Uncovering the impact of supply chain management practices on supply chain performance: A hybrid PLS-SEM and ANN approach

What turns process discipline into real performance in turbulent markets? This study examines how process-oriented supply chain management (SCM) practices relate to performance via digital innovation, and whether market turbulence conditions those relationships. We surveyed 387 managers and department heads in manufacturing firms across Cairo, Alexandria, and Aswan. The model includes five practice families (lean, agile, resilience, green, sustainable), four digital-innovation facets (user experience, value proposition, skills, digital human capital, improvisation), market turbulence, and multi-dimensional supply-chain performance. Using PLS-SEM (SmartPLS 4), the measurement model shows strong reliability and validity. Resilience, agile, and lean display consistent, positive, and significant associations with all digital facets; sustainable practices show more minor positive associations. Green practices are non-significant for skills and improvisation, marginal for value proposition, and null for user experience, indicating a primarily market-facing rather than capability-deepening role in this sample. Mediation through digital innovation is broadly supported; for green practices, only the user-experience and value-proposition channels are supported. Market turbulence shows no direct association with performance and negatively moderates only the improvisation–performance link. We specify a capability stack in which resilience, supported by lean and agile, provides the operational foundation for digital value creation, with value proposition (and user experience) emerging as the most potent levers of environmental, economic, operational, and social performance. A 10-fold cross-validated ANN complements the SEM by capturing nonlinearities and ranking predictors, highlighting value proposition as the strongest driver of supply-chain performance.