JRSSEM 2023, Vol. 02, No. 6, 1081 – 1093
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : 10.36418/jrssem.v2i06.365 https://jrssem.publikasiindonesia.id/index.php/jrssem
HOW SUPPLY CHAIN MANAGEMENT PRACTICES
INFLUENCE CUSTOMER DEVELOPMENT AND
OPERATIONAL PERFORMANCE
Hafidz Ummay Muhammad
1
Dessy Isfianadewi
2
1
,
2
Department of Management, Faculty of Business and Economics, Universitas Islam, Indonesia
*
e-mail: hafidz.muhammad@students.uii.ac.id, dessy.isfianadewi@uii.ac.id
*Correspondence: hafidz.muhammad@students.uii.ac.id
Submitted
: 17
th
January 2023
Revised
: 14
th
January 2023
Accepted
: 25
th
January 2023
Abstract: This study was undertaken to measure the supply chain management practices affected
customer development and operational performance at small and medium-sized businesses (SME)
that distributed liquefied petroleum gas (LPG). The dataset contains 103 SMEs in East Kotawaringin,
Indonesia. Quantitative techniques were employed in this research, and Employing questionnaire
to collect data. To analyze the data for this investigation, partial least square structural equation
modeling (PLS-SEM) was used. The outcomes of all variables' data analysis have a significant effect
on all other variables in this model. The study's findings show that supply chain management
practices have a significant impact on customer development and operational performance, while
customer development has a positive and significant impact on operational performance.
Furthermore, Customer development can act as a mediator in the interaction between operational
performance and supply chain management. The study's conclusions have some relevance for LPG
retailers.
Keywords: Customer Development (CD); Operational Performance (OP); Supply Chain
Management Practices (SCMP).
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INTRODUCTION
In today's increasingly developing
industrial era, technological advances have
swift changes, innovations are carried out
continuously, and a work environment
always strives to be ready to face
uncertainty. Technology has ensured that
the company will always remain
competitive with its competitors. And
persist in ensuring that the company can
provide the best for consumer needs and
maintain good relations with its suppliers.
Therefore, companies must be able to
improve their operational performance. To
achieve this, several
Ways can be done, one of which is by
increasing the implementation of the
supply chain (Sajja, 2021).
To meet consumer needs
appropriately, companies must define
value-added processes that can transcend
organizational boundaries. Therefore, an
organization must work as much as
possible with internal and external parties
of the company because this can create a
good system for the company. For internal
parties, the company can coordinate to
manage the flow of information, material
flow, and financial flow. As for external
parties, the organization can collaborate
with suppliers and consumers (Amedofu
et al., 2019).
SCM, or supply chain management,
refers to all supply chain operations that
collaborate to produce the desired
consumer value. The chain of industry that
transports goods and services from
suppliers to manufacturers or service
providers through distributors,
wholesalers, and retailers. With the
application of SCM, the company will have
several advantages. It can compete with
other companies because if all parties
involved are willing to share information
related to sales and information costs, all
parties can benefit (Heizer et al., 2020).
Liquefied Petroleum Gas (LPG) store is
a business that distributes LPG through
the store to consumers or retailers. To get
LPG gas, consumers must come directly to
the LPG store. Pertamina is the official
supplier of LPG gas cylinders for
distribution to consumers. The method
used by Pertamina in distributing LPG gas
to the public is carried out with a close
loop supply chain system, which means
that products start from consumers, return
to LPG depots to return to consumers with
product updates (Sulistyawati & Ridwan,
2022).
This study will concentrate on the
SCM Practice system Pertamina applies in
its LPG retail, which is also correlated to
the influence of customer development.
The topic of this study will be an
exciting discussion because in previous
studies, very few discussed LPG stores as
study objects.
In order to understand how supply
chain management methods influence
customer development and operational
performance in East Kotawaringin,
Indonesia, this study was conducted. In this
study, 103 SMEs based in East
Kotawaringin, Indonesia, received their
data analyzed using partial least square
structural equation modeling (PLS-SEM).
