Synergistic Effects of Lean-Green Practices on Sustainable Supply Chain Performance with a Multi-Level Moderation Analysis

Synergistic Effects of Lean-Green Practices on Sustainable Supply Chain Performance with a Multi-Level Moderation Analysis | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Synergistic Effects of Lean-Green Practices on Sustainable Supply Chain Performance with a Multi-Level Moderation Analysis Desak Nyoman Sri Werastuti, Ni Nyoman Yulianthini, I Putu Sudana, and 4 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8042082/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 14 You are reading this latest preprint version Abstract This study aims to explore the impact of lean-green practices on sustainable supply chain performance, with a focus on the moderating effects of top management engagement, organizational change management, collaborative synergy, and policy initiatives. The study's population consisted of 2,194 songket artisan groups, as documented by the Bali Provincial Trade and Industry Office. Utilizing the Slovin formula, a sample of 584 artisan groups was selected from nine regencies and one municipality in Bali Province. Proportionate Stratified Random Sampling was employed to choose the sample units, ensuring proportionality in the selection process. Data collection was conducted through a questionnaire utilizing a 1–5 Likert scale. Data analysis was performed using Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis. The findings suggest that lean practices have a positive influence on green practices, which in turn significantly enhance sustainable supply chain performance. Green practices serve as a mediator in the relationship between lean practices and sustainability outcomes. Furthermore, organizational change management and collaborative synergy amplify these positive effects, while top management engagement and policy initiatives do not exhibit significant moderating roles. These results underscore the importance of integrating lean and green strategies, supported by effective organizational and collaborative mechanisms, to enhance supply chain sustainability in SMEs, providing valuable insights for both theoretical and practical applications in sustainable operations management. Collaborative synergy Lean-green practice Organizational change management Policy initiative Sustainable supply chain performance Top management engagement Figures Figure 1 1. Introduction Balinese songket is now used for a wider variety of fashion items, such as bags, clothing, and wallets, which are exported internationally [ 1 ]. However, waste from songket artisan groups has polluted the natural environment. Chemical-based textile dyes have made the fashion industry, including the songket industry, the second-largest polluter of water in the world. Synthetic dyes are responsible for 20% of global water pollution [ 2 ]. These chemicals continue to react and degrade the quality of river water. Large companies have implemented lean-green practices, and small businesses are also urged to do so [ 3 ]. Furthermore, weak marketing, a lack of government attention, and the inability to implement supply chain management strategies appropriate to market uncertainty have become unresolved issues [ 4 ]–[ 6 ]. Every business must have a competitive strategy, including an adequate supply chain, to excel in the competition [ 7 , 8 ]. However, artisan groups have received very little information regarding the supply chain, from suppliers to consumers, which can lead to difficulties in predicting demand and managing inventory [ 9 ]. Furthermore, high transportation and logistics costs can reduce the competitiveness of craft products. Inefficient inventory management also leads to overstocking or understocking, which can disrupt the production process and disrupt meeting consumer demand [ 10 ]. Therefore, adopting a lean-green approach and collaborative supply chain synergy are crucial for small businesses, particularly in the songket industry [ 5 ]. Furthermore, SMEs account for nearly 90% of global businesses and generate 50%–60% of global employment [ 8 , 11 ]. Lean-green practices in small businesses also drive higher operational performance across the SME sector, both upstream and downstream, particularly in India and China, where they are considered integral to their strategies and regulations [ 12 , 13 ]. Research reveals that Indian SMEs view lean-green practices as crucial for increasing productivity, enhancing organizational culture, and expanding their local supplier networks, thereby boosting business profits [ 14 , 15 ]. SMEs are responsible for 60%–70% of global harmful emissions [ 16 ] and have a significant impact on the environment [ 10 , 14 ]. To address this issue, the adoption of lean-green practices is necessary [ 13 ]. However, guidance on how songket weaving craft businesses can implement lean-green practices is still lacking, as most existing frameworks are designed for large companies [ 8 ]. Urgent action is needed to create environmentally friendly businesses, develop collaborative supply chain synergies, and establish policies that can contribute effectively to achieving sustainable development targets, as well as support Asta Cita Program numbers 2 and 3, namely creating a creative economy and a green economy, and SDGs number 13, namely addressing climate change, and number 17, partnerships to achieve goals. This condition highlights that the synergy between lean-green practices and realizing green supply chain performance is a crucial issue for songket SMEs in Bali. The integration of lean-green practices in Balinese songket textile SMEs can significantly enhance Sustainable supply chain performance by addressing sustainability and operational efficiency. The concept of a sustainable supply chain encompasses the management of the flow of materials, information, and funds, as well as collaboration between companies along the supply chain, while simultaneously considering environmental, social, and economic aspects [ 17 , 18 ]. The addition of top management engagement, organizational change management, policy initiatives, and collaborative synergy as moderators is crucial for a comprehensive study. Thus, this research employs a Multi-Level Moderation approach, encompassing moderation by both internal and external organizational factors. Top management commitment and leadership (TMCL) are particularly influential in facilitating the adoption of integrated lean and green practices, as evidenced by their significant impact on sustainability performance in SMEs [ 6 , 19 ]. However, organizational change management, policy initiatives, and collaborative synergy did not show a significant moderating effect on the relationships between lean practices and green practices or between green practices and sustainability performance [ 6 , 19 ]. This suggests that while top management engagement is critical, other factors, such as organizational change management and policy initiatives, may require more targeted strategies to be effective. The development of variable measurement indicators is crucial for accurately assessing these relationships and providing actionable insights to improve GSCM in SMEs. This approach not only builds on previous studies but also offers a more nuanced understanding of the dynamics at play, thereby contributing to the sustainable development of the Balinese songket textile industry. This study aims to determine the influence of lean practice on green practice, the moderation of top management engagement and organizational change management on the influence of lean practice on green practice, the influence of lean practice and green practice on sustainable supply chain performance, the moderation of collaborative synergy and policy initiative on the influence of lean practice and green practice on sustainable supply chain performance, and the influence of lean practice on green supply chain management through green practice. 2. Literature Review 2.1 Sustainable Supply Chain Performance The supply chain is defined as a system that relies on trust as a foundation to minimize concerns about opportunism, foster openness, and encourage joint risk-taking. Other elements such as respect and reciprocity arise from repeated positive interactions and long-term commitment, with relational capital providing a stable foundation for collaboration, especially when facing uncertainty [ 20 ]. Sustainable supply chain performance (SSCP) is a multifaceted concept that integrates environmental, social, and economic dimensions into supply chain management. This integration is crucial for addressing the challenges of modern supply chains, including resource scarcity, environmental impact, and social responsibility [ 21 ]–[ 23 ]. Supply chain risk management and green products are essential components of green supply chain performance [ 24 ]. The concept of green supply chain management, which involves managing all operations within a company while considering its environmental impact to facilitate environmentally friendly production and delivery, is increasingly becoming the focus for enhancing sustainability [ 25 ]. 2.2 Green Practice Green practices refer to activities and strategies aimed at minimizing resource use, reducing waste and emissions, and promoting sustainability. These practices are implemented across various sectors, including food and beverage services, construction, and information technology, to create a cleaner environment and reduce harmful effects on the ecology. Green practices encompass efficient use of energy and water, recycling, sustainable food production, and pollution reduction [ 26 , 27 ]. 2.3 Lean Practice Lean practice refers to a management philosophy and methodology that aims to improve efficiency and operational effectiveness by eliminating waste and maximizing value-added activities. It involves a systematic approach to identifying and removing non-value-adding processes, thereby enhancing productivity and quality. Key principles of lean practice include specifying value from the customer's perspective, mapping the value stream, managing process flow, using a pull system to trigger production based on customer demand, and striving for continuous improvement [ 28 ]–[ 30 ]. Lean practices are widely implemented across various industries, including manufacturing and healthcare, to achieve significant gains in efficiency, output, and quality with minimal investments [ 30 ]. 2.4 Top Management Engagement Top management engagement refers to the active involvement and commitment of senior executives in various organizational processes and initiatives. This engagement can manifest in several ways, including direct interaction with employees, strategic decision-making, and fostering a supportive organizational culture. Top management often engages directly with employees and customers, which can include social interactions and strategic decision-making [ 31 ]. Top management engagement refers to the active involvement and commitment of senior executives in planning, executing, and monitoring organizational projects. This support is crucial for the success of such projects, as it encompasses various roles and behaviors that senior management must exhibit. 2.5 Organizational Change Management Organizational Change Management (OCM) is a systematic and structured process designed to transition an organization from its current state to a desired future state. It involves developing and implementing strategies and interventions to enhance organizational performance and capability through proactive or reactive actions in response to internal or external changes. Change management encompasses tasks, measures, and activities designed to implement comprehensive, cross-departmental changes within organizations. It includes implementing new missions, visions, strategies, structures, systems, processes, and behaviors to achieve long-term market positions and sustainable competitive advantages [ 32 ]–[ 35 ]. The success of change initiatives heavily depends on employee support. Managing change is complex due to individual needs and experiences, requiring a focus on organizational structures, corporate culture, and technological factors [ 32 ]–[ 35 ]. Effective change management must consider technological factors, including systems, routines, methods, and instruments [ 32 ]–[ 35 ]. 2.6 Collaborative Synergy Collaborative synergy refers to the enhanced outcome achieved when individuals or entities work together, producing a combined effect greater than the sum of their separate efforts. This concept suggests that collaborative efforts yield superior results compared to individual contributions [ 36 , 37 ]. Collaborative synergy is crucial for innovation, especially in environments that require the integration of diverse knowledge and skills. For instance, in the context of small and medium-sized enterprises (SMEs), collaborative innovation is crucial for economic growth and technological advancement. The synergy index, a measure of collaborative effectiveness, can be maximized using algorithms like Foraging Search to ensure successful partnerships [ 38 ]. 2.7 Policy Initiative A policy initiative refers to a strategic action or plan implemented by governmental or organizational bodies aimed at addressing specific issues or achieving particular objectives within a policy framework. These initiatives often involve a series of coordinated activities, regulations, or programs designed to influence public behavior, improve societal outcomes, or foster economic development. Policy initiatives are designed to address specific problems or achieve targeted outcomes [ 39 ]. 2.8 Hypothesis Development Based on existing literature and an understanding of research variable, the following hypotheses were formulated, with respective rationales explained. Lean practices, which focus on waste reduction and efficiency, naturally align with green practices that aim to minimize environmental impact. Empirical evidence suggests that lean practices are crucial in driving effective environmental management systems, thereby further supporting green initiatives [ 40 ]. H1 Lean Practice has a positive effect on Green Practice. Strong leadership and commitment from top management are essential for the successful adoption of integrated lean and green practices. Top Management Commitment and Leadership significantly facilitates the adoption of these practice [ 6 ]. H2 Top Management Engagement positively moderates the effect of Lean Practice on Green Practice. Leadership commitment and a supportive organizational culture are essential for embedding lean principles and fostering a culture of continuous improvement and sustainability [ 41 , 42 ]. Organizational Change Management plays a crucial role in reducing resistance, aligning the sustainability vision, and facilitating business process transformation, enabling companies to integrate lean and green principles harmoniously. H3 Organizational Change Management positively moderates the effect of Lean Practice on Green Practice. In the Malaysian electronics industry, lean practices have shown a positive relationship with supply chain performance and emphasizing the need for a supportive organizational structure [ 43 ]. By reducing carbon emissions, using renewable energy sources, promoting fair labor practices, and reducing waste, sustainable supply chains can mitigate risks associated with supply chain disruptions [ 44 ]. H4 Lean Practice has a positive effect on Sustainable Supply Chain Performance. Green supply chain management (GSCM) practices have been shown to significantly enhance various aspects of organizational performance, including environmental, economic, and operational outcomes. Green Information Systems (GISs) strongly and positively support the implementation of green supply chain practices [ 45 ], resulting in increased competitiveness and improved economic and environmental performance. Awareness of environmental issues is increasing, which is also putting pressure on firms to make their supply chain operations more environmentally friendly. H5 Green Practice has a positive effect on Sustainable Supply Chain Performance. Collaboration among supply chain partners significantly improves sustainability outcomes. Effective collaborative governance involves aligning the goals and practices of various stakeholders. This alignment is essential for addressing complex sustainability challenges and achieving integrated environmental, social, and economic outcomes [ 46 ]. With a high level of collaborative synergy, companies can more effectively align their sustainability goals, thereby enhancing the success of integrating lean practices in driving sustainable supply chain performance. H6 Collaborative Synergy positively moderates the effect of Lean Practice on Sustainable Supply Chain Performance. The capability of collaboration among supply chain partners is a critical parameter that directly influences the overall performance of the supply chain. A framework that facilitates the choice and implementation of green supply chain management practices can enhance this capability [ 47 ]. Strong collaborative synergy enables more effective sharing of information, resources, and innovation, thereby strengthening the positive impact of green practices in achieving sustainability goals. H7 Collaborative Synergy positively moderates the effect of Green Practice on Sustainable Supply Chain Performance. A study on the Chinese electronics sector found that the dynamic behavior of government regulations influence sustainable performance exponentially over a long time in the manufacturing supply chain [ 48 ]. This suggests that regulatory frameworks can create an environment that supports the adoption of lean practices aimed at sustainability. Thus, the higher the level of policy support provided, the stronger the influence of Lean Practice in improving Sustainable Supply Chain Performance. H8 Policy Initiative positively moderates the effect of Lean Practice on Sustainable Supply Chain Performance. A study highlights that stringent environmental regulations enhance supply chain collaboration, which in turn drives improvements in sustainability performance, particularly in environmental dimensions [ 49 ]. Thus, the stronger the policy initiatives implemented, the greater the positive influence of green practices on sustainable supply chain performance. H9 Policy Initiative positively moderates the effect of Green Practice on Sustainable Supply Chain Performance. Lean practices such as JIT, set-up time reduction, cellular manufacturing, and waste elimination can significantly contribute to improve green supply chain performance and green practices including eco-design, life cycle assessment, green manufacturing, reverse logistics, and waste management significantly and positively affect green supply chain performance [ 50 ]. Green practices significantly influence business process performance and indirectly affect sustainable supply chain performance [ 51 ]. Green Practice (GP) mediates Lean Practice (LP) to improve sustainability performance [ 6 ]. H10 Green Practice mediates the effect of Lean Practice on Sustainable Supply Chain Performance. 3. Methods This research utilized quantitative methods, which were chosen to gain a more holistic and comprehensive understanding of the issues studied, particularly regarding the sustainable supply chain performance of songket SMEs in Bali. A structured questionnaire served as the research instrument, employing a 5-point Likert scale. Respondents were asked to select from a range of options, from 'Strongly Agree' (score of 5) to 'Strongly Disagree' (score of 1). Lean Practice was measured using the following indicators [6, 52]: Only necessary production equipment and materials are present in the production area. The locations for placing materials and production goods are clearly marked. Work areas, storage warehouses, and production equipment must be tidy, clean, and free from hazards. Production equipment is always ready for use whenever needed. Production workers receive regular training to ensure safe operation and prolonged equipment lifespan. Production workers are trained to care for and maintain their own production equipment and machines. The production line allows for planned maintenance of machinery and equipment. The company uses flexible production machinery, which requires a short setup time when product changes occur. If there is a workplace that is not producing, workers can be reassigned to another location according to their skills and functions. Production personnel are trained to handle multiple tasks on the factory floor. If a piece of production equipment or machinery is damaged, production can be continued with another machine performing the same job. 12. The company produces goods and services only when needed by customers. 13. Production on each line occurs based on requests from the next production line. 14. The company employs a production system where products and services are made only in the required quantities (not less and not excessive). 15. Company suppliers deliver materials and raw materials according to the company's needs. 16. Suppliers provide materials and raw materials on time and free from defects. 17. Production lines consistently and effectively follow standard operating procedures. 18. The company consistently implements Quality Management Systems (QMS), such as ISO 9001 or ISO/TS 16949. 19. Continuous quality improvement is pursued using the Plan-Do-Check-Act (PDCA) principle. 20. Lot sizes are reduced. 21. Continuous improvement (Kaizen) is practiced. 22. Employee involvement is encouraged. 23. Cycle times are reduced. These twenty-three indicators are labeled from LP01 to LP23. Green Practice is evaluated using the following indicators: The company consistently reduces, reuses, and recycles non-environmentally friendly production and service materials. The company utilizes environmentally friendly packaging for products and goods. The company designs products, goods, and services that are environmentally friendly and engages suppliers in this process. The company involves the community in environmental improvement programs. The company prioritizes local sourcing for its suppliers. The company accepts back worn-out, damaged, or discarded products from consumers for recycling or refurbishment, or for responsible disposal. The company effectively and consistently implements an Environmental Management System (EMS), such as ISO 14001. The company encourages and organizes Corporate Social Responsibility (CSR) activities, such as reforestation or tree planting, as part of its commitment to environmental stewardship. The company works to reduce water consumption. The company seeks to minimize water pollution, aiming to reduce contamination of water bodies resulting from business operations. The company promotes energy efficiency. 12. The company aims for material efficiency. 