Pharmaceutical supply chain integration and operational performance in Ghana

Abstract Background Pharmaceutical supply chains in developing economies remain exposed to weak coordination, fragmented information flows, dependence on imported inputs, and delays in sourcing and distribution. In Ghana, these challenges make operational performance a central concern for pharmaceutical manufacturers and distributors. Although supply chain integration has been widely discussed in manufacturing and logistics research, sector-specific empirical evidence from pharmaceutical firms in sub-Saharan Africa remains limited. This study examined the direct effect of pharmaceutical supply chain integration on operational performance among pharmaceutical firms in Ghana. Methods The study used a quantitative cross-sectional survey design. Primary data were obtained from 211 pharmaceutical firms using a structured questionnaire administered to personnel involved in supply chain, procurement, logistics, and operational decision-making. Supply chain integration was conceptualised through internal, supplier, and customer integration, while operational performance was measured through quality, delivery, flexibility, and cost-related indicators. Data were analysed using descriptive statistics, confirmatory factor analysis, and structural modelling procedures. Reliability and validity were assessed using Cronbach’s alpha, composite reliability, average variance extracted, Fornell-Larcker discriminant validity, and global model-fit indices. Results The measurement model demonstrated acceptable reliability and validity. Cronbach’s alpha values ranged from 0.793 to 0.905, composite reliability values ranged from 0.794 to 0.906, and average variance extracted values ranged from 0.506 to 0.672. The measurement model showed good fit: CMIN/DF = 1.599, NFI = 0.905, IFI = 0.949, TLI = 0.940, CFI = 0.947, and RMSEA = 0.053. The direct path from pharmaceutical supply chain integration to operational performance was positive and statistically significant (B = 0.442, p < 0.01), indicating that higher integration across internal functions, suppliers, and customers is associated with stronger operational performance. Conclusion Pharmaceutical supply chain integration is a significant strategic capability for improving operational performance in Ghana’s pharmaceutical sector. The findings support investments in cross-functional coordination, supplier collaboration, customer-linked information systems, and digital supply chain platforms. For policy, the evidence reinforces the need for institutional support, regulatory coordination, and sector-wide digital infrastructure to strengthen pharmaceutical supply chain performance in Ghana.