Uncertain Supply Chain Management 13 (2025) ****–****

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Uncertain Supply Chain Management

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The influence of logistics and distribution processes on business process reengineering: Adopting
green innovation for sustainable transformation
Mohammed A. Aldoghana*, Mahmoud Allahhamb, Samar Sabrab, Nadia Abdelwaheda, Musaddag Elrayaha
and Heifa Albawanehc

a
Associate Professor, Management Department, School of Business, King Faisal University, Alahsa, Kingdom of Saudi Arabia
b
Department of Supply Chain and Logistics, College of Business, Luminus Technical University College, Jordan
cDepartment of Supply Chain and Logistics OYAGSB Faculty , University Utara Malaysia

ABSTRACT

Article history: The aim of this study is to investigate the influence of logistics and distribution processes on
Received March 23, 2024 business process reengineering by adopting green innovation for sustainable transformation.
Received in revised format June Guided by the Resource-Based View (RBV), the study examines logistics and distribution
25, 2024
processes in relation to business process reengineering (BPR), through green innovation adoption,
Accepted July 27 2024
Available online towards achieving sustainability goals. Drawing on a conceptual framework based in supply chain
July 27 2024 management and BPR theories, the study uses Structural Equation Modeling-Partial Least Squares
Keywords: to analyze data collected from respondents within the target industries. The results show that
Business Process Reengineering streamlined logistics and distribution processes help to ensure the success of Green Innovation as
Green Innovation part of BPR, strengthening the trend towards sustainable transformation. The study accentuates the
Sustainable Transformation importance of logistics management in enabling environmental stewardship and enhanced
Warehouse Operation operational efficiency, providing some key ideas for improving both theoretical developments and
Transportation future directions as well on practice ground to adopt sustainable supply chain trends.

© 2025 by the authors; licensee Growing Science, Canada.

1. Introduction

Today, the importance of logistics and distribution strategies in driving operational efficiency are now held as a prerequisite
by today's business enterprises, especially in the context of global competition (Sterner et al., 2024). Because Logistics and
Distribution Processes are very important for any organization to resemble the proposed benefits of Green Innovation, it is
encouraging that these processes fulfill an edge on Business Process Reengineering (BPR) in achieving environmental
transformational outcomes. (Andres et al., 2024) The companies that want to comply with the international frameworks, and
enhance their operational efficiency as well compete in global market need to implement sustainable measures. Central to this
transformation would be logistics and distribution (L&D), movements that are essential in any supply chain structuring,
frequently shaping the strategies of organizations and outcomes they achieve overall, these core operations directly impact
BPR endeavors synchronized with ecological innovation as a means for continued change within enterprises (Xu et al., 2024).
In green innovation in logistics, on the other hand it is a traditional paradigm and strategic imperative of supply chain
management. Through sustainable strategies, companies can reduce their ecological footprint while increasing resource
efficiency and supporting global sustainability objectives. These benefits leave no doubt as to the relevance of exploring how
logistics and distribution processes contribute to BPR outcomes with green innovation while Logistics and distribution
processes practices are necessary for operational efficiency in supply chain management, they give even larger sustainable
opportunities (Estampe et al., 2023). The ever-greater pressures on businesses to decarbonize and the move towards resource
optimization, coupled with more stringent environmental legislation, have firmly positioned green innovation in logistics and
distribution on a strategic footing. On the other hand, BPR is a discipline of fundamental rethinking and radical redesign of
core business processes to bring about dramatic improvements in performance measures, like cost efficiency or quality. (Bi
* Corresponding author
E-mail address mdoghan@[Link] (M. A. Aldoghan)

ISSN 2291-6830 (Online) - ISSN 2291-6822 (Print)

© 2025 by the authors; licensee Growing Science, Canada.
doi: 10.5267/[Link].2024.7.022
2

et al., 2024) Logistics, distribution processes, and BPR a promising area to consider how organizations might combine green
innovation, as part of their initiatives, with sustainable transformation thus reinforcing operational efficiency in the process.
Based on the information provided above, there are important questions as follows:

RO1: How do logistics and distribution processes impact the implementation of green innovation in organizational practices?

RO2: What are the direct and indirect effects of green innovation adoption on business process reengineering outcomes?

RO3: How can organizations leverage these insights to foster sustainable transformation effectively?

