From Visibility to Performance: The Roles of Supply Chain Capabilities, Traceability, and Resilience

Abstract

Objective: This study examines the relationships among supply chain visibility, capabilities, traceability, resilience, supply chain performance, and firm performance in the textile sector.

Method: Data were collected through a structured online questionnaire from 79 supply-chain professionals. Partial least squares structural equation modelling (PLS-SEM) was used to evaluate the measurement and structural models, including reported indirect effects.

Results: Supply chain visibility was positively associated with capabilities (β = 0.713) and traceability (β = 0.433). Capabilities positively predicted traceability (β = 0.470) and resilience (β = 0.330), while traceability positively predicted resilience (β = 0.487). Resilience was positively associated with supply chain performance (β = 0.480), which strongly predicted firm performance (β = 0.750). The direct effects of capabilities and traceability on supply chain performance were not statistically significant.

Conclusions: The findings suggest that visibility, capabilities, traceability, and resilience represent interconnected elements of supply-chain management. The results highlight the potential importance of resilience and operational execution in translating organizational resources into performance outcomes. However, the reported results require verification against the original statistical output before definitive mediation or causal conclusions can be drawn.

Keywords: Firm performance; supply chain visibility; supply chain capabilities; traceability; resilience; supply chain performance; textile manufacturing.