 alues o he endogenous cons uc s we e exam-
ined as a measu e o he explana o y powe o he model
(Shmueli and Koppius, 2011), inding LSCM R2 = 0.113
and EG R2 = 0.026. Bo h o hese alues we e conside ed
accep able in he con ex o he s udy. The e ec size ( 2)
Table 2. Cons uc s and measu es.
Cons uc Va iable Sou ce
Compe i i e
in ensi y (CI)
CI1. We a e in a highly compe i i e indus y Hallg en and
Olhage (2009)
CI2. The compe i i e p essu es on us a e ex emely high
CI3. Compe i i e mo es in ou ma ke a e quick and unplanned, wi h sligh long-
e m di e ences be ween he eac ions o di e en companies
CI4. We pay close a en ion o ou compe i o s
S a egic supplie
pe o mance
(SUP)
SUP1. Deli e y eliabili y/consis ency I. J. Chen and Paul aj
(2004)
SUP2. Quali y
SUP3. Cos con ol
SUP4. Volume lexibili y
SUP5. Scheduling lexibili y
SUP6. On- ime deli e y
Lean Supply
Chain
Managemen
(LSCM)
LSCM1. Value s eam mapping is used o iden i y and elimina e was e
h oughou ou supply chain
Moyano-Fuen es
e al. (2019)
LSCM2. Ou supply chain uses lean manu ac u ing echniques (such as pull low,
Kanban sys ems, and se up ime educ ion)
LSCM3. Ou supply chain gene a es high s ock u no e and minimizes in en o y
LSCM4. P ocess and p oduc s anda diza ion is a common p ac ice in ou supply
chain
LSCM5. Ou supply chain deli e s in small lo sizes
LSCM6. Ou supply chain does long- e m o ecas ing o cus ome demands and
only ocuses on he cu en ma ke segmen s
LSCM7. In ou supply chain, he s a egy o handling unce ain y consis s o
using queues and bu e s o p o ec sub-p ocesses
LSCM8. Ou supply chain s uc u e seldom changes
E icien g ow h
(EG)
EG1. ROA (a e age 2017, 2018, and 2019) SABI da abase
EG2. Sales g ow h (a e age 2017–2018 and 2018–2019)
Table 3. Measu emen model esul s.
Cons uc Dimension/Indica o Loadings CR AVE
CI CI1 0.917 0.880 0.786
CI2 0.856
SUP SUP1 0.782 0.884 0.604
SUP2 0.718
SUP3 0.759
SUP4 0.807
SUP5 0.816
LSCM
(HOC)
LSCM_T (LOC) 0.567 0.772 0.537
LSCM_O (LOC) 0.772
LSCM_P (LOC) 0.832
EG EG1 0.840 0.744 0.594
EG2 0.694
No e. CR: Composi e eliabili y; AVE: A e age a iance ex ac ed; CI:
compe i i e in ensi y; HOC: highe -o de cons uc ; LOC: lowe -o de
cons uc ; SUP: s a egic supplie pe o mance; LSCM: Lean Supply
Chain Managemen ; EG: e icien g ow h.
488 Business Resea ch Qua e ly 28(2)
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Appendix 1. S udy popula ion dis ibu ion and esponse a e by sec o .
Indus y Popula ion Sample Response a e
Food p oduc s and obacco 543 (20.5%) 48 (17.5%) 8.8%
Chemical and pha maceu ical p oduc s 422 (15.9%) 48 (17.5%) 11.4%
Manu ac u e o me al p oduc s 322 (12.2%) 43 (15.6%) 13.4%
Manu ac u e o machine y and equipmen 275 (10.4%) 33 (12.0%) 12.0%
Mo o ehicles 273 (10.3%) 22 (8.1%) 8.1%
Mea indus y 158 (6.0%) 6 (2.2%) 3.8%
Elec ical machine y and ma e ials 141 (5.3%) 14 (5.1%) 9.9%
Manu ac u e o be e ages 106 (4.0%) 7 (2.5%) 6.6%
Fu ni u e indus y 82 (3.1%) 7 (2.6%) 8.5%
In o ma ics, elec onics, and op ics p oduc s 81 (3.1%) 13 (4.7%) 16.0%
Manu ac u e o o he anspo ma e ial 77 (2.9%) 12 (4.4%) 15.6%
Shoes and lea he 63 (2.4%) 5 (1.8%) 7.9%
O he manu ac u ing indus ies 60 (2.3%) 9 (3.3%) 15.0%
Fab ics and ex ile 47 (1.8%) 6 (2.2%) 12.8%
To al 2,650 (100%) 273 (100%) 10.3%
No e: Chi-squa e es : 20.970, p- alue = .074.
