Agilidad organizacional y
sostenibilidad logística en pymes: estudio de caso en distribución de productos
orgánicos
Lilian Alejandra
Guerrero Bernal[*]
Liseth Johanna
Rojas Vargas
Rafael Guillermo Arzuaga Mejía
ABSTRACT
To
analyze the relationship between the implementation of agile methodologies and
the efficiency of the logistics process in small and medium-sized enterprises
(SMEs) in the food sector, particularly in the distribution of organic
products, providing evidence of their contribution to logistics sustainability
and organizational competitiveness. Methods: A quantitative, non-experimental,
cross-sectional study with a correlational-explanatory scope was conducted.
Data were collected using a structured Likert-scale questionnaire administered
to 30 employees involved in logistics processes. The instrument demonstrated
adequate reliability (α =
0.87). The analysis included descriptive statistics, Pearson’s correlation, and
simple linear regression to examine the association and explanatory power among
the variables. Results: A positive, strong, and statistically significant
relationship was found between the implementation of agile methodologies and
logistics efficiency (r = 0.71; p < 0.001). Furthermore, the regression
model indicated that agile methodologies account for 50% of the variability in
logistics process efficiency (R² = 0.50), with operational adaptability, work
structuring, and internal coordination playing key roles, although
opportunities for improvement remain in workflow visualization and information
organization. Conclusion: Agile methodologies constitute a management approach
that enhances the efficiency, logistics sustainability, and competitiveness of
SMEs by promoting work organization, operational coordination, and
information-based decision-making, while also expanding the evidence base
regarding their application in logistics processes within the food sector.
Keywords:
logistics efficiency; agile methodologies; SMEs; organic products; logistics
sustainability.
RESUMEN
Analizar la relación entre la
implementación de metodologías ágiles y la eficiencia del proceso logístico en
pequeñas y medianas empresas (pymes) del sector alimentario, particularmente en
la distribución de productos orgánicos, aportando evidencia sobre su
contribución a la sostenibilidad logística y la competitividad organizacional.
Métodos: Se desarrolló un estudio cuantitativo, no experimental, de corte
transversal y alcance correlacional-explicativo. La recolección de datos se
realizó mediante un cuestionario estructurado tipo Likert aplicado a 30
colaboradores vinculados a procesos logísticos. El instrumento presentó
adecuada confiabilidad (α = 0.87). El análisis incluyó
estadística descriptiva, correlación de Pearson y regresión lineal simple para
analizar la asociación y la capacidad explicativa entre las variables.
Resultados: Se evidenció una relación positiva, alta y estadísticamente significativa
entre la implementación de metodologías ágiles y la eficiencia logística (r =
0.71; p < 0.001). Asimismo, el modelo de regresión indicó que las
metodologías ágiles explican el 50 % de la variabilidad de la eficiencia del
proceso logístico (R² = 0.50), destacándose el aporte de la adaptabilidad
operativa, la estructuración del trabajo y la coordinación interna, aunque
persisten oportunidades de mejora en la visualización del flujo de trabajo y la
organización de la información. Conclusión: Las metodologías ágiles constituyen
un enfoque de gestión que fortalece la eficiencia, la sostenibilidad logística
y la competitividad de las pymes, al favorecer la organización del trabajo, la
coordinación operativa y la toma de decisiones basada en información, ampliando
además la evidencia sobre su aplicación en procesos logísticos del sector
alimentario.
Palabras clave: eficiencia logística;
metodologías ágiles; pymes; productos orgánicos; sostenibilidad logística.
INTRODUCTION
In the current context of production and logistics
systems, it is evident that small and medium-sized enterprises in the food
sector face increasingly demanding challenges related to operational
efficiency, demand variability, and the need to ensure product delivery
quality—especially when dealing with perishable goods such as organic products;
furthermore, it is established that market globalization, the pressure to meet
increasingly demanding delivery times, and rising consumer expectations have
made logistics a key strategic factor for business competitiveness. In this
context, distribution is not merely an operational activity but a key element
in value creation, as it directly impacts customer satisfaction, loss
reduction, and business sustainability (Soto-Silva et al., 2016; Dubey et al.,
2020).
In Latin America, and particularly in Colombia, many
SMEs in the food sector continue to operate under traditional models
characterized by poorly formalized processes, the use of informal tools, and
limited information integration. These conditions create difficulties in route
planning, order management, and delivery tracking, leading to operational
inefficiencies, rework, and a loss of competitiveness; furthermore, recent
studies have indicated that the lack of visibility in logistics processes and
the fragmentation of information are critical factors that limit organizations’
ability to respond to dynamic environments (Mogrovejo Andrade et al., 2024;
Mejía et al., 2024).
