Jul 2026· Journal of Management and Creative Business· Vol 4, pp. 790-803· 0 citations
Abstract
Small and medium-sized enterprise (SME) shrimp farms play an important role in Indonesia’s aquaculture sector; however, many continue to experience operational inefficiencies, rising production costs, and supply chain vulnerabilities that reduce profitability and long-term sustainability. Existing studies have examined individual operational challenges in aquaculture, yet few have adopted an integrated framework capable of simultaneously diagnosing performance gaps and prioritizing operational risks. This study addresses this gap by integrating the Supply Chain Operations Reference (SCOR) model and Failure Mode and Effects Analysis (FMEA) to evaluate operational performance and supply chain risks in three vannamei shrimp farming SMEs located in Tegal, Central Java. A qualitative multiple-case study approach was employed using interviews, field observations, operational records, SCOR process mapping, and FMEA risk assessment. The findings reveal that the most significant weaknesses are concentrated in the internally focused SCOR attributes of Cost and Asset Management, while Reliability, Responsiveness, and Agility generally perform better. Farm C demonstrated the strongest overall operational performance due to disciplined operational practices, structured data management, supplier diversification, and systematic monitoring systems. FMEA analysis identified high-priority risks associated with night-time dissolved oxygen control, post-harvest turnaround delays, feed management, inventory handling, and operational data management. The integration of SCOR and FMEA provides complementary insights whereby SCOR identifies performance deficiencies while FMEA prioritizes their underlying causes. This study contributes to the literature by demonstrating the applicability of a combined SCOR–FMEA framework in aquaculture SMEs and provides practical recommendations for improving operational efficiency, supply chain resilience, and farm profitability.
Small and medium enterprises (SMEs) operate in supply environments characterised by uncertainty, resource constraints and recurring disruptions. In such environments, the capacity to adapt operations, manage supply chain risks and deploy technology strategically may determine whether firms maintain performance or experience prolonged operational difficulties. This study examined the effects of supply chain flexibility, supply chain risk management and supply chain technology adoption on the performance of SMEs in South-East Nigeria. The study adopted a quantitative survey design and analysed data obtained from 325 valid SME responses. Structural equation modelling was used to evaluate the measurement and structural models. The findings show that supply chain flexibility has a significant positive effect on SME performance (β = 0.30, p < 0.001). Supply chain risk management emerged as the strongest predictor of performance, with a significant positive effect (β = 0.37, p < 0.001). However, supply chain technology adoption did not have a significant direct effect on SME performance (β = –0.05, p = 0.52). The findings suggest that adaptive and risk-oriented capabilities have more immediate performance implications for SMEs than technology adoption considered in isolation. The study argues that technology should be integrated with organisational capabilities and supply chain processes rather than treated as an automatic route to improved performance. The article contributes to supply chain resilience research by examining the combined effects of operational adaptability, risk management and technology adoption within the SME context of South-East Nigeria. Practical implications are provided for SME managers, policymakers and supply chain practitioners.
Chikaodili Peace Onuorah, I. Nwaizugbo, O. Ojiaku et al.· Open Access Journal of Busin...· 0 citations
The small-scale capture fisheries industry plays a crucial role in improving the welfare of coastal communities in Indragiri Hilir Regency, but faces several challenges, including supply chain and operational risks. Therefore, this study aims to analyze supply chain performance and sustainability using the Supply Chain Operations Reference (SCOR) approach and identify and mitigate risks using the House of Risk (HOR) phase 1 and phase 2 method. The study location is in Mandah, Kuala Indragiri, Congcong, and Tanah Merah districts.The SCOR analysis results indicate that supply chain performance is in the low to moderate category, with major weaknesses in the make, deliver, and return processes, particularly related to technological limitations, quality of catch handling, and distribution. The HOR 1 analysis identified key sources of risk, namely limited cold storage facilities, dependence on middlemen, bad weather, and lack of market information. Furthermore, HOR 2 resulted in priority mitigation strategies such as digitizing price and weather information, strengthening fishing institutions, and increasing capacity in post-harvest handling. Overall, improving the sustainability of this industry requires an integrated approach through improved supply chain performance and systematic risk management.
Khairul Ihwan, Nofrizal, B. Amin et al.· BIO Web of Conferences· 0 citations
Supply chain continuity is a major priority for organisations operating in high-risk and
volatile environments, particularly within the oil and gas sector. The Shell Petroleum
Development Company (SPDC), operating in Nigeria’s Niger Delta, contends with persistent
operational challenges such as pipeline vandalism, crude oil theft, militant disruptions,
environmental hazards, and regulatory uncertainties. These conditions create frequent
interruptions across the supply chain, highlighting the need for a robust risk management
framework capable of sustaining uninterrupted operations. This study investigates the
relationship between Risk Identification and Assessment (RIA), Mitigation, Response and
Recovery (MRR), and supply chain continuity within SPDC. A quantitative research
methodology was employed using a survey research design. The target population comprised
SPDC as an organisation, with the unit of analysis centred on core operational departments
responsible for risk management and supply chain operations. Staff representatives from
these key departments were selected to provide organisational-level insights. An estimated
organisational population of 150 positions across the relevant units was identified, from
which a stratified sample representing 50% of this structure (75 respondents) was drawn.