1.1 Significance of the Study

Implications for academia and industry in a nutshell This paper seeks to further academic understanding of environmental
issues and business processes by combining recent developments in terms found within supply chain management,
sustainability and re-engineering (Mazumder, 2015). It intends to contribute and address literature gaps by offering a
systematic review of how logistics and distribution channels can be utilized as drivers for green innovation, and sustainable
practices in the context of organizational environment (Judijanto et al., 2024). Essentially, the study is of great importance to
organizational leaders and supply chain professionals who wish to navigate through the intricacies involved with modern
business environments (Pilati & Tronconi, 2024; Wang et al., 2020). Understanding the roles of logistics and distribution
processes in influencing BPR outcomes through green innovation will help businesses to strategically fit sustainability into
their strategies, more gainfully reinforce operational improvements towards competitiveness as well contribute positively to
environmental stewardship.

1.2 Theoretical Framework and Methodology

Theoretically, this study is rooted in sustainable supply chain management (SSCM), business process re-engineering and
innovation adoption theories (Agyabeng-Mensah & Tang, 2021). The mixed-methods design blends qualitative case studies
with quantitative analysis to investigate the relationships and dynamics studied in a comprehensive manner. The case studies
of different industries will be analyzed to include a range in use and context, enhancing the robustness and generalization
properties.

2. Literature Review and Hypotheses Development

2.1 Literature Review

2.1.1 Logistics and distribution processes

Logistics and distribution processes are the backbone of Supply Chain Management which span activities from procurement
to delivery that is also essential for an organization's efficient working as well customer satisfaction (Jawabreh et al., 2023)
In contrast, one of the main approaches Business Process Reengineering (BPR) consists of making essential changes by
radically redesigning core business processes to develop dramatic improvements in performance (Sharabati, 2021). Therefore,
sustainable logistics and distribution has recently emerged as one of the center pieces if it comes to corporate environmental
mitigation due to having potential in at least reaching some SDGs (Atieh Ali et al., 2024).

2.1.2 Transportation

Transportation is an essential element in logistic and distribution activities, which has a deep impact on the business process
re-engineering (BPR) as well as provides new pathways for green innovation to sustainably transform (Lahiri et al., 2022).
An efficient transportation system is one of the hallmarks of critical supply chain operations, cost-cutting and overall
organizational performance improvements. Companies are adopting innovations in transportation such as those related to
climate change, such as electric and hybrid vehicles that allow companies to reduce environmental impacts, with special focus
on reducing carbon footprints so they can comply with regulatory standards (Trivellas et al., 2020). These solutions, which
conform to societal sustainability requirements and make operations more efficient as well as emissions of logistics-related
environmental impact lower. Applying a sustainable transportation strategy in BPR initiatives helps to drive broader-based
organizational change by reducing emissions and aiding more integrated corporate environmental stewardship, while better
meeting continuously evolving market conditions and legislative requirements (Hatamlah et al., 2023). As businesses today
look to focus on longer term sustainability initiatives with a dimension beyond just the environment and towards an economic
edge, transportation becomes one of the key enablers.

2.1.3 Warehouse Operation

One of the critical parts of logistics and distribution operations in an organization is warehouse operations, which play a
significant role to help businesses execute on time (Mohamud et al., 2023). Based on Business Process Reengineering (BPR)
principles, green innovation has been adopted to optimize their operations for the better storage, handling and distribution of
 M. A. Aldoghan et al. /Uncertain Supply Chain Management 13 (2025) 3

goods. Sustainability and efficiency will have to be reappraised at every level of these processes in the context of green
innovation (Ibrahim et al., 2022). Warehouse operations revolve around maintaining inventory, keeping products available
and ensuring that orders are fulfilled without a hitch (Olutimehin et al., 2024). It also benefits from the integration of
technology such as Internet of Things devices which allow real-time tracking and monitoring of inventory levels, temperature
conditions and equipment performance (Kembro et al., 2018). This data measurement-based method helps not just
warehousing optimization but also facilitates aid in decision-making so your operation can automatically react before demand
trends. The same predictive analytics can be used to both determine demand and stock levels needed, thereby reducing
subsidies for overstocking caused by better use of IoT in warehouses (Abdul et al., 2020). Energy Efficient Warehousing is
An Important Perspective in E-commerce and fulfilment logistics analysis. Additionally, implementation of eco-friendly
packaging materials and it is respective warehousing methods to reduce waste generate opportunities for recycling (Kordos
et al., 2020). This is not only beneficial for the environment but can also help in cutting down costs through waste minimization
and recycling of materials where possible. Thus, the processes of logistics and distribution are projected onto warehouse
operations, emphasizing their importance at last in business process re-engineering (Gray et al., 1992). By embracing
environmental innovation through technology and sustainable business models, green sustainability needs to transition from
the fringe.

