Bachelor of Science in Management Accounting

BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING
BSMA Res. No ____

Date:
SUPPLY CHAIN MANAGEMENT PRACTICES AND ORGANIZATIONAL
PERFORMANCE OF FURNITURE INDUSTRY IN SULTAN KUDARAT
LEGINE B. ABARRO
JOENEE BABE S. JAVIEN
JOYCE L. OXIMAS
KRISTINE NICOLE T. VALENTINO
SUBMITTED TO THE FACULTY OF THE COLLEGE OF BUSINESS

ADMINISTRATION AND HOSPITALITY MANAGEMENT,
SULTAN KUDARAT STATE UNIVERSITY,
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE
DEGREE OF
BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING
JUNE 2023
TRANSMITTAL
The thesis attached hereto entitled “SUPPLY CHAIN MANAGEMENT

PRACTICES AND ORGANIZATIONAL PERFORMANCE OF FURNITURE
INDUSTRY IN SULTAN KUDARAT ” prepared and submitted by LEGINE B.
ABARRO, JOENEE BABE S. JAVIEN, JOYCE L. OXIMAS and KRISTINE
NICOLE T. VALENTINO , in partial fulfillment of the requirements for the degree
BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING is hereby
endorsed for approval.
LOVINA P. COGOLLO, DBA JOYLYN S. GAMIAO, DBA

Adviser College Dean
____________________ ____________________
Date Signed Date
Signed
ANNIE D. FRANCISCO, MS
Campus Research Coordinator
____________________
Date Signed
Accepted as partial fulfillment of the requirements for the degree of

Bachelor of Science in Management Accounting.
MA. JEANELLE B. ARGONZA, PhD

Campus Director
____________________
Date Signed
APPROVAL SHEET
The thesis attached hereto entitled “SUPPLY CHAIN MANAGEMENT

INDUSTRY IN SULTAN KUDARAT” prepared and submitted by LEGINE B.
ABARRO, JOENEE BABE S. JAVIEN, JOYCE L. OXIMAS and KRISTINE
NICOLE T. VALENTINO , for the degree BACHELOR OF SCIENCE IN
MANAGEMENT ACCOUNTING has passed the standards set by the Sultan
Kudarat State University and was successfully defended before this guidance
committee.
CHARMIE A. LAGDAMEN, MBA MARY GRACE P. PASQUIN, CPA, MBA

Member Member
____________________ ____________________
Date Signed Date Signed
LOVINA P. COGOLLO, DBA

Adviser
____________________
Date Signed
Approved as partial fulfillment of the requirements for the degree of

BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING.
JOYLYN S. GAMIAO, DBA ANNIE D. FRANCISCO, MS

College Dean Campus Research Coordinator
____________________ ____________________

Campus Director
____________________
Date Signed
BIOGRAPHICAL DATA
The researcher named Legine B. Abarro was born on the 13th day of April
in the year 2000 at Isulan, Sultan Kudarat. She is the youngest child of Mr. Abel
G. Abarro and Mrs. Letty B. Abarro.
She finished her elementary education at Isulan Central School SPED
Center in 2013 . She completed her secondary education at Isulan National High
School in the year 2019 and served as a Filipino journalist (Editor-in-Chief) for
two consecutive years at the same school. She is currently enrolled in Sultan
Kudarat State University,Tacurong campus with the degree of Bachelor of
Science in Management Accounting.
She hopes that in the near future, she can use her knowledge and skills to
volunteer in a non-profit organization that supports worldwide work of helping
people for she believes that "There is more happiness in giving than there is in
receiving.” (Acts 20:35)

BIOGRAPHICAL DATA
The researcher named Joenee Babe S. Javien, was born on June 15,
2000. She is from President Quirino, Sultan Kudarat. The second and the only
daughter of Mr. Jupiter B. Javien and Mrs. Rosario S. Javien.
She studied at Kalanawi II Elementary School and graduated in 2013 then
finished her Junior and Senior High School years at Kalanawi II National High
School in 2019. She is currently taking up Bachelor of Science in Management
Accounting at Sultan Kudarat State University-Tacurong Campus and is now in
her 4th year.
She strongly believes that everything will fall into place and has its own
time in accordance with God's plan. Her ultimate goal is to become financially
stable so that she could give back the sacrifices of her parents. She is looking
forward to being a successful person in the future so that she can help others to
become successful also.

BIOGRAPHICAL DATA
The researcher named Joyce L. Oximas was born on December 20,2000.
She is from Columbio, Sultan Kudarat. The eldest and the only daughter of Mr.
Samuel A. Oximas and Mrs. Gloria L. Oximas.
She studied at Columbio Central Elementary School and graduated in
2013 then finished her Junior and Senior High School years at Columbio National
High School in 2019. She is currently taking up Bachelor of Science in
Management Accounting at Sultan Kudarat State University-Tacurong Campus
and is now in her 4th year.
Her ultimate goal is to be able to provide for her family and let them
experience financial freedom. She also wants to give back ten folds to all the
people who helped her. She firmly believes that all things will fall into place and
that only the Almighty God holds what tomorrow may bring. She aspires to
become a Certified Management Accountant in the future and a registered
engineer. She walks in faith and trusts that her dreams will soon come true.
BIOGRAPHICAL DATA
The researcher named Kristine Nicole T. Valentino was born on June 14,
2001 and currently lives in Brgy. San Pablo, Tacurong City Sultan Kudarat. She
is the eldest child of Mr. Robert S. Valentino and Mrs. Oliva T. Valentino.
She finished her elementary education at Tacurong Pilot Elementary and
graduated 2013 and finished her secondary education at Notre Dame of
Tacurong College in 2019. Now she’s taking up her tertiary education at Sultan
Kudarat State University, Tacurong Campus with the degree of Bachelor of
Science in Management Accounting.
She believes that time is valuable and everything always happens for a
reason. Her goal in life is to have a stable job and pay back all the sacrifices of
her parents in order for her to have a good education. She put all her worries to
God and thanked Him for the protection, wisdom and blessings she received.
She hopes that she will receive her diploma in July 2023.
ACKNOWLEDGMENT
This study became a reality because of the wonderful cooperation and
support of many people. The researchers are grateful for the following for their
time, insights, and guidance in making this study possible.
First and foremost, the Almighty God for giving us life, strength,
knowledge, and wisdom to complete this research.
To the parents, who gave us the most encouragement, counsel, financial
and love all throughout.
To the research adviser, Lovina P. Cogollo, DBA for her patience in
answering all of the researchers' questions and support in completing this study
despite her workload and other responsibilities.
To the research statistician, Nasarudin I. Abas, MST for lending his
knowledge on statistical analysis and also his time for answering the questions of
the researchers.
To the panelists, Charmie A. Lagdamen, MBA and __ for their valuable
feedback and suggestions for improving the study.
To the furniture owners and managers for alloting their precious time in
answering the survey questions and for their commendable hospitality.
To the friends and classmates for being reliable and helpful in the
conduct of the study.
Researchers
LEGINE B. ABARRO
JOYCE L. OXIMAS
TABLE OF CONTENTS
PRELIMINARIES PAGES
Title Page Error! Bookmark not defined.Transmittal

Error! Bookmark not defined.Approval Sheet
Error! Bookmark not defined.Biographical Data
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Error! Bookmark not defined.Abstract
Error! Bookmark not defined.CHAPTER 1 INTRODUCTION
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1
Conceptual Framework 1
Hypothesis 1
Significance of the Study Error! Bookmark not defined.Scope and
LimitationError! Bookmark not defined.Operational Definition of Terms
Error! Bookmark not defined.CHAPTER II REVIEW OF RELATED LITERATURE
Error! Bookmark not defined.Supply Chain Management
Error! Bookmark not defined.Supply Chain Management Practices
3
Strategic Supplier Partnership 3
Customer Relationship 3
Information Sharing 3
Quality of Information Sharing 3
Postponement 3
Organizational Performance 4
Market Performance 4
Operational Performance 4
Customer Satisfaction 4
Employee Performance 4
Supplier Performance 4
Supply Chain Management Practices and Organizational Performance
CHAPTER III METHODOLOGYError! Bookmark not defined.Research

Design Error! Bookmark not defined.Locale of the Study
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14
Data Gathering Procedure 14
Statistical Treatment 14
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43Appendix 1 Plan of Course Work
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LIST OF TABLES
TABLE TITLE PAGE
1 Level of Supply Chain Management Practices
Level of SCMP in terms of Strategic Supplier Partnership
1.1 Level of SCMP in terms of Customer Relationship
Level of SCMP in terms of Information Sharing
1.2 Level of SCMP in terms of Quality of Information Sharing
Level of SCMP in terms Postponement
1.3 Level of Organizational Performance
Level of OP in terms of Market Performance
1.4 Level of OP in terms of Operational Performance
Level of OP in terms of Customer Satisfaction
1.5 Level of OP in terms of Employee Performance
Level of OP in terms of Supplier Performance
2 Significance of the Relationship between Supply Chain Management
and Organizational Performance
2.1
Significance of the Influence between Supply Chain Management
2.2 and Organizational Performance
2.3
2.4
2.5
4
LIST OF FIGURES
FIGURE TITLE PAGE
1
Conceptual Framework Error! Bookmark not defined.
ABSTRACT
LEGINE B. ABARRO, JOENEE BABE S. JAVIEN, JOYCE L. OXIMAS and

KRISTINE NICOLE T. VALENTINO , June 2023. “SUPPLY CHAIN
MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF
FURNITURE INDUSTRY IN SULTAN KUDARAT ”. A thesis of College of
Business Administration and Hospitality Management, Sultan Kudarat State
University, Tacurong Campus, Tacurong City, Sultan Kudarat.
ADVISER: LOVINA P. COGOLLO, DBA
This study was conducted to determine the relationship of supply chain
management practices and organizational practices and determine which domain
of supply chain management practices best influences the organizational
performance of the furniture industry in the 1st district of Sultan Kudarat. The
study used a quantitative, non-experimental design using correlational
techniques to determine the degree of relationship between supply chain
management and organizational performance. The study's respondents are the
21 licensed furniture industries, determined through complete enumeration
method. An adapted and modified questionnaire was utilized to assess and
establish the relationship between supply chain management practices and
organizational performance. Furthermore, mean, Pearson r, and multiple
regression were used as statistical tools. The results of the study showed that the
level of supply chain management practices are high while the level of
organizational performance is very high. In lieu, SCMP has a significant
relationship with operational performance. On the other hand, regression results
found that only information sharing influences organizational performance and

among the five indicators still information sharing appears as the best predictor of
organizational performance in the furniture industries.

