Benchmarking supply chain collaboration dimensions with insights from resource-based theories

Goal: Despite the increased attention to the role of supply chain collaboration on firm performance, insufficient evidence exists about the relative importance of each dimension of supply chain collaboration on manufacturing competitiveness. The purpose of this study is to examine the influence and relative importance of supply chain collaboration dimensions on manufacturing competitiveness based on resource-based theories. Design/methodology/approach: This study employs a deductive approach to derive empirical evidence from the responses of 300 officials of manufacturing firms. The PLS-SEM is used to test the significance of conceptual predictions and IPMA is used to benchmark the most important collaborative dimensions. Results: It is revealed that manufacturing firms capitalize on all supply chain collaboration dimensions. However, customer collaboration and supplier collaboration have a significant and positive direct influence while internal collaboration exhibits a complementary partial mediation effect. Customer collaboration is the most important dimension followed by internal collaboration and supplier collaboration. Limitations of the investigation: This study employed a cross-section design lacking the longitudinal effect. Nevertheless, the identification, testing and validation of the conceptual model, backed up by an extensive literature review, could assist researchers in developing meaningful comparative studies. Originality/value: The study applied PLS-SEM and IPMA to reveal the role and relative importance of supply chain collaborative dimensions on manufacturing competitiveness. Managers of manufacturing firms can emulate this knowledge within their settings and be able to compete amid increased competition and supply chain complexity.