2.1.4 Distribution Processes

Distribution processes are the mother of logistics; it drives BPR programs for green innovation and long-term sustainability
(Pilati & Tronconi, 2024). Reception of goods at the right time ensures timely delivery and that too while saving on a fixed
budget or without taking any lead time impediments. Distribution solutions further, and environmentally friendly enable
companies to diminish their environmental impact and save handsomely (Andres et al., 2024). Additionally, it dovetails with
global sustainability's top priorities and specific environmentally supporting programs that organizations are required to
comply with because of stricter environmental regulations (Kmiecik, 2024). Furthermore, partnering with sustainable
distribution acts and BPR projects can enhance organizational adaptability and robustness in a competitive setting that respects
ecological preservation. The fad of distribution processes is now more formidable than ever for enterprises concerned with
extensive international supply chains and customers levelling expectations of manufacturers and sellers to record a high note
in environmental sustainability (Problems et al., 2024).

2.1.5 Green Innovation

Driver practice during BPR is green logistics and distribution process innovation where green practices and technologies
integrated into logistics & distribution assist organizations with an environment-friendly operation, thus limiting the Carbon
footprints along with enhancing operational efficiency (Niu et al., 2024). Green technology includes renewable alternatives
to produce energy, more efficient materials and technologies that would consume less. By doing that, the same practices also
yield financial returns in future savings capital costs approved investments and a brand name cash can be reinvested (Chang
et al., 2024). The green innovations, which replace normal technologies with more sustainable practices can moreover
contribute to furthering the aims of BPR by improving efficiency and resilience at all stages across supply chains that drive
improved operational performance via superior risk management effectiveness and greater customer satisfaction. (Asad et al.,
2023) Green innovation is labelled as a foundation which is useful for resource efficiency in combination with shifts to
sustenance that contribute promotion of regulatory green growth and commercialization.

2.1.6 Business Process Reengineering

For sustainability purposes, green innovation is a necessary part of the Business Process Reengineering (BPR) strategy in any
logistics and distribution process solution ecosystem. BPR in logistics & distribution aims at the long-term sustainability of
the process with the ability to leverage modern technology, hence improving overall operational efficiency and cost reduction.
& service levels too (Hamid Mohammed & Jasim Mohammed, 2024). Moreover, integrating this the best part is delivering
compliance to environmental regulations & society's perceived as well drives a culture of continuous improvement, and
innovation (Muhammad Rifki Yohandy & Ilyas Nuryasin, 2024). The role of logistics and distribution in BPR is very massive.
Examples can be through more sustainable innovations within the enterprise, like using light and energy efficient modes of
transportation or bio-degradable packaging solutions as well-advanced inventory management systems which would see their
carbon footprints exponentially slashed (Trends, 2024). Not only does this improve operational efficiency and reduce wastage,
but these changes also serve to gradually make your operations more sustainable in the long run, giving you a competitive
advantage. Efficiency enhancing distribution routes via BPR could go a long way in reducing fuel consumption and emissions
that exist in conjunction with environmentally friendly objectives (Popoola et al., 2024). In addition, by allowing organizations
to rethink and redesign processes effectively, BPR facilitates greening logistics. Its end-to-end approach ensures that
sustainability becomes an integral feature of the supply chain at every stage, right from procurement and continuing all along
up to delivery (Yin & Zhao, 2024). The BPR approach is holistic, and it's widely believed that green processes are better
integrated with brown innovation, meaning all the gears in an organization work together; this makes performance both fast
and aesthetically very pretty on paper to create a more sustainable transformation (Wasfi Al-Hattab & Khashman, 2023). In
the end, BPR acts as a stepping stone for companies to move forward in green innovation and make real change across their
logistics & distribution networks. With sustainability aligned at the fore through BPR, businesses will be able to see long-
4

term environmental and economic rewards while establishing themselves as frontrunners in a shift towards an eco-friendly
sustainable future (Petrova et al., 2024). This innovation focuses on reengineering processes, beyond just improving
operational efficiencies will ensure constant compliance with changing regulatory norms and also address the ever-rising
needs of corporate environment responsibility.

