Human and Organizational Drivers in Marketing-Logistics Collaboration and Supply Chain Performance: Evidence from Moroccan Mass Retailing

Effective collaboration between manufacturers and retailers depends not only on operational integration but also on the human and organizational conditions that facilitate cross-functional coordination, communication, and joint decision-making. This study examines the relationship between marketing-logistics collaboration and supply chain performance in Moroccan mass retailing, with particular attention to information sharing quality and retail format. Drawing on survey data from 142 organizational observations, the study employs structural equation modeling (SEM) to examine the relationships among marketing-logistics collaboration, information sharing quality, and supply chain performance. CPFR and VMI are examined as specific collaborative practices through supplementary regression analyses rather than as separate constructs in the principal structural model. The findings indicate that marketing-logistics collaboration is positively associated with supply chain performance (β = 0.312, p < 0.001). Information sharing quality significantly mediates this relationship, with a significant indirect effect (β = 0.301, 95% CI [0.182, 0.443]). A multi-group comparison further indicates that the collaboration-performance relationship is stronger among hypermarkets than among supermarkets. These findings support a socio-organizational interpretation of marketing-logistics collaboration, in which human and organizational conditions provide an important theoretical foundation for coordinating people, information, responsibilities, and processes. The study contributes to research on interfunctional collaboration by providing empirical evidence from an emerging-market retail context and offers managerial implications for strengthening organizational coordination and information-sharing quality.