These limitations not only affect the internal
performance of organizations but also have an impact on the competitiveness of
local production systems, the consolidation of sustainable supply chains, and
the ability of regions to strengthen food markets with higher value added;
therefore, it is evident that logistics efficiency extends beyond the business
sphere and becomes a highly relevant aspect for territorial development and for
ensuring economic sustainability at the regional level.
Logistics and Distribution of Perishable Goods
Distribution logistics in perishable goods supply
chains are characterized by their high complexity, due to the need to
coordinate multiple variables such as delivery time, storage conditions, and
synchronization among the different actors in the chain. The literature has
shown that inefficient management of these processes can lead to significant
losses both economically and in terms of product quality, which directly
affects the customer experience (Guo et al., 2025; Birkmaier et al., 2024). In
this regard, it is evident that distribution should not be understood solely as
the physical movement of goods but rather as an integrated management system
that coordinates information, resources, and real-time decision-making.
Furthermore, recent research has shown that one of the
main problems in perishable food logistics stems from the lack of mechanisms
that provide a comprehensive view of the status of processes; consequently, the
absence of structured tracking systems makes it difficult to identify
bottlenecks and limits the capacity for continuous improvement, especially in
SMEs, where processes often rely heavily on individual experience and informal
communication (Barrios Muñoz et al., 2022). Consequently, the need to implement
approaches that allow for better structuring and management of the workflow
becomes a critical factor in achieving logistics optimization.
Agile Methodologies and Organizational Agility in
Operational Contexts
Agile methodologies have become an alternative for
addressing organizational complexity in environments characterized by
uncertainty and the need for constant adaptation. Organizational agility is
understood as a company’s ability to respond quickly and effectively to changes
in the environment by implementing practices based on collaboration,
flexibility, and continuous improvement (Arteaga Loor & Guzmán Macías,
2024; Arzuaga Mejía, 2025). This approach has moved beyond its initial
application in software development, extending to areas such as operations
management and logistics.
Various studies have shown that the adoption of agile
methodologies in organizational contexts plays a very important role, as it
helps improve team coordination, increase process visibility, and make
decision-making more efficient (Flores-Cerna et al., 2022); furthermore, in the
case of SMEs, these methodologies become particularly relevant because they can
be more easily adapted to organizational structures that tend to be less
formal. Recent research indicates that the implementation of agile practices makes
it possible to transform informal work dynamics into organized systems, without
incurring high costs or complex structural changes (De la Cruz Medina, 2024).
Agile
Methodologies in Workflow Management
Within the set of agile methodologies, there are
various frameworks that enable the management and organization of the flow of
activities in operational environments, among which Scrum, Kanban, and hybrid
approaches stand out. These methodologies share a series of fundamental
principles such as adaptability, continuous improvement, and collaboration;
however, they differ in how work is structured and in the level of
formalization required (Mogrovejo Andrade et al., 2024), since while some
approaches are based on defined work cycles and specific roles, others focus on
the continuous visualization of the process and a more flexible approach to
task management.
In logistics contexts, it is established that the
application of agile methodologies must be tailored to the specific
characteristics of each process and the organization’s operational needs;
therefore, it is argued that recent studies have indicated that the
implementation of such methodologies in SMEs requires an adaptive approach that
allows for maintaining operational flexibility while introducing mechanisms to
control and monitor the work (García Luna & Toscano Moctezuma, 2026), thus,
it is determined that selecting the most appropriate methodology depends on
analyzing the organizational context, the existing workflow, and the need to
improve coordination and real-time decision-making.
Logistics
Sustainability in SMEs
Logistics sustainability has evolved into a
comprehensive approach that includes not only the environmental dimension but
also aspects related to operational efficiency, organizational resilience, and
the ability to adapt to changes in the environment. In this context,
sustainability is directly related to organizations’ ability to maintain
processes that are efficient and stable over time while minimizing losses and
optimizing the use of resources (De la Rosa Leal, 2021; Martins et al., 2019).
However, in the case of SMEs in the food sector, this perspective is
particularly relevant due to the sensitivity of the products and the need to
ensure service quality.
Recent research has shown that integrating agile
approaches into logistics management can contribute significantly to
organizational sustainability, as it improves responsiveness, reduces
inefficiencies, and strengthens internal coordination (Lombeida Nieve &
Conforme Montesdeoca, 2025); furthermore, these benefits are not limited solely
to the operational sphere but extend beyond it, as more efficient logistics
promote the consolidation of resilient supply chains, enable the optimal use of
resources, and contribute to strengthening the competitiveness of small and
medium-sized enterprises within regional production systems (Martins et al.,
2019; De la Rosa Leal, 2021).