2.1.7 Theoretical Frameworks

The role of the resource-based view (RBV) lies in distinguishing and managing internal resources and supports firms to gain
a competitive advantage, which has significant implications on logistics deployment and businesses that identify these assets
and focus on them can reengineer their business processes to match the principles of green innovation (Chae et al., 2014).
Through sustainable supply chain practices, investment in green technologies and the different processes of a logistics
operation can change it with more savings and make it greener, in addition, the RBV can be used strategically in sustainable
transformation in logistics and distribution (Khan et al., 2023). It is in the combination of these frameworks that a solid
background for coping with sustainable practices and integrating green logistic innovation principles, not only as part of an
organizational strategy but also in terms of how sustainability performance can be improved through both strategic initiatives
leads to increased effectiveness continuously promoting a culture combining environmental consciousness with innovative
step-changes towards higher competitive advantage.

Fig. 1. Research Model

2.2 Hypotheses Development

Hypotheses based on the exploration of literature: We build upon these mere insights to test our relationships between logistics
and distribution Processes, green innovation adoption which leads towards Business Process Reengineering outcomes.

2.2.1 The relationship between Logistics and Distribution Processes with Green Innovation

In this study, we focused on investigating relationships between logistics and distribution processes to green innovation which
is the core area under study (Gray et al., 1992). More sustainable logistics and distribution can truly help organizations reduce
their environmental footprint, save on costs if any dependency reduction, and lower carbon emissions from other green
innovations such as eco-friendly packaging; and energy-efficient transportation which could further be improved by using
routing optimizer. Moreover, the Integration of Green innovation in logistics and distribution processes also endows
sustainable transformation that benefits ecological stewardship as well as synergy to the strategic goals of business process
reengineering for long-lasting organizational success. Based on the above discussion, we propose the following hypothesis:

H1: Transportation positively influences the adoption of green innovation, which in turn positively impacts business process
reengineering within organizations.
H2: Warehouse operations positively influence the adoption of green innovation, which in turn positively impacts business
process reengineering within organizations.
H3: Distribution Processes positively influence the adoption of green innovation within organizations.
2.2.2 The relationship between Green Innovation with Business Process Reengineering

Green innovation is symbiotic with BPR and transactional, transforming organizations towards growth sustainability while
enhancing overall efficiency. Green technology refers to the application of environmentally friendly technologies and
practices, which are said to reduce waste and help conservation efforts. When combined with BPR, these improvements result
in the re-engineering of business processes to be more environmentally friendly and cost-effective. From production to
logistics, incentives for businesses can completely flip through the adoption of renewable energy sources and optimized usage
of resources (Ahakwa et al., 2024). Green innovation promotes the culture of continuous improvement and adaptability core
principles of BPR. Incorporating sustainability into the reengineering can give businesses a competitive edge that helps secure
 M. A. Aldoghan et al. /Uncertain Supply Chain Management 13 (2025) 5

their futures and build resilience as these markets shift quickly. Based on these considerations, the following hypothesis can
be formulated:

H4: Green innovation positively impacts business process reengineering within organizations.

2.2.3 The relationship between Logistics and Distribution Processes with Business Process Reengineering

There is an integration between logistics and distribution processes & business process reengineering (BPR) in all cases to
achieve operational excellence within the supply chain network for competitive advantage. (Saad et al., 2024) Logistics and
distribution are essential functions of the supply chain, which control efficient goods movement placing them from one point
to another, Reengineering the processes will enhance workflows, routes and technology with better coordination among
several elements of the supply chain. Logistics and distribution BPR aim to do work such as reduce lead times, cut costs, and
increase delivery performance & customer satisfaction (Chidera Victoria Ibeh et al., 2024). This turn provides organizations
with a more agile and adaptable supply chain capable of responding proactively to changes within the market while meeting
new customer requirements, ultimately underpinning long-term growth and profitability. However, logistics reengineering
will benefit from more advanced technologies such as IoT devices to provide real-time data for better decision-making. Based
on these insights. we have formulated the following hypothesis:

H5: Optimized distribution processes positively influence the adoption of green innovation within organizations.
H6: Efficient transportation systems positively influence the adoption of green innovation within organizations.
H7: Effective warehouse operations positively influence the adoption of green innovation within organizations.
3. Methodological Approach

