Background: Digital Supply Chain Adoption (DSCA) has emerged as a critical strategic imperative associated with Operational Performance (OP); however, empirical evidence within Thailand’s food and beverage manufacturing industry remains limited. Methods: A structured survey of 200 supply chain professionals was analysed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4. To ensure analytical rigor and mitigate potential method bias, a retrospective comparison design was employed. Furthermore, DSCA was operationalized as a Type II reflective-formative higher-order construct, and Digital Dynamic Capabilities (DDC) as a Type I higher-order construct. Results: DSCA was positively associated with all perceived performance dimensions, with cost reduction exhibiting the strongest direct association (β = 0.510, p < 0.001). DDC significantly moderated the statistical relationships for quality and productivity performance. However, the moderating role of DDC on cost reduction was not statistically significant. Conclusions: Within the investigated sample, DSCA was more closely associated with perceived cost efficiencies, whereas DDC showed a supplementary moderating role specific to quality and productivity outcomes. The findings are also consistent with the integrated Dynamic Capabilities View and Technology, Organization, and Environment (DCV-TOE) perspective, suggesting that statistical associations between digital transformation and operational outcomes may vary across performance dimensions rather than follow a uniform pattern.
Kamonsook et al. (2026) studied this question.