Organisational Capabilities as Critical Antecedents of 4IR-Enabled Supply Chain Competence among SMEs

David Pooe; Watson Munyanyi

doi:10.25159/1998-8125/19244

Authors

David Pooe University of Johannesburg https://orcid.org/0000-0003-3232-7203
Watson Munyanyi University of Johannesburg https://orcid.org/0000-0003-1727-8351

DOI:

https://doi.org/10.25159/1998-8125/19244

Keywords:

organisational capabilities, supply chain competence, customer-centric innovation, technology integration, Fourth Industrial Revolution, 4IR

Abstract

Purpose: The Fourth Industrial Revolution (4IR) presents transformative opportunities and challenges, and as such, organisational capabilities are believed to be pivotal in enabling small and medium-sized enterprises (SMEs) to integrate 4IR technologies effectively. This study investigates the critical organisational capabilities necessary for developing 4IR-enabled supply chain competence.

Setting: The current study focused on SMEs in South Africa and adopted a multisectoral approach to investigate the influence of organisational capabilities on supply chain competence.

Design/Methodology/Approach: A quantitative, explanatory research strategy was adopted in this study, and structural equation modelling was used to examine the relationships among organisational creativity, 4IR technology adoption, and supply chain competence. Data were collected from 300 SMEs across the manufacturing, logistics, and retail sectors. Data were analysed using structural equation modelling, which allowed the evaluation of the relationships between organisational capabilities and 4IR-enabled supply chain competence.

Findings/Results: The results of this study indicate that all the organisational capabilities—particularly customer-focused innovation, effective change management, system optimisation, and technology integration—significantly enhance supply chain performance. Customer-centric innovation emerged as the most influential capability, emphasising the importance of aligning supply chain processes with evolving customer needs in a technology-driven environment.

Practical Implications: Organisational capabilities are critical enablers for SMEs to leverage 4IR technologies and achieve supply chain competence. Emphasising customer-centric innovation, change management, and technological integration is essential for competitiveness in a 4IR-driven environment.

Originality/Value: The study shows that dynamic capabilities are essential for organisations seeking technological transformation. As such, the study offers practical guidance for policymakers and SME leaders to foster innovation and supply chain optimisation in the digital age.

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