This research investigates how far green innovation has developed from the implementation of logistics and distribution
processes to a business process reengineering (BPR) level, through sustainable transformation (S. A. Khan et al., 2024). This
existing research applies the Smart PLS 4, a robust SEM analysis tool that permits us to handle intricate causal relationships
and test measurement models. Surveys collected data from the logistics, distribution and BPR professions during which
experiences with green innovation are questioned. The survey gauged how sustainable practices improve organizational
sustainability and efficiency (Hatamlah et al., 2023). The measurement model was assessed by statistical analysis with Smart
PLS 4 to validate the reliability and validity of all concepts, aiming to evaluate how green innovations affect logistics,
distribution, and BPR outcomes.

3.1 Questionnaire Development and Validation

The questionnaire development for this study was guided by a comprehensive literature review and theories on logistics,
distribution processes, business process reengineering and green innovation. Content validity was established via a review of
the questionnaire by five experts with experience in supply chain sustainability and research content. A pilot survey was used
to test the developed questionnaire via a selected 170 sample persons working in Almarai Company, Saudi Arabia belonging
to the manufacturing sector and having similar organizational backgrounds. The purpose of the pilot study was to assess the
clarity and understandability of questionnaire items. The results of the pilot were analyzed, and amendments were made to
the questionnaire on how questions can be better understood by respondents correctly.

3.2 Sampling Technique

The participants were selected from Almarai Company in Saudi Arabia from the dairy sector, via convenience sampling. This
method was selected due to being able to reach professionals involved in the logistics & distribution and business process
reengineering activities within this particular industry. Nevertheless, the study results were interpreted in light of potential
biases.

3.3 Data Collection Process

The survey was conducted on a targeted sample of 170 professionals who work in Almarai Company, Saudi Arabia and belong
to the dairy sector using Google Forms. The study goals were presented, and their participation was preceded by signing a
consent statement. Additional reminders were sent in two waves, to improve response rates and participation with a careful
check-up at every stage ensuring the completeness of collected data as well as its representativeness.

3.4 Analysis Technique: Partial Least Squares Structural Equation Modeling (PLS-SEM)

Smart PLS-4 has been chosen for this study because it is an exploratory research design, which requires flexibility and allows
complex models to be reasonably resolved (Hair et al., 2019). This method will allow the examination of a myriad number of
variables, including all direct and mediated effects within the conceptual framework. When performing PLS-SEM analysis,
the same model specification was applied by defining latent constructs such as green innovation adoption and logistics
6

efficiency based on a theoretical ground. These constructs have typically been evaluated with measurements of composite
reliability and Cronbach's alpha reliability as well as tests for convergent and discriminant validity.

3.5 Limitations and Mitigation Strategies

Limitations include self-reported data only, possibly biased results because of convenient sampling and the cross-sectional
design used to collect this study. Mitigation strategies included rigorous validation of questionnaire items, transparency in
reporting methodology, and sensitivity analyses to address potential biases. Participants' demographic data provided insights
into the profile of respondents, including those from Almarai Company in Saudi Arabia within the dairy sector.

Study motivation, study gap and

study question and objective

Resources based view of RBV

theory,
Literature review, hypotheses
development and formulation

Developing survey First face: a discussion with

instrument “Questionnaire” the experts from Almari
Company in KSA

Validation of the
questionnaire Second face: pilot study on 300
professionals was conducted

Final questionnaire

Data collection and analysis

using PLS-SEM and process
of Macro 4.0

Conclusion and practical

Findings and discussion implications

Fig. 2. Research framework

3.6 Data analysis

Data analysis employed PLS-SEM to rigorously examine and uncover the intricate relationships among logistics efficiency,
green innovation adoption, and business process reengineering outcomes within the manufacturing sector of Almarai
Company in Saudi Arabia. This method facilitated a comprehensive understanding of how sustainable practices in logistics
and innovation adoption contribute to organizational efficiency and transformation. The findings offer strategic insights for
enhancing operational effectiveness and sustainability in the dynamic context of manufacturing industries.

