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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67711
Volume:
10 |
10 |
Oct 2026
Pages:
1-16
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

Department of Commerce (Accounting and Finance)
St Thomas College of Arts and Science, Koyambedu, Chennai 107.

PG and Research Department of Commerce
St Thomas College of Arts and Science, Koyambedu, Chennai 107.

PG and Research Department of Commerce
St Thomas College of Arts and Science, Koyambedu, Chennai 107.
This study investigates the strategic role of logistics management in driving multidimensional business performance across commercial and manufacturing enterprises in Chennai City. Employing a descriptive, empirical research design, primary data was collected using a structured five-point Likert scale questionnaire administered to 60 supply chain executives and managers selected through a non-probability convenience sampling technique across industrial clusters such as Ambattur, Guindy, and Sriperumbudur. The operational dimensions examined encompass transportation efficiency, inventory control, warehousing operations, and information technology integration, evaluated against organizational performance outcomes. Karl Pearson correlation analysis confirmed statistically significant positive associations across all logistics dimensions (π < 0.001), with IT integration demonstrating the strongest linear relationship (π = 0.721). Multiple linear regression analysis revealed that strategic logistics capabilities collectively account for 64.6% of the total variance in business performance (π 2 = 0.646, πΉ = 25.096, π = 0.000), with IT integration (π½ = 0.368) and inventory control (π½ = 0.311) standing out as the foremost individual predictors. One-Way ANOVA verified significant performance disparities based on organizational scale (πΉ = 16.621, π = 0.000), with post-hoc Tukey HSD tests illustrating that large enterprises systematically outperform small and medium-scale units due to superior capital outlays for mechanized warehousing and telemetry. Structural Equation Modeling (SEM) through SPSS-AMOS demonstrated model fit (π2/ππ = 1.332,CFI = 0.968, RMSEA = 0.054), confirming a decisive direct structural path effect from Strategic Logistics Management to latent Business Performance (πΎ = 0.742, πΆ. π . = 6.222, π < 0.001). The study concludes that contemporary firm competitiveness relies heavily on transitioning from manual distribution toward smart cloud-based ERP, IoT-enabled tracking, and collaborative 3PL consortia to mitigate urban transit bottlenecks and inventory holding costs. Government interventions prioritizing dedicated freight corridors, subsidized multimodal logistics parks, and green fleet incentives are recommended to bridge the MSME scale divide. Ultimately, these empirical insights provide actionable pathways for industrial managers to transform physical supply chain operations into an enduring competitive advantage.
KEYWORDS
This empirical investigation demonstrates that strategic logistics management is no longer merely an auxiliary operational task, but a foundational driver of business performance across Chennaiβs dynamic commercial landscape. The statistical evaluations, spanning Pearson correlation, multiple regression, and structural equation modelling, confirm that logistics capabilities explain nearly two-thirds of the total variance in overall enterprise success. Organizations that effectively harmonize transport routing, disciplined inventory control, and optimized warehousing achieve substantial gains in customer reliability, cycle times, and operational cost containment. Furthermore, the findings show a distinct performance gap based on organizational size, highlighting that large enterprises gain significant economies of scale through heavy infrastructural investments. Conversely, small and medium enterprises frequently face resource limitations, underscoring the urgent need for shared logistics facilities and accessible industrial infrastructure. Ultimately, the study establishes that business competitiveness in metropolitan manufacturing hubs is directly tethered to the agility and precision of internal distribution frameworks. Modern logistics is rapidly transforming through digital automation, cloud computing, and advanced real-time telemetry, making technological integration the single most influential predictor of firm performance. Leading organizations in industrial clusters like Sriperumbudur and Ambattur are increasingly migrating away from legacy bookkeeping toward modular cloud-based enterprise resource planning and smart warehouse management systems. Emerging digital platforms enable seamless end-to-end data visibility, allowing decision-makers to anticipate shipment bottlenecks, optimize pallet allocations, and automate reorder thresholds with minimal manual intervention. The integration of IoT-enabled sensor devices and AI-powered route planning algorithms is enabling regional carriers to dynamically navigate urban congestion, thereby curbing unproductive idling hours and fuel consumption. Businesses that proactively embrace these digital innovations experience markedly lower order fulfilment errors and far higher customer retention rates in competitive markets. As e-commerce acceleration and just-in-time manufacturing standards become the norm, digital logistics infrastructure serves as the primary differentiator between market leaders and stagnant enterprises. In the immediate future, the convergence of sustainable green logistics and automated distribution ecosystems will fundamentally redefine supply chain resilience for modern business enterprises. Forward-thinking companies are steadily investing in electric commercial fleets for urban last-mile delivery, algorithmic load consolidation, and biodegradable packaging to meet evolving environmental governance expectations. At the same time, regional logistics infrastructure in Chennai is expanding through dedicated multimodal freight terminals, unified digital single-window clearances, and automated cross-docking facilities. To remain competitive, smaller and mid-sized enterprises must actively participate in collaborative logistics consortia and leverage shared third-party platforms to bridge existing scale handicaps. Public policy initiatives must also continue to incentivize digital adoption and sustainable fleet transitions across micro and medium-scale industrial supply networks. By embracing these strategic innovations, enterprises will not only insulate themselves against sudden global supply shocks but also cultivate durable long-term operational resilience.
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Publication Date
10/6/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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