Chapter I
INTRODUCTION
Background of the Study
For organizations to be and remain competitive, they must understand the
importance of supply chain practices which will help improve their performance
(Sutdueana et al., 2019). The concept of supply chain management was
established in the late 1980s (Morvany, 2020). Supply chain management
encompasses every step that transforms raw materials into finished products
(Fernando, 2022). Further, it maintains the supply and demand processes
running smoothly so that consumers have access to goods and services.
The furniture sector frequently faces common issues such as a shortage
of funding and restricted availability of raw materials, particularly seasonal ones.
The movement of raw resources, including rattan and wood, used to make
furniture has also decelerated. Effective supply chain management is necessary
to facilitate the circulation of raw material supply (Ralahallo et al., 2022). The
impact of the pandemic continuously brought significant challenges to the supply
chain worldwide. It slows the flow of raw materials and finished goods in a
volatile market demand. Thus, the disruption has driven the furniture industry to
magnify the strategic importance of supply chain management (Harapko, 2023).
A single supply chain management practice will have a specific impact on
organizational performance (Duong et al., 2019). Organizational performance
can be measured in several levels of hierarchy and can be evaluated for
individuals, groups, or the entire organization (Tahir, 2020).

COVID-19 makes it more challenging for the furniture industry to manage
its supply chain conveniently and efficiently. It is necessary to learn and maintain
good supply chain management practices that are useful in bringing the overall
success of the organizational performance of the furniture industry.
Current studies focus more on how the pandemic affects each of the
above-mentioned variables. The primary aim of this study was to determine the
level of supply chain management practices of the furniture industry in the 1st
district of Sultan Kudarat. Aside from the level of SCMP, the researchers
investigated whether or not SCMP affects the organizational performance of
furniture firms. Furthermore, conducting this research helped to understand what
strategic approaches can facilitate owners or managers to have concrete
decision-making in production and achieving business objectives. Since there is
no existing performance in the area, the researchers must explore the study.
Statement of the Problem
This study sought to determine the relationship between supply chain
management practices and the organizational performance of the furniture
industry in the 1st district of Sultan Kudarat.
It specifically aimed to address the following questions:
1. What is the level of supply chain management practices of the furniture
industry in terms of:
1.1 Strategic Supplier Partnership;
1.2 Customer Relationship;

1.3 Information Sharing;
1.4 Quality of Information Sharing; and
1.5 Postponement?
2. What is the level of the organizational performance of the furniture
industry towards:
2.1. Market Performance;
2.2. Operational Performance;
2.3. Customer Satisfaction;
2.4. Employee Performance; and
2.5. Supplier Performance?
3. Is there a significant relationship between supply chain management
practices and the organizational performance of the furniture industry?
4. Which domain of supply chain management practices best influences the
organizational performance of the furniture industry in the 1st district of
Sultan Kudarat?
Conceptual Framework
The conceptual framework shown in Figure 1 presents the two study
variables. The independent variable is the supply chain management practices
with the following indicators based on the study of Nawaz (2020): strategic
supplier partnership described as a contract between the supplier and buyer to
ensure that they are on the same page on product manufacturing and consumer
demand; customer relationship pertains to how satisfied the consumer is with the
services and how and to what extent their complaints are addressed concerning
the products are handled in order to maintain their loyalty and match their
expectations perfectly; level of information sharing, referred to as the transfer or
communication of information pertaining the product; quality of information
sharing, help in providing customers with accurate and diverse information that
will allow them to get a clear understanding and access to their products and
postponement defined as the method by which manufacturing firms deal with
various risks or problems in supply chain and improve their performance by
increasing profits
Whereas the dependent variable is the organizational performance with
the following indicators adapted from the measurement constructs of Cheng and
Choy (2013): market performance, identified as the company's performance that
can be evaluated by the revenue, market share, profitability, and competitive
advantage; operational performance, refers to the business' day-to-day
operations' effectiveness and efficiency in reaching its objectives and goals;
customer satisfaction evaluates how well the product or service meets the
expectations of its customers; employee performance, the outcome of an
employee's job in terms of quality and quantity in performing his tasks in
compliance with the duties assigned to him and lastly, supplier performance
corresponds to the degree to which a supplier meets a company's needs in terms
of quality, delivery time, cost, and other factors.
Independent Variable Dependent Variable
Supply Chain Management Practices Organizational Performance

Strategic Supplier Partnership Market
Customer Relationship Operational
Information Sharing Customer Satisfaction
Quality of Information Sharing Employee
Postponement Supplier
Figure 1: Conceptual Framework of the Study
The arrow pointing from the first box to the second box demonstrates the
direct influence of supply chain management practices on the organizational
performance of the furniture industry in the 1st district of Sultan Kudarat.
Hypotheses
The following null hypotheses will be examined at the 0.05 level of
significance:
1. There is no significant relationship between supply chain management
practices and the organizational performance of the furniture industry.

2. There is no domain in supply chain management practices that best
influences the organizational performance of the furniture industry.
Significance of the Study
The study’s results provide understanding and guidance regarding supply
chain management practices and organizational performance. This study will
significantly help the following beneficiaries:
To the furniture industry owners and managers, The study's outcome
can serve as guidance to determine the usefulness of supply chain practices to
improve business operations and management.
To the local government, The result of the study would allow the local
government to understand the essence of supply chain practices in economic
development.
To the local community, The study can provide relevant information to
the community and how they will apply the importance of supply chain practices
in their enterprise.
Future researchers could use the study for future supply chain
management research.
Scope and Limitation
This study focused mainly on identifying the level of supply chain
management practices, and level of organizational performance of the furniture
industry, and the degree of relationship between the two variables of the study.
The respondents of this study are the furniture industry in the 1st district of Sultan
Kudarat, specifically the municipalities of Columbio, Isulan, President Quirino,

and the city of Tacurong, where the research was conducted. This study was
conducted in the academic years 2022-2023.
Definition of Terms
The following terms are defined conceptually and operationally in
the context of the study to aid in the comprehension of the research:
Furniture Industry covers businesses, primarily woodworking
shops, create, manufacture, sell, or distribute
functional and decorative household items,
such as chairs, tables, cabinets, Etc.
Organizational Performance relates to how the organization achieves its
market and intrinsic goals.
Supply Chain Management refers to the entire collection of efforts firms
Practices take to increase the efficiency of their internal
supply chain. It focuses on the effective
management of flows of products and services
from suppliers to manufacturers and dealers to
end users.
Strategic Supplier a connection existing between organizations to
Relationship its supplier.

Quality of Information a characteristic of information relay in the
Sharing business by its trading partners.
Postponement refers to the response of the furniture business
in terms of changes.
Market Performance distinction of how well the business is in the
market.
Customer Satisfaction refers to an evaluation of satisfaction in
furniture delivered.
Employee Performance an evaluation of workers skills, performance
and knowledge upon executing the task.
Supplier’s Performance refers to an assessment of a supplier's
delegation of raw materials in the furniture
business.
Chapter II
REVIEW OF RELATED LITERATURE
This chapter presents the pertinent literature that is used to assist in
providing valuable insights from various authors about supply chain management
practices and organizational performance. The independent variable, which is
supply chain management practices with the following indicators based on the
study of Nawaz (2020) strategic supplier partnership, customer relationship,
information sharing, quality of information sharing, and postponement were
discussed. Whereas the dependent variable is organizational performance and
its indicators adapted from the measurement constructs of Cheng and Choy
(2013) market performance, operational performance, customer satisfaction,
employee performance, and supplier performance.
Supply Chain Management
Supply chain management administers the movement of goods and
services and all processes that convert raw materials into final products. It
proactively refines the business' inventory costing in order for the business to
optimize the value of customers and also obtain a competitive edge in the
marketplace (Fernando, 2022). Supply chain management is a vital procedure
used to incorporate different middle business entities by interacting between
primary providers through its purchaser who will deliver goods, services, and
particulars that could impart further benefits to the consumers (Fauziah et al.,
2019).
In addition, the development and integration of people and technological
resources are critical to successful supply chain integration (Institute for Supply
Management, n.d.). Therefore, it is the design and management of flows of
products, information, and funds throughout the supply chain (Sanders, 2020). It
is a deliberate attempt by the supply chain entities to establish, develop and
operate supply networks in the most effective & feasible methods (Handfield,
2021). Thus, the primary benefit of supply chain management is the capacity to
substantially increase overall performance when all channel participants—
suppliers, manufacturers, distributors, and customers— act as if they are a single
entity (Copacino, 2019).
Supply Chain Management Practices
Supply chain management practices refer to the inclusive set of activities
used to improve the internal supply chain of the firm (Priya et al., 2019). They
assess an organization's internal activities and link them to the external
operations of supply chain participants (Truong et al., 2017). Further, it is a
philosophical approach as well as a set of tools and processes, and it often
necessitates a significant amount of interaction and trust between firms in order
to function (Sme, 2018). It is conceptualized as a four-dimensional construct. The
four dimensions are strategic supplier partnership, customer relationship, level of
information sharing, quality of information sharing, and postponement (Karimi &
Rafiee, 2014). Also, it directly impacts an organization's overall financial and
marketing performance (Stock et al., 2010).