Table 1 demonstrates Strong reliability and validity for all the constructs. For the Transportation construct, the factor loadings
were in the range of 0.714 to 0.84 which produced a Cronbach’s alpha of 0.88, a C.R. of 0.909, and an AVE of 0.626 all
represent good indicator reliability and internal consistency. The Warehouse Operation factor loadings factors have been
found between 0.747 to 0.852 with the Cronbach’s alpha 0.898, C.R. 0.922, and AVE 0.662 which represents very high
reliability and convergent validity. The factor loadings of the Distributions Processes have been found ranging from 0.753 to
0.884, having Cronbach's alpha 0.875, C.R. 0.909, and AVE 0.667 that reveals the strong reliability and validity. The factor
loadings of Green Innovation signs are between 0.796 to 0.847, the Cronbach’s alpha is 0.84, the C.R. is 0.893, and the AVE
is 0.676 which also indicates robust reliability and convergent validity. Interestingly, the BPR has factor loadings from 0.753
to 0.828, has Cronbach’s alpha 0.89, C.R. 0.916, and AVE 0.644 which has strong internal consistency and convergent
 M. A. Aldoghan et al. /Uncertain Supply Chain Management 13 (2025) 7

validity. It can be observed that all factor loading, Cronbach’s Alpha, C. R., and AVEs are far above the acceptable value,
which indicates the strength and robustness of the construct.

Table 1
Factor loadings
Constructs Items Factor loadings Cronbach's Alpha C.R. (AVE)
Tr1 0.806
Tr2 0.714
Tr3 0.769
Transportation 0.88 0.909 0.626
Tr4 0.84
Tr5 0.824
Tr6 0.789
WRh1 0.848
WRh2 0.837
WRh3 0.852
Warehouse Operation 0.898 0.922 0.662
WRh4 0.791
WRh5 0.802
WRh6 0.747
Dip1 0.806
Dip2 0.824
Distribution Processes Dip3 0.753 0.875 0.909 0.667
Dip5 0.811
Dip6 0.884
Gi1 0.796
Gi2 0.847
Green Innovation 0.84 0.893 0.676
Gi3 0.831
Gi4 0.815
BPR1 0.753
BPR2 0.797
BPR3 0.788
Business Process Reengineering 0.89 0.916 0.644
BPR4 0.825
BPR5 0.823
BPR6 0.828

3.7 Structural Model

Discriminant validity tests and cross-validation are commonly used methodologies to assess validity. Initially, HTMT is
examined to ensure discriminant validity (Henseler, Ringle, & Sarstedt, 2015). Recent studies (Franke & Sarstedt, 2019) have
refined the recommended thresholds, which are detailed in Table 2. These values fall within acceptable ranges, indicating
robust identification of factor variables without overlap. These findings affirm the reliability and validity of the measurement
model, underscoring its rigorous methodological approach.

Table 2
HTMT
Audience Engagement Marketing Agility Sustainable Business Performance Virtual reality (VR)
Audience Engagement
Marketing Agility 0.777
Sustainable Business Performance 0.735 0.72
Virtual reality (VR) 0.847 0.754 0.825

Table 2 shows the Heterotrait-Monotrait Ratio (HTMT) indicating discriminant validity between the constructs. The HTMT
values for the Distribution Process are between 0.702 (Green Innovation) and 0.836 (Business Process Reengineering). The
HTMT values of Green Innovation fall on 0.622 (Warehouse Operation) and to a high value with Business Process
Reengineering: 0.799 For the Transportation construct, HTMT values range from 0.651 with Warehouse Operation to 0.839
with Business Process Reengineering The HTMT values for the construct Warehouse Operation range from 0.622 with Green
Innovation to 0.772 with Distribution Process Thirdly, for the Business Process Reengineering construct with HTMT value
ranging from 0.677 to Warehouse Operation and 0.839 in Transportation Table V shows that all HTMT values are lower than
the threshold of 0.85, indicating acceptable discriminant validity between constructs among each other.

Table 3
Fornell-Larcker
Distribution Process Green Innovation Transportation Warehouse operation Business Process Reengineering
Distribution Process 0.817
Green Innovation 0.611 0.822
Transportation 0.63 0.69 0.791
Warehouse operation 0.688 0.548 0.588 0.814
Business Process Reengineering 0.74 0.699 0.752 0.61 0.803
8