Data were gathered using a structured questionnaire consisting of four sections:
organisational demographic information, RIA practices, MRR practices, and supply chain
continuity outcomes. A 5-point Likert scale was used to measure organisational perceptions
and practices. Content validity was achieved through expert review by academics and
industry practitioners, while reliability analysis produced Cronbach’s alpha coefficients
between 0.79 and 0.87, indicating strong internal consistency. Descriptive statistics,
correlation analysis, and multiple regression techniques were used to examine the
relationships and predictive effects among the variables. Findings revealed that SPDC
demonstrates high levels of RIA and MRR practices, with mean scores of 3.94 and 4.02
respectively. Correlation results showed strong positive relationships between RIA and
supply chain continuity (r = .713, p < .05), and between MRR and continuity (r = .745, p <
.01). Regression analysis confirmed that both RIA (β = .381, p < .001) and MRR (β = .476, p
< .001) significantly predict supply chain continuity, jointly accounting for 65.9% of the
variance (R² = .659). The study concludes that integrating proactive risk identification with
effective mitigation, response, and recovery mechanisms enhances organisational resilience
and sustains supply chain continuity in the challenging environment of the Niger Delta. The results underscore the importance of continuous improvement in risk management processes
tailored to dynamic socio-political and operational conditions.
N. Nwiepe· INTERNATIONAL JOURNAL OF SOC...· 0 citations
Supply chain management must balance multiple objectives, as resilience to disruptions and the ability to deliver finished products regularly, which is an essential value-added for many customers. Achieving this regularity requires specific Key Performance Indicators (KPIs). In Agri-food Supply Chains (AFCs), these KPIs are influenced by biological constraints that determine the duration of production stages. This study identifies KPIs for managing a vertically integrated poultry AFCs. To this end, we developed a Systems Dynamics (SD) model that integrates breeder management, incubation processes, feed requirements, and sales activities with the associated cost and revenue structures. The model uses delays, nonlinearities, and feedback mechanisms, and allows for optimization, sensitivity analysis, and Monte Carlo simulation. This research contributes to the Operations Research literature by providing a decision-support tool for designing more robust, resilient and efficient AFCs. Finally, the proposed KPIs help managers anticipate how disruptions propagate through the system and how they affect profit and deliveries to customers, necessary to comply with European NFRD and CSRD regulations.
Ángela Martín-Méndez, F. Campuzano-Bolarín· Dirección y Organización· 0 citations
This study examines how supply chain risk management (SCRM) practices influence the sustainability performance (SUSP) of Ghanaian manufacturing SMEs. Focusing on five key dimensions—Risk Identification (RID), Risk Assessment (RA), Risk Mitigation (RM), Risk Continuous Improvement (RCI), and Risk Performance (RP) evaluation — the research uses a quantitative approach with data from 304 firms in Ghana’s Ashanti Region. Data were collected via structured questionnaires and analysed using Partial Least Squares Structural Equation Modeling (PLS- SEM) using SmartPLS software. The results show that all five SCRM dimensions have a significant and positive impact on sustainability outcomes, with Risk Performance having the greatest impact. The study concludes that SMEs adopting comprehensive and structured risk management practices are more likely to achieve environmental, social, and economic sustainability while strengthening their operational resilience. Therefore, SMEs should integrate comprehensive risk identification mechanisms, adopt structured risk assessment frameworks, institutionalise coordinated risk management systems, cultivate a continuous improvement culture, and develop performance indicators to monitor the effectiveness of risk management as strategic pathways to enhanced sustainability performance
G. Adda, M. Seidu, Michael Banseh Yipake et al.· African Journal of Managemen...· 0 citations
Agricultural cooperatives play a critical role in improving the productivity, market access, and economic resilience of smallholder farmers. Despite their importance, many cooperatives continue to experience operational inefficiencies that limit value creation and long-term competitiveness. This study analyzed the value chain of the Rizal Mango Growers Agriculture Cooperative (RMGAC) in Rizal, Cagayan, Philippines, using Porter’s Value Chain Analysis and developed a Business Model Canvas to translate operational findings into strategic business interventions. A qualitative descriptive case study was conducted using key informant interviews, field observations, and document review. Data were analyzed through thematic analysis and organized according to Porter’s primary and support activities. The findings identified several organizational strengths, including strong institutional partnerships, collective procurement, technical assistance, and active member participation. However, constraints such as inconsistent input availability, limited adoption of recommended orchard management practices, inadequate postharvest facilities, high transportation costs, and limited value-added processing continue to reduce product quality and profitability. Based on these findings, a Business Model Canvas was developed to guide strategic improvements through strengthened partnerships, improved production and postharvest management, market diversification, infrastructure development, and value-added processing. The study demonstrates that integrating Porter’s Value Chain Analysis with the Business Model Canvas provides a practical framework for converting operational assessment into strategic business planning. This integrated approach offers a useful decision-support tool for agricultural cooperatives seeking to improve competitiveness, organizational sustainability, and value creation in smallholder farming systems.
Macluven T. Gonzales, Diana O. Lim*· Journal of biodiversity and...· 0 citations
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