Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 8

Olhager (2016) and Mandal et al. (2016) demonstrate that supply chain responsiveness has a favorable effect on operational performance. • Collaboration capability refers to a company's capacity to establish a long-term relationship in terms of supply chain operations and the exchange of knowledge, resources, and risk in order to meet shared goals (Bowersox et al., 2002). According to Cao and Zhang (2011), an organization's capacity for information sharing determines its capacity for supply chain collaboration, knowledge and resource, goal consistency. Customer cooperation, supplier collaboration, and internal collaboration are crucial components that make up the collaborative supply chain, according to Yunus (2018). Integrability reflects a company's aptitude to forge strategic alliances and work in tandem with its supply chain partners (Flynn et al., 2010). • Supply chain integration emphasizes the availability of the appropriate items to the appropriate consumers at the appropriate time and at a reasonable cost (Angeles, 2009). According to Rajaguru and Matanda (2019), supply chain integration entails integrating financial, physical, and informational flows. The ability of a business to adapt quickly to market changes and turbulence in order to better serve its suppliers and consumers is referred to as agility capability (Aslam et al., 2018). Additionally, supply chain agility is a dynamic process that modifies or reconfigures the current business process to deal with market hiccups and other uncertainties. According to Li et al. (2009), strategic readiness and reaction capability, operational readiness and response capability, and episodic readiness and response capability are key components of supply chain agility. The ability of supply chain partners to react to changes and alterations in the environment is referred to as responsiveness capability (Williams et al., 2013). According to Singh and Sharma (2015), supply chain responsiveness places an emphasis on cutting down on lead times, enhancing service quality, responding quickly to client needs, and optimizing transportation. Shekarian and others,(2020) contend that there are three essential components to supply chain responsiveness: agility to respond to customer requests, flexibility to facilitate the development of new products and entry into new markets, and a reduction in the likelihood of supply chain bottlenecks and interruptions. So, we conclude the following hypothesis H3 supply chain management capabilities SCMC with sub-dimension (I.S.R) has positive impact on Firm performance SCP with sub-dimension (R.E.F) c) Firm Performance Firm performance in a changing environment, with businesses aiming for superior organizational performance and competitive advantages (Rajaguru and Matanda, 2019). pertaining to the effectiveness of the company's internal operations, which may allow the company to increase its profitability and competitiveness in the market (Hong et al., 2019). Operational performance is a multifaceted concept that encompasses the successful conversion of operational capabilities into organizational competitive advantages. Productivity, quality, cost, delivery, flexibility, and customer happiness can all be used to evaluate it (Gambi, 2018). Businesses aim to gain competitive advantages and achieve good organizational performance in a dynamic environment (Rajaguru and Matanda, 2019). Firm performance is related to the effectiveness of the company's internal operations, which may allow the company to increase its profitability and competitiveness in the market (Hong., 2019). Firm performance is a multifaceted concept that encompasses the successful conversion of operational capabilities into organizational competitive advantages. Productivity, quality, cost, delivery, flexibility, and customer happiness can all be used to evaluate it (Saleh, 2018). Therefore, after reviewing previous studies that confirmed the existence of a relationship between them, we can conclude the following hypothesis H4 supply chain management capabilities SCMC multi- dimension mediated the positive impact of inter- organizational system use IOS use with multi-dimension on SCP . III. R esearch M ethods a) Sampling and data collection The current study is categorized as both a cause-and-effect and descriptive study. Its goal to testing (ISO, FP, SCCM). The approach begins with a review of the literature in order to compile a profile for assessing supply chain management capabilities SCMC multi-dimension mediated the positive impact of inter- organizational system use IOS use with multi-dimension on SCP. Following that, the information gathered used non-probability sample (Convenience) The data was then coded using SPSS, SMART PLS. After ensuring normality, validity, and reliability, a descriptive analysis and variable correlation checks were conducted. Impact of Exchange and Communications Technology on Firm Performance: The Mediation Effect of Supply Chain Capabilities 59 Global Journal of Management and Business Research Volume XXII Issue VIII Version I Year 2022 ( ) A © 2022 Global Journals