Table 3 shows discriminant validity of the constructs, Fornell-Larcker criterion where the diagonal values are the root of
average variance extracted (AVE) for each construct and the off-diagonal elements symbolize correlations among constructs.
Distribution Process has also AVE square root of 0.817; the lowest correlation was with Green Innovation (r = 0.611) and the
highest one, Business Process Reengineering (r = 074). With the relationships varying from 0.548 with Warehouse Operation
to 0.822 (AVE square root) - Green Innovation Transportation construct has an AVE root of 0.791; the correlations are
between that and Warehouse Operation (0.588) to Business Process Reengineering (BPR) one at 0.752 AVE square root Firm
Market Warehouse Operation followed direct to Flow 1.854 - From 0.453 with IHBIWFP of Green Innovation up into
GAPSISF4: A dimension inhalation; could be static between Distribution Process Finally, Business Process Reengineering
has a AVE square root of 0.803, with correlations between the factor and Warehouse Operation ranging from 0.61 to
Transportation (r =.752). Fornell-Larcker criterion shows that all constructs meet the Fornell Larcker criterion as square root
of AVEs are high corresponding correlations with other variables.

Table 4
R2 Adjusted
R-square R-square adjusted
Green Innovation 0.503 0.533
Business Process Reengineering 0.418 0.489

Table 4 demonstrates the results of R² and Adjusted R² Green Innovation Business Process Reengineering. In general, our
Adjusted R² 0.533 is slightly higher than we could expect for this number or predictors, so the model fit seems to be good
(although only by a small part above our upper border). Therefore, for Business Process Reengineering R² = 0.418 is a model
that estimates this information, and the same way explains only 41.8% of our variances. Adjusted R² = 0.489; Increased
explanatory power on parameter count, also model fitness is good Both the Models have a moderate estimation ability this
fact is further validated through the Model's Adjusted R² values which states that both these models are valid for identifying
correlations between Independent Variables and Green Innovation, Business Process Re-Engineering.

Table 5
Demographic information of respondents
Characteristic Frequency Percentage
Sector of the Health Service
Hospitals 78 29%
Clinics 62 23%
Pharmaceuticals 46 17%
Others 62 23%
Role in Marketing and Strategy
Marketing Manager 70 26 %
Digital Marketing Specialist 46 17%
Operations Manager 54 20 %
Sustainability Specialist 30 11 %
Other 70 23%
Education Level
Diploma 30 20%
Bachelor's Degree 85 50%
Master's/Doctorate Degree 55 30%
Experience
Less than 10 years 45 14 %
10-14 years 25 26 %
15-19 years 40 23 %
20-24 years 30 17 %
25+ years 30 17 %

Table 5 presents demographic information: The demographic characteristics of the participants working in logistics and
distribution processes from different sectors are summarized in Table 5. The respondents come largely from manufacturing
(35%), services (23%) and retail, wholesale, distribution (17%). In logistics roles, 2 26% are supply chain managers and 17%
represented by both a logistics coordinator and operations manager, 11% are sustainability specialists and 23% other roles.
As for education, half of them have a Bachelor, 1/3 Master or higher and a fifth Diploma. 14% of attendees have fewer than
10 years ahead of them, while 26% has between ten and fourteen more to go with the rest having from fifteen to nineteen et
al. Probably as expected the light blue and purple bars are a similar distance from 25%, with those working for more than 24
years perfectly mirroring that same decline in younger respondents; about half of each group. These results show a well-
diversified respondent group with jobs in industries like manufacturing, services, retail and transportation that mostly involve
logistics functions along with all levels of education and experience. That title suggests that the project is seeking a
comprehensive analysis of opinion on logistics and distribution-related influencers within their broad demographic range in
order to comprehensively assess prospects for sustainable practice adoption.
 M. A. Aldoghan et al. /Uncertain Supply Chain Management 13 (2025) 9

4. Hypotheses Testing

The path coefficient, similar to the beta weight in conventional regression analysis, plays a significant role in the PLS
Algorithm function within Smart PLS 4.0 for structural modeling. It indicates the strength and direction of relationships
between variables, ranging from -1 to +1. Values tend to one represent a useful relationship, and values closer to 0 mean that
there is almost no relation between them. To give statistical significance (having coefficient, standard error T-Value, P-value)
typically ≤0.05), Alpha value is calculated. A threshold level of 0.05 is applied to evaluate the validity and reliability of path
coefficients to enhance analysis, validation and understanding relationships among constructs within a significance model as
shown below; in Fig. 2.