The effectiveness and efficiency of a company's supply chain are
determined by supply chain management practices, which are regarded as
operational functions and primary activities (Sandhu et al., 2013). Low-
performing businesses can only compete in the global market with the best
supply chain management practices (Okongwu et al., 2015). Several businesses
in various industries believe that supply chain management practices are the
secret to their success (Gorane & Kant, 2015).
Domain of Supply Chain Management Practices
Supply chain management practices are expected to improve the
organization's overall competitive performance through price, cost, quality,
delivery dependability, time to market, and product innovation. (Lambert &
Cooper, 2000; Jabbour et al., 2011). In this study, supply chain management
practices are elicited from the study of Nawaz (2020) with the following
indicators, strategic supplier partnership, customer relationship, information
sharing, quality of information sharing, and postponement.
Strategic Supplier Partnership
The first indicator of supply chain management practices is strategic
supplier partnership. The strategic supplier partnership is characterized as
creating a framework of credibility and a strong relationship between the entity's
supply chain affiliates and its customer (Agus, 2015). It established a
commitment by linking the supplier and buyer to be in the same mind concerning
the supply and demand of products which eventually help business entities to
increase and improve their business operation (Fauziah et. al., 2019).
Additionally, it is fundamental in the organization and lastingly affects supplier
connections and business ventures. Supply chain participants’ strategic
alignment and socialization orientation are required for strategic supplier
management practice to be successful (Mwale, 2014). However, it is necessary
to manage supplier relationships effectively to have functional supplier
relationship management. It requires the application of organizational operations
and practices that focus on reforming the foundation of supply.
Strategic supplier partnership is closely linked to organizational
performance, it has a significant and solid relationship with suppliers, and top
management is dedicated (Ibrahim & Hamid, 2014). Furthermore, supplier
partnerships have an impact on the supply chain's performance (Khan et al.,
2015). An organization can achieve long-term performance through strong
integration and collaboration through the practice of strategic supplier partnership
(Sedyaningrum et al., 2019).
Customer Relationship
The second indicator of supply chain management practices is customer
relationships. Customer relationships are commonly used in businesses who are
aware of customer desires, demands, and brand attachment, even to how well a
service or product fulfills the criteria. (Gawankar et. al., 2017). One of the entity's
core competencies and a probable competitive advantage is its tight connection
with its clients. It is considered adequate if customer relationships are integrated

into the supply chain management process and decision-making phase
(Yadollahinia et al., 2018).
Good relationships with supply chain members, including customers, are
necessary for successful implementation of supply chain management practices
(Jie et al., 2013). Customer relationships may significantly affect how a company
manages its supply chain (Gandhi et al., 2017). Any business's success is
determined by its ability to communicate with its customers (Chopra & Meindl,
2012). As a result of maintaining a competitive edge and understanding
consumer behavior and strong customer connections, this leads to customer
relationship management, boosts organizational effectiveness and provides
particular insight into consumers' needs (Reimann et. al., 2010). By maintaining
solid client connections, a firm can differentiate itself from rivals, retain customer
attention, and increase the value it gives to clients. In conclusion, customer
relationships are essential for a firm to survive its transition to a highly
personalized and tailored service stage (Banerjee & Mishra, 2017).
Information Sharing
The third indicator of supply chain management practices is information
sharing. In a supply chain, business partners regularly share information, work
together, and comprehend the final customer's needs. It is the company's
capacity and intensity to share information about a shared business strategy with
related coworkers (Chopra & Meindl, 2012). It is fundamental in the supply chain
system both hypothetically and basically because it works on firm execution.
Thus, sharing information is one of the five practices defining a trustworthy

supply chain relationship (Sundram et al., 2018). By learning its advantages must
be coordinated with other supply chain partners. (Min et al., 2016).
Similarly, study of Wardani et al. (2021) reveals that the information-sharing
variable significantly influenced organizations. If information sharing was
excellent, the organization became more productive due to the increasing impact
of information sharing on organizational performance.
In addition, partners who regularly share information can work together as
a single entity. It helps better to understand the customer's needs as a whole
(Pamulety & Pillai 2011). Thus, when people have a high level of trust in one
another, information exchange becomes more open and trustworthy; this
emphasizes the significance of trust in information sharing (Panahifar et al.,
2018). This assertion is comparable to the conclusion reached by Cai et al.
(2010), which affirms the positive impact of trust on dividing data among firms
and their providers. Likewise, when investigating the long-term viability of service
supply chain management, shows a positive correlation between trust and
information sharing (Khan et al., 2018),. Additionally, the extent of information
sharing is significantly influenced by trust (Wang et al., 2014).
Lastly, enhanced performance management, more vital coordination and
balance, improved conflict resolution and selection, increased responsiveness,
and making plans are other advantages of information sharing (Rahiman, 2013).
Likewise, Information sharing requires firms to exchange strategic supply chain
information and not only transactional data, such as materials or product orders.
It provides leverage to the supply chain partner to make strategic operations
decisions (Prajogo & Olhager, 2012).
Quality of Information Sharing
The fourth indicator of supply chain management practices is the quality
of information sharing. The quality of information sharing means that the
information exchanged should be precise and reliable (Priya et al., 2019). Quality
of information sharing refers to the what, when, how, and with whom the
information is shared. Information sharing, particularly the timeliness is an
essential part of implementing supply chain management. With timely availability
of data in a supply chain can help the entities to quickly respond to the volatile
needs and desires of the consumers (Ellitan & Muljani, 2017).
Numerous researchers have suggested that providing accurate and
undistorted information at each supply chain node is the key to a seamless
supply chain (Jabbour et al., 2011). Even though sharing information is essential,
how much of an impact it has on supply chain management depends on what
information is shared (Peng et al., 2011). As a result, dysfunctional effects of
inaccurate or delayed information as it moves through the supply chain are well-
documented in the literature (Stock et al., 2010). The quality of information is
impacted by supply chain partners' divergent interests, opportunistic behavior,
and informational disparities (Kroes & Ghosh, 2010). Information sharing lowers
the considerable cost of supply chains, enhances partnership relations, increases
the movement of materials, enables consistency within the organization, and

improves product delivery rate, all of which increase customer happiness,
improve network collaboration, and help businesses gain an edge over their
competitors (Koçoğlu et al., 2011).
Therefore, Information sharing can benefit the business sector, such as
inventory reduction and cost savings (Lofti et al., 2013). Thus, firms need to align
supply chain practices with the level of their information quality to achieve and
enhance overall business performance Zhou et al. (2014).
Postponement
The fifth indicator of supply chain management practices is postponement.
Postponement is an organizational concept in which various supply chain actions
are delayed until accurate client order information is available. The basic concept
of postponement is to hold off the change in shape, identity, and location until
consumer commitments are acquired (Francis, 2018). Postponement has been
cited as a method for managing disturbances throughout the entire supply chain
due to the product's ability to recompose quickly to respond to unanticipated
changes in demand and supply shortage (Angkiriwang et al., 2014; Tang, 2006;
Yang & Yang, 2010). In point of fact, Carbonara and Pellegrino (2018) assert that
businesses that use postponement are better able to deal with supply chain
disruptions.
In this sense, a company’s ability to recompose a product when
distinctiveness is desired makes it more resilient to supply chain disruptions or
changes in product design that make it suitable for other customers in the event
of demand disruptions. In a similar vein, Rajagopal et al. 2016, report that supply
chain responsiveness is linked to a postponement. Postponement is an excellent
way to reduce supply chain disruptions (Gualandris and Kalchschmidt, 2015).
However, postponement typically entails some fundamental requirements,
such as a standardized product or modular components (Baud-Lavigne et al.,
2012). In contrast, retailers who use postponement are more adaptable in their
logistics operations (Jafari et al 2016).
Organizational Performance
Organizational performance is the fulfillment of organizational ambition.
Organizations must have measurable objectives, as this is integral to employees'
engagement and commitment to the organization (Abubakar et al., 2019).
Organizational performance comprises the results of an organization or the
actual outputs of an organization, which can be measured against intended
outputs, goals, and objectives. On the other hand, the genuine desire of every
organization and an essential element in an organizational performance is to
reduce supply chain spending and increase benefits aggressively (Al Khajeh,
2018). Since competitors are currently changing between "organizations"
concerning "supply chains," larger companies are accepting more SCM
performance (Hussain et al., 2018). For an organization to succeed, it must adapt
to new technologies and trends and develop new products to satisfy customers'
demands (Al-Weshah et al., 2019). Albino (2018) asserts that organizations
strive to achieve organizational performance. The evaluation of organizational
performance is based on completing a set of work activities in terms of quantity,
quality, efficiency, and effectiveness.

Domain of Organizational Performance
There is no simple or universally recognized definition of performance
(Leitão et al., 2019). Organizational performance is multifaceted and linked to
goals and objectives. It can be summed up as an organization's capacity to make
optimal use of its resources and generate outputs pertinent to its users and
consistent with its aims (Peterson et al., 2003). Analyzing organizational
performance is essential in organizational evaluation (Lusthaus, 2002). In this
study, organizational performance is based on measurement constructs of
Cheng and Choy (2013) with the following indicators: market performance,
operational performance, customer satisfaction, employee performance, and
supplier performance.
Market Performance
The first indicator of organizational performance is market performance. A
company's effectiveness and performance can also be seen in its performance
on the market. Among other things, market share, innovation, growth, and profit
are the areas to measure market performance (The Enterprise World, 2021).
According to Britannica.com, market performance may also include the
relationship between selling price and costs, volume produced, production
efficiency, and other factors. The concepts of quality and marketing now have a
new dimension because of new modern technology and a shifting market
environment (Wang et al., 2012).
The organization's strategic orientation determines the success of businesses
operating in a specific environment, and the level of market orientation is related
to this success (Navarro et al., 2011). A company can succeed if it adjusts to
changing market expectations and develops new products or procedures
(Hamister, 2012).
Operational Performance
The second indicator of organizational performance is operational
performance. A company's operational performance represents its productivity,
A firm's operation management maximizes profits based on limited resources (Yu
et al., 2018). Operational performance is the measurement of the results of a
process within an organization, such as reliability, manufacturing cycle time, and
inventory rotations (Azim et al., 2015). Information on the state of particular
processes within the management system is provided through operational
performance indicators. As a result, when monitored over time, such indicators
help project future status and planning while providing information on the status
of change inside the management system (Podgórski, 2015). Any performance
indicator system's ultimate objective is to offer information. Thus, it results from
considering all areas of interest, stakeholders, and influencing factors in a
specific environment (Alegre et al., 2016). Within a focal firm, new product
development, marketing, procurement, production and logistics are major tasks
that contribute to operational performance improvement (Wong & Wong, 2011)