In the context of organic product distribution, these
capabilities become particularly relevant because they help preserve product
quality, improve coordination among supply chain stakeholders, and enable a
more effective response to the demands of increasingly dynamic markets (Guo et
al., 2025; Birkmaier et al., 2024). Furthermore, from this perspective, it is
argued that the integration of organizational agility and logistics
sustainability becomes a relevant approach that helps strengthen not only the
operational performance of SMEs but also their ability to contribute to
regional economic development through supply chains that are more efficient,
resilient, and sustainable.
Knowledge
Gap and Contribution of the Study
Recent scientific evidence shows that there is growing
interest in analyzing how agile methodologies are incorporated into different
organizational contexts, as well as in better understanding the factors that
determine the efficiency of logistics processes and influence the
sustainability of supply chains (Flores-Cerna et al., 2022; Mogrovejo Andrade
et al., 2024; García Luna and Toscano Moctezuma, 2026). In addition, various
studies are being conducted in parallel that delve into the logistics management
of perishable goods and the need to strengthen organizations’ resilience and
responsiveness in the face of increasingly dynamic scenarios (Guo et al., 2025;
Birkmaier et al., 2024). However, these lines of research are primarily
conducted independently, resulting in limited empirical evidence that
comprehensively examines the relationship between the implementation of agile
methodologies and logistics sustainability in small and medium-sized
enterprises in the food sector.
This situation is considered particularly relevant in
the Colombian and Latin American context, as SMEs play a strategic role in food
supply, job creation, and the strengthening of regional economies, yet they
continue to face constraints related to the low level of formalization in their
logistics processes, the fragmentation of information, and their limited
capacity to respond efficiently to changes in the environment (Arzuaga-Mejía et
al., 2025; Mogrovejo Andrade et al., 2024), which adversely affects their
operational performance. However, although the literature recognizes that agile
methodologies promote coordination, adaptability, and continuous improvement
(Arteaga Loor & Guzmán Macías, 2024; Arzuaga Mejía, 2025), there remains a
gap regarding their specific contribution to optimizing organic product
distribution processes and strengthening the organizational capabilities
associated with logistics sustainability.
Furthermore, most of the available research has
evaluated sustainability from a primarily operational perspective, emphasizing
process efficiency or the reduction of losses (Martins et al., 2019; De la Rosa
Leal, 2021), whereas studies analyzing how organizational agility can serve as
a mechanism to strengthen business resilience, improve the competitiveness of
SMEs, and contribute to the sustainable performance of regional production
systems are less common, therefore, there remains a need to generate empirical
evidence that helps us understand how the incorporation of agile practices
simultaneously promotes logistics efficiency and organizational sustainability
in business contexts with limited resources.
In light of this gap, this study analyzes the
relationship between the implementation of agile methodologies and the
efficiency of the logistics process in SMEs engaged in the distribution of
organic products in Colombia. It provides empirical evidence on a context that
has been largely unexplored in recent literature and broadens our understanding
of the role that organizational agility plays as a strategy that helps
strengthen logistics sustainability, business competitiveness, and the
organizational capabilities required to address the challenges of production
systems in emerging economies.
MATERIALS AND METHODS
This research was conducted using an applied
quantitative approach, which was aimed at analyzing the relationship between
the implementation of agile methodologies and efficiency in logistics processes
within small and medium-sized enterprises (SMEs) in the food sector. This
approach allows for the objective measurement of organizational variables and
the establishment of statistical relationships among them, thereby providing
empirical evidence on the phenomenon under study.
The design adopted was non-experimental,
cross-sectional, and had a correlational–explanatory scope. The
non-experimental nature of the design is based on the fact that the variables
are observed in their natural context without direct manipulation by the
researcher, making it appropriate for analyzing real organizational dynamics.
In turn, the cross-sectional design makes it possible to collect data at a
single point in time, thereby capturing the current state of logistics
processes and management practices in the participating organizations.
Furthermore, the correlational–explanatory scope allows for the identification
of the relationship between the use of agile methodologies and logistics
performance, and also enables an exploration of their explanatory power in
optimizing distribution processes.
Study Context and Unit of Analysis
The study was conducted among small and medium-sized
enterprises (SMEs) in the food sector engaged in the distribution of perishable
goods, particularly organic products. The participating organizations were
selected because they engage in ongoing activities such as warehousing, order
management, route planning, and distribution—processes that require high levels
of operational coordination due to the perishable nature of the products and
the variability of demand. The inclusion criteria for selecting the companies
were that they carry out their own logistics distribution processes and
voluntarily authorize their employees’ participation in the research.
