Digital Supply Chain Visibility and Supplier Collaboration: Their Impact on Supply Chain Resilience and Operational Performance

Authors

  • Afeef Ahmed MS Supply Chain Management, The University of Lahore, Pakistan
  • Muhammad Muzamil Safdar Bachelors in Business Administration (BBA), National University of Modern Languages (NUML), Pakistan
  • Amjid Khan CEO, Friends Associates, Islamabad
  • Muhammad Ali Raza MPhil Total Quality Management, Institute of Quality & Technology Management, Punjab University, Lahore
  • Muhammad Ishaq Department of Economics, Government College University Faisalabad (GCUF)

DOI:

https://doi.org/10.63544/jbii.v5i10.235

Keywords:

Digital Supply Chain, Supply Chain Visibility, Supplier Collaboration, Supply Chain Resilience, Operational Performance, Supply Chain Management

Abstract

Background: Supply chains face disruptions, information delays, supplier failures, and shifting customer requirements across interconnected networks. Digital supply chain visibility enables real-time information exchange, while supplier collaboration improves coordination and responsiveness. Evidence on their combined contribution to resilience and operational performance remains limited.

Aim: This study examined the effects of digital visibility and supplier collaboration on supply chain resilience and operational performance, including resilience’s influence on performance.

Methods: A quantitative cross-sectional survey collected data using a structured questionnaire from 300 procurement, logistics, warehouse, operations, and supply chain professionals. Measures covered digital visibility, supplier collaboration, resilience, and operational performance. Descriptive statistics, Pearson correlations, multiple regression, and mediation analysis were applied at p < 0.05.

Results: High digital visibility was reported by 68.0% of respondents, strong supplier collaboration by 64.3%, and established disruption-response processes by 71.0%. Digital visibility and supplier collaboration correlated positively with resilience (r = 0.61 and r = 0.57, respectively; p < 0.001). Both predicted resilience (β = 0.42 and β = 0.35; p < 0.001), explaining 48.6% of its variance. Resilience predicted operational performance (β = 0.52, p < 0.001), explaining 43.2% of its variance, and partially mediated both relationships with performance.

Conclusion: Digital visibility and supplier collaboration strengthen resilience and operational performance. Organizations should prioritize real-time information systems and coordinated supplier relationships to respond to disruptions, maintain continuity, and improve outcomes. These capabilities help firms anticipate problems, coordinate recovery actions, reduce operational delays, and sustain service levels in uncertain environments.

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Author Biographies

Afeef Ahmed , MS Supply Chain Management, The University of Lahore, Pakistan

Muhammad Muzamil Safdar , Bachelors in Business Administration (BBA), National University of Modern Languages (NUML), Pakistan

Amjid Khan, CEO, Friends Associates, Islamabad

Muhammad Ali Raza, MPhil Total Quality Management, Institute of Quality & Technology Management, Punjab University, Lahore

Muhammad Ishaq, Department of Economics, Government College University Faisalabad (GCUF)

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Published

2026-10-01

How to Cite

Ahmed , A., Safdar , M. M., Khan, A., Raza, M. A., & Ishaq, M. (2026). Digital Supply Chain Visibility and Supplier Collaboration: Their Impact on Supply Chain Resilience and Operational Performance. Journal of Business Insight and Innovation, 5(10), 1–11. https://doi.org/10.63544/jbii.v5i10.235

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