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However, in general, it is still half of the companies in Hungary build specific Supply Chain function in their strategy. Several advantages by implementing SC function which will bring opportunities to the companies in the future should be made as a priority in the future for SMEs and also big enterprises. The visualization from the data above can be seen in this below Figure 5. organizZaulon S$ strategy. According to our third hypothesis, we have asked whether SMEs build specific Supply Chain Function in their organization strategy or not. The related question was “Does your strategy include logistics and/or supply chain chapter or sub-chapter?” Based on Table 3, it is visible that 55.6% of SMEs do not have these chapters/sub-chapters in their strategy. On the other hand, we can also see that 72% of big enterprises have considered supply chain/logistics to be part of their strategy. The larger size of the company, the more aware on Supply Chain Function to be included in their organization strategy. At this point, we can summarize (p=0.008) that our third hypothesis is relevant: SMEs generally don’t build specific Supply Chain Function in their strategy.

Figure 5 However, in general, it is still half of the companies in Hungary build specific Supply Chain function in their strategy. Several advantages by implementing SC function which will bring opportunities to the companies in the future should be made as a priority in the future for SMEs and also big enterprises. The visualization from the data above can be seen in this below Figure 5. organizZaulon S$ strategy. According to our third hypothesis, we have asked whether SMEs build specific Supply Chain Function in their organization strategy or not. The related question was “Does your strategy include logistics and/or supply chain chapter or sub-chapter?” Based on Table 3, it is visible that 55.6% of SMEs do not have these chapters/sub-chapters in their strategy. On the other hand, we can also see that 72% of big enterprises have considered supply chain/logistics to be part of their strategy. The larger size of the company, the more aware on Supply Chain Function to be included in their organization strategy. At this point, we can summarize (p=0.008) that our third hypothesis is relevant: SMEs generally don’t build specific Supply Chain Function in their strategy.

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Source: Own development, 2019 Table 1 Companies’ Strategy Consciousness towards Company’s Size
Source: Own development, 2019 Table 1 Companies’ Strategy Consciousness towards Company’s Size
Based on Figure 3, it can be seen that SMEs’ rate of strategy consciousness was 58.6%. However, the result was not significantly different compared to the SMEs that were not conscious with their strategy (41.4%). We can summarize that the result did not support H1, nevertheless most of the SMEs were still not rule out strategy for their business. Therefore, we can accept our first hypothesis: SMEs do not pay enough attention to their organization strategy.
Based on Figure 3, it can be seen that SMEs’ rate of strategy consciousness was 58.6%. However, the result was not significantly different compared to the SMEs that were not conscious with their strategy (41.4%). We can summarize that the result did not support H1, nevertheless most of the SMEs were still not rule out strategy for their business. Therefore, we can accept our first hypothesis: SMEs do not pay enough attention to their organization strategy.
Table 2 Strategy of Industry 4.0 or digitalization towards Company’s Size
Table 2 Strategy of Industry 4.0 or digitalization towards Company’s Size
Figure 4 Strategy of Industry 4.0 or digitalization towards Company’s Size
Figure 4 Strategy of Industry 4.0 or digitalization towards Company’s Size
Figure 5 Strategy of Supply Chain/Logistics towards Company’s Size Benchmarking the SMEs Company’s strategy reveals an interesting paradox towards SC and digitalization implementation. The survey findings reveal that SMEs in Hungary still do not pay enough attention to their company strategy compared to larger business, especially SC and the digitalization function. This finding has been well supported by a previous study by Fawcett et al. (2009) stated that SMEs are not actively pursuing SCM as a strategic weapon. However, this current result still does not change their competitive advantage in the market, showing that SMEs are still part of the big SCM loop, whether they are in the role of supplier, distributor or retailer.
Figure 5 Strategy of Supply Chain/Logistics towards Company’s Size Benchmarking the SMEs Company’s strategy reveals an interesting paradox towards SC and digitalization implementation. The survey findings reveal that SMEs in Hungary still do not pay enough attention to their company strategy compared to larger business, especially SC and the digitalization function. This finding has been well supported by a previous study by Fawcett et al. (2009) stated that SMEs are not actively pursuing SCM as a strategic weapon. However, this current result still does not change their competitive advantage in the market, showing that SMEs are still part of the big SCM loop, whether they are in the role of supplier, distributor or retailer.
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