Enhancing SME supply chain sustainability through organizational ambidexterity and supply chain agility using the MOORA-ISM-MICMAC framework

Abstract

Small and medium enterprises (SMEs) are highly vulnerable to global disruptions such as economic crises, pandemics, and climate-related shocks, which undermine supply chain sustainability. Prior studies often treat ambidexterity, agility, and sustainability in isolation, creating a gap in understanding their integrated role in resilience. This study addresses this gap by modeling their interrelationships. A multi-method analytical design was applied, integrating Multi-Objective Optimization on the basis of Ratio Analysis (MOORA), Interpretative Structural Modeling (ISM), and Matrix of Cross Impact Multiplications Applied to a Classification (MICMAC). A purposive sample of seven experts, including academics and SME practitioners in Indonesia with over five years of experience, participated in two rounds of structured evaluation. Twenty-four indicators across ambidexterity, agility, and sustainable supply chain dimensions were identified, validated, and analyzed. MOORA prioritized the indicators, ISM structured them into a hierarchy, and MICMAC classified them by driving and dependence power. Results show that employee skill development and quality management system integration have the strongest driving power, while profit and sales growth, along with product quality, are highly dependent. All 24 indicators were retained in the final framework, organized into a 14-level ISM hierarchy and four MICMAC clusters. Theoretically, this study extends dynamic capability theory by linking ambidexterity and agility to SME resilience, while practically offering managers a structured tool to balance innovation, responsiveness, and sustainability .