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The aim of this study is to empirically test the relationship between supply chain performance and organizational performance mediated by customer satisfaction.

Respondents of this study include all the supply chain stakeholders, managers working in the dairy industry, bulk milk chillers/coolers (BMCs), farmer producers, wholesalers, transporters, retailers and consumers. The final sample has 67 firms and their forward and backward linkages, taking the total sample size to 1,139. Mediation analysis was performed using SPSS AMOS v26 to analyze the impact of supply chain performance on organizational performance mediated by customer satisfaction.

The findings of this study reveal that supply chain performance positively impacts organizational performance, and customer satisfaction partially mediates the relationship between them.

This study provides an opportunity for future researchers to test this model in different locations and different industries, incorporating other mediating variables, such as risk, coordination, supply chain orientation etc., as antecedents and operational, economic and marketing performance as consequences.

The study suggests that enhanced organizational performance requires supply chain management to be treated as a strategic function. Managers working at the processing/manufacturing level must focus on improving supply chain performance indicators through collaboration with supply chain stakeholders.

The present study adds to the existing literature by adopting a new supply chain performance measurement approach. The current literature has focused primarily on supply chain practices to study their impact on customer satisfaction and organizational performance. In contrast, the present study demonstrates how improvement in supply chain performance can enhance organizational performance through customer satisfaction.

This study aims to empirically test a comprehensive green supply chain management (GSCM) practices model. This paper incorporates green intellectual capital (GIC) and green supply chain orientation (GSCO) as antecedents to the successful implementation of GSCM practices and organizational performance as its consequence.

This study has been conducted in the Indian food processing industry. The respondents of this study include 139 plant-level managers working in the food processing industry. The managers were contacted using a combination of personal visits, phone and mail. Structural equation modeling was performed using SPSS AMOS v26 to test the hypothesized model.

The findings of this study reveal that GIC and GSCO positively impact the implementation of GSCM practices. Further, GSCM practices improve economic and operational performance, leading to improved organizational performance.

This study provides implications for managers suggesting that GSCM practices should be implemented in phases. The first phase must reflect the organization's commitment toward building GIC and the second phase must reflect managerial orientation toward implementation for GSCM practices.

This study adds to the existing literature by linking GIC to GSCM practices; second, this study provides a framework for implementation of GSCM practices in the food processing industry.