Customer Satisfaction
The third indicator of organizational performance is customer satisfaction.
Satisfaction is a reflection of a person's comparative judgements based on a
product's perceived performance or outcome in relation to their expectations. The
customer is dissatisfied and disappointed if the performance falls short of
expectations. The customer is extremely pleased or satisfied if the performance
meets or exceeds their expectations. Therefore, the term customer satisfaction
refers to the pleasure, peace of mind, or sense of security that a person
experiences when he or she purchases or consumes a product that meets their
requirements (Kotler & Keller, 2016). In his book Marketing Metrics, Paul Farris
(2010) defines customer satisfaction as "The number of consumers, or proportion
of total customers, whose observed experiences with a business, its goods, or its
services surpass set satisfaction criteria." Increasing customer satisfaction is
essential and is regarded as a significant competitive advantage, making it an
essential part of many firms’ business strategies (Ellinger et al., 2012).
A measure of how a business is meeting customer needs is customer
satisfaction. Another way to evaluate service quality is provided by this. By
providing feedback on aspects of service, customers can truly comment on
products and services (Al-Jazzazi & Sultan, 2017). Customer satisfaction is
generally crucial to a business because a delighted customer is typically
expected to remain loyal for a more extended period, buy more as the company
introduces new products or changes existing ones, talk positively about the
company and its products (good mouthing), pays less attention to competing
brands and is less sensitive to price changes, offers product (goods and
services) ideas to the company, and, most importantly, costs less to serve and
retain than new customers due to the routine nature of the relationship. As a
result, satisfied customers are assets for the business. Satisfied customers tell
others about their positive experience with the business and its products,
recommending them to other customers and potential customers. This leads to
repeat purchases, customer retention, and loyal customers (Kotler & Keller,
2016).
Employee Performance
The fourth indicator of organizational performance is employee
performance. People are the most vital component of a company because it
serves as a planner, executor, and controller in meeting its goals (Harini et al.,
2020). Therefore, employees are essential to the organization. Hence, employee
performance determines whether the organization succeeds or fails (Hameed &
Waheed, 2011). This relates also to how well employees perform their duties
(Donohoe, 2019). Clearly, performance characteristics of a person are the cause
and effect of his or her effectiveness at work (Hazen et al., 2017). Aside from
performance characteristics, The ethics and ideals of employee’s basis upon
administration recognition aid in strengthening worker performance (Awadh &
Saad, 2013). Another factor is supply chain strategy, which has a significant
impact on employee performance based on the study of Gumilar and Sunarsi
(2020). This was justified by other researchers where they discussed that supply
chain strategy has a positive and also has insignificant effect on job satisfaction
as an employee performance intervention. In contrast, employees with
competencies are assets that can be used strategically to outperform
competitors. With this, supply chain strategy dimensions such as knowledge,
skills, attitudes, and behaviors significantly impact employee’s performance.
Supplier Performance
The fifth indicator of organizational performance is supplier performance.
Supplier performance refers to how well a supplier supplies the required products
to the buyer and is manifested as the outcome of the operations in terms of
quality, delivery, responsiveness, cost, and technical support (Wu et al., 2010).
Therefore, supplier selection, evaluation, development, and integration must be
considered to improve supplier performance. (Akamp & Müller, 2013). Aside from
these factors, organizations must also consider improvement in a working place.
In the study of Yuan and Woodman (2010), improvement of working conditions in
the suppliers' locations resulted in accident reductions, fewer disruptions, and
less delay in product delivery – these, in turn, improve the performance of
suppliers in the form of more reliable supply, less lead time.
Meanwhile, a positive relationship between supplier and supply chain
performance is mediated by supplier performance. In addition, the role of the
buyer's commitment and investment moderates both suppliers' and supply chain
performance. This proved that supplier social performance plays a positive role in
enhancing the buying firm's operational performance. Furthermore, important
implications for the practitioners are that supply chain management performance
can be enhanced by ensuring social sustainability adoption practices in emerging
economies (Mani et al., 2018).
Supply Chain Management Practices and Organizational Performance
Supply chain management practices could affect the firm's competitive
edge and organizational performance (Sutdueana et al., 2019). Considering the
impact of resources and capabilities and their positive impact on supply chain
management and organizational performance can bring a competitive advantage
to the firm and its supply chain level. (Gunasekaran et al, 2017). The previous
study proves that better supply chain management practices can lead to better
competitive advantage for the firm (Sukati et al., 2012). Furthermore, supply
chain management benefits an organization's performance and a competitive
edge. They emphasize even more how beneficial supply chain management
techniques impact flexibility performance, output levels, and the effectiveness of
the available resources throughout the company (Abdallah et al., 2014). Supply
chains that are effective and flexible foster the development of entrepreneurial,
inventive, learning, and knowledge transformations, resulting in an overall SC
transformation for the companies (Arora et al., 2016). Evaluating supply chain
performance is problematic because it involves several actors working together
to achieve logistical and strategic goals (Estampe et. al., 2013)

Chapter III
METHODOLOGY
This chapter describes the methods and procedures used in the conduct
of the study. It includes the research design, respondents of the study, data
gathering instrument, data gathering procedure, and statistical treatment to
achieve the research objectives.
Research Design
The study used a quantitative, non-experimental design using correlational
techniques to determine the degree of relationship between supply chain
management and organizational performance. This appropriate research
approach studies one variable's influence on another. Non-experimental designs
are research designs that examine social phenomena without direct manipulation
of the conditions that the subjects experience (Frey, 2018). A correlational
research design is used because this study evaluates the relationship between
the study's variables.
Respondents of the Study
The study's respondents are the 21 licensed furniture industries in the 1st
district of Sultan Kudarat, specifically the municipalities of Columbio, Isulan,
President Quirino, and the city of Tacurong. As per information from the
respective licensing offices of the locale of the study, there are only a total of 22
registered furniture businesses identified, which owns the workshops and
manufactures wooden furniture. However, upon surveying the location only 21
registered furniture businesses are currently operating while one (1) furniture
business was closed.

The complete enumeration method is used when the sample size equals
the population size (Singh & Masuku, 2014). Due to the small number of
respondents, researchers catered to all twenty-one (21) registered furniture
businesses in the 1st district of Sultan Kudarat. Since the respondents are less
than 100, then all of them need to be surveyed (Bullen & Bullen, 2022). Sample
sizes of 20 may be suitable for some exploratory investigations or if the
population size or funding are constrained (Whole, 2023).
This study was conducted in the first district of Sultan Kudarat specifically
in the municipality of Isulan the capital of the province, Columbio a tourist
destination and a first class municipality in the province. President Quirino is a
third class municipality neighboring the city of Tacurong which is the commercial
hub of Sultan Kudarat.
Data Gathering Instruments
The researchers utilized an adapted and modified questionnaire to assess
the level and relationship between the two variables. In this study, two
instruments were used. The first instrument measures the level of supply chain
management practices in the furniture industry and is based on the study of
Nawaz (2020). Supply chain management practices have the following
indicators: strategic supplier partnership, customer relationship, information
sharing, quality of information sharing, and postponement. The respondents
indicated their answers using the four-point Likert scale that ranges from 4-1 with
the description of "Always" to "Never."

The scale for interpreting the level of supply chain management practices
is as follows:
Range of Means Mean Level Interpretation

3.26- 4.0 Very High This signifies that the company
has a comprehensive supply
chain management strategy in
place
2.51- 3.25 High This indicates that the business
has just a limited supply chain
management in place
1.76- 2.50 Low This indicates that the business is
examining or proposing supply
chain management strategies
1.0-1.75 Very Low This means that the business has
no supply chain management
practices
The second instrument measured the organizational performance of the
furniture industry based on the measurement constructs of Cheng and Choy
(2013) with the following indicators: market performance, operational
performance, customer satisfaction, employee performance, and supplier
performance.
The respondents indicated their answers using the four-point Likert scale
that ranges from 4-1 with the description of "Always" to "Never."

The scale for interpreting the level of organizational performance is as
follows:
Range of Means Mean Level Interpretation

3.26 - 4.00 Very High This signifies that the
organizational
performance is excellent
2.51 - 3.25 High This means that the
business organizational
performance is very
satisfactory.
1.76 - 2.50 Low This indicates that the
industry's organizational
performance is
satisfactory.
1.0 - 1.75 Very Low This signifies that the
organization’s business
performance is poor.
The questionnaire was pre-tested using Cronbach alpha, the most widely
used method for estimating the internal consistency reliability of multi-survey
questionnaires utilizing a Likert scale.
Data Gathering Procedures
The researchers adapted the survey questionnaire and modified it
following the objectives and setting of the study. The survey questionnaire was
then given to the research adviser, statistician and the research panel members
to be reviewed for errors, corrections, suggestions and validation. After being
validated, researchers made revisions based on the suggestions of the key
personnels to complete the survey questionnaire. Thereafter, requested
permission was sent through a letter to the campus director to conduct the study
within the area, which the adviser, department chairman, and college dean
officially noted. The letter for conduct was then forwarded to the respective
municipality and after receiving the approval of the mayor, the researchers
started to gather data for the pilot testing. With the approval of the statistician for
the reliability of the study, the researchers began to conduct their final survey.
After the data collection from the respondents were obtained, the
researchers tallied the with the guidance and assistance of the statistician.
Finally, based on the results from the statistician, the researchers with the help of
the adviser, the findings were interpreted. Conclusion and recommendations
were then provided. Nevertheless, the outcome helped determine whether or not
the variables have a significant relationship.
Statistical Tools and Treatment of Data
The gathered data through the questionnaire was tallied and treated using
the following statistical tools:
Mean is the sum of all of every number given. It is determined by dividing
the total number of numbers by the sum of the numbers provided. This was used
to assess the level of supply chain management practices and level of
organizational performance of the furniture industry.
Pearson Product Moment Correlation is a statistical test used to
determine the statistical associations between the two variables in question. The
coefficient describes the strengths of associations between variables and is
denoted by r. The value of r, measures any linear trend between two variables
and will always lie between −1 and 1. (Puth et al. 2014).