13. The company strives to reduce greenhouse gas (GHG) emissions. These thirteen indicators are assigned codes GP01 to GP13. Top Management Engagement is assessed using the following indicators [6, 53]: Top management demonstrates commitment and engagement toward green and lean practices. Top management establishes strategic and measurable green and lean goals. Top management communicates the importance of green and lean practices to the organization. Top management ensures the principles of green and lean practices, such as efficiency and waste reduction, are upheld. Top management defines its commitment to all stakeholders and facilitates communication among them to reduce costs, and environmental and time-related risks. Top management ensures investments are made to support the transformation towards green and lean practices. Top management enforces legal compliance and regulates applicable rules. Top management implements management systems to assist in the execution of green and lean initiatives. There is enthusiastic support from top management. Top management allocates adequate resources for these initiatives. Top management is aware of the benefits of implementation. 12. Top management actively encourages employees to participate. These indicators are assigned the codes TME01 to TME12. Organizational Change Management is evaluated through these indicators [6, 54]: The company involves every employee in activities such as waste reduction, problem solving, and continuous improvement. The company applies principles like flexible job responsibilities, cross-functional training, job enlargement, and enrichment. The company encourages employees to seek out new methods and suggest innovative ideas. The company ensures recognition and rewards for employees' contributions. The company identifies the competencies required for employees. The company provides training and education to enhance employee skills. Process Change. Technology Change. Culture Change. Structure Change. Strategy Change. 12. Attitude Change. The twelve indicators are assigned codes OCM01 to OCM12. Collaborative Synergy is assessed using the following indicators [6, 55, 56]: The company actively participates in sharing sustainability best practices within the business community or SME cluster. The company consistently establishes beneficial cooperation regarding sustainability requirements with both suppliers and customers. The company prioritizes creating value for all its stakeholders, including investors, suppliers, employees, and communities. The company fosters and maintains proactive, long-term relationships with all stakeholders, such as investors, suppliers, customers, and communities. The company selects suppliers and partner companies based on green and lean criteria. The company encourages suppliers and partner companies to adopt lean and green practices in their operations. Joint planning is conducted with stakeholders. Collaboration agreements are formed with relevant partners. Risks and benefits are shared among all parties involved. These nine indicators are assigned the codes CS01 to CS09. Policy Initiative is measured using the following indicators [6, 56, 57]: The company is aware of and complies with government policies and programs. The company participates in government social and environmental initiatives. Acceptability. Adoption. Appropriateness. Compliance/Fidelity. Feasibility. Penetration. Sustainability. Costs. These ten indicators are assigned the codes PI01 to PI10. Sustainable Supply Chain Performance is measured using these indicators [6, 58]: The company can reduce operational and production costs in accordance with set targets. Market share can be increased according to established goals. The company can save on environmental costs or reduce CO 2 emissions better than in previous years. The company consistently initiates supplier cost savings. Return on assets (ROA) can be increased according to set targets. The company can enhance process cycle efficiency (value-added ratio) in its production and operational lines. The company produces consistent and quality products or services (according to desired specifications) with a low defect rate or in alignment with set targets. The company minimizes customer complaints regarding the quality of its products and services. The company can quickly respond to product or service changes or adapt to requests for the development of environmentally friendly products to meet customer needs. The company can provide timely product or service delivery according to customer requirements. The company can increase production capacity based on customer demand. 12. Information accuracy can be improved compared to previous years. 13. The company can reduce air emissions (CO or NOx) more effectively than in previous years. 14. The company can lower energy consumption in its production and operational processes. 15. The company can reduce wastewater generation in its production and operational lines. 16. The company can minimize solid waste disposal in its production and operational lines. 17. The company can reduce or eliminate the use of hazardous or toxic substances. 18. The company can increase the use of recycled materials. 19. The company ensures occupational health and safety. 20. The company can improve employee welfare each year. 21. The company can enhance employee satisfaction annually. 22. The company can increase customer satisfaction each year. 23. The company's social reputation can improve compared to previous years. 24. The company can enhance planning with suppliers, communities, and customers for environmental improvements. 25. The organization maintains visibility of supply chain dynamics within the network. 26. Risks in the supply network are managed proactively by the organization. 27. The organization exercises proper control over supply chain costs. 28. Waste in the supply chain network has been significantly reduced. 29. The organization’s primary supply chain can supply final customers with timely and complete orders. 30. The organization can adhere to environmental standards as per customer requirements. 31. The organization has minimized buffer stocks at all levels throughout the supply chain. 32. The organization’s supply chain can respond more quickly than competitors in a volatile business environment. These thirty-two indicators are assigned the codes SSCP01 to SSCP32. The population of this study consisted of 2,194 Songket artisan groups based on data from the Bali Provincial Trade and Industry Office. One representative, either the leader or owner was selected from each group to participate in the survey. Using the Slovin formula, a sample of 584 artisan groups was determined, distributed across nine regencies and one municipality in Bali Province. The sample was selected through a proportionate stratified random sampling technique to ensure proportional representation and homogeneity across strata. Each stratum represents a regency/municipality in Bali to ensure proportional representation across the entire region. This technique was chosen to provide the sample includes a variety of songket artisans from different areas, considering industry size, skill level, and business experience. The selected artisans were those with a minimum of one year of experience in songket production. Additional selection criteria included respondents’ ages ranging from 25 to 64 years, with a diverse gender distribution. Respondents’ educational backgrounds varied, ranging from elementary school graduates to higher education, with an emphasis on practical experience in the songket industry. Data were collected from a total of 584 respondents across various regions: 43 in Jembrana, 92 in Tabanan, 78 in Badung, 87 in Gianyar, 79 in Klungkung, 26 in Bangli, 21 in Karangasem, 66 in Buleleng, and 84 in Denpasar. The data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS) through SmartPLS 4. In the measurement model, validity, multicollinearity, and reliability tests are performed on the data. Validity is assessed by examining the outer loading and cross-loading values. Multicollinearity is analyzed using the Variance Inflation Factor (VIF). Reliability is evaluated by checking the Cronbach's Alpha and Composite Reliability values. R² and Q² are used to assess the structural model. Goodness of Fit is evaluated using the Standardized Root Mean Square Residual (SRMR). Hypothesis testing is conducted using bootstrapping with 5000 resampling iterations. 4. Results of PLS SEM Analysis As the first step, seven blocks were examined, namely lean practice, green practice, top management engagement, organizational change management, collaborative synergy, policy initiative, and sustainable supply chain performance (Table 1 ). Indicators with factor loadings below 0.7 were removed. The excluded indicators were LP21, TME12, SSCP09, SSCP10, SSCP16, and SSCP25. After the removal, all remaining indicators showed improved factor loading values. Lean Practice is best described by its highest factor loading on item LP22, 'Employee involvement' (0.754). Similarly, the key indicator for Green Practice is GP11, 'Energy efficiency' (0.766). The strongest predictor for Top Management Engagement is TME08, 'Top management ensures implementation of management systems to assist green and lean implementation' (0.788). Furthermore, the leading item for Organizational Change Management is OCM01, 'The company involves every employee such as waste reduction, problem solving, and continuous improvement' (0.824). The highest loading for Policy Initiative, represented by PI01, 'The company has awareness of and compliance with government policies and programs' (0.824). Finally, the latent variable Collaborative Synergy is best represented by CS03, 'The company is focused on creating value for all their stakeholders, such as investors, suppliers, employees, and the communities' (0.808), while Sustainable Supply Chain Performance is primarily correlated with SSCP11, 'The company can increase production capacity according to customer demand' (0.761). Cross loadings are lower for all items compared to SSCP. Based on the analysis results, all indicators exhibited loading factors exceeding the threshold of 0.7, and the cross-loading test demonstrated good discrimination. Thus, it is concluded that the research data satisfies the criteria for both convergent validity and discriminant validity. The Variance Inflation Factor (VIF) values for all indicators were found to be below the conventional threshold of 5. This indicates that multicollinearity is not an issue in the measurement model, assuring the stability and reliability of the parameter estimates in the structural model. Table 1 Descriptive Statistics and Loadings of the Items Laten Variables Manifest Variables Mean/Median Factor Loading before Exclusion* Factor Loading after Exclusion* VIF Cross loadings with SSCP Lean Practice (LP) LP01 3.413/4 0.723 0.726 2.093 0.197 LP02 3.485/4 0.709 0.711 2.028 0.227 LP03 3.450/4 0.719 0.717 2.142 0.135 LP04 3.483/4 0.716 0.713 2.074 0.157 LP05 3.515/4 0.710 0.711 2.098 0.166 LP06 3.498/4 0.733 0.735 2.251 0.197 LP07 3.490/4 0.739 0.738 2.247 0.200 LP08 3.557/4 0.705 0.707 2.009 0.245 LP09 3.521/4 0.730 0.729 2.128 0.187 LP10 3.502/4 0.706 0.703 1.966 0.146 LP11 3.457/4 0.719 0.720 1.950 0.188 LP12 3.423/3 0.716 0.717 2.011 0.191 LP13 3.478/4 0.706 0.703 2.050 0.182 LP14 3.539/4 0.750 0.748 2.331 0.224 LP15 3.474/4 0.733 0.735 2.230 0.219 LP16 3.493/4 0.719 0.722 2.222 0.185 LP17 3.464/4 0.714 0.717 2.044 0.169 LP18 3.500/4 0.721 0.723 2.086 0.136 LP19 3.515/4 0.710 0.709 2.068 0.165 LP20 3.469/4 0.744 0.742 2.239 0.183 LP21 3.500/4 0.693 - - - LP22 3.505/4 0.754 0.754 2.544 0.181 LP23 3.510/4 0.723 0.726 2.099 0.155 Green Practice (GP) GP01 3.606/4 0.717 0.718 2.025 0.121 GP02 3.574/4 0.762 0.762 2.305 0.123 GP03 3.587/4 0.714 0.713 1.854 0.196 GP04 3.553/4 0.713 0.713 1.822 0.101 GP05 3.594/4 0.725 0.725 1.890 0.119 GP06 3.618/4 0.723 0.722 1.899 0.181 GP07 3.591/4 0.761 0.761 2.070 0.214 GP08 3.599/4 0.749 0.749 2.057 0.171 GP09 3.604/4 0.757 0.757 2.070 0.148 GP10 3.558/4 0.752 0.752 2.127 0.150 GP11 3.572/4 0.766 0.766 2.223 0.085 GP12 3.634/4 0.743 0.743 2.046 0.128 GP13 3.558/4 0.738 0.737 1.965 0.120 Top Management Engagement (TME) TME01 3.425/4 0.777 0.780 2.118 0.229 TME02 3.450/4 0.736 0.739 1.943 0.259 TME03 3.449/4 0.770 0.767 2.291 0.227 TME04 3.442/4 0.726 0.731 1.855 0.192 TME05 3.493/4 0.772 0.779 2.220 0.170 TME06 3.469/4 0.751 0.752 1.989 0.184 TME07 3.399/3 0.766 0.765 2.154 0.173 TME08 3.449/4 0.787 0.788 2.255 0.184 TME09 3.418/3 0.756 0.752 2.200 0.274 TME10 3.438/4 0.787 0.787 2.247 0.183 TME11 3.413/3 0.778 0.776 2.285 0.265 TME12 3.437/3 0.674 - - - Organizational Change Management (OCM) OCM01 3.637/4 0.824 0.824 2.753 0.090 OCM02 3.579/4 0.762 0.762 2.069 0.117 OCM03 3.586/4 0.759 0.759 2.010 0.092 OCM04 3.615/4 0.749 0.749 2.012 0.077 OCM05 3.572/4 0.738 0.738 1.948 0.099 OCM06 3.560/4 0.782 0.782 2.256 0.052 OCM07 3.567/4 0.756 0.756 2.076 0.034 OCM08 3.577/4 0.795 0.795 2.383 0.073 OCM09 3.560/4 0.751 0.751 1.999 0.103 OCM10 3.570/4 0.789 0.789 2.146 0.105 OCM11 3.562/4 0.777 0.777 2.149 0.091 OCM12 3.666/4 0.800 0.800 2.362 0.125 Collaborative Synergy (CS) CS01 3.390/3 0.773 0.772 1.972 0.457 CS02 3.409/3 0.779 0.779 2.107 0.454 CS03 3.414/3 0.807 0.808 2.274 0.480 CS04 3.315/3 0.775 0.776 2.043 0.444 CS05 3.402/3 0.747 0.746 1.952 0.371 CS06 3.414/3 0.736 0.735 1.911 0.375 CS07 3.440/3 0.753 0.752 1.988 0.364 CS08 3.426/4 0.782 0.781 2.142 0.402 CS09 3.384/3 0.761 0.762 2.017 0.425 Policy Initiative (PI) PI01 3.390/3 0.821 0.824 4.656 0.110 PI02 3.491/4 0.820 0.818 2.348 0.136 PI03 3.401/3 0.809 0.811 3.523 0.104 PI04 3.503/3 0.750 0.750 1.836 0.140 PI05 3.377/3 0.801 0.798 3.249 0.127 PI06 3.409/3 0.804 0.807 3.498 0.085 PI07 3.413/3 0.807 0.808 2.449 0.087 PI08 3.327/3 0.782 0.778 3.142 0.108 PI09 3.329/3 0.815 0.816 3.738 0.087 PI10 3.349/3 0.816 0.819 4.233 0.057 Sustainable Supply Chain Performance (SSCP) SSCP01 3.464/3 0.706 0.706 2.069 0.706 SSCP02 3.447/4 0.710 0.717 2.388 0.717 SSCP03 3.459/3 0.710 0.714 2.124 0.714 SSCP04 3.372/3 0.708 0.715 2.174 0.715 SSCP05 3.406/3 0.735 0.739 2.384 0.739 SSCP06 3.486/4 0.720 0.720 2.207 0.720 SSCP07 3.418/3 0.713 0.716 2.350 0.716 SSCP08 3.378/3 0.707 0.712 3.858 0.712 SSCP09 3.473/4 0.675 - - - SSCP10 3.394/3 0.653 - - - SSCP11 3.380/3 0.749 0.761 2.694 0.761 SSCP12 3.413/3 0.748 0.753 4.617 0.753 SSCP13 3.433/4 0.718 0.719 2.042 0.719 SSCP14 3.390/4 0.721 0.718 2.141 0.718 SSCP15 3.392/3 0.706 0.704 2.112 0.704 SSCP16 3.402/3 0.673 - - - SSCP17 3.423/3 0.719 0.720 3.497 0.720 SSCP18 3.450/3 0.712 0.719 2.080 0.719 SSCP19 3.411/4 0.719 0.714 2.063 0.714 SSCP20 3.443/3 0.711 0.718 3.716 0.718 SSCP21 3.402/3 0.722 0.726 2.082 0.726 SSCP22 3.423/3 0.702 0.709 2.054 0.709 SSCP23 3.442/4 0.748 0.753 4.244 0.753 SSCP24 3.411/3 0.710 0.721 2.131 0.721 SSCP25 3.392/3 0.667 - - - SSCP26 3.397/3 0.730 0.733 4.358 0.733 SSCP27 3.425/4 0.737 0.743 4.226 0.743 SSCP28 3.425/3 0.720 0.705 2.004 0.705 SSCP29 3.397/3 0.723 0.726 3.491 0.726 SSCP30 3.421/3 0.711 0.715 3.641 0.715 SSCP31 3.358/3 0.742 0.750 4.201 0.750 SSCP32 3.464/3 0.721 0.704 2.002 0.704 Source: SmartPLS output (2025). The results of the construct reliability test are presented in Table 2 below: Table 2 Construct Reliability Cronbach's Alpha Composite Reliability Collaborative Synergy (M3) 0.913 0.928 Green Practice (X2) 0.931 0.940 Lean Practice (X1) 0.957 0.960 Organizational Change Management (M2) 0.939 0.947 Policy Initiative (M4) 0.939 0.948 Sustainable Supply Chain Performance (Y) 0.966 0.968 Top Management Engagement (M1) 0.929 0.940 Source: SmartPLS output (2025) Table 2 shows that all variables have Cronbach’s alpha and composite reliability values greater than 0.70, indicating all constructs in the model demonstrate consistent and reliable indicators, confirming that the model satisfies the reliability requirements based on SEM–PLS standards. This condition indicates that the measurement instrument possesses good internal consistency, meaning the items within a construct are strongly correlated and measure the same underlying concept. Data passing the reliability test ensures that the results obtained from the structural model are trustworthy, as the measurement instrument provides stable and consistent results in measuring the intended variables across different samples and time points. The structural model was evaluated using R-square for the dependent construct and the Stone-Geisser Q-square test for predictive relevance, with the results presented in Table 3 below. Table 3 R-Square and Q-Square Test Results R-Square Q-Square Green Practice (X2) 0.188 0.098 Sustainable Supply Chain Performance (Y) 0.351 0.180 Source: SmartPLS output (2025) Table 3 shows that the R-square value for the Green Practice (X2) variable is 0.188, indicating a weak model. The variables in this study influence Green Practice (X2) by 18.8%. The R-square value for the Sustainable Supply Chain Performance (Y) variable is 0.351, indicating a moderate model. The variables in this study influence Sustainable Supply Chain Performance (Y) by 35.1%. Green Practice (X2) has a Q2 value > 0, namely 0.098, so the model has good predictive relevance with a weak model because it is above 0.02 and below 0.15. Sustainable Supply Chain Performance (Y) has a Q2 value > 0, namely 0.180, so the model has good predictive relevance with a moderate model because it is above 0.15 and below 0.35. This condition indicates that the model possesses strong predictive capability, meaning it adequately explains the variance in the dependent variable. Specifically, the model exhibits positive predictive relevance (as indicated by Q 2 > 0), which signifies that the independent variables included have a significant influence on the dependent variable and are able to effectively account for the variation in the data. The Goodness of Fit (GoF) test results are presented in Table 4 below. Table 4 Goodness of Fit Estimated model SRMR 0.046 Source: SmartPLS output (2025). Table 4 shows an SRMR value of 0.46. According to the criteria proposed by [ 59 ], this value is below the threshold of 0.8, indicating that the model exhibits a good fit. A low SRMR value suggests minimal residual difference between the observed and model-implied correlation matrices, thus affirming that the proposed theoretical model is consistent with the empirical data. Assessing the significance of the influence between variables requires a bootstrapping procedure. The number of bootstrap samples used was 5000. The results of the hypothesis testing are presented in Fig. 1 below. Details of the hypothesis testing results are presented in Table 5 below. Table 5 Hypothesis Testing Original sample (O) Sample mean (M) Standard deviation (STDEV) T statistics (|O/STDEV|) P values Lean Practice (X1) ->Green Practice (X2) 0.119 0.120 0.048 2.454 0.014 Top Management Engagement (M1) x Lean Practice (X1) ->Green Practice (X2) 0.034 0.030 0.039 0.858 0.391 Organizational Change Management (M2) x Lean Practice (X1) ->Green Practice (X2) 0.139 0.141 0.040 3.454 0.001 Lean Practice (X1) ->Sustainable Supply Chain Performance (Y) 0.133 0.132 0.051 2.600 0.009 Green Practice (X2) ->Sustainable Supply Chain Performance (Y) 0.160 0.156 0.038 4.216 0.000 Collaborative Synergy (M3) x Lean Practice (X1) ->Sustainable Supply Chain Performance (Y) 0.142 0.141 0.047 3.034 0.002 Collaborative Synergy (M3) x Green Practice (X2) ->Sustainable Supply Chain Performance (Y) 0.001 0.002 0.039 0.035 0.972 Policy Initiative (M4) x Lean Practice (X1) ->Sustainable Supply Chain Performance (Y) -0.030 -0.029 0.042 0.702 0.483 Policy Initiative (M4) x Green Practice (X2) ->Sustainable Supply Chain Performance (Y) 0.037 0.036 0.032 1.141 0.254 Lean Practice (X1) ->Green Practice (X2) ->Sustainable Supply Chain Performance (Y) 0.019 0.019 0.009 2.148 0.032 Source: SmartPLS output (2025) The results of the hypothesis testing presented in Table 5 indicate the following: The first hypothesis testing yielded a positive influence coefficient of 0.119 and a P-value of 0.014, which is less than 0.05. This suggests that lean practice positively affects green practice, thereby accepting the first hypothesis. The second hypothesis testing showed a positive influence coefficient of 0.034 and a P-value of 0.391, which is greater than 0.05. Consequently, top management engagement does not moderate the influence of lean practice on green practice, leading to the rejection of the second hypothesis. For the third hypothesis testing, the positive influence coefficient was 0.139, with a P-value of 0.001, indicating that organizational change management moderates the influence of lean practice on green practice. The influence of lean practice increased from 0.119 to 0.139 after moderation by organizational change management, strengthening its positive effect. Thus, the third hypothesis is accepted. The fourth hypothesis testing resulted in a positive influence coefficient of 0.133 and a P-value of 0.009, which is less than 0.05. This indicates that lean practice positively affects sustainable supply chain performance, thereby accepting the fourth hypothesis. The fifth hypothesis testing produced a positive influence coefficient of 0.160 and a P-value of 0.000, also less than 0.05. This means that green practice positively impacts sustainable supply chain performance, leading to the acceptance of the fifth hypothesis. The sixth hypothesis testing revealed a positive influence coefficient of 0.142 and a P-value of 0.002, showing that collaborative synergy moderates the influence of lean practice on sustainable supply chain performance. The influence coefficient increased from 0.133 to 0.142 after moderation by collaborative synergy, thereby accepting the sixth hypothesis. The seventh hypothesis testing showed a positive influence coefficient of 0.001 and a P-value of 0.972, which is greater than 0.05. Thus, collaborative synergy does not moderate the influence of green practice on sustainable supply chain performance, leading to the rejection of the seventh hypothesis. The eighth hypothesis testing demonstrated a negative influence coefficient of 0.030 and a P-value of 0.483, which is also greater than 0.05. This means that policy initiatives do not moderate the influence of lean practice on sustainable supply chain performance, resulting in the rejection of the eighth hypothesis. The ninth hypothesis testing yielded a positive influence coefficient of 0.037 and a P-value of 0.254, which is greater than 0.05. Consequently, policy initiatives do not moderate the influence of lean practice on sustainable supply chain performance, leading to the rejection of the ninth hypothesis. Finally, the tenth hypothesis testing showed a positive influence coefficient of 0.019 and a P-value of 0.032, which is less than 0.05. This indicates that green practice mediates the influence of lean practice on sustainable supply chain performance, thereby accepting the tenth hypothesis. 