The unit of analysis was the logistics distribution
process, defined as the integrated set of activities related to order receipt
and processing, route planning, coordination of shipping operations, delivery
tracking, and final product distribution. This process was selected due to its
direct impact on operational efficiency, supply chain continuity, and the
quality of service provided to customers, as well as its role as a strategic
component for the sustainability and competitiveness of SMEs in the food
sector.
The study population consisted of employees from small
and medium-sized enterprises (SMEs) in the food sector who were directly
involved in logistics distribution processes, including workers who performed
both operational and administrative functions related to order receipt and
management, route planning, logistics coordination, dispatch, and delivery
tracking, as it was observed that they actively participated in each of the
activities under analysis.
Participants were selected through non-probabilistic
convenience sampling, taking into account the availability of access to the
organizations and the fact that employees participated voluntarily in the
research; furthermore, the sample consisted of 30 participants (n = 30) from
different SMEs with similar operational characteristics. This type of sampling
is considered appropriate for applied and exploratory research, since the main
purpose was to analyze the relationships between variables in specific organizational
contexts, rather than to make inferences about a broad statistical population.
Although the sample size limits the generalizability
of the results, it is considered adequate for exploratory correlational studies
aimed at identifying preliminary associations between variables and generating
empirical evidence in business contexts where access to the study population is
restricted, therefore the findings are interpreted within the specific context
of the participating organizations and serve as a foundation for future
research with larger samples and probabilistic designs.
Study Variables and Operationalization
The study variables were defined based on the
specialized literature on agile methodologies and logistics management and were
operationalized through dimensions and indicators that allowed them to be
measured using a structured Likert-type questionnaire with five response
categories (1 = strongly disagree; 5 = strongly agree). For the purposes of
statistical analysis, the scores obtained for the different items were grouped
by dimension and then by variable, thereby generating composite indices that
were used in the descriptive and inferential analyses. Table 1 presents a
description of the variables, their classification, measurement scale,
dimensions, and indicators considered in the study.
Table 1. Description
of Variables
|
Variable |
Variable Type |
Measurement Scale |
Dimensions |
Indicators |
|
Implementation of Agile
Methodologies |
Independent |
Ordinal (5-point Likert
scale) |
Work organization |
Level
of task organization |
|
Use of agile tools |
Application
of management tools |
|||
|
Process visualization |
Workflow
Tracking |
|||
|
Operational Flexibility |
Operational responsiveness |
|||
|
Logistics Process Efficiency |
Dependent |
Ordinal (5-point Likert
scale) |
Compliance |
On-time deliveries |
|
Order Organization |
Information management |
|||
|
Logistics Coordination |
Operational Communication |
|||
|
Decision-making |
Operational Response |
Source: Prepared by the author
Data Collection Tool
Data collection was conducted using a structured
questionnaire with a five-point Likert scale (1 = strongly disagree; 5 =
strongly agree), which consisted of 20 items distributed across each of the
dimensions corresponding to the variables of agile methodology implementation
and logistics process efficiency. Thus, the instrument was designed based on
the operationalization of the variables and a review of the specialized
literature, ensuring alignment between the research objectives, the dimensions
analyzed, and the indicators evaluated.
Content validity was established through expert
judgment by individuals with experience in logistics management, agile
methodologies, and applied research, who were responsible for evaluating the
relevance, clarity, coherence, and adequacy of the proposed items; based on
this, recommendations were formulated and incorporated into the final version
of the questionnaire. In addition, a pilot test was subsequently conducted with
a small group of participants from organizations with characteristics similar to
those included in the study, in order to verify understanding of the questions,
identify potential difficulties in their interpretation, and make the necessary
adjustments prior to the final administration.
The internal consistency of the instrument was
determined using Cronbach’s alpha coefficient, yielding a value of α =
0.87. This indicates a high level of reliability and adequate homogeneity among
the items comprising the questionnaire, demonstrating that the measurements are
stable and the instrument is suitable for assessing the variables under study.
The research was conducted in three stages. In the
first stage, contact was established with the participating organizations, the
purpose of the study was presented, authorization to administer the instrument
was obtained, and assurances were provided that the information would remain
confidential and that participation would be voluntary; In addition, during
this phase, compliance with the inclusion criteria established for participant
selection was verified.
In the second stage, the questionnaire was
administered digitally, which allowed for the standardized collection of
information at a single point in time; furthermore, during this process,
participants were given instructions to complete the questionnaire
independently, and it was verified that all responses were fully recorded.
In the third stage, the data were consolidated into a
database to enable data cleaning and statistical analysis. During this process,
the consistency of each record was reviewed, missing data and potential
outliers were identified, and composite variables were subsequently generated
for use in descriptive and inferential analyses.
