Manufacturing companies constantly strive to produce products that promote better competitiveness. In addition, the current business environment requires manufacturing companies to adopt environmentally friendly concepts, which have become a global customer concern. Therefore, companies must inevitably meet environmental protection requirements through ecologically friendly processes and products. Meanwhile, environmentally friendly adoption requires a capital-intensive investment, which doubts the management regarding the investment return. Hence, top management commitment is highly needed to maintain eco-friendly products and contribute to the company's performance. This study examines the role of top management commitment to operational performance through adopting information technology, supply chain integration, and green supply chain management. This study surveyed manufacturing companies that have implemented ISO 14000, as many as 73 companies with criteria of having more than 100 employees. Data is collected using questionnaires directly and online with Google Forms. The results of data processing analysis found that top management commitment influences information technology adoption with a priority scale to maintain competitiveness and strategies that increase competitiveness. Top management commitment through information technology can improve supply chain integration and green supply chain management. In addition, supply chain integration improves green supply chain management and operational performance. Implement environmental-friendly measures by involving external partners to impact operational performance. The results of this study contribute to enriching supply chain management theory by significantly adopting green supply chain management to improve sustainable development and performance. It also makes a practical contribution by providing insight for practitioners to generate added value for customers.

Changes are occurring in customers demanding that companies produce environmentally friendly products. Apart from that, there is pressure from the government so that companies carrying out business activities can follow the rules and regulations set. The company has developed a system that uses technology to support production process activities properly and adequately. Blockchain technology makes green supply chain implementation faster and more flexible to continue improving supply chain performance. Data is collected on companies implementing blockchain technology and environmentally friendly programs. Data was collected at 512 manufacturing companies in Indonesia using Google Forms, which was distributed via email and social media. Data analysis used PLS to answer all research hypotheses. The research results showed that blockchain technology significantly influenced green supply chain management of 0.816, green practice of 0.370, supply chain flexibility of 0.115, and green supply chain performance of 0.150. Green supply chain management is a commitment for companies that have become top management commitments to adopt by reducing consumption of materials that impact the environment, which affects green supply practices of 0.473, supply chain flexibility of 0.244, and green supply chain performance of 0.247. Green supply practice, as a form of company best practice application, can influence supply chain flexibility by 0.428 and green supply chain performance by 0.214. Supply chain flexibility that has been running in manufacturing companies has had a significant impact on green supply chain performances of 0.331. This research provides a practical contribution to top management's commitment to running a green supply chain to increase company performance. Contribution for regulators and rule makers to continue to carry out continuous monitoring of business actors. Theoretical contributions to enrich theories about the green environment, green supply chain management, and blockchain technology.

Manufacturing companies constantly strive to build sustainable performance to survive fierce business competition. Besides, the company should be committed to protecting the environment by paying attention to the role of supply chain members. Companies should collaborate with external partners, enabling them to fulfill customers' needs for environmentally friendly products. This study explores the effect of green supply chain management on operational performance with the mediating role of information technology infrastructure, internal integration, and external integration. This study surveyed manufacturing companies in Indonesia using structured questionnaires designed with a five-point Likert scale. The questionnaire is designed using Google Forms, and the links are distributed to respondents through email, WhatsApp, and other social media. As many as 245 responses were obtained and valid for analysis. The data processing used SmartPLS software version 4.0. The hypothesis test results found that green supply chain management influences information technology infrastructure, internal integration, external integration, and operational performance. Information technology infrastructure impacts improving internal integration, external integration, and operational performance. Internal integration has an impact on external integration and operational performance. External integration has an impact on improving operational performance. The research contributes to managerial practice by adopting the ISO 14001 standard in green supply chain management. for companies to make improvements. These findings also enrich the current research in supply chain management theories.