5. Discussion 5.1. Lean and Green Practices The results indicate that lean practices have a positive effect on green practices. Descriptive statistical analysis shows that lean practices and green practices are both in the moderate category in Songket Weaving Small Businesses, indicating that the implementation of both practices is mutually supportive but not yet optimal. Songket Weaving Businesses that implement Lean Practices have successfully eliminated waste early in the production process (such as reducing yarn scraps or fabric waste). Any reduction in waste in the production line (Lean) automatically contributes to environmental waste reduction and resource efficiency (Green). However, because both scores are only moderate, this indicates that the craftspeople have adopted basic steps such as recycling simple solid waste, but they have not yet stepped up to more advanced and structured Green practices such as environmental certification or the implementation of expensive energy efficiency technologies, so that the maximum potential for greater environmental impact and cost efficiency has not been achieved. The grand theory underlying the positive impact of Lean practices on green practices is primarily the Resource-Based View (RBV). This theory states that organizations can achieve sustainable competitive advantage by utilizing their resources and capabilities effectively, including integrating lean and green practices to improve overall performance [60]. Lean practices, which focus on waste reduction and efficiency, naturally align with green practices aimed at minimizing environmental impact. Empirical evidence suggests that lean practices are critical in driving environmental management systems, further supporting green initiatives [40]. Studies also show that lean practices can act as a catalyst for green practices, with lean frameworks often being used to implement green processes effectively [61]. 5.2. The Moderating Effect of Top Management Engagement on the Lean and Green Practice The top management engagement does not moderate the effect of lean practices on green practices. The findings indicating that top management engagement cannot moderate the effect of lean practices on green practices can be explained by examining the findings of several studies. A study of Indonesian manufacturing SMEs found that while top management commitment and leadership (TMCL) significantly facilitated the adoption of integrated lean and green practices, organizational culture transformation (OCTr) did not significantly moderate the relationship between lean practices and green practices [6]. This suggests that while top management can encourage the initial adoption of these practices, their sustained influence may not be sufficient to sustain the integration of lean and green practices without other supporting factors. Furthermore, another study of Chinese manufacturing companies highlighted that while lean management positively impacted the promotion of green practices, the adoption of an ISO 14001-based environmental management system did not act as a moderator in the relationship between lean management and green practices [62]. This suggests that even a structured environmental management system, which often requires top management support, does not necessarily enhance the synergy between lean and green practices. Furthermore, a study on the role of top management in green supply chain management found that top management commitment mediated the relationship between stakeholder pressure and green operations, but did not directly moderate the relationship between lean and green practices [63]. This reinforces that although top management can drive green practices through external pressure, their direct moderating effect on the lean–green relationship is limited. In summary, top management is vital for initiating and promoting lean and green practices but plays little role in moderate their integration. This is supported by the findings that organizational culture transformation and a structured environmental management system do not enhance lean-green synergy, and that top management's role is more effective in mediating external pressure than directly moderating the relationship between lean and green practices [6, 62, 63]. 5.3. The Moderating Effect of Organizational Change Management on the Lean and Green Practice The organizational change management strengthens the positive influence of lean practices on green practices. These results indicate an interesting synergistic relationship between operational practices, environmental sustainability, and management strategy, although its full potential has not yet been achieved. Specifically, the finding that organizational change management moderates and strengthens the positive influence of lean practices on green practices means that efforts to eliminate waste and improve process efficiency will be much more effective in achieving environmental goals only if they are supported and implemented through a planned and effective change management strategy. In other words, integrating efficiency and sustainability requires strong cultural and structural support. Unfortunately, since all variables (change management, lean practices, and green practices) are in the medium category, this implies that the artisan group has initiated lean and green initiatives, but they have not yet reached an optimal level of maturity or implementation, indicating that there is still significant room for strategic and policy improvements to push these practices to a higher level. Cross-functional teams, sustainability committees, innovation labs, and targeted training are essential for promoting cultural change and aligning business goals with environmental values [64]. Leadership commitment and a supportive organizational culture are crucial for embedding lean principles and fostering a culture of continuous improvement and sustainability [41, 42]. Organizational Change Management plays a crucial role in reducing resistance, aligning the sustainability vision, and facilitating business process transformation, enabling companies to integrate lean and green principles harmoniously. Therefore, greater Organizational Change Management effectiveness strengthens the positive impact of Lean Practice on Green Practice. 5.4. Lean Practice and Sustainable Supply Chain Performance The lean practices have a positive impact on sustainable supply chain performance. A sustainable supply chain is related to the concept of managing the flow of materials, information, capital flow, and collaboration between companies in the supply chain with the aim of achieving sustainability [65]. Sustainable supply chain performance in Songket Weaving Small Businesses remains in the moderate category (not optimal) despite the implementation of lean practices due to the gap between operational efficiency and sustainability dimensions. Lean practices do improve cost and production time efficiency, such as through reductions in lot sizes and materials, which have a positive impact. However, because Songket Weaving is a labor-intensive industry with a supply chain that relies on local resources such as natural dyes and yarn, these Lean efficiencies often do not address broader and more fundamental sustainability dimensions. For example, material savings (a Lean aspect) may not involve major investments in dye waste recycling or artisan welfare (Sustainability aspects). Thus, efficiency gains (Lean) only moderately enhance sustainable supply chain performance, as full improvement requires deeper integration of Lean principles with environmental and social dimensions. In the Malaysian electronics industry, lean practices have shown a positive relationship with supply chain performance and emphasizing the need for a supportive organizational structure [43]. Integrating lean principles across the supply chain can lead to substantial performance improvements, but requires careful management to mitigate associated risks [66]. By reducing carbon emissions, using renewable energy sources, and reducing waste, sustainable supply chains can mitigate risks associated with supply chain disruptions [44]. Supply chain management is essential to achieve efficient operations [67]. 5.5. Green Practice and Sustainable Supply Chain Performance Green practices have a positive effect on sustainable supply chain performance. In the context of Songket Weaving Small Businesses that are still in the medium performance category, the finding that environmentally friendly practices (green practices) have a positive effect on sustainable supply chain performance indicates a crucial opportunity. Although both variables have not yet reached optimal levels, this positive relationship confirms that every effort made by songket entrepreneurs, such as reducing dye waste or using certified local raw materials, will directly improve their operational efficiency and sustainability, such as reducing production costs and strengthening their cultural and environmental image. Therefore, a small investment in green practices is not a burden, but rather the most effective strategy for songket weaving businesses to move out of the medium category and achieve long-term competitive advantage. Green supply chain management practices have been shown to significantly enhance various aspects of organizational performance, including environmental, economic, and operational outcomes. Studies indicate that green supply chain practices, such as eco-design and green logistics positively impact organizational performance [68]. Green Information Systems (GISs) strongly and positively support the execution of green supply chain practices [45], leading to increased competitiveness and better economic and environmental performance. Awareness of environmental issues is increasing, which is also putting pressure on firms, requiring their supply chain operations to be green. 5.6. The Moderating Effect of Collaborative Synergy on the Lean Practice and Sustainable Supply Chain Performance The collaborative synergy strengthens the positive influence of lean practices on sustainable supply chain performance. The implementation of Lean Practices, such as minimizing yarn waste, reducing waiting time between processes, and eliminating product defects, inherently helps songket weavers improve efficiency and reduce costs, which are the foundation for sustainable performance. However, this study shows that the positive impact of these lean practices will not be optimal without Chain Synergy Collaboration. In other words, when songket artisans establish strong and integrated partnerships with yarn suppliers, dyes, and final product distributors, their efforts in implementing lean become much more effective. For example, if artisans reduce waste (lean), collaborative synergy with yarn suppliers (collaborative synergy) ensures raw materials arrive on time and are defect-free, which strengthens overall production efficiency, so that improvements in sustainability performance (both from economic, social, and environmental aspects) will be achieved maximally and stably. This means that for songket entrepreneurs in Bali, the key to success lies not only in internal efficiency, but also in their ability to build a mutually supportive and lean supply chain ecosystem. The existence of a strong technological infrastructure is crucial for the success and efficiency of a supply chain [69], as this infrastructure is closely related to both lean practices and collaborative synergy. Collaboration among supply chain partners significantly improves sustainability outcomes. This synergy leads to better risk management and overall organizational resilience and collaborative networks drive sustainability, positioning firms at the forefront of sustainable business practices [70]. Effective collaborative governance involves aligning the goals and practices of various stakeholders. This alignment is essential for addressing complex sustainability challenges and achieving integrated environmental, social, and economic outcomes [46]. With a high level of collaborative synergy, companies can more effectively align their environmental, social, and economic goals, thereby enhancing the success of integrating lean practices in driving sustainable supply chain performance. 5.7. The Moderating Effect of Collaborative Synergy on the Green Practice and Sustainable Supply Chain Performance The collaborative synergy does not moderate the influence of green practices on sustainable supply chain performance. Green practices and sustainable supply chain performance, including green manufacturing, green purchasing, and green design, have been demonstrated to significantly enhance sustainable supply chain performance across various industries [51, 71, 72]. These practices aim to reduce environmental impacts and improve operational efficiency, which in turn contributes to better overall performance. However, the effectiveness of these practices can vary depending on the specific context and industry. For example, green manufacturing and green design are often the most impactful practices, while green purchasing may have a less significant effect due to external factors such as the lack of environmental policies and financial subsidies [45, 71]. This suggests that while green practices are generally beneficial, their impact can be moderated by external conditions and industry-specific challenges. The role of collaborative synergy, which involves cooperation and collaboration among supply chain partners, is often considered crucial for improving supply chain performance. However, studies have shown mixed results regarding its moderating effect on the relationship between green practices and sustainable performance. For example, while collaborative activities can improve environmental performance and support green certification programs, they do not always moderate the relationship between green practices and sustainable performance [6, 73]. These results suggest that while collaboration is beneficial for certain aspects of supply chain management, it may not significantly influence the effectiveness of green practices in improving sustainable performance. Factors such as company size and the specific collaborative activity play a role in determining the impact of collaborative synergy [73]. Findings from various studies suggest that the lack of moderation by collaborative synergy in the relationship between green practices and sustainable supply chain performance among songket craftsmen in Bali may be due to several reasons. First, the specific nature of the songket industry and its supply chain dynamics may limit the effectiveness of collaborative efforts in improving green practices. Second, external factors such as resource constraints, lack of supportive policies, and the early stages of implementing environmentally friendly practices can hinder the potential benefits of collaboration [6, 71]. Therefore, while environmentally friendly practices are crucial for improving sustainable performance, the role of collaborative synergies may be less significant in this context, highlighting the need for targeted strategies that address industry-specific challenges and external conditions. 5.8. The Moderating Effect of Policy Initiative on the Lean Practice and Sustainable Supply Chain Performance The results of this study indicate that policy initiatives do not moderate the effect of lean practices on sustainable supply chain performance. Policy initiatives do not moderate the effect of lean practices on sustainable supply chain performance among songket artisans in Bali, consistent with findings from other research contexts. For example, a study of Indonesian manufacturing SMEs found that policy initiatives did not significantly moderate the relationship between environmentally friendly practices and sustainability performance [6]. This suggests that while policy initiatives are often designed to support sustainable practices, their direct impact on improving the effectiveness of lean practices may be limited, particularly in resource-constrained environments such as SMEs or the craft sector. One possible explanation for the lack of a moderating effect is the inherent challenges faced by small-scale operations, such as those faced by songket artisans. SMEs and similar entities often operate with limited resources and focus on short-term goals, which can hinder the effective implementation of policy-based initiatives [6]. This aligns with findings that lean practices, while beneficial in improving operational performance, can also make supply chains more vulnerable to disruptions if not supported by robust resources and infrastructure [74]. Therefore, resource constraints and a focus on immediate operational needs can obscure the potential benefits of policy initiatives. Furthermore, the integration of lean and green practices has been shown to have complex and sometimes contradictory effects on supply chain performance. For example, while lean practices can improve operational efficiency, their impact on sustainability can vary depending on the specific practices and the context in which they are implemented [75]. In the case of songket artisans, the unique cultural and operational context may lead to policy initiatives not aligning with the practical realities of their supply chains. This is supported by research showing that the effectiveness of lean and green practices can be highly context-dependent, with some practices demonstrating positive impacts on sustainability only under certain conditions [76]. 5.9. The Moderating Effect of Policy Initiative on the Green Practice and Sustainable Supply Chain Performance The findings indicate that policy initiatives do not moderate the effect of green practices on sustainable supply chain performance. It can be interpreted from several perspectives. First, it is crucial to recognize that while green supply chain management practices generally improve company performance across multiple dimensions, such as environmental, economic, and operational outcomes [77, 78], the effectiveness of these practices can be highly context-dependent. Factors such as industry diversity, company size, and geographic location significantly influence the success of GSCM initiatives [77]. In the case of songket artisans in Bali, the unique cultural and economic context may make general policy initiatives less effective as moderators. The ineffectiveness of policy initiatives as moderators may also be attributed to the specific challenges faced by SMEs such as songket artisans. SMEs often operate with limited resources and focus on short-term goals, which can hinder the adoption and impact of environmentally friendly practices [6]. Furthermore, the lack of a significant moderating effect of policy initiatives has also been observed in other contexts, such as Indonesian manufacturing SMEs, where policy initiatives did not significantly impact the relationship between environmentally friendly practices and sustainability performance [6]. 5.10. The Mediating Effect of Green Practice on the Lean Practice and Sustainable Supply Chain Performance The research findings indicate that Green Practice mediates the effect of Lean Practice on Sustainable Supply Chain Performance. This finding affirms a strong synergistic relationship between operational efficiency practices and sustainability outcomes. Lean Practice acts as the initial precursor, motivating firms to adopt Green Practice through the philosophy of waste elimination. Consequently, firms do not achieve sustainable supply chain performance directly just by becoming lean; instead, the process of streamlining operations directly facilitates the easier adoption of green initiatives, such as reducing toxic waste or conserving energy. Green Practice thus functions as the essential mechanism that converts internal efficiency (lean) into holistic sustainability outcomes (Sustainable Supply Chain Performance). Therefore, green practice is the unavoidable path to achieving sustainable supply chain performance. Lean practices such as JIT, set-up time reduction, cellular manufacturing, and waste elimination can significantly contribute to improving green supply chain performance, and green practices, including eco-design, life cycle assessment, green manufacturing, reverse logistics, and waste management, significantly and positively affect green supply chain performance [50]. Green practices significantly influence business process performance and indirectly affect sustainable supply chain performance [51]. Green practices mediate lean practices to improve sustainability performance [6]. Ultimately, all of this will lead to sustainability practices, which encompass economic, social, and environmental aspects. Economic sustainability implies a balance between ecological, social, and corporate governance practices, as well as a company's economic efficiency, to ensure long-term value creation for all stakeholders [79]. 6. Conclusions In conclusion, the survey conducted with 584 artisan groups across nine regencies and one municipality in Bali revealed a mix of significant and insignificant relationships among the moderating variables. This result suggests that the contextual roles of various moderating factors heavily influence the impact of lean-green practices on sustainable supply chain performance. The findings show that lean practice had a positive effect on green practice, and both significantly enhance sustainable supply chain performance. Organizational change management strengthened the positive effect of lean practices on green practices, while collaborative synergy enhanced the positive effect of lean practices on sustainable supply chain performance. Conversely, top management engagement and policy initiative did not show significant moderating effects. Furthermore, green practice mediated the effect of lean practice on sustainable supply chain performance. These findings underscore the importance of integrating lean and green strategies to strengthen sustainability mechanisms within the supply chains of SMEs. Support from organizational change management and collaborative synergy serves as a critical factor to ensure the successful implementation of sustainability-oriented practices. The study contributes theoretically by expanding the understanding of the lean-green supply chain sustainability model within the context of traditional SMEs and provides practical implications for policymakers and industry practitioners in designing strategies to enhance sustainable supply chain performance. Limitations of this study include the use of a cross-sectional sample, which limits the analysis of long-term dynamics, and the geographic focus on Bali, which limits the applicability of the results to the songket industry outside the region. Future research is recommended to address the limitations of this study in several ways. First, to gain a stronger understanding of causality, a longitudinal design that observes changes in artisan practices over a minimum of two years is recommended. Finally, the model can be extended by adding more specific outcome variables, such as Green Financial Performance or Green Market Acceptance, to enrich the theoretical contribution of Lean-Green integration in the traditional crafts sector. Declarations Author Contributions The authors, Desak Nyoman Sri Werastuti, Ni Nyoman Yulianthini, I Putu Sudana, Komang Dandy Andriadi, Komang Tri Yasrawan, Ni Made Estiyanti, and Domicián Máté, contributed equally to the conceptualization, investigation, methodology, data analysis, and preparation of the article manuscript. Funding This research was funded by the Directorate of Research and Community Service, Directorate General of Research and Development, Ministry of Higher Education, Science, and Technology, in accordance with the Program Implementation Contract for State Universities' Operational Assistance for Research Programs, Number: 100/C3/DT.05.00/PL/2025, dated May 28, 2025. Open access funding provided by University of Debrecen. Data availability The datasets generated during and/or analyzed during the current study are available from the corresponding author on reasonable request. Acknowledgements This research was supported by the Directorate of Research and Community Service, Directorate General of Research and Development, Ministry of Higher Education, Science, and Technology. Supported by the University of Debrecen Program for Scientific Publication. Consent to participate Informed consent was obtained from all individual participants included in the study. The informed consent process was designed and administered in accordance with CUREG 2.0 guidelines for the ethical engagement of human participants in social and behavioural researches. All participants were provided with comprehensive written information about the aim of the study, methodology, and their rights, including the right to withdraw at any time without consequence. Consent was obtained prior to participation and was voluntary, with no financial or other inducements provided. Ethical approval Since this research did not involve any medical procedures or physicians and was not subject to the Declaration of Helsinki, the ethical review process was conducted following the principles outlined by CUREG 2.0. The protocol was approved by the Internal Research Ethics Committee, Directorate of Research and Community Service (Directorat Riset dan Pengabdian Masyarakat /DRPM), Ganesha University of Education] in accordance with ethical clearance approval No: 3451/UN48.14/DL.18/2025. Consent to publish Consent to Publish declaration: not applicable. Competing interests The authors declare that they have no conflicts of interest. References Dey PK, Malesios C, De D, Chowdhury S, Ben Abdelaziz F. 