Literature Review
Supply Chain Management Practices
SCM practices or SCM practices,
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according to Li et al. (2005) in the research
by Amedofu et al. (2019), are a set of
actions taken by firms to improve supply
chain operations more efficiently. The
SCM Practices are viewed as a
multidimensional construct including
dimensions for supply chain information
exchange, supply chain information
management, and supplier relationship.
Supplier relationship
Saad et al. (2022) explain that
companies must build good relationships
with suppliers to improve operational
capabilities. This built relationship helps
manage organizational networks and can
improve supplier performance. Another
advantage of the company is joint
problem-solving activities, such as
minimizing useless time and effort. On the
other hand, companies get access to
resources that have more value.
Customer Relationship
Saad et al. (2022) explain that
companies must build long-term
relationships with consumers to stay safe
in an increasingly competitive era to know
consumer needs and create products or
services that are different from
competitors to maintain and satisfy
consumers.
Supply Chain Information Sharing
Zhou & Benton (2007), in Zhou & Li's
research (2020), explains that supply chain
information sharing is divided into three
parts: information sharing support
technology, information content, and
quality information. According to them,
supply chain information sharing is related
to production and operations between
manufacturers and suppliers, such as the
exchange of quality information, price
information, and technical information.
Supply Chain Information Management
According to Saad et al. (2022),
Supply chain information management
links supply chain information exchange
with accuracy, timeliness, adequacy, and
credibility. Companies need to share
accurate market-related information with
suppliers so that decisions can be based
on data from the market.
Customer Development
Customer development is a
company's ability to find markets for its
products, build appropriate uses for
products, find solutions to consumer
needs, test various methods that can be
used to find consumers, and provide the
right resources, perfect for business
purposes (Cooper et al., 2022). Several
studies' results have proven a significant
influence of Supply Chain Management
Practices on Customer Development
(Elfarmawi, 2020; Prathiba, 2020). Some
indicators, such as in the research by Blank
(2013), are: attracting customers,
customer base, acquiring customers,
retaining customers, and growing referred
customers.
H1. Supply Chain Management Practices
have a positive and significant influence
on Customer Development.
Operational Performance
Performance is a measure of a
company's operational success, measured
through cost, quality, flexibility, and
delivery. The company will use this
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operational performance as a benchmark
for the results derived from the company's
operations, the results of which can later
be used for external and internal purposes
(Lee, 2021). Some indicators, such as in the
research by Lee (2021) and Amedofu et al.
(2019), are revenue, cost, return on
investment, and profit margin on sales.
Several studies' results have proven
significant influence of Supply Chain
Management Practices on Operational
Performance (Shetty, 2019; Zhou & Li,
2020).
Several studies' results have proven
that Customer Development significantly
influences Operational Performance
(Amedofu et al., 2019; Berraies &
Hamouda, 2018). Numerous research'
findings have shown that customer
development might operate as a mediator
in the relationship between supply chain
management practices and operational
performance. (Amedofu et al., 2019; Saad
et al., 2022).
H2. Supply Chain Management Practices
have a positive and significant influence
on Operational Performance.
H3. Customer Development has a positive
and significant influence on Operational
Performance.
H4. Customer Development positively and
significantly influences the relationship
between Supply Chain Management
Practices and Operational Performance.
MATERIALS AND METHODS
The methodology used for this study
is quantitative. The population in this
study are all SMEs that distributed LPG in
East Kotawaringin. Purposive sampling is
applied to distribute the questionnaires to
the respondents. The criteria of the
purposive sampling are the owner of
SMEs. The amount of responders, which
came to 103 in total, was acceptable for
data processing and additional analysis.
The response was a 5-point Likert scale,
from very disagree to very agree for items
of supply chain management practices
and very low to very high for customer
development and operational
performance. SEM model with Smart PLS
3.0 software is used in the statistical
method, below is an explanation of the
variable and measurement.
1. The term "Supplier Relationship"
(SR), "Customer Relationship" (CR),
"Supply Chain Information
Sharing" (SCIS), and "Supply Chain
Information Management" (SCIM)
are all used to refer to different
dimensions of the
multidimensional construct
characterized as "Supply Chain
Management Practices" (SCMP).
This dimensional construct was
measured using 15 items sourced
from Amedofu et al. (2019).
