SUPPLIER GOVERNANCE AND OPERATIONS PERFORMANCE IN AN INDONESIAN FOOD AND BEVERAGE (F&B) SUPPLY CHAIN
Published:
2025-12-30Downloads
Abstract
Food and beverage (F&B) supply chains depend on suppliers that can meet production requirements consistently. This study examines how supplier selection, involvement, development, and monitoring relate to perceived operations performance in one Indonesian firm. A cross-sectional survey used convenience sampling and a five-point response format. Of 200 questionnaires distributed to managers, procurement personnel, and supplier representatives, 185 were usable, giving a usable return rate of 92.5%. The analysis draws on available aggregate descriptive statistics, internal consistency estimates, and Pearson correlations. Using a 1-to-5 Likert scale survey, monitoring received the highest practice score (mean = 4.25, standard deviation = 0.71), followed by selection (4.12, 0.85), development (4.05, 0.78), and involvement (3.89, 0.92). The respective correlations with perceived operations performance were 0.745, 0.510, 0.680, and 0.625. Monitoring was therefore prominent in both the practice profile and the association profile. However, the coefficients do not establish its independent contribution or show that additional monitoring improves performance. The study offers an exploratory comparison of supplier governance practices within a single supply chain setting. Its managerial implication is to connect performance checks with supplier problem solving and targeted capability development, while evaluating changes through quality, delivery, and cost records. Broader conclusions require stronger measurement documentation, matched buyer and supplier evidence, and observations over time.
Keywords:
Food and beverage (F&B) operations performance supplier development supplier governance supply chainReferences
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