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10:28:20","extension":"html","order_by":6,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":288583,"visible":true,"origin":"","legend":"","description":"","filename":"earlyproof.html","url":"https://assets-eu.researchsquare.com/files/rs-8042082/v1/9b443af3e010d2ac0c28edf8.html"},{"id":98433465,"identity":"da0878c9-a436-47f6-887c-5409e4a390ab","added_by":"auto","created_at":"2025-12-17 16:50:48","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":479650,"visible":true,"origin":"","legend":"\u003cp\u003eHypothesis Testing Model\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-8042082/v1/04aa78a58173dd1a93c488e4.png"},{"id":98444834,"identity":"050c7ad0-7058-4d72-a6a3-ffb369d628f2","added_by":"auto","created_at":"2025-12-17 17:17:45","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1986956,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8042082/v1/06c9722c-6305-41d3-9ed2-affd2ef4b6e2.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Synergistic Effects of Lean-Green Practices on Sustainable Supply Chain Performance with a Multi-Level Moderation Analysis","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eBalinese songket is now used for a wider variety of fashion items, such as bags, clothing, and wallets, which are exported internationally [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. However, waste from songket artisan groups has polluted the natural environment. Chemical-based textile dyes have made the fashion industry, including the songket industry, the second-largest polluter of water in the world. Synthetic dyes are responsible for 20% of global water pollution [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. These chemicals continue to react and degrade the quality of river water. Large companies have implemented lean-green practices, and small businesses are also urged to do so [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. Furthermore, weak marketing, a lack of government attention, and the inability to implement supply chain management strategies appropriate to market uncertainty have become unresolved issues [\u003cspan additionalcitationids=\"CR5\" citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e].\u003c/p\u003e\u003cp\u003eEvery business must have a competitive strategy, including an adequate supply chain, to excel in the competition [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. However, artisan groups have received very little information regarding the supply chain, from suppliers to consumers, which can lead to difficulties in predicting demand and managing inventory [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. Furthermore, high transportation and logistics costs can reduce the competitiveness of craft products. Inefficient inventory management also leads to overstocking or understocking, which can disrupt the production process and disrupt meeting consumer demand [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Therefore, adopting a lean-green approach and collaborative supply chain synergy are crucial for small businesses, particularly in the songket industry [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. Furthermore, SMEs account for nearly 90% of global businesses and generate 50%\u0026ndash;60% of global employment [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e].\u003c/p\u003e\u003cp\u003eLean-green practices in small businesses also drive higher operational performance across the SME sector, both upstream and downstream, particularly in India and China, where they are considered integral to their strategies and regulations [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Research reveals that Indian SMEs view lean-green practices as crucial for increasing productivity, enhancing organizational culture, and expanding their local supplier networks, thereby boosting business profits [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. SMEs are responsible for 60%\u0026ndash;70% of global harmful emissions [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e] and have a significant impact on the environment [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e]. To address this issue, the adoption of lean-green practices is necessary [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. However, guidance on how songket weaving craft businesses can implement lean-green practices is still lacking, as most existing frameworks are designed for large companies [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. Urgent action is needed to create environmentally friendly businesses, develop collaborative supply chain synergies, and establish policies that can contribute effectively to achieving sustainable development targets, as well as support Asta Cita Program numbers 2 and 3, namely creating a creative economy and a green economy, and SDGs number 13, namely addressing climate change, and number 17, partnerships to achieve goals. This condition highlights that the synergy between lean-green practices and realizing green supply chain performance is a crucial issue for songket SMEs in Bali.\u003c/p\u003e\u003cp\u003eThe integration of lean-green practices in Balinese songket textile SMEs can significantly enhance Sustainable supply chain performance by addressing sustainability and operational efficiency. The concept of a sustainable supply chain encompasses the management of the flow of materials, information, and funds, as well as collaboration between companies along the supply chain, while simultaneously considering environmental, social, and economic aspects [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]. The addition of top management engagement, organizational change management, policy initiatives, and collaborative synergy as moderators is crucial for a comprehensive study. Thus, this research employs a Multi-Level Moderation approach, encompassing moderation by both internal and external organizational factors. Top management commitment and leadership (TMCL) are particularly influential in facilitating the adoption of integrated lean and green practices, as evidenced by their significant impact on sustainability performance in SMEs [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. However, organizational change management, policy initiatives, and collaborative synergy did not show a significant moderating effect on the relationships between lean practices and green practices or between green practices and sustainability performance [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. This suggests that while top management engagement is critical, other factors, such as organizational change management and policy initiatives, may require more targeted strategies to be effective. The development of variable measurement indicators is crucial for accurately assessing these relationships and providing actionable insights to improve GSCM in SMEs. This approach not only builds on previous studies but also offers a more nuanced understanding of the dynamics at play, thereby contributing to the sustainable development of the Balinese songket textile industry.\u003c/p\u003e\u003cp\u003eThis study aims to determine the influence of lean practice on green practice, the moderation of top management engagement and organizational change management on the influence of lean practice on green practice, the influence of lean practice and green practice on sustainable supply chain performance, the moderation of collaborative synergy and policy initiative on the influence of lean practice and green practice on sustainable supply chain performance, and the influence of lean practice on green supply chain management through green practice.\u003c/p\u003e"},{"header":"2. Literature Review","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Sustainable Supply Chain Performance\u003c/h2\u003e\u003cp\u003eThe supply chain is defined as a system that relies on trust as a foundation to minimize concerns about opportunism, foster openness, and encourage joint risk-taking. Other elements such as respect and reciprocity arise from repeated positive interactions and long-term commitment, with relational capital providing a stable foundation for collaboration, especially when facing uncertainty [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]. Sustainable supply chain performance (SSCP) is a multifaceted concept that integrates environmental, social, and economic dimensions into supply chain management. This integration is crucial for addressing the challenges of modern supply chains, including resource scarcity, environmental impact, and social responsibility [\u003cspan additionalcitationids=\"CR22\" citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Supply chain risk management and green products are essential components of green supply chain performance [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]. The concept of green supply chain management, which involves managing all operations within a company while considering its environmental impact to facilitate environmentally friendly production and delivery, is increasingly becoming the focus for enhancing sustainability [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Green Practice\u003c/h2\u003e\u003cp\u003eGreen practices refer to activities and strategies aimed at minimizing resource use, reducing waste and emissions, and promoting sustainability. These practices are implemented across various sectors, including food and beverage services, construction, and information technology, to create a cleaner environment and reduce harmful effects on the ecology. Green practices encompass efficient use of energy and water, recycling, sustainable food production, and pollution reduction [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003e2.3 Lean Practice\u003c/h2\u003e\u003cp\u003eLean practice refers to a management philosophy and methodology that aims to improve efficiency and operational effectiveness by eliminating waste and maximizing value-added activities. It involves a systematic approach to identifying and removing non-value-adding processes, thereby enhancing productivity and quality. Key principles of lean practice include specifying value from the customer's perspective, mapping the value stream, managing process flow, using a pull system to trigger production based on customer demand, and striving for continuous improvement [\u003cspan additionalcitationids=\"CR29\" citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. Lean practices are widely implemented across various industries, including manufacturing and healthcare, to achieve significant gains in efficiency, output, and quality with minimal investments [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\u003ch2\u003e2.4 Top Management Engagement\u003c/h2\u003e\u003cp\u003eTop management engagement refers to the active involvement and commitment of senior executives in various organizational processes and initiatives. This engagement can manifest in several ways, including direct interaction with employees, strategic decision-making, and fostering a supportive organizational culture. Top management often engages directly with employees and customers, which can include social interactions and strategic decision-making [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]. Top management engagement refers to the active involvement and commitment of senior executives in planning, executing, and monitoring organizational projects. This support is crucial for the success of such projects, as it encompasses various roles and behaviors that senior management must exhibit.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e\u003ch2\u003e2.5 Organizational Change Management\u003c/h2\u003e\u003cp\u003eOrganizational Change Management (OCM) is a systematic and structured process designed to transition an organization from its current state to a desired future state. It involves developing and implementing strategies and interventions to enhance organizational performance and capability through proactive or reactive actions in response to internal or external changes. Change management encompasses tasks, measures, and activities designed to implement comprehensive, cross-departmental changes within organizations. It includes implementing new missions, visions, strategies, structures, systems, processes, and behaviors to achieve long-term market positions and sustainable competitive advantages [\u003cspan additionalcitationids=\"CR33 CR34\" citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. The success of change initiatives heavily depends on employee support. Managing change is complex due to individual needs and experiences, requiring a focus on organizational structures, corporate culture, and technological factors [\u003cspan additionalcitationids=\"CR33 CR34\" citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. Effective change management must consider technological factors, including systems, routines, methods, and instruments [\u003cspan additionalcitationids=\"CR33 CR34\" citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003e2.6 Collaborative Synergy\u003c/h2\u003e\u003cp\u003eCollaborative synergy refers to the enhanced outcome achieved when individuals or entities work together, producing a combined effect greater than the sum of their separate efforts. This concept suggests that collaborative efforts yield superior results compared to individual contributions [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e]. Collaborative synergy is crucial for innovation, especially in environments that require the integration of diverse knowledge and skills. For instance, in the context of small and medium-sized enterprises (SMEs), collaborative innovation is crucial for economic growth and technological advancement. The synergy index, a measure of collaborative effectiveness, can be maximized using algorithms like Foraging Search to ensure successful partnerships [\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec9\" class=\"Section2\"\u003e\u003ch2\u003e2.7 Policy Initiative\u003c/h2\u003e\u003cp\u003eA policy initiative refers to a strategic action or plan implemented by governmental or organizational bodies aimed at addressing specific issues or achieving particular objectives within a policy framework. These initiatives often involve a series of coordinated activities, regulations, or programs designed to influence public behavior, improve societal outcomes, or foster economic development. Policy initiatives are designed to address specific problems or achieve targeted outcomes [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e].\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e\u003ch2\u003e2.8 Hypothesis Development\u003c/h2\u003e\u003cp\u003eBased on existing literature and an understanding of research variable, the following hypotheses were formulated, with respective rationales explained. Lean practices, which focus on waste reduction and efficiency, naturally align with green practices that aim to minimize environmental impact. Empirical evidence suggests that lean practices are crucial in driving effective environmental management systems, thereby further supporting green initiatives [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cb\u003eH1\u003c/b\u003e Lean Practice has a positive effect on Green Practice.\u003c/p\u003e\u003cp\u003eStrong leadership and commitment from top management are essential for the successful adoption of integrated lean and green practices. Top Management Commitment and Leadership significantly facilitates the adoption of these practice [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cb\u003eH2\u003c/b\u003e Top Management Engagement positively moderates the effect of Lean Practice on Green Practice.\u003c/p\u003e\u003cp\u003eLeadership commitment and a supportive organizational culture are essential for embedding lean principles and fostering a culture of continuous improvement and sustainability [\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Organizational Change Management plays a crucial role in reducing resistance, aligning the sustainability vision, and facilitating business process transformation, enabling companies to integrate lean and green principles harmoniously.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH3\u003c/b\u003e Organizational Change Management positively moderates the effect of Lean Practice on Green Practice.\u003c/p\u003e\u003cp\u003eIn the Malaysian electronics industry, lean practices have shown a positive relationship with supply chain performance and emphasizing the need for a supportive organizational structure [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e]. By reducing carbon emissions, using renewable energy sources, promoting fair labor practices, and reducing waste, sustainable supply chains can mitigate risks associated with supply chain disruptions [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cb\u003eH4\u003c/b\u003e Lean Practice has a positive effect on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eGreen supply chain management (GSCM) practices have been shown to significantly enhance various aspects of organizational performance, including environmental, economic, and operational outcomes. Green Information Systems (GISs) strongly and positively support the implementation of green supply chain practices [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e], resulting in increased competitiveness and improved economic and environmental performance. Awareness of environmental issues is increasing, which is also putting pressure on firms to make their supply chain operations more environmentally friendly.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH5\u003c/b\u003e Green Practice has a positive effect on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eCollaboration among supply chain partners significantly improves sustainability outcomes. Effective collaborative governance involves aligning the goals and practices of various stakeholders. This alignment is essential for addressing complex sustainability challenges and achieving integrated environmental, social, and economic outcomes [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]. With a high level of collaborative synergy, companies can more effectively align their sustainability goals, thereby enhancing the success of integrating lean practices in driving sustainable supply chain performance.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH6\u003c/b\u003e Collaborative Synergy positively moderates the effect of Lean Practice on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eThe capability of collaboration among supply chain partners is a critical parameter that directly influences the overall performance of the supply chain. A framework that facilitates the choice and implementation of green supply chain management practices can enhance this capability [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]. Strong collaborative synergy enables more effective sharing of information, resources, and innovation, thereby strengthening the positive impact of green practices in achieving sustainability goals.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH7\u003c/b\u003e Collaborative Synergy positively moderates the effect of Green Practice on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eA study on the Chinese electronics sector found that the dynamic behavior of government regulations influence sustainable performance exponentially over a long time in the manufacturing supply chain [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. This suggests that regulatory frameworks can create an environment that supports the adoption of lean practices aimed at sustainability. Thus, the higher the level of policy support provided, the stronger the influence of Lean Practice in improving Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH8\u003c/b\u003e Policy Initiative positively moderates the effect of Lean Practice on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eA study highlights that stringent environmental regulations enhance supply chain collaboration, which in turn drives improvements in sustainability performance, particularly in environmental dimensions [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]. Thus, the stronger the policy initiatives implemented, the greater the positive influence of green practices on sustainable supply chain performance.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH9\u003c/b\u003e Policy Initiative positively moderates the effect of Green Practice on Sustainable Supply Chain Performance.\u003c/p\u003e\u003cp\u003eLean practices such as JIT, set-up time reduction, cellular manufacturing, and waste elimination can significantly contribute to improve green supply chain performance and green practices including eco-design, life cycle assessment, green manufacturing, reverse logistics, and waste management significantly and positively affect green supply chain performance [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]. Green practices significantly influence business process performance and indirectly affect sustainable supply chain performance [\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e]. Green Practice (GP) mediates Lean Practice (LP) to improve sustainability performance [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e].\u003c/p\u003e\u003cp\u003e\u003cb\u003eH10\u003c/b\u003e Green Practice mediates the effect of Lean Practice on Sustainable Supply Chain Performance.