The coordination and cooperation of different organisations within a supply chain network to increase productivity, lower expenses and improve customer satisfaction is known as supply chain integration (Chopra & Meindl 2019). From suppliers of raw materials to final consumers, it entails the smooth transfer of data, goods and resources at every level of the supply chain (Monczka et al. 2018). Organisations can improve overall performance, visibility and responsiveness by integrating various activities and processes throughout the supply chain (Ivanov & Dolgui 2019).

The capacity of a supply chain to foresee, plan for, respond to and recover from interruptions in order to continue functioning effectively and efficiently is referred to as supply chain resilience (Christopher & Ryals 2014). It entails being able to endure and bounce back from various shocks, including natural catastrophes, international conflicts, economic downturns and technical setbacks (Ivanov & Dolgui 2019). According to Narassima et al. (2024), a resilient supply chain can minimise the effects of disruptions, swiftly adjust to changing conditions and continue operating without experiencing major disruptions.

The supply chain integration model is a concept developed and refined by Martin Christopher and Towill (2001). The supply chain integration model provides a framework for understanding how different components of a supply chain can be integrated to improve overall performance and responsiveness (Figure 1). It emphasises the importance of collaboration, coordination and information sharing among various stakeholders in the supply chain (Lee & Severance 2017). These variables underpin the conceptual framework of this study; hence, the supply chain integration model assumes significant relevance. By integrating its supply chain, the Namibian Port Authority can establish stronger relationships with suppliers, distributors and other partners, enhancing resilience in the face of disruptions or uncertainties. Through strategic alignment, the Namibian Port Authority can ensure that all stakeholders in the supply chain have a shared understanding of goals and objectives. This alignment enables coordinated responses during challenging situations, contributing to the company’s resilience. Process integration allows the Namibian Port Authority to streamline operations, improve efficiency and quickly adapt to changing market conditions. Information sharing, another supply chain integration model dimension, plays a vital role in building resilience (Han 2018). The Namibian Port Authority can access the supply chain by implementing robust information systems and sharing real-time data with partners. This visibility enables proactive identification of potential bottlenecks, effective demand forecasting and better decision-making during disruption (Dolgui, Ivanov & Sokolov 2018).

Researchers and practitioners alike have been interested in the connection between supplier integration and supply resilience. Several studies have highlighted the importance of supplier integration in enhancing supply chain resilience (Pagell & Wu 2019). By closely aligning with suppliers, companies can improve their responsiveness to changes in demand, mitigate risks and build a more robust supply chain network (Singh et al. 2019). Information sharing is a crucial aspect of supplier integration that contributes to supply resilience. According to Wagner and Bode (2020) and Sen Gupta (2020), companies collaborating with their suppliers to create contingency plans can better anticipate potential disruptions. This proactive approach enables companies to adapt quickly to unforeseen events and maintain continuity in their operations.

Furthermore, supplier integration fosters trust and collaboration between partners, which is essential for building resilient supply chains (Choi & Krause 2019). By establishing solid relationships with suppliers based on trust and transparency, companies can navigate challenges more effectively and recover swiftly from disruptions. Research has shown that companies prioritising supplier integration tend to exhibit higher levels of supply chain resilience than those that do not emphasise such partnerships (Ivanov & Dolgui 2019). This positive impact underscores the importance of fostering strong ties with suppliers as a strategic approach to enhancing overall supply chain performance. It can, therefore, be proposed that:

Internal integration and supply chain resilience are crucial aspects of a company’s operations, particularly in retail. Internal integration refers to aligning internal functions within a company to streamline processes and enhance overall efficiency (Shekarian & Mahour Mellat Parast 2021). On the other hand, supply chain resilience is the ability of a company to adapt and recover from disruptions in the supply chain quickly (Yusuf et al. 2019). Numerous studies have highlighted the importance of internal integration in enhancing supply chain resilience. For instance, research conducted on Taiwanese third-party logistics (3PLs) companies demonstrated that internal integration positively impacted supply chain partnerships with external entities such as customers and logistics collaborators. This suggests that a well-integrated internal system can lead to stronger external relationships, essential for building resilience in the face of challenges (Yusuf et al. 2020).

Similarly, studies focussing on manufacturing companies in Malaysia have shown that internal integration significantly influences supply chain resilience. By aligning business information systems and fostering collaboration at both structural and social levels, companies can enhance their organisational agility and better respond to disruptions in the supply chain (Seyedhoseini, Hojabri & Seyedhoseini 2020). Moreover, information systems utilised by companies to manage demand, synchronise operations and control processes have been found to increase overall supply chain agility (Zhang, Zhang & Chen 2020). This agility is crucial for ensuring that companies can quickly adapt to changing market conditions and unforeseen events, such as those experienced during the coronavirus disease 2019 (COVID-19) pandemic. The relationship between internal integration and supply chain resilience has also been linked to improved organisational performance and sustainable competitive advantages. Companies that effectively integrate their internal functions and collaborate with external partners tend to outperform their competitors by responding more swiftly to disruptions and meeting customer demands efficiently (Yusuf et al. 2020). It can, therefore, be hypothesised that:

Customer integration is a strategic approach that actively involves customers in various supply chain stages, such as product design, demand forecasting and order fulfilment. This collaborative process fosters information sharing and joint decision-making between retail companies and their customers (Ghobakhloo & Tang 2019). By integrating customers into the supply chain, companies gain valuable insights into customer demand patterns, preferences and emerging trends (Yang, Zhang & Jiang 2020). This knowledge enables them to align their operations more effectively with customer requirements, resulting in improved responsiveness, reduced lead times and enhanced customer satisfaction (Castelli & Perego 2019).