Fig. 2. Measurement Model

Table 6
Hypotheses testing estimates
Standardized Standard T- P-
H. Relationships Decision
Beta Error Statistic Values
H1 Distribution Process → Green Innovation → business Process Reengineering 0.168 0.072 2.341 0.02 Supported
H2 Transportation → Green Innovation → business Process Reengineering 0.335 0.07 4.768 0 Supported
Warehouse operation → Green Innovation → business Process
H3 0.07 0.071 0.984 0.326 Unsupported
Reengineering
H4 Distribution Process → Green Innovation 0.24 0.091 2.625 0.009 Supported
H5 Green Innovation → business Process Reengineering 0.699 0.056 12.539 0 Supported
H6 Transportation → Green Innovation 0.48 0.1 4.782 0 Supported
H7 Warehouse operation → Green Innovation 0.1 0.101 0.999 0.318 Unsupported

Table 6 estimates of hypotheses testing found significant effects on the relationship between logistics and distribution
processes, BPR mediated by green innovation When conducted by Green Innovation, both Distribution Processes and
Transportation have significant positive relationships with BPR as indicated by low P-values (0.020; 0.000) and strong
standardized coefficients (0.168; 0335). On the other hand, significantly P-values are higher (0.326 for BPR with Green
Innovation and 0.318 of itself). In summary, these findings have shown that the effective working of Distribution Processes
and Transportation influences organizational change through sustainable practices thereby reinforcing their role in improving
operational efficiency and competitive advantage grounded on sustainability architecture.

5. Findings

The findings of this study offer valuable insight regarding the impact or significance of logistics and distribution processes
towards Business Process Reengineering (BPR) when moving to sustainable transformation, particularly with the adoption of
green innovation. It emphasizes the critically important links between logistics and distribution strategies. The results
10

underline the critical relevance of successful logistics management in enabling the unproblematic incorporation of green
aspects into BPR packages. The main theoretical contribution of this research to sustainable supply chain management
(SSCM) is that green innovation can have a shorter economic payback, and gain higher executive support for improved logistic
efficiency. This leads to practitioners in engineering, as well as other relevant disciplines like industrial management and
operations research, that should practice logistics capabilities optimizations together with sustainable distribution activities
were critical action plans for companies in achieving some sustainability goals while enhancing operation competence. On
the other hand, this study, though faced with some limitations that may allude to sampling biases, provides an extensive look
into how logistics and distribution activities can affect BPR outcomes as well as green innovation adoption in a wider
perspective for other variables.

6. Managerial Implications

The managerial implications of this study provide important strategies for the administrators and supply chain managers
towards improving BPR through green innovation in logistics & distribution methodologies. The results highlight the
significance of logistics enhancement and a sustainable distribution policy to reinforce enterprise sustainability efficiently.
Managers should focus on investing in green technology and instill an environmental stewardship mindset through exclusive
policies. To achieve this, companies are advised to engage in environmental awareness training programmers for their
employees as well as encourage internal trust and engagement amongst its stakeholders to increase the level of green
integration within the organization, the development of big data analytics capabilities is important to be leveraged for
performance improvement across a green supply chain and requires planned investments in technology infrastructure as well
as employee training. Predictive modeling and customer engagements can be well advanced with incentive systems and the
use of AI for better analytics to optimize the increased performance in a sustainable supply chain. The focus of the research
studies is integrating logistics and distribution processes to sustain green invention at a level of organization.

7. Limitations and Future Research

This study offers many useful insights, but it does have its limitations that must be kept in mind when applying the results.
Research might adopt a longitudinal data approach to capturing the temporal dynamics between green intellectual capital, and
big data analytics capabilities. The study was focused only on the dairy sector of Saudi Arabia, Almarai Company therefore,
some of our results may not apply to other countries or other sectors with different cultural settings. Extending this type of
research into a range of models would offer an excellent source for scholars and management practitioners alike. Additionally,
this study used quantitative methods with questionnaires only capturing surface-level meaning and did not include qualitative
approaches like interviews to gain richer perspectives. Further research would be beneficial to develop a more detailed
understanding of how different stakeholders experience and perceive green supply chain management, which may require the
use of qualitative methodology. Finally, future research might investigate the mediating constructs such as green innovation
and green human resource management practices in understanding how these relationships are more relevant than we observed
them to be. Developing these avenues will contribute to theoretical frameworks and practical applications in sustainable
supply chain management alike.

Acknowledgment

This work was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific
Research, King Faisal University, Saudi Arabia. Project Grant No. KFU241343.

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