The Company should collaborate with supply chain members to support business process activities and increase competitiveness. Company collaboration with suppliers is essential in supporting the adoption of supply chain practices and total quality management to pursue product innovation and enhance business performance. This study investigates the role of supplier-buyer relationships in enhancing business performance through supply chain management practice, total quality management, and product innovation. The research surveyed 150 companies implementing total quality management with ISO certification in East Java. Data processing employs partial least squares using SmartPLS software version 4.0. The research found that supplier-buyer relationships positively and significantly influence supply chain practice by 0.800, total quality management by 0.438, and product innovation by 0.293. The company's ability to implement supply chain practices positively affects total quality management by 0.443, product innovation by 0.206, and business performance by 0.263. Total quality management adopted by manufacturing companies by obtaining ISO certification has an impact on increasing product innovation by 0.412 and business performance by 0.276. The company's ability to build a supply chain strategy to produce innovative products affects business performance by 0.446. The research results contribute practically to managers who build coordination with supply chain members, especially purchasing and marketing managers, to be able to read the capabilities and advantages of external partners to be communicated internally in the company—theoretical contribution in enriching supply chain strategy theory in increasing competitiveness.

The rapid development of technology has enabled companies to integrate internal and external partners working together in the supply chain network. Supply chain integration allows fast information to facilitate real-time and reliable decision-making. This study investigates the role of supply chain integration on firm performance through adopting lean manufacturing, green supply chain management, and risk management. The study surveyed manufacturing companies implementing ISO 14000 to represent green supply chain management and integrated information technology as a form of integration. The questionnaires were distributed using a Google form, and 93 valid responses were obtained. Data analysis employed a partial least square approach with SmartPLS software 4.1 version. The data processing results found that supply chain integration increased lean manufacturing by 0.684, green supply chain management by 0.451, and supply chain risk management by 0.333. Lean manufacturing companies using a continuous process control system and process improvements significantly improve green supply chain management by a path coefficient of 0.477, supply chain risk management by 0.206, and firm performance by 0.370. Green supply chain management significantly impacts supply chain risk management by a coefficient of 0.416 and firm performance by 0.189. Supply chain risk management with a system for detecting operational process risks and emergency procedures in overcoming changes in customer orders affects the increase in firm performance by 0.354. The practical contribution of research provides insight for practitioners to invest in information technology and adopt ISO 14000 implementation. Theoretical contributions in developing resources-based view theory in adopting green supply chain management and lean manufacturing.

The company always tries to improve competitiveness by improving company performance. Using upgraded digital technology makes it easier for internal and external companies to determine business strategies quickly and precisely. This study surveyed expedition companies in East Java, as many as 104 companies with the criteria of having a transportation fleet. Data collection using questionnaires and dissemination in collaboration with the Association of Express Delivery Service Companies, Post and Logistics Indonesia (ASPERINDO). Research respondents consist of employees or unit leaders who are competent in the substance of the survey. Data analysis uses the partial least square (PLS) method. The results showed that digital technology positively and significantly impacts supply chain collaboration, inventory management, and supply chain resilience. The company's ability to build supply chain collaboration impacts improving inventory management optimization, supply chain resilience, and supply chain performance. Furthermore, inventory management with the ability to control inventory well and on-time delivery does not impact supply chain resilience. However, good inventory management has a positive impact on supply chain performance. Likewise, shipping companies, by increasing supply chain resilience, have an impact on supply chain performance. The results of this study contribute to the theory of supply chain management and resource-based view. The practical contribution enlightens the middle and top management on the importance of digital technology with the suitability of investment and benefits obtained in improving supply chain performance.

Unlimited global competition for manufacturing companies means that companies must be efficient and effective, so implementing information technology is needed to produce fast and precise decisions. Manufacturing companies in East Java were obtained with a sample size of 89 companies as research respondents and processed using smart PLS. The research results show that the implementation of continuously adjusted information technology can provide improvements in supply chain integration, supply chain flexibility, and competitive advantage. Connections with external partners and transactions using information technology make it easier to coordinate internally and externally in decision making. Supply chain integration, which is described as collaborating with partners and involving them in decision making, can increase supply chain flexibility and competitive advantage. Manufacturing companies can increase flexibility in processes and develop new products, increasing market share and customer satisfaction compared to competitors. The company's supply chain flexibility can increase its competitive advantage. This research provides a practical contribution to company management in appropriately managing business strategy and in line with external changes. For operational practitioners, it includes enlightenment in maintaining the role and function of up-to-date information technology to make decision making easier. The theoretical contribution of the research is to enrich the theory's resources-based view on competitive advantage and operational system integration.