\u003c/p\u003e\u003c/div\u003e"},{"header":"3. Methods","content":"\u003cp\u003eThis research utilized quantitative methods, which were chosen to gain a more holistic and comprehensive understanding of the issues studied, particularly regarding the sustainable supply chain performance of songket SMEs in Bali. A structured questionnaire served as the research instrument, employing a 5-point Likert scale. Respondents were asked to select from a range of options, from \u0026apos;Strongly Agree\u0026apos; (score of 5) to \u0026apos;Strongly Disagree\u0026apos; (score of 1).\u003c/p\u003e\n\u003cp\u003eLean Practice was measured using the following indicators [6, 52]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eOnly necessary production equipment and materials are present in the production area.\u003c/li\u003e\n\u003cli\u003eThe locations for placing materials and production goods are clearly marked.\u003c/li\u003e\n\u003cli\u003eWork areas, storage warehouses, and production equipment must be tidy, clean, and free from hazards.\u003c/li\u003e\n\u003cli\u003eProduction equipment is always ready for use whenever needed.\u003c/li\u003e\n\u003cli\u003eProduction workers receive regular training to ensure safe operation and prolonged equipment lifespan.\u003c/li\u003e\n\u003cli\u003eProduction workers are trained to care for and maintain their own production equipment and machines.\u003c/li\u003e\n\u003cli\u003eThe production line allows for planned maintenance of machinery and equipment.\u003c/li\u003e\n\u003cli\u003eThe company uses flexible production machinery, which requires a short setup time when product changes occur.\u003c/li\u003e\n\u003cli\u003eIf there is a workplace that is not producing, workers can be reassigned to another location according to their skills and functions.\u003c/li\u003e\n\u003cli\u003eProduction personnel are trained to handle multiple tasks on the factory floor.\u003c/li\u003e\n\u003cli\u003eIf a piece of production equipment or machinery is damaged, production can be continued with another machine performing the same job.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003e12. The company produces goods and services only when needed by customers.\u003c/p\u003e\n\u003cp\u003e13. Production on each line occurs based on requests from the next production line.\u003c/p\u003e\n\u003cp\u003e14. The company employs a production system where products and services are made only in the required quantities (not less and not excessive).\u003c/p\u003e\n\u003cp\u003e15. Company suppliers deliver materials and raw materials according to the company\u0026apos;s needs.\u003c/p\u003e\n\u003cp\u003e16. Suppliers provide materials and raw materials on time and free from defects.\u003c/p\u003e\n\u003cp\u003e17. Production lines consistently and effectively follow standard operating procedures.\u003c/p\u003e\n\u003cp\u003e18. The company consistently implements Quality Management Systems (QMS), such as ISO 9001 or ISO/TS 16949.\u003c/p\u003e\n\u003cp\u003e19. Continuous quality improvement is pursued using the Plan-Do-Check-Act (PDCA) principle.\u003c/p\u003e\n\u003cp\u003e20. Lot sizes are reduced.\u003c/p\u003e\n\u003cp\u003e21. Continuous improvement (Kaizen) is practiced.\u003c/p\u003e\n\u003cp\u003e22. Employee involvement is encouraged.\u003c/p\u003e\n\u003cp\u003e23. Cycle times are reduced.\u003c/p\u003e\n\u003cp\u003eThese twenty-three indicators are labeled from LP01 to LP23.\u003c/p\u003e\n\u003cp\u003eGreen Practice is evaluated using the following indicators:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eThe company consistently reduces, reuses, and recycles non-environmentally friendly production and service materials.\u003c/li\u003e\n\u003cli\u003eThe company utilizes environmentally friendly packaging for products and goods.\u003c/li\u003e\n\u003cli\u003eThe company designs products, goods, and services that are environmentally friendly and engages suppliers in this process.\u003c/li\u003e\n\u003cli\u003eThe company involves the community in environmental improvement programs.\u003c/li\u003e\n\u003cli\u003eThe company prioritizes local sourcing for its suppliers.\u003c/li\u003e\n\u003cli\u003eThe company accepts back worn-out, damaged, or discarded products from consumers for recycling or refurbishment, or for responsible disposal.\u003c/li\u003e\n\u003cli\u003eThe company effectively and consistently implements an Environmental Management System (EMS), such as ISO 14001.\u003c/li\u003e\n\u003cli\u003eThe company encourages and organizes Corporate Social Responsibility (CSR) activities, such as reforestation or tree planting, as part of its commitment to environmental stewardship.\u003c/li\u003e\n\u003cli\u003eThe company works to reduce water consumption.\u003c/li\u003e\n\u003cli\u003eThe company seeks to minimize water pollution, aiming to reduce contamination of water bodies resulting from business operations.\u003c/li\u003e\n\u003cli\u003eThe company promotes energy efficiency.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003e12. The company aims for material efficiency.\u003c/p\u003e\n\u003cp\u003e13. The company strives to reduce greenhouse gas (GHG) emissions.\u003c/p\u003e\n\u003cp\u003eThese thirteen indicators are assigned codes GP01 to GP13.\u003c/p\u003e\n\u003cp\u003eTop Management Engagement is assessed using the following indicators [6, 53]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eTop management demonstrates commitment and engagement toward green and lean practices.\u003c/li\u003e\n\u003cli\u003eTop management establishes strategic and measurable green and lean goals.\u003c/li\u003e\n\u003cli\u003eTop management communicates the importance of green and lean practices to the organization.\u003c/li\u003e\n\u003cli\u003eTop management ensures the principles of green and lean practices, such as efficiency and waste reduction, are upheld.\u003c/li\u003e\n\u003cli\u003eTop management defines its commitment to all stakeholders and facilitates communication among them to reduce costs, and environmental and time-related risks.\u003c/li\u003e\n\u003cli\u003eTop management ensures investments are made to support the transformation towards green and lean practices.\u003c/li\u003e\n\u003cli\u003eTop management enforces legal compliance and regulates applicable rules.\u003c/li\u003e\n\u003cli\u003eTop management implements management systems to assist in the execution of green and lean initiatives.\u003c/li\u003e\n\u003cli\u003eThere is enthusiastic support from top management.\u003c/li\u003e\n\u003cli\u003eTop management allocates adequate resources for these initiatives.\u003c/li\u003e\n\u003cli\u003eTop management is aware of the benefits of implementation.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003e12. Top management actively encourages employees to participate.\u003c/p\u003e\n\u003cp\u003eThese indicators are assigned the codes TME01 to TME12.\u003c/p\u003e\n\u003cp\u003eOrganizational Change Management is evaluated through these indicators [6, 54]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eThe company involves every employee in activities such as waste reduction, problem solving, and continuous improvement.\u003c/li\u003e\n\u003cli\u003eThe company applies principles like flexible job responsibilities, cross-functional training, job enlargement, and enrichment.\u003c/li\u003e\n\u003cli\u003eThe company encourages employees to seek out new methods and suggest innovative ideas.\u003c/li\u003e\n\u003cli\u003eThe company ensures recognition and rewards for employees\u0026apos; contributions.\u003c/li\u003e\n\u003cli\u003eThe company identifies the competencies required for employees.\u003c/li\u003e\n\u003cli\u003eThe company provides training and education to enhance employee skills.\u003c/li\u003e\n\u003cli\u003eProcess Change.\u003c/li\u003e\n\u003cli\u003eTechnology Change.\u003c/li\u003e\n\u003cli\u003eCulture Change.\u003c/li\u003e\n\u003cli\u003eStructure Change.\u003c/li\u003e\n\u003cli\u003eStrategy Change.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003e12. Attitude Change.\u003c/p\u003e\n\u003cp\u003eThe twelve indicators are assigned codes OCM01 to OCM12.\u003c/p\u003e\n\u003cp\u003eCollaborative Synergy is assessed using the following indicators [6, 55, 56]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eThe company actively participates in sharing sustainability best practices within the business community or SME cluster.\u003c/li\u003e\n\u003cli\u003eThe company consistently establishes beneficial cooperation regarding sustainability requirements with both suppliers and customers.\u003c/li\u003e\n\u003cli\u003eThe company prioritizes creating value for all its stakeholders, including investors, suppliers, employees, and communities.\u003c/li\u003e\n\u003cli\u003eThe company fosters and maintains proactive, long-term relationships with all stakeholders, such as investors, suppliers, customers, and communities.\u003c/li\u003e\n\u003cli\u003eThe company selects suppliers and partner companies based on green and lean criteria.\u003c/li\u003e\n\u003cli\u003eThe company encourages suppliers and partner companies to adopt lean and green practices in their operations.\u003c/li\u003e\n\u003cli\u003eJoint planning is conducted with stakeholders.\u003c/li\u003e\n\u003cli\u003eCollaboration agreements are formed with relevant partners.\u003c/li\u003e\n\u003cli\u003eRisks and benefits are shared among all parties involved.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThese nine indicators are assigned the codes CS01 to CS09.\u003c/p\u003e\n\u003cp\u003ePolicy Initiative is measured using the following indicators [6, 56, 57]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eThe company is aware of and complies with government policies and programs.\u003c/li\u003e\n\u003cli\u003eThe company participates in government social and environmental initiatives.\u003c/li\u003e\n\u003cli\u003eAcceptability.\u003c/li\u003e\n\u003cli\u003eAdoption.\u003c/li\u003e\n\u003cli\u003eAppropriateness.\u003c/li\u003e\n\u003cli\u003eCompliance/Fidelity.\u003c/li\u003e\n\u003cli\u003eFeasibility.\u003c/li\u003e\n\u003cli\u003ePenetration.\u003c/li\u003e\n\u003cli\u003eSustainability.\u003c/li\u003e\n\u003cli\u003eCosts.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eThese ten indicators are assigned the codes PI01 to PI10.\u003c/p\u003e\n\u003cp\u003eSustainable Supply Chain Performance is measured using these indicators [6, 58]:\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003eThe company can reduce operational and production costs in accordance with set targets.\u003c/li\u003e\n\u003cli\u003eMarket share can be increased according to established goals.\u003c/li\u003e\n\u003cli\u003eThe company can save on environmental costs or reduce CO\u003csub\u003e2\u003c/sub\u003e emissions better than in previous years.\u003c/li\u003e\n\u003cli\u003eThe company consistently initiates supplier cost savings.\u003c/li\u003e\n\u003cli\u003eReturn on assets (ROA) can be increased according to set targets.\u003c/li\u003e\n\u003cli\u003eThe company can enhance process cycle efficiency (value-added ratio) in its production and operational lines.\u003c/li\u003e\n\u003cli\u003eThe company produces consistent and quality products or services (according to desired specifications) with a low defect rate or in alignment with set targets.\u003c/li\u003e\n\u003cli\u003eThe company minimizes customer complaints regarding the quality of its products and services.\u003c/li\u003e\n\u003cli\u003eThe company can quickly respond to product or service changes or adapt to requests for the development of environmentally friendly products to meet customer needs.\u003c/li\u003e\n\u003cli\u003eThe company can provide timely product or service delivery according to customer requirements.\u003c/li\u003e\n\u003cli\u003eThe company can increase production capacity based on customer demand.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003e12. Information accuracy can be improved compared to previous years.\u003c/p\u003e\n\u003cp\u003e13. The company can reduce air emissions (CO or NOx) more effectively than in previous years.\u003c/p\u003e\n\u003cp\u003e14. The company can lower energy consumption in its production and operational processes.\u003c/p\u003e\n\u003cp\u003e15. The company can reduce wastewater generation in its production and operational lines.\u003c/p\u003e\n\u003cp\u003e16. The company can minimize solid waste disposal in its production and operational lines.\u003c/p\u003e\n\u003cp\u003e17. The company can reduce or eliminate the use of hazardous or toxic substances.\u003c/p\u003e\n\u003cp\u003e18. The company can increase the use of recycled materials.\u003c/p\u003e\n\u003cp\u003e19. The company ensures occupational health and safety.\u003c/p\u003e\n\u003cp\u003e20. The company can improve employee welfare each year.\u003c/p\u003e\n\u003cp\u003e21. The company can enhance employee satisfaction annually.\u003c/p\u003e\n\u003cp\u003e22. The company can increase customer satisfaction each year.\u003c/p\u003e\n\u003cp\u003e23. The company\u0026apos;s social reputation can improve compared to previous years.\u003c/p\u003e\n\u003cp\u003e24. The company can enhance planning with suppliers, communities, and customers for environmental improvements.\u003c/p\u003e\n\u003cp\u003e25. The organization maintains visibility of supply chain dynamics within the network.\u003c/p\u003e\n\u003cp\u003e26. Risks in the supply network are managed proactively by the organization.\u003c/p\u003e\n\u003cp\u003e27. The organization exercises proper control over supply chain costs.\u003c/p\u003e\n\u003cp\u003e28. Waste in the supply chain network has been significantly reduced.\u003c/p\u003e\n\u003cp\u003e29. The organization\u0026rsquo;s primary supply chain can supply final customers with timely and complete orders.\u003c/p\u003e\n\u003cp\u003e30. The organization can adhere to environmental standards as per customer requirements.\u003c/p\u003e\n\u003cp\u003e31. The organization has minimized buffer stocks at all levels throughout the supply chain.\u003c/p\u003e\n\u003cp\u003e32. The organization\u0026rsquo;s supply chain can respond more quickly than competitors in a volatile business environment.\u003c/p\u003e\n\u003cp\u003eThese thirty-two indicators are assigned the codes SSCP01 to SSCP32.\u003c/p\u003e\n\u003cp\u003eThe population of this study consisted of 2,194 Songket artisan groups based on data from the Bali Provincial Trade and Industry Office. One representative, either the leader or owner was selected from each group to participate in the survey. Using the Slovin formula, a sample of 584 artisan groups was determined, distributed across nine regencies and one municipality in Bali Province. The sample was selected through a proportionate stratified random sampling technique to ensure proportional representation and homogeneity across strata. Each stratum represents a regency/municipality in Bali to ensure proportional representation across the entire region. This technique was chosen to provide the sample includes a variety of songket artisans from different areas, considering industry size, skill level, and business experience. The selected artisans were those with a minimum of one year of experience in songket production. Additional selection criteria included respondents\u0026rsquo; ages ranging from 25 to 64 years, with a diverse gender distribution. Respondents\u0026rsquo; educational backgrounds varied, ranging from elementary school graduates to higher education, with an emphasis on practical experience in the songket industry. Data were collected from a total of 584 respondents across various regions: 43 in Jembrana, 92 in Tabanan, 78 in Badung, 87 in Gianyar, 79 in Klungkung, 26 in Bangli, 21 in Karangasem, 66 in Buleleng, and 84 in Denpasar. The data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS) through SmartPLS 4. In the measurement model, validity, multicollinearity, and reliability tests are performed on the data. Validity is assessed by examining the outer loading and cross-loading values. Multicollinearity is analyzed using the Variance Inflation Factor (VIF). Reliability is evaluated by checking the Cronbach\u0026apos;s Alpha and Composite Reliability values. R\u0026sup2; and Q\u0026sup2; are used to assess the structural model. Goodness of Fit is evaluated using the Standardized Root Mean Square Residual (SRMR). Hypothesis testing is conducted using bootstrapping with 5000 resampling iterations.\u003c/p\u003e"},{"header":"4. Results of PLS SEM Analysis","content":"\u003cp\u003eAs the first step, seven blocks were examined, namely lean practice, green practice, top management engagement, organizational change management, collaborative synergy, policy initiative, and sustainable supply chain performance (Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e). Indicators with factor loadings below 0.7 were removed. The excluded indicators were LP21, TME12, SSCP09, SSCP10, SSCP16, and SSCP25. After the removal, all remaining indicators showed improved factor loading values. Lean Practice is best described by its highest factor loading on item LP22, 'Employee involvement' (0.754). Similarly, the key indicator for Green Practice is GP11, 'Energy efficiency' (0.766). The strongest predictor for Top Management Engagement is TME08, 'Top management ensures implementation of management systems to assist green and lean implementation' (0.788). Furthermore, the leading item for Organizational Change Management is OCM01, 'The company involves every employee such as waste reduction, problem solving, and continuous improvement' (0.824). The highest loading for Policy Initiative, represented by PI01, 'The company has awareness of and compliance with government policies and programs' (0.824). Finally, the latent variable Collaborative Synergy is best represented by CS03, 'The company is focused on creating value for all their stakeholders, such as investors, suppliers, employees, and the communities' (0.808), while Sustainable Supply Chain Performance is primarily correlated with SSCP11, 'The company can increase production capacity according to customer demand' (0.761). Cross loadings are lower for all items compared to SSCP. Based on the analysis results, all indicators exhibited loading factors exceeding the threshold of 0.7, and the cross-loading test demonstrated good discrimination. Thus, it is concluded that the research data satisfies the criteria for both convergent validity and discriminant validity. The Variance Inflation Factor (VIF) values for all indicators were found to be below the conventional threshold of 5. This indicates that multicollinearity is not an issue in the measurement model, assuring the stability and reliability of the parameter estimates in the structural model.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eDescriptive Statistics and Loadings of the Items\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"7\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLaten Variables\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eManifest\u003c/p\u003e\u003cp\u003eVariables\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eMean/Median\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eFactor Loading before Exclusion*\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eFactor Loading after Exclusion*\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eVIF\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eCross loadings\u003c/p\u003e\u003cp\u003ewith SSCP\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"22\" rowspan=\"23\"\u003e\u003cp\u003eLean Practice (LP)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.413/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.723\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.093\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.197\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.485/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.709\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.711\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.028\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.227\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.450/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.142\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.135\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.483/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.713\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.074\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.157\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.515/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.710\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.711\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.098\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.166\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.498/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.735\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.251\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.197\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.490/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.739\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.738\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.247\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.200\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.557/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.707\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.009\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.245\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.521/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.730\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.729\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.128\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.187\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.502/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.703\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.966\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.146\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.457/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.950\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.188\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.423/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.011\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.191\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP13\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.478/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.703\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.050\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.182\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.539/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.750\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.748\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.331\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.224\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP15\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.474/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.735\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.230\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.219\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.493/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.722\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.222\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.185\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.464/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.044\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.169\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.500/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.723\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.086\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP19\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.515/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.710\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.709\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.068\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.165\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP20\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.469/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.744\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.742\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.239\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.183\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP21\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.500/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.693\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP22\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.505/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.754\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.754\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.544\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.181\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLP23\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.510/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.723\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.099\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.155\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"12\" rowspan=\"13\"\u003e\u003cp\u003eGreen