The data were analyzed using descriptive and
inferential statistical techniques. Initially, a data cleaning process was
conducted, and the consistency of the database was verified to identify
potential inconsistencies and ensure the quality of the data for subsequent
analyses. Subsequently, the reliability of the instrument was assessed using
Cronbach’s alpha coefficient, yielding a value of α =
0.87, which is considered an indicator of adequate internal consistency.
In a second phase, measures of central tendency—such
as the mean—and measures of dispersion—such as the standard deviation—were
calculated, which allowed for a better description of how the evaluated
dimensions behaved; in addition, a correlation matrix was constructed using
Pearson’s correlation coefficient to determine both the strength and direction
of the relationship between the implementation of agile methodologies and the
efficiency of the logistics process; and finally, a simple linear regression model
was estimated to analyze the explanatory power of the implementation of agile
methodologies on logistics process efficiency, with the results interpreted
using a statistical significance level of 0.05.
The research was conducted in accordance with the
ethical principles applicable to studies involving human participants, thereby
ensuring respect for autonomy, confidentiality, and anonymity; furthermore, it
was ensured that the information collected would be used exclusively for
academic purposes. Furthermore, all participants were informed in advance of
the research objectives and the voluntary nature of their participation, and
they were told that they could withdraw from the study at any time without any
consequences.
The information obtained was treated confidentially
and used solely for scientific purposes. To protect the participants’
identities, no information that would allow for their individual identification
was collected, and the data were stored in a restricted-access database,
preventing the disclosure of sensitive information.
RESULTS
The results are presented by integrating statistical
analysis with theoretical discussion, with the aim of showing not only how the
measured variables behave but also their significance in relation to recent
literature on organizational agility, perishable goods logistics,
digitalization, and sustainability in SMEs; Furthermore, this integration is
considered relevant because, in applied studies, the relevance of findings does
not depend solely on their statistical significance but also on their ability
to explain specific organizational dynamics and provide evidence useful for
decision-making in real-world contexts; therefore, following this logic, we
sequentially analyze the sample composition, the descriptive characteristics of
the dimensions evaluated, and the relationship between the implementation of
agile methodologies and logistical efficiency.
The characterization of the sample serves as the
starting point for interpreting the results, as it allows for the
contextualization of the organizational conditions under which the study
variables are analyzed, thereby providing a clearer understanding of the
context. In the case of applied research in logistics settings, the sample
composition not only serves a descriptive function but also directly influences
the contextual validity of the findings, especially when dealing with SMEs that
have heterogeneous operational structures.
Table 2. Sample
Characterization
|
Variable |
Category |
Frequency |
Percentage |
|
Position |
Operational |
16 |
53.3 |
|
Administrative |
14 |
46.7 |
|
|
Logistics experience |
1–3 years |
9 |
30.0 |
|
4–6 years |
13 |
43.3 |
|
|
>6 years |
8 |
26.7 |
|
|
Company size |
Microenterprise |
18 |
60.0 |
|
Small business |
12 |
40.0 |
Source: Author’s own analysis.
From an analytical perspective, it can be observed
that the distribution reflects a balanced composition between operational and
administrative profiles, which makes it possible to capture both the strategic
dimension and the execution of the logistics process, and this aspect is
considered relevant since various studies have shown that supply chain
management efficiency depends largely on achieving proper alignment across
organizational levels, especially in environments where internal coordination
is recognized as critical to operational performance (Xu et al., 2020).
In terms of experience, there is a concentration in
the intermediate range of 4 to 6 years, suggesting the presence of operational
knowledge that is well-established but still in the process of being
formalized; this type of profile is characteristic of SMEs, where
organizational learning is built on practical experience rather than formal
management structures. Additionally, recent research has indicated that while
this type of tacit knowledge although valuable, can limit the scalability of
processes if it is not properly integrated with structured mechanisms for
management and monitoring (Lejarza et al., 2021).
Likewise, the predominance of microenterprises in the
sample introduces a key element when interpreting the results, since these
types of organizations typically operate with limited resources and low levels
of digitization; in this context, it is observed that the implementation of
agile methodologies takes on a unique character, since the goal is not to
replicate complex models but rather to adapt management principles that improve
work organization without significantly increasing the operational burden;
Furthermore, recent studies have shown that the adoption of agile practices in
SMEs depends largely on factors such as simplicity, flexibility, and
compatibility with organizational structures that are not highly formalized (Dbouk et al., 2020).
