Latent variable | Manifest variable | How to measure |
| X1-Delivery schedule |
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| X2-Prices |
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| X3-Non-delivery/Short delivery | To assess the impact of these |
| X4-Poor quality | Potential supply chain risks on |
| X5-Damage of goods in transit | Performance of Ghanaian |
Supply Chain Risks | X6-Loss of goods in transit | enterprises-responses were made |
(SCR) | X7-Damage of goods during storage | on a 6-point scale |
| X8-Changes in taxes and other costs of warehousing | (1-Very low impact, to 6-Very high impact) |
| X9-Quality problems |
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| X10-Over production |
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| X11-Disruptions due to equipment failures |
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| X12-Disruptions due to procurement failures |
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| SCRM1-Our firm collaborates with suppliers to develop transparent supply chains and open sharing of information |
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| SCRM2-Our firm has a business continuity or contingency plan addressing several supply chain risks | To assess how Ghanaian enterprises implement supply chain |
Supply Chain Risk Management strategies | SCRM3-Our firm use product differentiation for reducing demand side risks | management strategies-responses were made on a 6-point scale |
(SCRM) | SCRM4-Our firm has a distinct organization structure dedicated to supply chain risk management | (1-Extremely disagree, to 6-Extremely agree) |
| SCRM5-Our firm has insurance against supply chain risks |
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| OP1-Average profits over the last three years | To assess the performance of |
Organizational Performance | OP2-Average costs over the last three years | Ghanaian enterprises-responses |
(OP) | OP3-Average ROI over the last three years | were made on a 6-point scale |
| OP4-Increase in sale over the last three years | (1-Extremely worse, to 6-Extremely better) |