490 Business Resea ch Qua e ly 28(2)
Appendix 2. Desc ip i e s a is ics: mean, s anda d de ia ion, and co ela ions.
I em Mean SD CI1 CI2 CI3 CI4 LSCM1 LSCM2 LSCM3 LSCM4 LSCM5 LSCM6 LSCM7 LSCM8 SUP1 SUP2 SUP3 SUP4 SUP5 SUP6 EG1
CI1 4.414 0.790
CI2 4.253 0.846 0.578**
CI3 3.495 1.066 0.305** 0.369**
CI4 4.022 0.933 0.271** 0.392** 0.221**
LSCM1 2.121 1.327 0.050 –0.014 0.085 0.007
LSCM2 2.542 1.465 0.082 0.079 0.096 0.042 0.554**
LSCM3 3.282 1.182 0.083 0.057 0.072 0.048 0.172** 0.261**
LSCM4 3.63 1.037 0.013 0.073 0.059 0.084 0.200** 0.226** 0.378**
LSCM5 3.366 1.317 0.059 0.088 –0.004 0.002 0.058 0.222** 0.000 0.067
LSCM6 3.114 1.243 0.184** 0.091 0.082 0.121* 0.174** 0.242** 0.270** 0.345** 0.207**
LSCM7 2.681 1.188 0.094 0.102 0.174** 0.198** 0.171** 0.253** 0.145* 0.202** 0.201** 0.352**
LSCM8 3.33 1.103 0.104 0.056 –0.017 0.032 –0.030 –0.006 –0.004 0.119* 0.101 0.237** 0.203**
SUP1 3.707 0.895 0.058 0.059 0.041 0.157** –0.001 0.040 0.203** 0.246** 0.013 0.175** 0.074 –0.01
SUP2 3.821 0.742 0.002 0.020 0.159** 0.096 0.022 0.076 0.133* 0.090 –0.049 0.149* 0.180** 0.001 0.578**
SUP3 3.652 0.825 0.030 0.032 0.150* 0.157** 0.005 0.020 0.123* 0.162** 0.020 0.242** 0.182** 0.058 0.467** 0.442**
SUP4 3.56 0.806 0.113 0.007 0.112 0.135* 0.070 0.000 0.134* 0.108 0.003 0.149* 0.110 –0.027 0.517** 0.456** 0.492**
SUP5 3.546 0.825 0.047 –0.003 0.093 0.213** 0.080 0.095 0.158** 0.129* 0.032 0.193** 0.118 –0.029 0.515** 0.436** 0.462** 0.697**
SUP6 3.385 1.021 –0.029 –0.019 0.084 0.033 0.077 0.123* 0.001 0.155* 0.113 0.139* 0.095 0.073 0.332** 0.270** 0.228** 0.197** 0.247**
EG1 3.755 15.514 0.016 –0.120* –0.021 0.076 0.090 0.098 0.050 0.090 0.034 0.085 0.042 –0.008 0.003 –0.020 0.120* 0.122* 0.165** 0.082
EG2 5.391 24.759 0.005 –0.019 0.009 –0.058 0.110 0.105 0.081 0.083 0.001 0.059 0.068 –0.162* 0.002 0.016 0.037 0.023 0.062 0.042 0.216**
CI: compe i i e in ensi y; LSCM: Lean Supply Chain Managemen ; SUP: s a egic supplie pe o mance; EG: e icien g ow h.
No e: SD: s anda d de ia ion.
*p < .05, **p < .01.