Based on this discussion, these results make it
possible to conclude that the sample is not only relevant for analyzing the
phenomenon but also represents a context in which agile methodologies can have
a significant impact, since it combines operational experience with flexible
organizational structures and limited process formalization—a scenario that is
conducive to evaluating the relationship between organizational agility and
logistical efficiency. In this regard, it is observed that the characterization
of the sample should not be interpreted solely as an initial description;
rather, it becomes an explanatory element that influences how agile practices
can be adopted and how these translate into operational improvements within the
distribution process.
Descriptive Analysis of the Evaluated Dimensions
The descriptive analysis of the dimensions allows us
to identify the level of development of practices associated with the
implementation of agile methodologies and their correlation with the efficiency
of the logistics process. This level of analysis is fundamental, as it provides
an initial empirical assessment of the state of the variables, enabling the
identification of operational strengths and structural gaps within the
organizations studied.
Table 3. Descriptive
statistics by dimension
|
Variable |
Dimension |
Mean |
Standard Deviation |
|
Implementation of agile
methodologies |
Work organization |
3.97 |
0.62 |
|
Use of agile tools |
3.73 |
0.71 |
|
|
Process visualization |
3.61 |
0.76 |
|
|
Operational adaptability |
4.08 |
0.58 |
|
|
Logistics process efficiency |
Delivery Compliance |
3.89 |
0.67 |
|
Order Organization |
3.54 |
0.81 |
|
|
Logistics Coordination |
3.92 |
0.64 |
|
|
Timely decision-making |
3.87 |
0.69 |
Source: Author’s own work
The behavior of the means reveals a pattern that is
relevant from an organizational perspective, where the dimension with the
highest rating is operational adaptability (M = 4.08). This indicates that
companies possess a high capacity to respond to changes in operations and,
consequently, maintain a timely response to shifts in the business environment.
This result is consistent with recent literature, which notes that SMEs, due to
their lower structural rigidity, tend to develop adaptive capabilities that are
superior to those of more formalized organizations (Morales Betancourt et al.,
2025), thus confirming that this type of structure facilitates agile and
continuous adjustments. However, this strength does not always translate into
structured process management, as evidenced by the lower performance observed
in dimensions related to organization and workflow visualization.
In contrast, order organization (M = 3.54) and process
visualization (M = 3.61) are the aspects with the lowest scores, indicating
weaknesses in information management and the traceability of the logistics
process, and this is critical since various studies have shown that workflow
visibility is a determining factor in the efficiency of supply chains ,
especially in environments characterized by high uncertainty (Hwang et al.,
2019), in addition, it is evident that the lack of mechanisms to view order
status in real time limits the ability to anticipate issues and makes it
difficult to identify bottlenecks, directly affecting operational efficiency.
On the other hand, the dimensions related to logistics
coordination (M = 3.92) and delivery compliance (M = 3.89) show relatively high
values, indicating that acceptable levels of performance are maintained in the
execution of the process; however, this result should be interpreted with
caution, as it may be associated with work dynamics that rely more on staff
experience than on structured management systems. In this regard, recent
research has pointed out that while operational efficiency is perceived, structural
inefficiencies may be masked when processes rely on tacit knowledge rather than
formal control mechanisms (Ciro-Atehortúa et al.,
2023).
From an integrative perspective, the results reveal a
gap between operational responsiveness and the level of structuring of the
logistics process, while companies demonstrate high adaptability and acceptable
functional coordination; this leads to limitations in information organization
and workflow visibility, and this imbalance aligns with findings from recent
studies on digitization and logistics in SMEs, which highlight that the lack of
information integration has become one of the main barriers to continuous
improvement and process optimization (Senyo et al., 2021).
In terms of the discussion, the idea is reinforced
that the implementation of agile methodologies should not be understood solely
as the adoption of tools, but rather as a process of organizational
transformation aimed at structuring workflows and improving information
management. Empirical evidence shows that in contexts where adaptive capacity
already exists, the main value of agility lies in the ability to transform this
flexibility into processes that are more visible, coordinated, and traceable;
thus, the challenge is not simply to increase responsiveness, but rather to
integrate it with mechanisms that enable the systematization of operations and
strengthen information-based decision-making.
Relationship
Between Agile Methodologies and Logistics Process Efficiency
The purpose of the inferential analysis was to
determine the relationship between the implementation of agile methodologies
and logistics process efficiency in the participating small and medium-sized
enterprises. This analysis made it possible to evaluate the strength and
direction of the association between the two variables, providing empirical
evidence on the impact of agile practices on the operational performance of
distribution processes (Table 4).
Table 4. Correlation
matrix between the study variables
|
Variable |
1 |
2 |
|
1. Implementation of agile
methodologies |
1.000 |
0.710** |
|
2. Logistics process
efficiency |
0.710** |
1.000 |
Note: **p < 0.001.