Practice (GP)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.606/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.025\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.121\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.574/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.762\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.762\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.305\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.123\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.587/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.713\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.854\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.196\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.553/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.713\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.713\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.822\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.101\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.594/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.725\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.725\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.890\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.119\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.618/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.723\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.722\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.899\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.181\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.591/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.070\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.214\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.599/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.057\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.171\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.604/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.757\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.757\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.070\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.148\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.558/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.127\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.150\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.572/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.766\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.766\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.223\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.085\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.634/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.743\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.743\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.046\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.128\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGP13\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.558/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.738\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.737\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.965\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.120\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"11\" rowspan=\"12\"\u003e\u003cp\u003eTop Management Engagement (TME)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.425/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.777\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.780\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.118\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.229\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.450/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.736\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.739\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.943\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.259\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.449/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.770\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.767\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.291\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.227\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.442/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.731\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.855\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.192\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.493/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.772\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.779\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.220\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.170\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.469/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.751\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.989\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.184\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.399/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.766\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.765\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.154\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.173\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.449/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.787\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.788\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.255\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.184\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.418/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.756\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.200\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.274\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.438/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.787\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.787\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.247\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.183\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.413/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.778\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.776\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.285\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.265\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTME12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.437/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.674\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"11\" rowspan=\"12\"\u003e\u003cp\u003eOrganizational Change Management (OCM)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.637/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.824\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.824\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.753\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.090\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.579/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.762\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.762\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.069\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.117\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.586/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.759\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.759\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.010\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.092\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.615/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.012\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.077\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.572/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.738\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.738\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.948\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.099\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.560/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.782\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.782\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.256\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.052\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.567/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.756\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.756\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.076\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.034\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.577/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.795\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.795\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.383\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.073\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.560/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.751\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.751\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.999\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.103\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.570/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.789\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.789\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.146\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.105\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.562/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.777\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.777\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.149\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.091\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOCM12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.666/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.800\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.800\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.362\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.125\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"8\" rowspan=\"9\"\u003e\u003cp\u003eCollaborative Synergy (CS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.390/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.773\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.772\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.972\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.457\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.409/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.779\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.779\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.107\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.454\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.414/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.807\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.808\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.274\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.480\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.315/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.775\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.776\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.043\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.444\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.402/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.747\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.746\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.952\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.371\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.414/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.736\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.735\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.911\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.375\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.440/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.753\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.988\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.364\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.426/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.782\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.781\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.142\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.402\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCS09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.384/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.762\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.017\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.425\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003ePolicy Initiative (PI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.390/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.821\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.824\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.656\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.110\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.491/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.820\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.818\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.348\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.401/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.809\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.811\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.523\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.104\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.503/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.750\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.750\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e1.836\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.140\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.377/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.801\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.798\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.249\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.127\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.409/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.804\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.807\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.498\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.085\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.413/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.807\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.808\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.449\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.087\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.327/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.782\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.778\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.142\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.108\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.329/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.815\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.816\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.738\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.087\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePI10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.349/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.816\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.819\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.233\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.057\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"31\" rowspan=\"32\"\u003e\u003cp\u003eSustainable Supply Chain Performance (SSCP)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP01\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.464/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.069\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP02\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.447/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.710\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.388\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.717\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP03\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.459/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.710\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.124\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.372/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.708\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.715\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.174\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.715\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP05\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.406/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.735\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.739\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.384\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.739\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.486/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.207\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.418/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.713\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.350\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.378/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.707\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.858\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP09\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.473/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.675\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.394/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.653\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.380/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.694\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.413/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.748\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.753\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.617\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.753\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP13\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.433/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.042\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.390/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP15\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.392/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.706\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.704\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.112\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.704\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.402/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.673\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.423/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.497\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.450/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.080\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP19\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.411/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.063\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP20\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.443/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.711\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.718\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP21\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.402/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.722\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.082\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP22\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.423/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.702\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.709\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.054\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.709\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP23\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.442/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.748\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.753\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.244\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.753\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP24\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.411/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.710\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.131\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.392/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.667\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP26\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.397/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.730\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.358\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP27\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.425/4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.737\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.743\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.226\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.743\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP28\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.425/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.004\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP29\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.397/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.723\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.491\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.726\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.421/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.711\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.715\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e3.641\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.715\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP31\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.358/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.742\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.750\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e4.201\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.750\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSCP32\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e3.464/3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.704\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e2.