Supply Chain Sustainability Performance in the Manufacturing Sector of a Developing Economy

ABSTRACT To assess supply chain (SC) sustainability performance, it is essential to understand the influence of key enablers. This study examines the impact of legal pressure, competitive pressure, internal resources and customer preferences on SC sustainability performance, with a particular focus on the mediating role of strategic direction. A quantitative survey was conducted with 390 operations managers from manufacturing sectors across Qatar, Saudi Arabia, the United Arab Emirates, Oman and Jordan. The data were analysed using partial least squares structural equation modelling (PLS‐SEM). The results indicate that competitive pressure, internal resources and customer preferences significantly influence strategic direction, which in turn positively mediates their effect on sustainable supply chain (SSCM) performance. Legal pressure, however, was not found to significantly impact strategic direction, suggesting that regulatory mandates exert limited influence on manufacturing firms in the region. This study provides actionable insights for managers in developing strategic initiatives that enhance sustainability performance, particularly in contexts with constrained resources.