Source: Author’s own work.
The results show that there is a positive, strong, and
statistically significant correlation between the implementation of agile
methodologies and logistics process efficiency (r = 0.71; p < 0.001). Based
on the magnitude of the correlation coefficient, it is evident that
organizations reporting higher levels of agile practice adoption also
demonstrated better levels of logistics performance, particularly in areas such
as activity coordination, order organization, operational planning, and the
ability to respond in a timely manner to the demands of the distribution
process.
The strength of the observed association indicates
that agile methodologies have become an important component of logistics
management in the SMEs analyzed, and these results are consistent with the
findings of Polo et al. (2025), who note that the adoption of agile principles
strengthens the synchronization of activities within the supply chain and
enhances the ability to adapt to scenarios characterized by high uncertainty
and variability in demand.
Although it is acknowledged that the identified
correlation does not imply a causal relationship, a consistent association
between the two variables is observed, which supports the hypothesis that the
adoption of agile methodologies fosters organizational conditions that
contribute to improved logistics performance. In this sense, organizational
agility is understood as a management approach that facilitates process
coordination, improves the flow of information, and strengthens organizations’
responsiveness—beyond the mere implementation of specific tools.
In the context of small and medium-sized enterprises
in the food sector, these results take on special importance because the
optimization of logistics processes tends to depend more on reorganizing work
and strengthening internal coordination than on making significant investments
in infrastructure or technology, therefore, from this perspective, the adoption
of agile methodologies becomes a viable alternative that allows for increased
operational efficiency, promotes logistical sustainability, and strengthens the
competitiveness of organizations operating in environments characterized by
limited resources and high operational dynamics.
To facilitate the interpretation of the results,
Figure 1 provides a graphical representation of the relationship between the
analyzed variables.
Figure 1. Relationship between agile methodologies and logistics
efficiency
Source: Author’s own work.
The graph shows a positive trend between the two
variables, indicating that higher levels of agile methodology implementation
this is associated with better logistics process performance. Furthermore, the
distribution of the observations around the trend line reveals a pattern
consistent with the correlation obtained, which reinforces the interpretation
that organizational agility is a key factor in strengthening coordination,
improving adaptability, and making distribution processes more efficient in the
SMEs studied.
Explanatory
Power of Agile Methodologies on Logistics Efficiency
To examine in greater detail the relationship
identified between the implementation of agile methodologies and logistics
process efficiency, a simple linear regression model was estimated, with the
implementation of agile methodologies as the independent variable and logistics
process efficiency as the dependent variable. This analysis made it possible to
determine the extent to which these practices help explain logistics
performance in the participating SMEs.
Table 5. Linear
Regression Model
|
Parameter |
Value |
|
R |
0.71 |
|
R² |
0.50 |
|
Adjusted R² |
0.48 |
|
Standard error |
0.41 |
|
F |
28.14 |
|
p (model) |
<0.001 |
Source: Author’s own calculations.
The results show that the model has a statistically
significant fit (F = 28.14; p < 0.001), confirming that the implementation
of agile methodologies is a relevant variable for explaining logistics process
efficiency. Furthermore, the coefficient of determination (R² = 0.50) indicates
that approximately 50% of the variability in logistics efficiency is explained;
and this percentage is considered relevant in organizational research, since
process behavior is typically influenced by multiple factors, both internal and
external.
Although the model demonstrates significant
explanatory power, the remaining 50% of the variability suggests that logistics
efficiency is also influenced by other factors not considered in this study,
such as the level of digitization, logistics infrastructure, technological
availability, human talent competencies, and the specific conditions of each
organization, and furthermore, this result clearly demonstrates that logistics
processes are multifactorial in nature and opens the possibility for future research
to incorporate models with a greater number of explanatory variables.
To complement the interpretation of the model, the
regression coefficients are presented below.
Table
6. Regression
Model Coefficients
|
Variable |
Standardized Beta |
t |
p |
|
Agile methodologies |
0.71 |
5.30 |
<0.001 |
Source: Author’s own calculations.
The standardized beta coefficient (β =
0.71) shows that there is a strong positive relationship between the
implementation of agile methodologies and logistics process efficiency,
indicating that as the level of adoption of agile practices increases, there
are proportional increases in the logistics performance of the organizations
analyzed. furthermore, the statistical significance of the model confirms that
this relationship is unlikely to be due to chance.
These results are consistent with various studies that
primarily highlight that organizational agility plays a very important role in
strengthening process coordination, improving adaptability, and promoting
information integration within the supply chain (Rosi & Jammernegg, 2013;
Apolinario Quintana et al., 2025). This supports the
idea that the contribution of agile methodologies does not depend solely on the
adoption of specific tools but rather centers on their ability to transform
work organization and strengthen decision-making based on timely information.