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.704\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eSource: SmartPLS output (2025).\u003c/p\u003e\u003cp\u003eThe results of the construct reliability test are presented in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e below:\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eConstruct Reliability\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCronbach's Alpha\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eComposite Reliability\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCollaborative Synergy (M3)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.913\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.928\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGreen Practice (X2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.931\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.940\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLean Practice (X1)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.957\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.960\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrganizational Change Management (M2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.939\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.947\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePolicy Initiative (M4)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.939\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.948\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.966\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.968\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTop Management Engagement (M1)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.929\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.940\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"3\"\u003eSource: SmartPLS output (2025)\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows that all variables have Cronbach\u0026rsquo;s alpha and composite reliability values greater than 0.70, indicating all constructs in the model demonstrate consistent and reliable indicators, confirming that the model satisfies the reliability requirements based on SEM\u0026ndash;PLS standards. This condition indicates that the measurement instrument possesses good internal consistency, meaning the items within a construct are strongly correlated and measure the same underlying concept. Data passing the reliability test ensures that the results obtained from the structural model are trustworthy, as the measurement instrument provides stable and consistent results in measuring the intended variables across different samples and time points.\u003c/p\u003e\u003cp\u003eThe structural model was evaluated using R-square for the dependent construct and the Stone-Geisser Q-square test for predictive relevance, with the results presented in Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eR-Square and Q-Square Test Results\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eR-Square\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eQ-Square\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGreen Practice (X2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.188\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.098\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.351\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.180\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"3\"\u003eSource: SmartPLS output (2025)\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e shows that the R-square value for the Green Practice (X2) variable is 0.188, indicating a weak model. The variables in this study influence Green Practice (X2) by 18.8%. The R-square value for the Sustainable Supply Chain Performance (Y) variable is 0.351, indicating a moderate model. The variables in this study influence Sustainable Supply Chain Performance (Y) by 35.1%. Green Practice (X2) has a Q2 value\u0026thinsp;\u0026gt;\u0026thinsp;0, namely 0.098, so the model has good predictive relevance with a weak model because it is above 0.02 and below 0.15. Sustainable Supply Chain Performance (Y) has a Q2 value\u0026thinsp;\u0026gt;\u0026thinsp;0, namely 0.180, so the model has good predictive relevance with a moderate model because it is above 0.15 and below 0.35. This condition indicates that the model possesses strong predictive capability, meaning it adequately explains the variance in the dependent variable. Specifically, the model exhibits positive predictive relevance (as indicated by Q\u003csup\u003e2\u003c/sup\u003e\u0026thinsp;\u0026gt;\u0026thinsp;0), which signifies that the independent variables included have a significant influence on the dependent variable and are able to effectively account for the variation in the data.\u003c/p\u003e\u003cp\u003eThe Goodness of Fit (GoF) test results are presented in Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eGoodness of Fit\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"2\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEstimated model\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSRMR\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.046\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eSource: SmartPLS output (2025).\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e shows an SRMR value of 0.46. According to the criteria proposed by [\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e], this value is below the threshold of 0.8, indicating that the model exhibits a good fit. A low SRMR value suggests minimal residual difference between the observed and model-implied correlation matrices, thus affirming that the proposed theoretical model is consistent with the empirical data.\u003c/p\u003e\u003cp\u003eAssessing the significance of the influence between variables requires a bootstrapping procedure. The number of bootstrap samples used was 5000. The results of the hypothesis testing are presented in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eDetails of the hypothesis testing results are presented in Table \u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eHypothesis Testing\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOriginal sample (O)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSample mean (M)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eStandard deviation (STDEV)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eT statistics (|O/STDEV|)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eP values\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLean Practice (X1) -\u0026gt;Green Practice (X2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.119\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.120\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.048\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e2.454\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.014\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTop Management Engagement (M1) x Lean Practice (X1) -\u0026gt;Green Practice (X2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.034\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.030\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.039\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.858\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.391\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrganizational Change Management (M2) x Lean Practice (X1) -\u0026gt;Green Practice (X2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.139\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.040\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e3.454\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLean Practice (X1) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.133\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.132\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.051\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e2.600\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.009\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGreen Practice (X2) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.160\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.156\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.038\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e4.216\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCollaborative Synergy (M3) x Lean Practice (X1) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.142\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.047\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e3.034\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCollaborative Synergy (M3) x Green Practice (X2) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.039\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.035\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.972\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePolicy Initiative (M4) x Lean Practice (X1) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e-0.030\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e-0.029\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.042\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.702\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.483\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePolicy Initiative (M4) x Green Practice (X2) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.037\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.036\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.032\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e1.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.254\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eLean Practice (X1) -\u0026gt;Green Practice (X2) -\u0026gt;Sustainable Supply Chain Performance (Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.019\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.019\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.009\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e2.148\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.032\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"6\"\u003eSource: SmartPLS output (2025)\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe results of the hypothesis testing presented in Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e indicate the following:\u003c/p\u003e\u003cp\u003eThe first hypothesis testing yielded a positive influence coefficient of 0.119 and a P-value of 0.014, which is less than 0.05. This suggests that lean practice positively affects green practice, thereby accepting the first hypothesis.\u003c/p\u003e\u003cp\u003eThe second hypothesis testing showed a positive influence coefficient of 0.034 and a P-value of 0.391, which is greater than 0.05. Consequently, top management engagement does not moderate the influence of lean practice on green practice, leading to the rejection of the second hypothesis.\u003c/p\u003e\u003cp\u003eFor the third hypothesis testing, the positive influence coefficient was 0.139, with a P-value of 0.001, indicating that organizational change management moderates the influence of lean practice on green practice. The influence of lean practice increased from 0.119 to 0.139 after moderation by organizational change management, strengthening its positive effect. Thus, the third hypothesis is accepted.\u003c/p\u003e\u003cp\u003eThe fourth hypothesis testing resulted in a positive influence coefficient of 0.133 and a P-value of 0.009, which is less than 0.05. This indicates that lean practice positively affects sustainable supply chain performance, thereby accepting the fourth hypothesis.\u003c/p\u003e\u003cp\u003eThe fifth hypothesis testing produced a positive influence coefficient of 0.160 and a P-value of 0.000, also less than 0.05. This means that green practice positively impacts sustainable supply chain performance, leading to the acceptance of the fifth hypothesis.\u003c/p\u003e\u003cp\u003eThe sixth hypothesis testing revealed a positive influence coefficient of 0.142 and a P-value of 0.002, showing that collaborative synergy moderates the influence of lean practice on sustainable supply chain performance. The influence coefficient increased from 0.133 to 0.142 after moderation by collaborative synergy, thereby accepting the sixth hypothesis.\u003c/p\u003e\u003cp\u003eThe seventh hypothesis testing showed a positive influence coefficient of 0.001 and a P-value of 0.972, which is greater than 0.05. Thus, collaborative synergy does not moderate the influence of green practice on sustainable supply chain performance, leading to the rejection of the seventh hypothesis.\u003c/p\u003e\u003cp\u003eThe eighth hypothesis testing demonstrated a negative influence coefficient of 0.030 and a P-value of 0.483, which is also greater than 0.05. This means that policy initiatives do not moderate the influence of lean practice on sustainable supply chain performance, resulting in the rejection of the eighth hypothesis.\u003c/p\u003e\u003cp\u003eThe ninth hypothesis testing yielded a positive influence coefficient of 0.037 and a P-value of 0.254, which is greater than 0.05. Consequently, policy initiatives do not moderate the influence of lean practice on sustainable supply chain performance, leading to the rejection of the ninth hypothesis.\u003c/p\u003e\u003cp\u003eFinally, the tenth hypothesis testing showed a positive influence coefficient of 0.019 and a P-value of 0.032, which is less than 0.05. This indicates that green practice mediates the influence of lean practice on sustainable supply chain performance, thereby accepting the tenth hypothesis.\u003c/p\u003e"},{"header":"5. Discussion","content":"\u003cdiv id=\"Sec50\"\u003e\n \u003ch2\u003e5.1. Lean and Green Practices\u003c/h2\u003e\n \u003cp\u003eThe results indicate that lean practices have a positive effect on green practices. Descriptive statistical analysis shows that lean practices and green practices are both in the moderate category in Songket Weaving Small Businesses, indicating that the implementation of both practices is mutually supportive but not yet optimal. Songket Weaving Businesses that implement Lean Practices have successfully eliminated waste early in the production process (such as reducing yarn scraps or fabric waste). Any reduction in waste in the production line (Lean) automatically contributes to environmental waste reduction and resource efficiency (Green). However, because both scores are only moderate, this indicates that the craftspeople have adopted basic steps such as recycling simple solid waste, but they have not yet stepped up to more advanced and structured Green practices such as environmental certification or the implementation of expensive energy efficiency technologies, so that the maximum potential for greater environmental impact and cost efficiency has not been achieved. The grand theory underlying the positive impact of Lean practices on green practices is primarily the Resource-Based View (RBV). This theory states that organizations can achieve sustainable competitive advantage by utilizing their resources and capabilities effectively, including integrating lean and green practices to improve overall performance [60]. Lean practices, which focus on waste reduction and efficiency, naturally align with green practices aimed at minimizing environmental impact. Empirical evidence suggests that lean practices are critical in driving environmental management systems, further supporting green initiatives [40]. Studies also show that lean practices can act as a catalyst for green practices, with lean frameworks often being used to implement green processes effectively [61].\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec51\"\u003e\n \u003ch2\u003e5.2. The Moderating Effect of Top Management Engagement on the Lean and Green Practice\u003c/h2\u003e\n \u003cp\u003eThe top management engagement does not moderate the effect of lean practices on green practices. The findings indicating that top management engagement cannot moderate the effect of lean practices on green practices can be explained by examining the findings of several studies. A study of Indonesian manufacturing SMEs found that while top management commitment and leadership (TMCL) significantly facilitated the adoption of integrated lean and green practices, organizational culture transformation (OCTr) did not significantly moderate the relationship between lean practices and green practices [6]. This suggests that while top management can encourage the initial adoption of these practices, their sustained influence may not be sufficient to sustain the integration of lean and green practices without other supporting factors. Furthermore, another study of Chinese manufacturing companies highlighted that while lean management positively impacted the promotion of green practices, the adoption of an ISO 14001-based environmental management system did not act as a moderator in the relationship between lean management and green practices [62]. This suggests that even a structured environmental management system, which often requires top management support, does not necessarily enhance the synergy between lean and green practices. Furthermore, a study on the role of top management in green supply chain management found that top management commitment mediated the relationship between stakeholder pressure and green operations, but did not directly moderate the relationship between lean and green practices [63]. This reinforces that although top management can drive green practices through external pressure, their direct moderating effect on the lean\u0026ndash;green relationship is limited.\u003c/p\u003e\n \u003cp\u003eIn summary, top management is vital for initiating and promoting lean and green practices but plays little role in moderate their integration. This is supported by the findings that organizational culture transformation and a structured environmental management system do not enhance lean-green synergy, and that top management\u0026apos;s role is more effective in mediating external pressure than directly moderating the relationship between lean and green practices [6, 62, 63].\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec52\"\u003e\n \u003ch2\u003e5.3. The Moderating Effect of Organizational Change Management on the Lean and Green Practice\u003c/h2\u003e\n \u003cp\u003eThe organizational change management strengthens the positive influence of lean practices on green practices. These results indicate an interesting synergistic relationship between operational practices, environmental sustainability, and management strategy, although its full potential has not yet been achieved. Specifically, the finding that organizational change management moderates and strengthens the positive influence of lean practices on green practices means that efforts to eliminate waste and improve process efficiency will be much more effective in achieving environmental goals only if they are supported and implemented through a planned and effective change management strategy. In other words, integrating efficiency and sustainability requires strong cultural and structural support. Unfortunately, since all variables (change management, lean practices, and green practices) are in the medium category, this implies that the artisan group has initiated lean and green initiatives, but they have not yet reached an optimal level of maturity or implementation, indicating that there is still significant room for strategic and policy improvements to push these practices to a higher level.\u003c/p\u003e\n \u003cp\u003eCross-functional teams, sustainability committees, innovation labs, and targeted training are essential for promoting cultural change and aligning business goals with environmental values [64]. Leadership commitment and a supportive organizational culture are crucial for embedding lean principles and fostering a culture of continuous improvement and sustainability [41, 42]. Organizational Change Management plays a crucial role in reducing resistance, aligning the sustainability vision, and facilitating business process transformation, enabling companies to integrate lean and green principles harmoniously. Therefore, greater Organizational Change Management effectiveness strengthens the positive impact of Lean Practice on Green Practice.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec53\"\u003e\n \u003ch2\u003e5.4. Lean Practice and Sustainable Supply Chain Performance\u003c/h2\u003e\n \u003cp\u003eThe lean practices have a positive impact on sustainable supply chain performance. A sustainable supply chain is related to the concept of managing the flow of materials, information, capital flow, and collaboration between companies in the supply chain with the aim of achieving sustainability [65]. Sustainable supply chain performance in Songket Weaving Small Businesses remains in the moderate category (not optimal) despite the implementation of lean practices due to the gap between operational efficiency and sustainability dimensions. Lean practices do improve cost and production time efficiency, such as through reductions in lot sizes and materials, which have a positive impact. However, because Songket Weaving is a labor-intensive industry with a supply chain that relies on local resources such as natural dyes and yarn, these Lean efficiencies often do not address broader and more fundamental sustainability dimensions. For example, material savings (a Lean aspect) may not involve major investments in dye waste recycling or artisan welfare (Sustainability aspects). Thus, efficiency gains (Lean) only moderately enhance sustainable supply chain performance, as full improvement requires deeper integration of Lean principles with environmental and social dimensions.\u003c/p\u003e\n \u003cp\u003eIn the Malaysian electronics industry, lean practices have shown a positive relationship with supply chain performance and emphasizing the need for a supportive organizational structure [43]. Integrating lean principles across the supply chain can lead to substantial performance improvements, but requires careful management to mitigate associated risks [66]. By reducing carbon emissions, using renewable energy sources, and reducing waste, sustainable supply chains can mitigate risks associated with supply chain disruptions [44]. Supply chain management is essential to achieve efficient operations [67].