Speed matters for supply chain communication to acquire superior firm performance: carbon footprint communication

Purpose This paper aims to draw attention to the information processing of speed regarding the specific approaches by which suppliers respond to downstream and upstream communications. It examines supply chain management and three-way communication between raw material providers, manufacturing suppliers and buying retailers. Design/methodology/approach Previous studies have investigated upstream and downstream communication as key drivers for framing the consequences of supply chain communication speed. This study applied a three-stage communication speed mechanism survey and acquired 210 validly matched paired questionnaires between selling suppliers and buying customers in a retailing industry supply chain to better understand and systematically model the empirical communication speed. Findings Downstream and upstream communication positively increases supply chain speed, which is weakened by the dysfunctional competition scenario. To highlight performance, the faster the speed, the greater performance the superior firm will achieve. Practical implications Suppliers are looking to enhance speed for better resilience in dysfunctional competition disruptions. This study offers guidelines and specified carbon footprint scenarios to provide managerial insight into their sustainability performance with a greater information processing mechanism. Slower speed may be exactly what many firms and supply chains need to integrate sustainability initiatives. Originality/value This study contributes to the supply chain management literature by shedding light on communication and information processing, of which the speed mechanism eventually enhances firm performance.