2. Customer Development (CD) is a
company's ability to find markets
for its products, build appropriate
uses for products, find solutions to
consumer needs, test various
methods that can be used to find
consumers, and provide the right
resources. Some indicators, such
as in the research by Blank (2013),
are: attracting customers,
customer base, acquiring
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customers, retaining customers,
and growing referred customers.
This variable is measured using
seven items sourced from
Amedofu et al. (2019).
Operational Performance (OP) is a
measure of a company's operational
success; it is measured through cost,
quality, flexibility, and delivery. The
company will use this operational
performance as a benchmark for the results
derived from the company's operations, the
results of which can later be used for
external and internal purposes (Lee, 2021).
Some indicators, such as in the research by
Le (2021) and Amedofu et al. (2019), are
revenue, cost, return on investment, and
profit margin on sales. This variable is
measured using six items sourced from
Amedofu et al. (2019); Lee (2021).
RESULTS AND DISCUSSION
Respondents Description
With 103 respondents answered (no
missing data). Regarding gender, the
respondents were divided into 46 men
(45%) and 57 women (55%). In terms of
Age of Respondents divided into 4
samples < 25 (4%), 13 samples 26-30
(12%), 27 samples 31-40 (26%), 44
samples 41-50 (43%), 15 > samples 50
(15%). Regarding of age of LPG stores,
divided into 48 samples < 5 (47%), 53
samples 6-10 (51%), and 2 samples > 10
(2%).
Validity and Reliability Testing
Figure 1 Model PLS
Source: Authors construct, 2022
Table 1. Summary of Outer Loading Result
Construct
Indicator
Convergent
Validity
Internal Consistency
Reliability
Outer
Loadin
g
AVE
Composit
e
Reliability
Cronbach'
s Alpha
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Supplier
Relationship
X1_1
X1_2
X1_3
X1_4
0,885
0,847
0,891
0,873
0,76
4
0,928
0,897
Customer
Relationship
X2_1
X2_2
X2_4
0,893
0,653
0,860
0,65
4
0,848
0,725
Supply Chain
Information
Sharing
X3_2
X3_3
0,908
0,920
0,83
6
0,910
0,804
Supply Chain
Information
Management
X4_1
X4_2
X4_4
0,842
0,822
0,532
0,55
6
0,783
0,603
SCM Practices
X1_1
X1_2
X1_3
X1_4
X2_1
X2_2
X2_4
X3_2
X3_3
X4_1
X4_2
0,836
0,843
0,828
0,804
0,780
0,632
0,772
0,771
0,821
0,593
0,547
0,57
0
0,935
0,922
Customer
Development
Y1_1
Y1_2
Y1_3
Y1_4
Y1_5
Y1_6
Y1_7
0,547
0,861
0,886
0,579
0,770
0,681
0,890
0,57
3
0,901
0,869
Operational
Performance
Y2_1
Y2_2
Y2_3
Y2_4
Y2_6
0,901
0,686
0,921
0,907
0,706
0,69
0
0,916
0,883
Source: Primary Data, 2022.
In this research, Supply Chain
Management Practices are multi-
dimensional constructs. Convergent
validity and discriminant validity are the
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Operational Performance
two components of measurement
quality. The result score from two
different instruments examining the
same concept that are linked is termed
as convergent validity. (Sekaran &
Bougie, 2016). In this measurement, it is
expected that the correlation is > 0,7 and
the Average Variance Extracted (AVE) is >
0,5. However, The lowest score of each
loading factor for research in the
preliminary stages of developing a
measurement scale is > 0,5, which is still
acceptable. When a construct
completely varies from other constructs
in terms of empirical criteria, this is
considered to have discriminant validity.
This research used the Cross-loading
criterion to measure the discriminant
validity.
X2 3, X3 1, X3 4, X4 3, and Y2 5 were
among the indicators that had to be
eliminated from the initial run since they
did not meet the requirements. There are
no indicators below 0,5 when the author
ran the PLS algorithm twice after it was
removed. Table 1 summarizes all AVEs
and loading factors. It fulfills the
requirement for internal consistency
reliability as well. Table 1 indicates
composite reliability, and all constructs
have Cronbach's alpha value higher than
0.6. Furthermore, as seen in the in table
2, to examine the discriminant validity.