This was used to determine the significant relationship between supply
chain management practices and organizational performance in the furniture
industry.
The scale of the Correlation Value
Coefficient
0 < r ≤ 0.9 Very low correlation
0.2 ≤ r ≤ 0.39 Low correlation
0.4 ≤ r ≤ 0.59 Moderate correlation
0.6 ≤ r ≤ 0.79 High correlation
0.8 ≤ r ≤ 1.0 Very High correlation
Multiple regression is a statistical method for examining the association
between one dependent variable and multiple independent variables. This was
used to determine which domain of supply chain management practices best
influences the organizational performance of the furniture industry.

Chapter IV
RESULTS AND DISCUSSION
This chapter presents the summary, analysis, and discussion of the
gathered data results to answer the following questions. The following tables
show the level of supply chain management practices, the level of organizational
performance between supply chain management and organizational
performance, and the domain best influences the business performance of the
furniture industry in the 1st district of Sultan Kudarat.
Level of Supply Chain Management Practices of the Furniture Industry in

the 1st District of Sultan Kudarat
Table 1 Level of Supply Chain Management Practices
Indicator Mean Descriptive Level
Strategic Supplier Partnership 3.20 High

Customer Relationship 3.63 Very High
Information Sharing 2.98 High
Quality of Information Sharing 3.48 Very High
Postponement 2.76 High
Overall 3.21 High

As shown in Table 1, the supply chain management practices indicators
with a descriptive level of very high are the following: customer relationship with a
mean of 3.63 and quality of Information sharing with a mean of 3.48. Followed by
the indicators with a descriptive level of high which are strategic supplier
partnership with a mean of 3.20, information sharing with a mean of 2.98 and
lastly, postponement have a mean of 2.76. Supply chain management practices
garner an overall mean of 3.23, described as high. This means the furniture
industry in 1st district of Sultan Kudarat is limited in supply chain management
practices. On the other hand, Customer relationship has the highest mean score
of 3.63, which indicates that the customer relationship is strongly demonstrated
opposed to the other indicators.
The high level of Supply Chain Management in the furniture industry
results from the respondents' high ratings on customer relationships, quality of
information sharing, and strategic supplier relationships. Therefore, the
respondents maintained good relationships with their trading partners through
effective communication and high-quality information.

Table 1.1 Level of Supply chain management practices in terms of
Strategic Supplier Partnership
Item Mean Descriptive Level
We consider quality as our number 3.67 Very High

one criterion in selecting suppliers.
We regularly solve problems jointly with 3.43 Very High

our suppliers.
We have helped our suppliers to 3.24 High

improve their product quality.
We have continuous improvement 3.05 High

programs that include our key
suppliers.
We include our key suppliers in our 2.95 High

planning and goal-setting activities.
We actively involve our critical 2.86 High

suppliers in new product development
processes.
Overall 3.20 High

Table 1.1 displays the level of supply chain management practices in
terms of strategic supplier partnership; the overall mean is 3.20, with a
descriptive level of high. The practice of strategic supplier partnership in the long
term allows an organization to have strong integration and collaboration to
achieve sustainable performance (Sedyaningrum et al., 2019). The result
indicates that there is a high involvement of suppliers in the furniture entities'
manufacturing process. The quality of the raw materials the suppliers offer is
what the furniture industry seeks, and they are necessarily involved in the
product improvement process.

Customer Relationship
We frequently interact with customers 3.76 Very High

to set reliability, responsiveness, and
other standards.
We frequently measure and evaluate 3.76 Very High
customer satisfaction.
We frequently determine future 3.38 Very High
customer expectations.
We facilitate customers’ ability to seek 3.67 Very High
assistance from us.
We periodically evaluate the 3.57 Very High
importance of our relationship with our
customers.
Overall 3.55 Very High

Table 1.2 reveals that the level of supply chain management practices in
terms of Customer Relationships has an overall mean of 3.55 and has a very
high descriptive level. Good relationships with supply chain members, including
customers, are necessary for successful implementation of supply chain
management practices (Jie et al., 2013). The result shows a strong relationship
between customers, which signifies a high efficiency level in supply chain
management.
Information Sharing
We inform trading partners in advance 3.48 Very High

of changing needs.
Our trading partners share proprietary 2.71 High
information with us
Our trading partners keep us fully 3.10 High
informed about issues that affect our
business
Our trading partners share business 3.14 High
knowledge of core business
processes with us.
Our trading partners and we exchange 2.76 High
information that helps establish
business planning.
Our trading partners and we inform 2.67 High
each other about events or changes
that may affect the other partners.
Overall 2.98 High

Table 1.3 shows the level of Supply chain management practices in terms
of Information Sharing, and it has an overall mean of 2.98 has a descriptive level
of High. Information-sharing variables significantly influenced organizations. If
information sharing was excellent, the organization became more productive due
to the increasing impact of information sharing on organizational performance
(Wardan et al., 2021). Thus, the results indicate that information gathered by the
owners and managers from their trading partners provides aid for planning and
decision-making in management and can increase a firm's operations.

Quality of Information Sharing
The information exchange between our 3.29 Very High

trading partners is timely.
trading partners and us is accurate.
trading partners and us is complete.
trading partners and us is adequate.
trading partners and us is reliable.

Table 1.4 indicates the level of supply chain management practices
regarding quality information sharing with a mean of 3.48 which has a very high
descriptive level. Information sharing can benefit the business sector, such as
inventory reduction and cost savings (Lofti et al., 2013). The result implies that
there is a strong coordination between the organizations, which promotes higher
efficiency in manufacturing. Information gathered and communicated from the
suppliers and other trading partners are relevant to the supply chain, resulting in
better performance and output.

Postponement.
Our products are designed for modular 2.29 High

assembly.
We delay final product assembly activities 3.29 Very High
until customer orders have actually been
received.
We delay final product assembly activities 2.71 High

until the last possible position (or nearest
customers) in the supply chain.
Overall 2.76 High

Table 1.5 shows the level of Supply chain management practices in terms
of Postponement, with an overall mean of 2.76 and a descriptive level of high.
The product can be reconfigured during a delay to respond quickly to unexpected
shifts in demand and supply shortages (Carbonara & Pellegrino, 2018). However,
postponement typically entails some fundamental requirements, such as a
standardized product or modular components (Baud-Lavigne et al., 2012). The
result revealed that the organization has high product assembly activities. Thus,
it concludes that having these activities positively and directly affects the
postponement and has an advantage in the supply chain.

Level of Organizational Performance of the Furniture Industry in the 1st
District of Sultan Kudarat.
Table 2 Level of Organizational Performance

Indicators Mean Descriptive Level
Market Performance 3.39 Very High
Operational Performance 3.57 Very High
Customer Satisfaction 3.84 Very High
Employee Performance 3.70 Very High
Supplier’s Performance 3.50 Very High

Table 2 presents organizational performance indicators with a descriptive
level of very high from customer satisfaction with a mean of 3.84, followed by
employee performance garner a mean of 3.70, operational performance with a
mean of 3.57, supplier’s performance garner a mean of 3.50 and lastly, market
performance with a mean of 3.39. Organizational performance has a grand mean
of 3.61 which is evaluated as very high. This indicates that the organizational
performance of the furniture industry in the 1st district of Sultan Kudarat is
excellent. While, customer satisfaction stands out among the indicators with the
highest mean of 3.84.
The descriptive level of very high level of organizational performance is
due to respondents' high assessments of the indicators of organizational
performance. Thus, this result indicates that owners and managers actively
measure and critically align their assessments, decisions and approaches to
have an efficient business operation, management and importantly a satisfactory

product and services to their customer in order to achieve their ambitions and
goals.
Table 2.1 Level of Organizational Performance in terms of Market

Performance
SCM helps our enterprise to gain high 3.71 Very High

market-share growth in the industry.
The enterprise has high sales turnover 3.19 High
in the industry.
The enterprise has a high profitability 3.10 High
ratio in the industry.
SCM helps the enterprise with cost- 3.38 Very High
benefit analysis for producing
products/services.
SCM boosts progressiveness in 3.57 Very High
techniques.

Table 2.1 shows that the level of organizational performance in terms of
Market Performance has an overall mean of 3.39 with a descriptive level of very
high. The market performance of an organization can be measured in terms of
profitability, sales revenue, market share, and competitive advantage (Ahmad et
al., 2017). Evaluating the market performance plays a vital role in the overall
performance and growth of the market as well as in understanding its future
projections, which can be used by the organization to effectively plan and place
their goods and services in the market. Moreover, it is helpful in achieving the
targets and goals of the organization cost-effectively (The Enterprise World,
2021). The result illustrates how supply chain management helps the furniture
industry maintain market performance.

Table 2.2 Level of Organizational Performance in terms of Operational
Performance
Our company can quickly modify 3.67 Very High

products to meet our major customer’s
requirements.
Our company can quickly introduce 3.43 Very High
new products into the market.
Our company can quickly respond to 3.52 Very High
changes in market demand.
Our company has an outstanding on- 3.43 Very High
time delivery record for our significant
customers.
Our company provides a high level of 3.81 Very High
customer service to our customers.