Supply chain resilience refers to a company’s ability to anticipate and effectively respond to disruptions, ensuring the continuity of operations and minimising negative impacts (Goetzke & Wagner 2018). Resilient supply chains can quickly identify and assess disruptions, develop contingency plans and adapt to changing circumstances (Gligor & Holcomb 2019). Extensive research has demonstrated that supply chain resilience positively impacts a company’s operational performance, customer satisfaction and financial performance (Song et al. 2022; Gligor, Holcomb & Bozkurt 2019). Resilient supply chains are better equipped to handle disruptions such as natural disasters, supplier failures or demand fluctuations.

The integration of customers into the supply chain has emerged as a strategic approach to enhance supply chain resilience within the retail industry (Goetzke & Wagner 2018). Companies gain real-time demand information by involving customers in supply chain processes to align their production and distribution activities accordingly. Customer integration facilitates improved demand forecasting, enhanced order visibility and increased responsiveness to customer needs. Notably, Holloway (2024) found that customer integration positively influences supply chain flexibility and agility, critical components of resilience. It can, therefore, be hypothesised that:

Information sharing is critical to enhancing supply chain resilience for companies operating in various industries, including retail. The exchange of timely and accurate information among supply chain partners can significantly impact the ability of organisations to anticipate, respond to and recover from disruptions effectively (Lee & Severance 2017). Information sharing is critical for enhancing supply chain resilience because it facilitates improved coordination, visibility and decision-making throughout the supply chain network, according to several studies (Wang & Zhang 2019).

Research by Lee and Severance (2017) emphasised that information sharing among supply chain partners can lead to increased transparency and collaboration, which is essential for building resilient supply chains. By sharing relevant data on demand forecasts, inventory levels, production schedules and potential risks, companies can enhance their ability to detect disruptions early and implement proactive measures to mitigate their impact. Similarly, a study conducted by Wang and Zhang (2019) demonstrated that effective information-sharing mechanisms contribute to faster response times during supply chain disruptions. Real-time data exchange allows companies to make informed decisions quickly, allocate resources efficiently and maintain operational continuity even in challenging circumstances.

Furthermore, research by Chen, Yang and Zhou (2020) explored the relationship between information-sharing practices and supply chain resilience in the context of retail companies. The findings indicated that organisations with robust information-sharing processes were better equipped to adapt to changing market conditions, collaborate with suppliers and distributors effectively and recover swiftly from disruptions. It can thus be hypothesised that:

As mentioned earlier in this discussion, this study formulates the conceptual framework presented in Figure 2.

This study conveniently surveyed 280 respondents from the Namibian Port Authority. The structured questionnaire was developed using Google Forms. A link with the questionnaire was created and sent to the respondents’ email addresses and mobile phones.

Validated items were used to measure the research constructs. Measurement items for supplier integration, internal integration, customer integration and information sharing were adapted from Flynn, Huo and Zhao (2010). Supply chain resilience was measured on a five-point Likert scale, with measurement items as suggested by Juan et al. (2022).

Ethical clearance to conduct this study was obtained from the University of KwaZulu-Natal Humanities and Social Sciences Research Ethics Committee (HSSREC) (reference no.: HSSREC/00003545/2021).

The reliability and validity of the data were assessed using indicator reliability, Cronbach’s alpha, average variance extracted (AVE), composite reliability (CR) and discriminant validity, as described in this section.

Discriminant validity was assessed using the Fornell-Larcker criterion (see Hair et al. 2016). The Fornell–Lacker criterion compares the square root of the AVE values with the latent variable correlations with other constructs. The square root of the AVE of each construct should be higher than the correlation with any other construct (Hair et al. 2016). The square root of the AVE of each latent variable is shown diagonally in bold in Table 2, along with the correlations of the latent variable with other latent variables. Table 2 indicates that the square root of the AVE of each latent variable is indeed higher than any correlation with any other latent variable. Thus, the measurement instrument satisfied discriminant validity.

The suitability of data for factor analysis was assessed using the Kaiser–Meyer–Olkin (KMO) and Bartlett’s test of sphericity. The KMO value was 0.89, above the minimum recommended value of 0.5 (Hair et al. 2017). In addition, Bartlett’s sphericity was significant at p = 0.000, rendering the sample adequate for factor analysis.

In assessing the model, the researchers used the following model fit indices: chi-square minimum (CMIN), incremental fit index (IFI), comparative fit index (CFI) and the root mean square error of approximation (RMSEA). After running the confirmatory factor analysis for the model, the results indicated that the model was good because it produced results that were within acceptable limits (see Hair et al. 2016). The model fit indices obtained from the confirmatory factor analysis are CMIN = 1.66; p = 0.000; IFI = 0.92; CFI = 0.91; RMSEA = 0.08.

Structural equation modelling (SEM) analysis was conducted using Amos version 26 to test the hypotheses of this study (Figure 3). As shown in Table 3, all model fit values were within the acceptable range.

As indicated in Table 3, supplier, internal, customer and information sharing significantly impacted supply chain resilience (β = 0.17, p = 0.00; β = 0.31, p = 0.00; β = 0.21, p = 0.00; β = 0.61, p = 0.00, respectively). Hence H1, H2, H3 and H4 were accepted.