Table 2. Discriminant Validity Cross-loading
Construct
Indicators
SR
CR
SCIS
SCIM
SCM P
CD
OP
X1_1
X1_1
X1_2
X1_2
X1_3
X1_3
X1_4
X1_4
X2_1
X2_1
X2_2
X2_2
X2_4
0,885
0,885
0,847
0,847
0,891
0,891
0,873
0,873
0,692
0,692
0,551
0,551
0,680
0,678
0,678
0,741
0,741
0,692
0,692
0,675
0,675
0,893
0,893
0,653
0,653
0,860
0,676
0,676
0,685
0,685
0,671
0,671
0,635
0,635
0,645
0,645
0,520
0,520
0,621
0,529
0,529
0,534
0,534
0,419
0,419
0,440
0,440
0,353
0,353
0,427
0,427
0,451
0,836
0,836
0,843
0,843
0,828
0,828
0,804
0,804
0,780
0,780
0,632
0,632
0,772
0,506
0,506
0,615
0,615
0,567
0,567
0,441
0,441
0,618
0,618
0,527
0,527
0,532
0,545
0,545
0,618
0,618
0,553
0,553
0,463
0,463
0,688
0,688
0,483
0,483
0,641
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X2_4
X3_2
X3_2
X3_3
X3_3
X4_1
0,680
0,677
0,677
0,717
0,717
0,509
0,860
0,640
0,640
0,710
0,710
0,457
0,621
0,908
0,908
0,920
0,920
0,412
0,451
0,407
0,407
0,495
0,495
0,842
0,772
0,771
0,771
0,821
0,821
0,593
0,532
0,585
0,585
0,568
0,568
0,233
0,641
0,510
0,510
0,567
0,567
0,316
X4_1
X4_2
X4_2
X4_4
Y1_1
Y1_2
Y1_3
Y1_4
Y1_5
Y1_6
Y1_7
Y2_1
Y2_2
Y2_3
Y2_4
Y2_6
0,509
0,428
0,428
0,242
0,353
0,515
0,618
0,268
0,393
0,457
0,546
0,550
0,542
0,518
0,522
0,487
0,457
0,411
0,411
0,205
0,453
0,568
0,632
0,387
0,505
0,484
0,595
0,655
0,598
0,646
0,635
0,623
0,412
0,421
0,421
0,244
0,358
0,536
0,626
0,304
0,434
0,432
0,567
0,514
0,417
0,514
0,548
0,451
0,842
0,822
0,822
0,532
0,212
0,342
0,410
0,172
0,275
0,257
0,258
0,300
0,508
0,323
0,365
0,224
0,593
0,547
0,547
0,276
0,406
0,581
0,676
0,336
0,475
0,487
0,598
0,609
0,594
0,595
0,611
0,539
0,233
0,420
0,420
0,143
0,547
0,861
0,886
0,579
0,770
0,681
0,890
0,869
0,570
0,845
0,842
0,566
0,316
0,378
0,378
0,181
0,520
0,745
0,783
0,515
0,720
0,577
0,856
0,901
0,686
0,921
0,907
0,706
Source: Primary Data, 2022
Verifying Hypothesis
Inner Model ReviewThe results of the
hypothesis test are displayed in the table
based on the data processing outcomes.
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Table 3. T-Statistics, P-Values, Original Sample
Variabel
Original
Sample
(O)
T-
Statistics
P-
Value
CD -> OP
0,797
17,093
0,000
SCMP -> CD
0,686
11,589
0,000
SCMP -> OP
0,158
2,647
0,008
SCMP -> CD
-> OP
0,593
9,813
0,000
Source: Primary Data, 2022
The author next evaluates the
outcomes of the hypothesized paths by
checking at their t-statistic and p-values
after verifying the validity and reliability of
the evaluation of measurement models.
Table 3 shows that all main paths are
significant. Path relationship between
Supply Chain Management Practices
(SCMP) and Customer Development (CD)
is substantial, with t=11,589, p=0,000. It
implies that Customer Development is
highly positively impacted by Supply
Chain Management Practices. Operational
Performance (OP) and supply chain
management practices have a path
linkage with t=2,647 and p=0,008. It
indicates that supply chain management
practices significantly positively affect
operational performance. Furthermore,
customer development significantly
positively affects operational
performance, with t=17,093 and p=0,000.
