Business Intelligence Capabilities and AI-Driven Logistics Innovation: The Roles of Decision Support and Supply Chain Visibility
DOI:
https://doi.org/10.32479/irmm.24208Keywords:
Business Intelligence Capabilities, AI-Enabled Logistics Innovation, Decision Support, Supply Chain Visibility, Logistics Firms, Serial MediationAbstract
This study explores the effects of business intelligence capabilities on AI-driven logistics innovation by conceptualizing two serial mediation mechanisms: decision support and supply chain visibility. Based on the dynamic capability's perspective and resource-based view, the study has the following argument: BI capabilities will enable logistics firms to gather, integrate, analyze, and convert the data from operations to useful knowledge, which helps in making intelligent decisions. A quantitative, explanatory and cross-sectional research design was used. A structured questionnaire was administered to 327 employees/managers in logistics-related companies to gather data. The data was statistically analyzed by SmartPLS software using structural equation modeling. The results indicated that the business intelligence capabilities have a positive impact on decision support as well as AI-powered logistics innovation. Results show that decision support has a positive influence on supply chain visibility, and that supply chain visibility has a positive influence on AI-enabled logistics innovation. Further results demonstrated that BI capabilities and AI-enabled logistics innovation is serially mediated by decision support and supply chain visibility. The research enlightens the literature by detailing how data-driven functionalities can be turned into AI-powered logistics innovation through enhanced decision-making capabilities and supply chain transparency.Downloads
Published
2026-07-03
How to Cite
Alzghoul, A., Khaddam, A. A., Irtaimeh, H. J., & Ali, A. (2026). Business Intelligence Capabilities and AI-Driven Logistics Innovation: The Roles of Decision Support and Supply Chain Visibility. International Review of Management and Marketing, 16(5), 414–422. https://doi.org/10.32479/irmm.24208
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