\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec54\"\u003e\n \u003ch2\u003e5.5. Green Practice and Sustainable Supply Chain Performance\u003c/h2\u003e\n \u003cp\u003eGreen practices have a positive effect on sustainable supply chain performance. In the context of Songket Weaving Small Businesses that are still in the medium performance category, the finding that environmentally friendly practices (green practices) have a positive effect on sustainable supply chain performance indicates a crucial opportunity. Although both variables have not yet reached optimal levels, this positive relationship confirms that every effort made by songket entrepreneurs, such as reducing dye waste or using certified local raw materials, will directly improve their operational efficiency and sustainability, such as reducing production costs and strengthening their cultural and environmental image. Therefore, a small investment in green practices is not a burden, but rather the most effective strategy for songket weaving businesses to move out of the medium category and achieve long-term competitive advantage. Green supply chain management practices have been shown to significantly enhance various aspects of organizational performance, including environmental, economic, and operational outcomes. Studies indicate that green supply chain practices, such as eco-design and green logistics positively impact organizational performance [68]. Green Information Systems (GISs) strongly and positively support the execution of green supply chain practices [45], leading to increased competitiveness and better economic and environmental performance. Awareness of environmental issues is increasing, which is also putting pressure on firms, requiring their supply chain operations to be green.\u003c/p\u003e\n \u003cp\u003e5.6. The Moderating Effect of Collaborative Synergy on the Lean Practice and Sustainable Supply Chain Performance\u003c/p\u003e\n \u003cp\u003eThe collaborative synergy strengthens the positive influence of lean practices on sustainable supply chain performance. The implementation of Lean Practices, such as minimizing yarn waste, reducing waiting time between processes, and eliminating product defects, inherently helps songket weavers improve efficiency and reduce costs, which are the foundation for sustainable performance. However, this study shows that the positive impact of these lean practices will not be optimal without Chain Synergy Collaboration. In other words, when songket artisans establish strong and integrated partnerships with yarn suppliers, dyes, and final product distributors, their efforts in implementing lean become much more effective. For example, if artisans reduce waste (lean), collaborative synergy with yarn suppliers (collaborative synergy) ensures raw materials arrive on time and are defect-free, which strengthens overall production efficiency, so that improvements in sustainability performance (both from economic, social, and environmental aspects) will be achieved maximally and stably. This means that for songket entrepreneurs in Bali, the key to success lies not only in internal efficiency, but also in their ability to build a mutually supportive and lean supply chain ecosystem. The existence of a strong technological infrastructure is crucial for the success and efficiency of a supply chain [69], as this infrastructure is closely related to both lean practices and collaborative synergy.\u003c/p\u003e\n \u003cp\u003eCollaboration among supply chain partners significantly improves sustainability outcomes. This synergy leads to better risk management and overall organizational resilience and collaborative networks drive sustainability, positioning firms at the forefront of sustainable business practices [70]. Effective collaborative governance involves aligning the goals and practices of various stakeholders. This alignment is essential for addressing complex sustainability challenges and achieving integrated environmental, social, and economic outcomes [46]. With a high level of collaborative synergy, companies can more effectively align their environmental, social, and economic goals, thereby enhancing the success of integrating lean practices in driving sustainable supply chain performance.\u003c/p\u003e\n \u003cp\u003e5.7. The Moderating Effect of Collaborative Synergy on the Green Practice and Sustainable Supply Chain Performance\u003c/p\u003e\n \u003cp\u003eThe collaborative synergy does not moderate the influence of green practices on sustainable supply chain performance. Green practices and sustainable supply chain performance, including green manufacturing, green purchasing, and green design, have been demonstrated to significantly enhance sustainable supply chain performance across various industries [51, 71, 72]. These practices aim to reduce environmental impacts and improve operational efficiency, which in turn contributes to better overall performance. However, the effectiveness of these practices can vary depending on the specific context and industry. For example, green manufacturing and green design are often the most impactful practices, while green purchasing may have a less significant effect due to external factors such as the lack of environmental policies and financial subsidies [45, 71]. This suggests that while green practices are generally beneficial, their impact can be moderated by external conditions and industry-specific challenges.\u003c/p\u003e\n \u003cp\u003eThe role of collaborative synergy, which involves cooperation and collaboration among supply chain partners, is often considered crucial for improving supply chain performance. However, studies have shown mixed results regarding its moderating effect on the relationship between green practices and sustainable performance. For example, while collaborative activities can improve environmental performance and support green certification programs, they do not always moderate the relationship between green practices and sustainable performance [6, 73]. These results suggest that while collaboration is beneficial for certain aspects of supply chain management, it may not significantly influence the effectiveness of green practices in improving sustainable performance. Factors such as company size and the specific collaborative activity play a role in determining the impact of collaborative synergy [73].\u003c/p\u003e\n \u003cp\u003eFindings from various studies suggest that the lack of moderation by collaborative synergy in the relationship between green practices and sustainable supply chain performance among songket craftsmen in Bali may be due to several reasons. First, the specific nature of the songket industry and its supply chain dynamics may limit the effectiveness of collaborative efforts in improving green practices. Second, external factors such as resource constraints, lack of supportive policies, and the early stages of implementing environmentally friendly practices can hinder the potential benefits of collaboration [6, 71]. Therefore, while environmentally friendly practices are crucial for improving sustainable performance, the role of collaborative synergies may be less significant in this context, highlighting the need for targeted strategies that address industry-specific challenges and external conditions.\u003c/p\u003e\n \u003cp\u003e5.8. The Moderating Effect of Policy Initiative on the Lean Practice and Sustainable Supply Chain Performance\u003c/p\u003e\n \u003cp\u003eThe results of this study indicate that policy initiatives do not moderate the effect of lean practices on sustainable supply chain performance. Policy initiatives do not moderate the effect of lean practices on sustainable supply chain performance among songket artisans in Bali, consistent with findings from other research contexts. For example, a study of Indonesian manufacturing SMEs found that policy initiatives did not significantly moderate the relationship between environmentally friendly practices and sustainability performance [6]. This suggests that while policy initiatives are often designed to support sustainable practices, their direct impact on improving the effectiveness of lean practices may be limited, particularly in resource-constrained environments such as SMEs or the craft sector.\u003c/p\u003e\n \u003cp\u003eOne possible explanation for the lack of a moderating effect is the inherent challenges faced by small-scale operations, such as those faced by songket artisans. SMEs and similar entities often operate with limited resources and focus on short-term goals, which can hinder the effective implementation of policy-based initiatives [6]. This aligns with findings that lean practices, while beneficial in improving operational performance, can also make supply chains more vulnerable to disruptions if not supported by robust resources and infrastructure [74]. Therefore, resource constraints and a focus on immediate operational needs can obscure the potential benefits of policy initiatives. Furthermore, the integration of lean and green practices has been shown to have complex and sometimes contradictory effects on supply chain performance. For example, while lean practices can improve operational efficiency, their impact on sustainability can vary depending on the specific practices and the context in which they are implemented [75]. In the case of songket artisans, the unique cultural and operational context may lead to policy initiatives not aligning with the practical realities of their supply chains. This is supported by research showing that the effectiveness of lean and green practices can be highly context-dependent, with some practices demonstrating positive impacts on sustainability only under certain conditions [76].\u003c/p\u003e\n \u003cp\u003e5.9. The Moderating Effect of Policy Initiative on the Green Practice and Sustainable Supply Chain Performance\u003c/p\u003e\n \u003cp\u003eThe findings indicate that policy initiatives do not moderate the effect of green practices on sustainable supply chain performance. It can be interpreted from several perspectives. First, it is crucial to recognize that while green supply chain management practices generally improve company performance across multiple dimensions, such as environmental, economic, and operational outcomes [77, 78], the effectiveness of these practices can be highly context-dependent. Factors such as industry diversity, company size, and geographic location significantly influence the success of GSCM initiatives [77]. In the case of songket artisans in Bali, the unique cultural and economic context may make general policy initiatives less effective as moderators.\u003c/p\u003e\n \u003cp\u003eThe ineffectiveness of policy initiatives as moderators may also be attributed to the specific challenges faced by SMEs such as songket artisans. SMEs often operate with limited resources and focus on short-term goals, which can hinder the adoption and impact of environmentally friendly practices [6]. Furthermore, the lack of a significant moderating effect of policy initiatives has also been observed in other contexts, such as Indonesian manufacturing SMEs, where policy initiatives did not significantly impact the relationship between environmentally friendly practices and sustainability performance [6].\u003c/p\u003e\n \u003cp\u003e5.10. The Mediating Effect of Green Practice on the Lean Practice and Sustainable Supply Chain Performance\u003c/p\u003e\n \u003cp\u003eThe research findings indicate that Green Practice mediates the effect of Lean Practice on Sustainable Supply Chain Performance. This finding affirms a strong synergistic relationship between operational efficiency practices and sustainability outcomes. Lean Practice acts as the initial precursor, motivating firms to adopt Green Practice through the philosophy of waste elimination. Consequently, firms do not achieve sustainable supply chain performance directly just by becoming lean; instead, the process of streamlining operations directly facilitates the easier adoption of green initiatives, such as reducing toxic waste or conserving energy. Green Practice thus functions as the essential mechanism that converts internal efficiency (lean) into holistic sustainability outcomes (Sustainable Supply Chain Performance). Therefore, green practice is the unavoidable path to achieving sustainable supply chain performance. Lean practices such as JIT, set-up time reduction, cellular manufacturing, and waste elimination can significantly contribute to improving green supply chain performance, and green practices, including eco-design, life cycle assessment, green manufacturing, reverse logistics, and waste management, significantly and positively affect green supply chain performance [50]. Green practices significantly influence business process performance and indirectly affect sustainable supply chain performance [51]. Green practices mediate lean practices to improve sustainability performance [6]. Ultimately, all of this will lead to sustainability practices, which encompass economic, social, and environmental aspects. Economic sustainability implies a balance between ecological, social, and corporate governance practices, as well as a company\u0026apos;s economic efficiency, to ensure long-term value creation for all stakeholders [79].\u003c/p\u003e\n\u003c/div\u003e"},{"header":"6. Conclusions","content":"\u003cp\u003eIn conclusion, the survey conducted with 584 artisan groups across nine regencies and one municipality in Bali revealed a mix of significant and insignificant relationships among the moderating variables. This result suggests that the contextual roles of various moderating factors heavily influence the impact of lean-green practices on sustainable supply chain performance. The findings show that lean practice had a positive effect on green practice, and both significantly enhance sustainable supply chain performance. Organizational change management strengthened the positive effect of lean practices on green practices, while collaborative synergy enhanced the positive effect of lean practices on sustainable supply chain performance. Conversely, top management engagement and policy initiative did not show significant moderating effects. Furthermore, green practice mediated the effect of lean practice on sustainable supply chain performance. These findings underscore the importance of integrating lean and green strategies to strengthen sustainability mechanisms within the supply chains of SMEs. Support from organizational change management and collaborative synergy serves as a critical factor to ensure the successful implementation of sustainability-oriented practices. The study contributes theoretically by expanding the understanding of the lean-green supply chain sustainability model within the context of traditional SMEs and provides practical implications for policymakers and industry practitioners in designing strategies to enhance sustainable supply chain performance.\u003c/p\u003e\u003cp\u003eLimitations of this study include the use of a cross-sectional sample, which limits the analysis of long-term dynamics, and the geographic focus on Bali, which limits the applicability of the results to the songket industry outside the region. Future research is recommended to address the limitations of this study in several ways. First, to gain a stronger understanding of causality, a longitudinal design that observes changes in artisan practices over a minimum of two years is recommended. Finally, the model can be extended by adding more specific outcome variables, such as Green Financial Performance or Green Market Acceptance, to enrich the theoretical contribution of Lean-Green integration in the traditional crafts sector.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003eAuthor Contributions\u003c/p\u003e\n\u003cp\u003eThe authors, Desak Nyoman Sri Werastuti, Ni Nyoman Yulianthini, I Putu Sudana, Komang Dandy Andriadi, Komang Tri Yasrawan, Ni Made Estiyanti, and Domici\u0026aacute;n M\u0026aacute;t\u0026eacute;, contributed equally to the conceptualization, investigation, methodology, data analysis, and preparation of the article manuscript.\u003c/p\u003e\n\u003cp\u003eFunding\u003c/p\u003e\n\u003cp\u003eThis research was funded by the Directorate of Research and Community Service, Directorate General of Research and Development, Ministry of Higher Education, Science, and Technology, in accordance with the Program Implementation Contract for State Universities\u0026apos; Operational Assistance for Research Programs, Number: 100/C3/DT.05.00/PL/2025, dated May 28, 2025.\u0026nbsp;Open access funding provided by University of Debrecen.\u003c/p\u003e\n\u003cp\u003eData availability\u003c/p\u003e\n\u003cp\u003eThe datasets generated during and/or analyzed during the current study are available from the corresponding author on reasonable request.\u003c/p\u003e\n\u003cp\u003eAcknowledgements\u003c/p\u003e\n\u003cp\u003eThis research was supported by the Directorate of Research and Community Service, Directorate General of Research and Development, Ministry of Higher Education, Science, and Technology. Supported by the University of Debrecen Program for Scientific Publication.\u003c/p\u003e\n\u003cp\u003eConsent to participate\u003c/p\u003e\n\u003cp\u003eInformed consent was obtained from all individual participants included in the study. The informed consent process was designed and administered in accordance with CUREG 2.0 guidelines for the ethical engagement of human participants in social and behavioural researches. All participants were provided with comprehensive written information about the aim of the study, methodology, and their rights, including the right to withdraw at any time without consequence. Consent was obtained prior to participation and was voluntary, with no financial or other inducements provided.\u003c/p\u003e\n\u003cp\u003eEthical approval\u003c/p\u003e\n\u003cp\u003eSince this research did not involve any medical procedures or physicians and was not subject to the Declaration of Helsinki, the ethical review process was conducted following the principles outlined by CUREG 2.0. The protocol was approved by the Internal Research Ethics Committee, Directorate of Research and Community Service (Directorat Riset dan Pengabdian Masyarakat /DRPM), Ganesha University of Education] in accordance with ethical clearance approval No: 3451/UN48.14/DL.18/2025.\u003c/p\u003e\n\u003cp\u003eConsent to publish\u003c/p\u003e\n\u003cp\u003eConsent to Publish declaration: not applicable.\u003c/p\u003e\n\u003cp\u003eCompeting interests\u003c/p\u003e\n\u003cp\u003eThe authors declare that they have no conflicts of interest.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eDey PK, Malesios C, De D, Chowdhury S, Ben Abdelaziz F. The Impact of Lean Management Practices and Sustainably-Oriented Innovation on Sustainability Performance of Small and Medium‐Sized Enterprises: Empirical Evidence from the UK. Br J Manag. 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Technol.\u003c/em\u003e, vol. 14, no. 8, pp. 1685\u0026ndash;1693, Dec. 2023, \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.14716/ijtech.v14i8.6842\u003c/span\u003e\u003cspan address=\"10.14716/ijtech.v14i8.6842\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"Collaborative synergy, Lean-green practice, Organizational change management, Policy initiative, Sustainable supply chain performance, Top management engagement","lastPublishedDoi":"10.21203/rs.3.rs-8042082/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8042082/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study aims to explore the impact of lean-green practices on sustainable supply chain performance, with a focus on the moderating effects of top management engagement, organizational change management, collaborative synergy, and policy initiatives. The study's population consisted of 2,194 songket artisan groups, as documented by the Bali Provincial Trade and Industry Office. Utilizing the Slovin formula, a sample of 584 artisan groups was selected from nine regencies and one municipality in Bali Province. Proportionate Stratified Random Sampling was employed to choose the sample units, ensuring proportionality in the selection process. Data collection was conducted through a questionnaire utilizing a 1\u0026ndash;5 Likert scale. Data analysis was performed using Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis. The findings suggest that lean practices have a positive influence on green practices, which in turn significantly enhance sustainable supply chain performance. Green practices serve as a mediator in the relationship between lean practices and sustainability outcomes. Furthermore, organizational change management and collaborative synergy amplify these positive effects, while top management engagement and policy initiatives do not exhibit significant moderating roles. These results underscore the importance of integrating lean and green strategies, supported by effective organizational and collaborative mechanisms, to enhance supply chain sustainability in SMEs, providing valuable insights for both theoretical and practical applications in sustainable operations management.\u003c/p\u003e","manuscriptTitle":"Synergistic Effects of Lean-Green Practices on Sustainable Supply Chain Performance with a Multi-Level Moderation Analysis","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-12-15 10:28:14","doi":"10.21203/rs.3.rs-8042082/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-03-23T06:58:19+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-25T14:45:55+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-24T22:37:06+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-22T09:25:48+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-21T14:33:43+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"135214113069461058056503489221187648525","date":"2026-02-16T02:25:18+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"271601635093244865607707018036051644247","date":"2026-02-15T10:25:38+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"266440409328782416777945112685474021932","date":"2026-02-13T15:22:24+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"260267478139635372460320462564080953315","date":"2026-02-13T13:28:53+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"106653634131236750729814830213574350647","date":"2026-02-13T10:08:09+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-12-09T17:21:03+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-11-27T12:50:30+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-11-27T09:23:18+00:00","index":"","fulltext":""},{"type":"submitted","content":"Discover Sustainability","date":"2025-11-27T08:56:04+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"a2dbb966-61c0-4adc-a01f-b2d9b0608baa","owner":[],"postedDate":"December 15th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[],"tags":[],"updatedAt":"2026-04-16T09:23:44+00:00","versionOfRecord":[],"versionCreatedAt":"2025-12-15 10:28:14","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8042082","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8042082","identity":"rs-8042082","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}