Force majeure in Indonesia, especially during pandemics, causes a drastic fluctuation in the market and makes many medicine products related to the pandemic become scarce and stocked out. Major pharmaceutical companies manufactured in Indonesia need solutions for the significant change in demand level and find solutions to balance the supply and demand level. According to the existing literature, by doing internal integration, supplier integration, and customer integration, and supported with supply chain capability, companies can find solutions regarding market fluctuation and increase their competitive performance. This research uses 102 listed Indonesians chosen by the purposive sampling method. Research analysis was conducted using structural equation modeling and SmartPLS 3 software. This research finds that, in general, supply chain capability influences competitive performance. Meanwhile, internal integration by sharing activity information in departments and coordinating integrated planning can positively and significantly affect supplier integration and customer integration. Sharing inventory and information with suppliers and coordinating with suppliers about materials availability significantly influence supply chain capability. Internal integration also has a significant influence on supply chain capability. Customer integration with information sharing with customers and the company involving the customers when demands influence supply chain capability. Supply chain integration (internal, supplier, and customer) does not directly impact operational performance, so supply chain capability is a perfect intervening variable. Supply chain capability can help internal and external integration better affect competitive performance. This research also makes practical contributions to give managers input about how internal integration, supplier and customer integration, and supply chain capability can affect companies' competitive performance.

Fuel availability is essential in supporting the sustainable economic growth of a country. The manufacturing industry, transportation activities, and shipping products between regions are the primary sectors that require a sustainable fuel supply. The fuel station contributes to distributing and delivering fuel in serving the demand for the fuel. This study investigates supplier competency's role in supporting fuel station business performance through supplier integration, vendor-managed inventory, and supply chain collaboration. The research surveyed 71 fuel stations in Timor Leste using a questionnaire designed with a five-point Likert scale. The questionnaires are distributed to supervisors or higher positions at fuel stations by distributing questionnaires by direct delivery and also through Google Forms for areas far away in downtown Timor Leste. Data from respondents were analyzed using smartPLS software version 4.0. The results found that supplier competency positively impacts supplier integration, vendor-managed inventory, and supply chain collaboration. Moreover, supplier integration positively impacts vendor-managed inventory, supply chain collaboration, and business performance. Vendor-managed inventory fuel station sites can have an impact on improving supply chain collaboration and business performance. In addition, supply chain collaboration between vendors and fuel stations in Timor Leste enables continuous business performance improvement. This research paves the way for supervisors, managers, and fuel station top management to collaborate with suppliers in maintaining inventory levels and forecasting the supply and demand for fuel procurement requirements. Finally, this research contributes to the theory of inventory optimization and supply chain performance.

Integration with external supply chain partners can reduce the risk of process and product development disruptions. Hence, the companies should anticipate and prepare for any risk that could emerge in the supply chain network. This study aims to analyze the role of supply chain integration, information sharing, supply chain quality integration, and innovation systems in improving business performance in the manufacturing industry. The study surveyed manufacturing companies located in East Java, as many as 258 companies. Data was collected using questionnaires designed with a five-point Likert scale and distributed through Google Forms and company visits. 222 questionnaires were distributed through Google Forms, and 36 were distributed during company visits. The smartPLS software version 4.0 was used for descriptive analysis and hypothesis testing. The results showed that supply chain integration positively impacts information sharing, quality integration, and innovation systems. Information sharing significantly supports the implementation of quality integration and innovation systems. However, quality integration does not affect the innovation system. Likewise, innovation systems have no impact on improving business performance. Many manufacturing companies in East Java had not done innovation systems appropriately after the COVID-19 disruption as the company still focused on current processes and products to maintain company sustainability. Furthermore, information sharing, and supply chain quality integration significantly improve business performance. The results of this study could contribute to managers building close partnerships with external parties to maintain the quality of processes and products. Business owners must also consider using the latest technology for process and product innovation. These findings enrich the current supply chain management theory, particularly with quality integration and innovation systems.