Table 2.2 shows the level of organizational performance in terms of
Operational Performance, with an overall mean of 3.57 and a descriptive level of
very high. The primary objective of manufacturing organizations ought to be an
improvement in the effectiveness and efficiency of their organizations (Okwang'a
et al., 2015). Quality, delivery, adaptability, and the speed at which new products
are introduced are all ways to improve operational performance in the
manufacturing industry (Abdallah et al., 2018). The result shows that the
organizations perform the best performance in their operations, which includes
modifying and introducing new products and delivering on-time products to
customers.
Table 2.3 Level of Organizational Performance in terms of Customer

Satisfaction
Customers keep doing business with 3.71 Very High

us
Customers are satisfied with the ratio of 3.86 Very High

price and functions of our products
Customers perceive they receive their 3.90 Very High

money’s worth when they purchase our
products
Our customers are satisfied with the 3.86 Very High

quality of our products
Our firm has a good reputation for our 3.86 Very High
products
Our customers are loyal to our products 3.86 Very High

Table 2.3 shows the level of organizational performance regarding
customer satisfaction, with a mean of 3.84 and a very high descriptive level.
Increasing customer satisfaction is essential and considered a critical
differentiator and has thus become an essential component of many companies'
business strategies (Ellinger et al., 2012). The furniture industry regards
customers with utmost importance and always considers their preferences which
enable customer retention.
Table 2.4 Level of Organizational Performance in terms of Employee

Performance
The business has the most significant 3.52 Very High

results in the industry for performance
appraisals.
Employees with the highest skill levels 3.67 Very High
in the industry work for the business.
In the industry, the enterprise has the 3.71 Very High

best departmental communication.
Supervision and oversight help 3.81 Very High

enhance employee engagement in the
industry.
Monitoring mechanism enriches 3.76 Very High

enterprise training and development.

Table 2.4 illustrates the level of organizational performance in terms of
Employee Performance with an overall mean of 3.70 and a very high descriptive
level. Employee performance relates to how well employees perform their duties.
The daily performance of the employees affects the firm's success or failure.
Thus, it is necessary to consider their work's quality, quantity, and effectiveness
(Donohoe, 2019). The result proves that the furniture industry maintains
outstanding employee performance by providing regular reviews, monitoring, and
training.
Table 2.5 Level of Organizational Performance in terms of Suppliers'

Performance
The business’ control activities help to 3.67 Very High

offer the highest-quality supplier
products in the business.
The business offers the industry’s best 3.57 Very High
supplier communication.
SCM maximizes performance in terms 3.29 Very High

of having the industry’s best supplier
delivery record.
The business' supplier-buyer 3.43 Very High

relationship provides competitive
prices.
The business' supplier-buyer 3.52 Very High

relationship positively affects the ability
to make improvements to existing
products.

Table 2.5 presents the level of organizational performance in terms of
shows the level of organizational performance in terms of Suppliers'
Performance, and it has an overall mean of 3.50 with a descriptive level of very
high. Supplier performance, in the study of Wu et al. (2010), refers to how well a
supplier supplies the required products to the buyer and is manifested as the
outcome of the operations in terms of quality, delivery, responsiveness, cost, and
technical support. This implies that good communication, mitigating risk, and
positive relationship between suppliers can help the business to offer quality and
satisfactory products to its customers.
Table 3 Significance of the Relationship between Supply Chain

Management Practices and Organizational Performance
Significance r Interpretation
Supply Chain Management
Practices p<0.000 0.70** High Positive
vs. Correlation
One crucial intention of the study is to determine whether or not supply
chain management practices are connected with organizational performance.
Table 3 presents the computation of the combined r-value of supply chain
management practices and organizational performance of the furniture industry.
The r-value of 0.70 based on the combined computation implies a high positive
correlation. Considering the probability value of 0.05, management practices
have a significant direct relationship with organizational performance. The null
hypothesis was therefore rejected.
Primarily, the findings demonstrated a statistically significant relationship
between supply chain management practices and the organizational
performance of the furniture industry. This reveals that there is a significant
analytical relationship between supply chain management practices and the
organizational performance of the furniture industry. This indicates that supply
chain management practices are essential in production and operational
management of the business. Thereupon, SCMP guide furniture business in
assessing suppliers performance, employees output, customers feedback
This finding corresponds with the result of Truong et al (2017). They
assess an organization's internal activities and link them to the external
operations of supply chain participants. Similarly, Stock et al. (2010) that supply
chain management practices directly impact an organization's overall financial

and marketing performance. SCMP helps furniture businesses to develop a more
comprehensive supply chain and especially the management of supply.
Consequently, able to assist and improve business operations, strategies and
approaches in order to have a competitive advantage in the market. With a
comprehensive supply chain management practices enable furniture businesses
to create adequate approaches and execute intact decisions.
Furthermore, the study of Sandhu et al. (2013) stated that the
effectiveness and efficiency of a company's supply chain are determined by
supply chain management practices, which are regarded as operational functions
and leading activities. In contrast, low-performing businesses can only compete
in the global market with the best supply chain management practices (Okongwu
et al., 2015). Subsequently, management of the furniture industry is firmly
motivated and advised to explore and perform supply chain management
practices to strengthen the business performance such as production and
services that could add benefit to the business. Moreover, this confirms the
conclusion that supply chain management benefits an organization's
performance, developed operations and product that leads business in a
competitive manner and lastly maximizes profitability. This emphasizes even
more how beneficial supply chain management techniques impact flexibility
performance, output levels, and the effectiveness of the available resources
throughout the company (Abdallah et al., 2014).
Significance on the Influence of Supply Chain Management Practices and

Table 4 Test for Correlation between Variables
Variables r p-value Interpretation
Strategic Supplier Partnership 0.457 0.037 Significant
Customer Relationship 0.514 0.017 Significant
Information Sharing 0.687 0.001 Significant
Quality of Information Sharing 0.486 0.025 Significant
Postponement 0.241 0.293 Not Significant
Table 4 illustrates the result of correlation analysis in the supply chain
management practices and organizational performance of the furniture industry
in the 1st district of Sultan Kudarat. The findings revealed that strategic supplier
partnership with r-value of 0.457 and p-value of 0.037, customer relationship with
r of 0.514 and p-value of 0.017, information sharing with r of 0.687 and p-value of
0.001 and quality of information sharing with r of 0.486 and p-value of 0.025 has
a significant effect on the organization performance. However, the postponement
does not significantly affect organizational performance with its r-value of 0.241
and p-value of 0.293.

Table 5 Significance on the Influence of Supply Chain Management
Practices and Organizational Performance
ORGANIZATIONAL PERFORMANCE
Supply Chain Unstandardized Standardized

Management Coefficients Coefficients
Practices
(Indicators) B Std. error Beta t. Sig.
Information 0.284 0.082 0.284 3.479 0.003

Sharing
R 0.737
R² 0.543
F 10.709
P 0.001
Table 5 presents the result of regression analysis in the supply chain
management practices and Organizational performance of the furniture industry
in the 1sr district of Sultan Kudarat. In the illustration, the findings revealed that
only information sharing significantly affects the organization's performance
among the indicators, with an F value of 10.709 and p <0.003. Given a probability
of less than 0.05, this shows that, on an adequate number, information sharing
best influences organizational performance in the furniture industry. Meanwhile, a
value of 0.543 indicates that 54.30 percent of the furniture industry's supply chain
management practices can be characterized by organizational performance.
While the remaining 45.7 percent, on the other hand, represents factors that still
need to be addressed by this study.
In addition, the data demonstrated that in supply chain management
practices, only information sharing influences organizational performance.

The result showed the information sharing domain, t=3.479, p=0.003; hence the
null hypothesis is rejected, and in all of the five domains of supply chain
management practices, information sharing is still the best indicator of
organizational performance concerning standardized coefficients.
Multiple regression was used in this study to evaluate the significant
influence of supply chain management practices on the furniture industry's
organizational performance. The data show that information sharing has an
impact on the organizational performance of the furniture industry. This result
supports the concept of Wardani et al. (2021) that the information-sharing
variable significantly influenced organizations. If information sharing was
excellent, the organization became more productive due to the increasing impact
of information sharing on organizational performance.
The connection between information sharing and organizational
performance implies that Information sharing has grown to be a significant
business advantage. Information sharing lowers the cost of supply chains,
enhances partnership relations, increases the movement of materials, enables
consistency with the organization, improves product delivery rate, increases
customer happiness, improves network collaboration, and helps businesses gain
an edge over their competitors. (Koçoğlu et al., 2011). Firms consider
information sharing to build a good foundation and deliver reliable information
between firms and trading partners, which can improve product and service
development, operational progress, and overall organizational performance.
Enhanced performance management, more vital coordination and balance,

improved conflict resolution and selection, increased responsiveness, and
making plans are other advantages of information sharing (Rahiman, 2013). As a
result, the successful implementation of supply chain management strategies can
benefit furniture enterprises' efficiency and profitability.

Chapter V
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
This chapter thoroughly summarizes the results, interpretations, and
conclusions. Recommendations are proposed herein to influence the study's
findings.
Summary
The study aimed to determine the supply chain management practices
and organizational performance of the furniture industry in the 1st district of
Sultan Kudarat. The 21 registered furniture businesses are the study
respondents who responded to the researchers' survey questionnaire. Survey
questionnaires were administered to the respondents by the researchers as the
main data-gathering instrument. The study's descriptive level and interpretation
were the basis for statistically tabulating and evaluating the data.
The findings of the study are as follows:
The supply chain management practices with its indicators obtained a
3.21 overall mean, which is a high level. This means the furniture industry needs
more supply chain management practices. Nonetheless, the customer
relationship indication had the highest mean scores, showing that it was more
strongly exhibited than the other indicators.
With a grand mean of 3.61, the level of organizational performance was
observed to be very high. According to the findings, the organizational
performance of the furniture firms is the best in the industry. In addition, customer
satisfaction performance was found to have the highest mean of all the
indicators, indicating that it is performing the best following the findings.