In the specific case of small and medium-sized
enterprises in the food sector, this finding takes on great significance, as it
demonstrates that significant improvements in logistics efficiency can be
achieved through process reorganization, workflow standardization, and
strengthened internal coordination, without the need for substantial
investments in infrastructure or technology; therefore, from this perspective,
agile methodologies become a strategic alternative that helps increase
organizational competitiveness and enables the strengthening of logistical
sustainability for companies operating in contexts where resources are limited.
In this regard, the regression model shows that the
implementation of agile methodologies is a highly significant explanatory
factor in logistics efficiency and also provides empirical evidence that helps
bridge the gap identified in the literature regarding the role of
organizational agility in the logistics sustainability of SMEs engaged in the
distribution of organic products; these results are considered to broaden our
understanding of the relationship between these two variables and support the
view that agile methodologies have the potential to serve as a strategy that
strengthens the competitiveness and resilience of supply chains in emerging
economies.
.
CONCLUSIONS
This research provided a clear analysis of the
relationship between the implementation of agile methodologies and the
efficiency of the logistics process in small and medium-sized enterprises in
the food sector that distribute organic products. A positive and statistically
significant association was observed between these two variables, as well as a
significant explanatory power of agile methodologies regarding logistics
performance. In addition, it was determined that work structuring, operational
adaptability, and internal coordination are key components that strengthen the
efficiency of distribution processes, confirming that organizational agility is
a strategic element for logistics management in these types of organizations.
One of the study’s main contributions is to
demonstrate that improvements in logistics performance do not depend solely on
the adoption of technologies or investments in infrastructure, but are also
related to the ability to reorganize work, strengthen coordination among
different stakeholders, and ensure more efficient management of the flow of
information. In this regard, the weaknesses identified in order organization
and in how processes are visualized indicate that the primary opportunity for
improvement for SMEs lies in formalizing practices that increase traceability,
improve coordination, and strengthen responsiveness to dynamic operational
environments.
From a theoretical perspective, this research
contributes to bridging the gap identified in the literature by providing
empirical evidence on the relationship between organizational agility and
logistics sustainability in a largely unexplored context: the distribution of
organic products by Colombian SMEs. Thus, the findings demonstrate that agile
methodologies can be applied beyond software development, proving their utility
as a management approach that helps optimize logistics processes, strengthen organizational
resilience, and improve the competitiveness of companies operating in emerging
economies.
In practical terms, the results confirm that the
implementation of agile methodologies constitutes a viable, low-cost
organizational strategy that helps increase logistics efficiency, especially in
companies facing resource constraints and high levels of operational
uncertainty; Additionally, it is observed that the incorporation of mechanisms
that promote collaborative planning, workflow visualization, continuous
monitoring, and data-driven decision-making contributes to strengthening lo
sustainability, and the ability of organizations to adapt to changes in the
environment.
Among the main limitations identified in the study are
factors such as sample size, the use of non-probability sampling, and the
cross-sectional nature of the research design, which limits the ability to
generalize the results to other organizational contexts; therefore, it is
suggested that future research could conduct longitudinal studies, incorporate
larger samples, and consider additional variables such as the level of
digitization, technological integration, organizational culture, or dynamic
capabilities, with the aim of broadening the understanding of the factors that
influence the logistics efficiency of SMEs.
The evidence obtained confirms that agile
methodologies are much more than a set of tools used for operational
management, since their adoption transforms the way organizations structure,
coordinate, and manage their logistics processes, thereby simultaneously
strengthening efficiency, sustainability, and business competitiveness. Thus,
the study provides empirical evidence supporting the incorporation of agile
approaches as a strategic alternative to foster the development of more
resilient and efficient supply chains within the context of small and
medium-sized enterprises in the food sector.
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* Agricultural
administrator, student pursuing a specialization in Project Management at the
Minuto de Dios University Corporation – UNIMINUTO.lilian.guerrero@uniminuto.edu.co . ORCID:
https://orcid.org/0009-0009-7495-6658
[*] Public Administrator, student pursuing a Specialization in Project
Management at Minuto de Dios University Corporation – UNIMINUTO.liseth.rojas-v@uniminuto.edu.co . ORCID:
https://orcid.org/0009-0000-8902-4700
*Corresponding Author
[*] Ph.D. Candidate in Science, Technology, and Innovation; Research
Professor at Minuto de Dios University Corporation – UNIMINUTO.rafael.arzuaga@uniminuto.edu . ORCID: https://orcid.org/0000-0002-3020-0295