Journal of Production, Operations Management and Economics

Understanding the drivers of marker efficiency for improved fabric utilization in apparel production: an analytical approach

Md. Taslim — 2026-01-05

Purpose: This study aims to investigate and identify the critical factors that exert a statistically significant influence on marker efficiency, with the ultimate goal of optimizing fabric utilization and minimizing material wastage in readymade garment (RMG) production.

Methods: A quantitative research approach was utilized, analyzing primary data from 56 woven markers collected across three factories. The analysis employed Pearson Correlation Coefficients for relationship assessment, one-tailed hypothesis testing to confirm directional impact, and Multiple Linear Regression (MLR) followed by an ANOVA Test to assess the collective predictive power of the independent variables.

Results: The MLR model predicting Marker Efficiency was statistically significant Prob (F-statistic = 0.000), explaining 32.72% (R2) of the variance. The Hypothesis Testing confirmed a statistically significant positive impact from Marker Length (r =0.4901), the strongest correlation). Marker Pieces (r = 0.3536). Functional Area (r = 0.3515). In contrast, Marker Width was found to have no statistically significant linear relationship (p = 0.1861). An almost perfect positive correlation was observed between Marker Efficiency and Fabric Utilization (r=0.9985).

Analyzing supply chain integration & its performance metrics to enhance productivity case industry: five food complex industries around

Getu Abdisa Mitiku — 2026-01-13

Synchronizing supply chain integrations’ (SCIs) activities across its functional departments is the most significant to be competitive. In this research, SCI & its performance were examined through addressing problems, including inadequate coordination and poor resource interflows, in the cause firms’ comprehensive evaluation of efficiencies. The summaries of the literature revealed gaps as excessive reliance on the SCOR-Model and limited deployments of the best management tools. This study integrated the SCOR model with Managerial Levers Achievement Coordination to close these gaps. Having the conceptualized research framework of this study, using MS-Excel & IBM 24 SPSS, primary and secondary data from case firms were examined. Internal operational integrations (19.9%, 52.6, 21.4 %), SC information coordination (16.5%, 51.4%, 26.6%), are considered as factors of SCIs that influence outcome. Response time (21.4%, 50.0%, 22.9%), quality perspective (19.7%, 36.6%, 38.1%) was low, medium, and high. Also, the impacts of one variable on others have been studied by regression and correlation matrix analysis. Unnecessary expenses were investigated as 29%, 18%, 43%, 11% preventive, appraisal, internal, and external failure, while downtime exceeded 19.9%. Then, a possible solution was proposed, a conclusion derived, and further research areas indicated.

Business analytics in managerial decision-making in emerging economies: evidence from pakistan

Muhammad Zahij Iqbal — 2026-01-28

Firms in emerging economies are increasingly investing in business analytics (BA) capabilities to strengthen their decision-making processes and move toward more evidence-based organizational governance. This study employed a qualitative research design using semi-structured interviews to gather in-depth perceptions from 15 top managers employed in large Pakistani firms. The findings reveal that top managers in Pakistan primarily rely on BA output to monitor business performance against established targets and to guide short-term corrective measures. For more complex, future-oriented strategic decisions, top managers supplement BA-derived knowledge with non-analytical knowledge sources, including stakeholder consultations, industry expert opinions, and contextual judgments shaped by local market dynamics. This study contributes to the emerging literature on business analytics value in developing economies by documenting the purposes and rationales underlying top management ’sBA use in Pakistan.

Supply chain disruptions and operational efficiency of manufacturing SMEs in India: an empirical investigation

Dr. S. Ramesh — 2026-02-13

Supply chain disruptions have emerged as one of the most formidable threats to the operational continuity and economic viability of Small and Medium Enterprises (SMEs) in India's manufacturing sector. This study empirically investigates the nature, frequency, and operational consequences of supply chain disruptions among manufacturing SMEs in Telangana and Andhra Pradesh, two of India's emerging industrial states in the Deccan region. Using primary data collected through a structured questionnaire administered to 240 owner-managers and operations executives across seven manufacturing sub-sectors, the study employs multiple regression analysis and Structural Equation Modelling (SEM) to examine the relationship between supply chain disruption intensity, mitigation strategies, and operational efficiency outcomes — measured through production downtime, inventory turnover ratio, on-time delivery performance, and unit cost variance. The findings reveal that raw material shortages, logistics failures, and demand volatility are the most prevalent sources of disruption, collectively accounting for over 68 percent of operational inefficiencies reported by the sample firms. Critically, firms that adopted proactive mitigation strategies — including multi-sourcing, digital procurement platforms, and safety stock policies — demonstrated significantly higher operational efficiency scores (p < 0.01) compared to reactive counterparts. Firm size and technological capability are found to moderate this relationship significantly. The study concludes with actionable recommendations for SME managers, industry associations, and state-level policymakers aiming to strengthen supply chain resilience without proportionately escalating operational costs.

Operational efficiency, production costs, and firm-level economic performance: a unified framework

Javohir Hamroqulov — 2026-02-27

To ensure the financial performance of an enterprise in a competitive market, it is necessary to have operational efficiency and effective production cost management. Most of the previous studies however have focused on these factors individually and have paid less attention to the interactional effect of these factors on organizational performance. This study presents and tests a unified Operational-Economic Performance Framework (UOEPF) which combines operational efficiency with production cost management and financial performance in one. The study used a mixed-methods research design, involving a systematic review of 25 peer-reviewed articles in their entirety, as well as a panel data analysis of 280 manufacturing and service companies from 15 industry sectors. Operational efficiency and the financial results and production costs were analyzed using total factor productivity analysis, stochastic frontier analysis, and structural equation modelling. The results show that increased operational efficiency leads to increased productivity, decreases production expenses and boosts the profitability. Regarding the efficiency dimensions, quality management has the most positive effect on financial returns, and a combination of efficiency improvement measures is more effective than an individual measure. The study also finds that the cost of production management is important link between operational efficiency and firm profitability. The suggested UOEPF can serve as a practical tool for managers and policy-makers to evaluate the operational performance, optimize the use of resources and enhance financial returns. The use of a holistic process, labour, energy, quality and supply chain efficiency approach can help in the growth of sustainable businesses and long-term competitiveness.