Additionally, the study aimed to ascertain whether supply chain
management practices are related to the organizational performance of the
furniture industry. In general, the results showed that furniture industries'
organizational performance and supply chain management practices have a
significant statistical relationship, therefore, rejecting the null hypothesis.
Moreover, the data demonstrated that the furniture industries'
organizational performance is influenced only by information sharing of all supply
chain management practices domains with a p-value of less than 0.003. This
implies that the null hypothesis is rejected, and there is a domain in supply chain
management practices that best influences the organizational performance of the
furniture industry. In the customer satisfaction domain, out of the five indicators of
supply chain management practices, information sharing was found to be the
best predictor of organizational performance in the furniture industry.
Conclusion
The furniture industry in the 1st District of Sultan Kudarat has a high level
supply chain management practice. Customer relationships received the highest
mean score out of the five indicators of supply chain management practices,
indicating that this is highly valued compared to other indicators. This suggests
that organizations believe implementing supply chain management practices is
necessary for continuous improvement and long-term competitive advantage.
Meanwhile, the study also shows a very high level of organizational performance.
The outcome indicates that the company has the best organizational
performance in the industry. Customer satisfaction was found to have the highest
mean value among the five indicators of organizational performance. This
indicates that the organization has always been at its best practices in the
industry, achieving high levels of success in its endeavors that attest to its
productivity and effectiveness.
Concerning the connection of the two variables, it was determined that the
information-sharing domain best influences the organizational performance of
furniture industries. This suggests that information sharing is necessary to boost
organizational performance, production progress, and production cost, gain a
competitive advantage over the long term, and increase profitability. The
continuous improvement of information technology is a factor in the furniture
industry's communication and transaction, which further improves their efficiency.
Recommendations
The study results show that the respondents, the furniture industry of the
1st district of Sultan Kudarat, needs more supply chain management practices.
At the same time, their organization performance is competitive in the industry.
Furthermore, there is a significant relationship between supply chain
management practices and organizational performance. Thus, the researchers
recommend that the furniture industry continue implementing supply chain
management practices that influence organizational performance.
Moreover, the researchers recommend that the Local Government Unit of
Tacurong City conduct workshops and projects to support and sustain the
execution of SCMP of furniture enterprises successfully and proficiently and

advance its significance, particularly in instances of hazards and pandemics that
affect the worldwide business sectors.
In addition to the above recommendations, the researchers further
recommend that the LGU, other Government agencies, NGOs, and other private
organizations would work together to conduct seminars and programs focusing
on SCMP and OP that can help empower the knowledge, skills, and capabilities
of the local furniture industry, as well as to keep them resilient and effective
sector during constant change. Nevertheless, owners and managers also assert
approaches in terms of internal and external activities that could influence the
result of the firm's objectives and goals by identifying risks that lie in supply
production, building reliable information between trading partners, and effective
communication between firms' employees that could improve productivity and
services.
The findings of the study on the significance of the influence of supply
chain management practices on the organizational performance of the furniture
industry, the researchers recommend as well to continue studies delving into
other factors that are connected with the organizational performance of the
furniture industry may be carried out to explore further and validate the result of
this study.
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APPENDICES
PLAN OF COURSE WORK
Name: LEGINE B. ABARRO Course: BS Management Accounting
Course No. Course Description Unit Grade Remarks

ACCTG101 Financial Accounting and Reporting 3
Basic Accounting for Partnership 3
ACCTG121
and Corporate Entities
ACCTG221 Cost Accounting and Control 3
ACCTG222 Strategic Cost Management 3
LAW212 Business Laws and Regulations I 3
ACCTG212 Intermediate Accounting 2 3
TAX311 Income Taxation 3
ACCTG321 Strategic Business Analysis 3
LAW311 Business Laws and Regulations II 3
Regulatory Framework and Legal 3

LAW312
Issues in Business
TAX312 Business Taxation 3
Accounting For Business 3
ACCTG341
Combinations
Inclusive Course:
Computer Application in Business 3
COMP200
and Finance
Statistical Analysis with Software 3
COMP312
Application
RES411 Accounting Research Methods 3
RES412-C Management Accounting Research 3
Total Number of Units Required for the Period : 1## Units
Total Numbers of Units Earned : 1## Units
Certified Correct: Approved:
NASARUDIN I. ABAS, MST MA. JEANELLE B. ARGONZA, PhD

Campus Registrar Campus Director
________________ ________________
Date Date
PLAN OF COURSE WORK
Name: JOENEE BABE S. JAVIEN Course: BS Management Accounting

ACCTG121

LAW312
Issues in Business
ACCTG341
Combinations
Inclusive Course:
COMP200
and Finance
COMP312
Application

________________ ________________
DATE DATE
PLAN OF COURSE WORK
Name: JOYCE L. OXIMAS Course: BS Management Accounting

ACCTG121

LAW312
Issues in Business
ACCTG341
Combinations
Inclusive Course:
COMP200
and Finance
COMP312
Application

________________ ________________
Date Date
PLAN OF COURSE WORK
Name: KRISTINE NICOLE T. VALENTINO Course:BSMA

ACCTG101 Financial Accounting and Reporting 3 2.00
ACCTG121 2.50
ACCTG221 Cost Accounting and Control 3 1.75
ACCTG222 Strategic Cost Management 3 1.75
LAW212 Business Laws and Regulations I 3 2.00
ACCTG212 Intermediate Accounting 2 3 2.50
TAX311 Income Taxation 3 2.50
ACCTG321 Strategic Business Analysis 3 2.00
LAW311 Business Laws and Regulations II 3 2.50

LAW312 2.00
Issues in Business
TAX312 Business Taxation 3 2.00
ACCTG341 2.00
Combinations
Inclusive Course:
COMP200 1.25
and Finance
COMP312 1.75
Application
RES411 Accounting Research Methods 3 1.75

________________ ________________
Date Date
Form
Republic of the Philippines
Appendix SULTAN KUDARAT STATE UNIVERSITY Form
College of Business Administration and Hospitality Management
Tacurong Campus
Tacurong City, Sultan Kudarat
APPLICATION FOR THESIS TITLE

November 4, 2022
Date
CASHLESS TRANSACTIONS AND
CUSTOMER SATISFACTION OF MSMES
IN TACURONG CITY _________ _________
Remarks Signature
SUPPLY CHAIN MANAGEMENT PRACTICES
AND ORGANIZATIONAL PERFORMANCE OF
FURNITURE INDUSTRY IN SULTAN KUDARAT _________ _________
Remarks Signature
CREDIT RISK MANAGEMENT AND
FINANCIAL PERFORMANCE OF MICRO
FINANCE INSTITUTIONS IN TACURONG CITY _________ _________
Remarks Signature
We are planning to write our thesis outline in November 2022, at SKSU

Tacurong Campus.
Very respectfully yours,

LEGINE B. ABARRO
JOYCE L. OXIMAS
Students
Recommending Approval:

Member Member
SULTAN KUDARAT STATE UNIVERSITY
Tacurong Campus
Adviser
Endorsed:
ANNIE D. FRANCISCO, MS JOYLYN S. GAMIAO, DBA

Campus Research Coordinator College Dean
____________ ____________
Approved:

Campus Director
____________
Date Signed
Appendix 3 Form 3
Tacurong Campus
NOMINATION OF GUIDANCE COMMITTEE
We, LEGINE B. ABARRO, JOENEE BABE S. JAVIEN, JOYCE L.
OXIMAS AND KRISTINE NICOLE T. VALENTINO , BS Management
Accounting students, hereby nominate the following as adviser and members
of my thesis guidance committee.

Adviser

Member Member
We, hereby certify our willingness to act as adviser / members of the
guidance committee.

Adviser

Member Member
Endorsed:

______________ _______________
Approved:

Campus Director
__________________
Tacurong Campus
Date Signed
Appendix 4 Form 4
Tacurong Campus
APPLICATION FOR THESIS OUTLINE DEFENSE
Name: LEGINE B. ABARRO Course/Major: BSMA

JOYCE L. OXIMAS
I have the honor to apply for outline defense for my study entitled: SUPPLY
CHAIN MANAGEMENT PRACTICES AND ORGANIZATIONAL
Time: 3:20-3:40
Date: December 13, 2022
Venue: Campus Cashier’s Office

Member Member
NASARUDIN I. ABAS, MST GISELLE A. LADEMORA, EdD

Statistician English Critic

Adviser
Endorsed: Recommending Approval:

Approved:

Campus Director
Appendix 5 Form 5
Tacurong Campus
CHANGE OF ADVISER / GUIDANCE COMMITTEE MEMBER
Name: LEGINE B. ABARRO Course: BS MANAGEMENT ACCOUNTING

JOYCE L. OXIMAS
Thesis Title: SUPPLY CHAIN MANAGEMENT PRACTICES AND

ORGANIZATIONAL PERFORMANCE OF FURNITURE INDUSTRY IN SULTAN
KUDARAT
APPROVED BY THE GUIDANCE COMMITTEE
LOVINA P. COGOLLO, DBA __________ __________

Adviser Signature Date
CHARMIE A. LAGDAMEN, MBA __________ __________

Member Signature Date
MARY GRACE P. PASQUIN, CPA, MBA __________ __________

GISELLE A. LADEMORA, EdD __________ __________

English Critic Signature Date
NASARUDIN I. ABAS, MST __________ __________

Statistician Signature Date

Approved:
MA. JEANELLE B. ARGONZA, PhD .