Regarding the mediates effect, customer
development does mediate the impact of
supply chain management practices
toward operational performance, with
t=9,813 and p=0,000.
Discussion
In this model, each variable generally
has a positive impact on the others. The
four proposed hypotheses are supported
by the model presented in this study. The
study's findings revealed that SCM
practices positively impacted customer
development. It implies that SMEs who
implement in supply chain management
(SCM) practices including supplier and
customer relationship management,
supply chain information sharing, and
supply chain information management at
a higher level are best prepared to attract
in and keep consumers. The findings of
this study match earlier studies by
Elfarmawi (2020) and Prathiba, (2020),
Several studies show that supply chain
management practices have a favorable
and considerable impact on small and
medium-sized business (SMEs) customer
development.
The outcomes of this study's analysis
demonstrate that the variable relating to
supply chain management practices has a
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positive and significant impact on
operational performance. Thus, it can be
concluded that the owner of SMEs who
implement supply chain management
practices, such as supplier relationships,
customer relationships, supply chain
information sharing, and supply chain
information management, are better at
managing suppliers, customers, and
information flow can minimize costs
caused by errors, reduce selling costs,
become more efficient, and be able to
improve financial performance and
operational performance. The outcomes
of this study support earlier studies by
Shetty, (2019) & Zhou & Li, (2020), which
shown that supply chain management
practices had a positive and significant
impact on the operational performance of
SMEs.
The outcomes of this study's analysis
suggest that the customer development
variable had a positive and significant
influence on operational performance.
Authors can arrive at the conclusion that
SMEs would operate more effectively and
have faster growth if they were better able
to lure in, satisfy, and keep customers.
According to the outcomes of this study,
which were supported by earlier studies by
by Amedofu et al. (2019); Berraies &
Hamouda (2018), customer development
significantly and positively influenced
operational performance. The outcomes of
this study's analysis demonstrate that
factors affecting customer development
are a mediator between supply chain
management practices and operational
performance. It can be concluded that
SMEs in satisfying and retaining consumers
are encouraged by SCM practices, namely
evaluating relationships with consumers
and suppliers to increase efficiency. The
results in this study follow previous
research conducted by Amedofu et al.
(2019) & Saad et al. (2022), which yielded
that customer development mediates
supply chain management practices on
operational performance.
CONCLUSIONS
The study's conclusions are that a)
Supply Chain Management Practices have a
positive and significant impact on the
development of SME customers based on
the outcomes of the study and discussion
given. Therefore, it can be inferred that
SMEs can acquire, keep, and satisfy
customers when conducting business with
SMEs as stakeholders at SMEs implement
better levels of supply chain management
practices. b) Supply chain management
practices significantly and positively affect
how well SMEs operate. Thus, it can be
inferred that improved SME management
of the relationship with suppliers and
customers, as well as a more obvious flow
of information, can cut expenses so that the
SME is more profitable and operationally
efficient. c) Customer development
significantly and favorably affected the
operational effectiveness of SMEs. Thus, it
can be concluded that SMEs that can
attract, retain, and satisfy consumers can
increase profitability, and SME operations
can be more efficient. d) customer
development mediates the relationship
between SCM practices and operational
performance at SMEs. Thus, it can be
concluded that the SMEs that are able to
attract and retain those supported by SCM
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practices will be able to improve their
operations and profitability. This research
has provided evidence that if suppliers and
consumers offer essential information to
the store, they can retain existing
customers, so the owner needs to approach
both parties because later, there will be an
increase in sales of products available at the
store. SME owners are expected to have
skills in managing the supply chain. On the
other hand, it shows that the more the SME
attracts, retains, and satisfies consumers,
the more the SME can increase its market
share, and the growth of the SME becomes
better. This research hoped to provide
good pictures and information to the
owners and stakeholders of the SMEs in
East Kotawaringin to pay attention to the
importance of implementing SCM
practices. SME owners and stakeholders are
also expected to receive training from the
leading supplier, Pertamina, to apply SCM
practices to improve consumers and their
operations.
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