Purpose: This study investigated the interrelationships between supply chain risk identification and mitigation practices and the operational performance of sachet and bottled water firms in the Northern region of Ghana, and whether knowledge management mediated these relationships. Design/Methodology/Approach: This quantitative study adopted a descriptive research design using a simple random sampling technique to collect data from 162 respondents, comprising chief executive officers, operations officers, marketing officers, supply chain officers and distributors, using a seven-point Likert-scale interviewer-administered questionnaire. The population of this study was 698 licensed and registered sachet and bottled water producers and distributors. A partial least squares structural equation model(SEM) SEM was used to analyse the data. Findings: Indicated supply chain risk mitigation practices significantly and positively influence the operational performance (OP) of sachet and bottled water producers; supply chain risk identification has an insignificant impact on OP. Knowledge management was found to mediate supply chain risk mitigation and identification practices and operational performance. Research Limitation: One important limitation of the study is its geographic focus on the Northern region, which may limit the generalisability of the findings to other regions or countries. Practical Implication: The study provides insights for managers in Ghana's sachet and bottled water industry, emphasising the importance of adopting proactive supply chain risk management strategies, advanced logistics technologies, supplier diversification, and focusing on knowledge management to achieve operational excellence. Social Implication: This study highlights the need to improve the operational performance of sachet and bottled water firms in Ghana. This can lead to better outcomes, such as job creation, economic stability, and improved quality of life for the local population. Originality/Value: Drawing on the knowledge-based perspective on the firm, it theoretically conceptualises knowledge management as a mediating capability through which specific SCRM practices are converted into operational performance, providing a more process-focused interpretation of the SCRM-performance relationship.
Atiga et al. (Tue,) studied this question.