Campus Director
Appendix 6 Form 6
Tacurong Campus
APPROVAL OF THESIS OUTLINE

JOYCE L. OXIMAS

KUDARAT
APPROVED BY THE GUIDANCE COMMITTEE

Adviser Signature Date



Statistician Signature Date

English Critic Signature Date

Approved:

Tacurong Campus
Campus Director
Appendix 7 Form 7
Tacurong Campus
CERTIFICATION OF STATISTICIAN
This is to certify that the thesis entitled SUPPLY CHAIN MANAGEMENT

INDUSTRY IN SULTAN KUDARAT conducted on ___________, authored by
LEGINE B. ABARRO, JOENEE BABE S. JAVIEN, JOYCE L. OXIMAS and
KRISTINE NICOLE T. VALENTINO was evaluated/checked by the undersigned
as to the statistical analysis and interpretation.
Issued on this _____________ day of _____________.
NASARUDIN I. ABAS, MST

Statistician
Noted:

Campus Director
Appendix 8 Form 8
Tacurong Campus
CERTIFICATION OF ENGLISH CRITIC

INDUSTRY IN SULTAN KUDARAT conducted on ______________ authored
by LEGINE B. ABARRO, JOENEE BABE S. JAVIEN, JOYCE L. OXIMAS and
KRISTINE NICOLE T. VALENTINO was edited by the undersigned as to its
grammar.
Issued on this ______ day of _____________.
GISELLE A. LADEMORA, EdD

English Critic
Noted:

Campus Director
Appendix 9 Form 9
Tacurong Campus
APPLICATION FOR THESIS FINAL DEFENSE EXAMINATION

Appendix 9
JOYCE L. OXIMAS

KUDARAT
Please write × whether: ( ) First ( ) Second ( )Third
Date: _______________ Time: _________________ Venue: _________
Guidance Committee
Name Signature Date

Adviser

Member

Member

Statistician

English Critic

Approved:

Campus Director
Tacurong Campus
____________________
Date
Tacurong Campus
Report on the Result of Final Defense

(Action taken by the Guidance Committee. Please indicate whether Passed or
Failed)
Signature Date Remarks
Approved:

Campus Director
Appendix 10 Form 10
Tacurong Campus
APPLICATION FOR THESIS FINAL PRINTING AND BINDING

INDUSTRY IN SULTAN KUDARAT was thoroughly reviewed by the guidance
committee and recommended for final printing and binding.
GISELLE A. LADEMORA, EdD NASARUDIN I. ABAS, MST

English Critic Statistician
______________ ______________

Member Member
______________ ______________
Adviser
_________________
Date Signed
Recommending Approval:

______________ _______________
Approved:

Campus Director
____________________
Date Signed
Appendix 11 Form 11
SUPPLY CHAIN MANAGEMENT PRACTICES AND ORGANIZATIONAL

The purpose of this questionnaire is to conduct research on the impact of

supply chain management practices on organizational performance in the
furniture industry of the 1 st District of Sultan Kudarat. Your input in this regard will
be greatly appreciated. Please complete this questionnaire to the best of your
ability. All responses will be kept confidential and will be used solely for research
purposes.
Thank you for your cooperation and time.
Business Name: _______________________________________(optional)
PART I. SUPPLY CHAIN MANAGEMENT PRACTICES
Instruction: The items below will assess the level of supply chain
management practices of your furniture business. Please check the box that
corresponds to your judgment and practice, using the rating scale below.
4- Always 3-Oftentimes 2-Rarely 1-Never
A - Strategic Supplier Partnership 4 3 2 1

4 3 2 1
AWe consider quality as our number one criterion
A1 - in selecting suppliers.
AWe regularly solve problems jointly with our
A2 - suppliers.
AWe have helped our suppliers to improve their
A3 - product quality.
AWe have continuous improvement programs that
A4 - include our key suppliers.
AWe include our key suppliers in our planning and
A5 - goal-setting activities.
AWe actively involve our key suppliers in new
A6 - product development processes.
B - Customer Relationship 4 3 2 1
BWe frequently interact with customers to set
B1 - reliability, responsiveness, and other standards
for us.
BWe frequently measure and evaluate customer
B2 - satisfaction.
3We frequently determine future customer
B3- expectations.
BWe facilitate customers’ ability to seek
B4 - assistance from us.
BWe periodically evaluate the importance of our
B5 - relationship with our customers.
C - Information Sharing 4 3 2 1
CWe inform trading partners in advance of
C1 - changing needs.
COur trading partners share proprietary
C2 - information with us.
COur trading partners keep us fully informed about
C3 - issues that affect our business.
COur trading partners share business knowledge
C4 - of core business processes with us.
CWe and our trading partners exchange
C5 - information that helps establishment of business
planning.
CWe and our trading partners keep each other
C6 - informed about events or changes that may affect
the other partners.
D - Quality of Information Sharing 4 3 2 1
DThe information exchange between our trading
D1 - partners is timely.
D2 - partners and us is accurate.
D3 - partners and us is complete.
D4 - partners and us is adequate.
D5 - partners and us is reliable.
E - Postponement 4 3 2 1
E
E1 - Our products are designed for modular assembly.
EWe delay final product assembly activities until
E2 - customer orders have actually been received.
EWe delay final product assembly activities until
E3 - the last possible position (or nearest customers)
in the supply chain.
PART II. ORGANIZATIONAL PERFORMANCE
Instruction: The items below will assess the level of organizational performance
of your furniture business. Please check the box that corresponds to your
judgment and practice, using the rating scale below.
4- Always 3-Oftentimes 2-Rarely 1-Never

A - Market Performance 4 3 2 1
4 3 2 1
ASupply Chain Management helps our business to
A1 - gain high market-share growth in the industry.
AThe business has high sales turnover in the
A2 - industry.
AThe business has a high profitability ratio in the
A3 - industry.
ASupply Chain Management helps the business
A4 - with cost-benefit analysis in terms of producing
products/services.
5Supply Chain Management boosts
A5- progressiveness in techniques.
B - Operational Performance 4 3 2 1
BThe business can quickly modify products to
B1 - meet our major customer’s requirements.
BThe business can quickly introduce new products
B2 - into the market.
BThe business can quickly respond to changes in
B3 - market demand.
BThe business has an outstanding on-time
B4 - delivery record to our major customer.
BThe business provides a high level of customer
B5 - service.
C - Customer Satisfaction 4 3 2 1
C1 - Customers keep doing business with us
CCustomer are satisfied with ratio of price and
C2 - functions of our products
CCustomers perceive they receive their money’s
C3 - worth when they purchase our products
COur customers are satisfied with the quality of
C4 - our products
COur firm have a good reputation for our
C5 - products
C6 - Our customers are loyal to our products
D. Employee Performance 4 3 2 1
DThe business has the greatest results in the
D1 - industry for performance appraisals.
DEmployees with the highest levels of skill in the
D2 - industry work for the business.
DIn the industry, the business has the best
D3 - departmental communication.
DSupervision and oversight help enhance
D4 - employee engagement in the industry.
DMonitoring mechanism enriches the enterprise
D5 - training and development.
E - Suppliers' Performance 4 3 2 1
EThe business’ control activities help to offer the
E1 - highest-quality supplier products in the
business.
EThe business offers the industry’s best supplier
E2 - communication.
ESupply Chain Management maximizes
E3 - performance in terms of having the industry’s
best supplier delivery record.
EThe business' supplier-buyer relationship
E4 - provides competitive prices.
EThe business' supplier-buyer relationship has
E5 - positive effect on the ability to make
improvements to existing products.
Appendix 12
PICTORIALS AND SCREENSHOTS
Appendix 13
TURNITIN RESULT
Appendix 14
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BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING

BSMA Res. No ____

SUBMITTED TO THE FACULTY OF THE COLLEGE OF BUSINESS

BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING

The thesis attached hereto entitled “SUPPLY CHAIN MANAGEMENT

LOVINA P. COGOLLO, DBA JOYLYN S. GAMIAO, DBA

Accepted as partial fulfillment of the requirements for the degree of

MA. JEANELLE B. ARGONZA, PhD

The thesis attached hereto entitled “SUPPLY CHAIN MANAGEMENT

CHARMIE A. LAGDAMEN, MBA MARY GRACE P. PASQUIN, CPA, MBA

LOVINA P. COGOLLO, DBA

Approved as partial fulfillment of the requirements for the degree of

JOYLYN S. GAMIAO, DBA ANNIE D. FRANCISCO, MS

MA. JEANELLE B. ARGONZA, PhD

G. Abarro and Mrs. Letty B. Abarro.

She finished her elementary education at Isulan Central School SPED

Kudarat State University,Tacurong campus with the degree of Bachelor of

Science in Management Accounting.

volunteer in a non-profit organization that supports worldwide work of helping

receiving.” (Acts 20:35)

daughter of Mr. Jupiter B. Javien and Mrs. Rosario S. Javien.

She studied at Kalanawi II Elementary School and graduated in 2013 then

School in 2019. She is currently taking up Bachelor of Science in Management

Accounting at Sultan Kudarat State University-Tacurong Campus and is now in

her 4th year.

become successful also.

The researcher named Joyce L. Oximas was born on December 20,2000.

Samuel A. Oximas and Mrs. Gloria L. Oximas.

She studied at Columbio Central Elementary School and graduated in

High School in 2019. She is currently taking up Bachelor of Science in

Management Accounting at Sultan Kudarat State University-Tacurong Campus

and is now in her 4th year.

become a Certified Management Accountant in the future and a registered

She finished her elementary education at Tacurong Pilot Elementary and

graduated 2013 and finished her secondary education at Notre Dame of

Kudarat State University, Tacurong Campus with the degree of Bachelor of

Science in Management Accounting.

This study became a reality because of the wonderful cooperation and

time, insights, and guidance in making this study possible.

knowledge, and wisdom to complete this research.

To the parents, who gave us the most encouragement, counsel, financial

and love all throughout.

To the research adviser, Lovina P. Cogollo, DBA for her patience in

despite her workload and other responsibilities.

To the research statistician, Nasarudin I. Abas, MST for lending his

To the panelists, Charmie A. Lagdamen, MBA and __ for their valuable

feedback and suggestions for improving the study.

answering the survey questions and for their commendable hospitality.

conduct of the study.

Title Page Error! Bookmark not defined.Transmittal

CHAPTER III METHODOLOGYError! Bookmark not defined.Research

TABLE TITLE PAGE

1 Level of Supply Chain Management Practices

Level of SCMP in terms of Strategic Supplier Partnership

1.1 Level of SCMP in terms of Customer Relationship

Level of SCMP in terms of Information Sharing

1.2 Level of SCMP in terms of Quality of Information Sharing

Level of SCMP in terms Postponement

1.3 Level of Organizational Performance

Level of OP in terms of Market Performance

1.4 Level of OP in terms of Operational Performance

Level of OP in terms of Customer Satisfaction