Abstract
This article tries to identify the impact of supply chain integration in strategic flexibility as well as check the impact of supply chain integration (internal integration, external integration, strategic integration) in strategic flexibility. The results of the research indicated that the majority of employees of the Al-Hjrah company deal with two suppliers and less, as evidenced by the length of the deal between companies and suppliers, which gives the impression of an intimate relationship between companies and suppliers, which promote a sense of trust and joint action to achieve the interests of all parties. In addition to the presence of an insignificant proportion of other companies rely on more than three suppliers in the procurement process, despite the development of suppliers and their absorption of the needs of companies in a timely manner, it can be said that the Al-Hjrah company has a greater bargaining power. The researcher believes that the reason for this can be explained by the desire of the managers of the company to take advantage of the benefits of strategic flexibility between suppliers. In this work, we recommend establishing long-term relationships with customers through direct contracts with customers, collection of customer data, and use in designing and delivering products that meet their requirements. Internal integration requires a state of cooperation and effective coordination between the internal divisions (such as marketing, research and development, production, procurement and storage), ensuring the flexibility of the strategy to deliver products and services as one of the competitive tools. Improving the supply chain response to the market and any changes to the market by restructuring the company and streamlining business processes, because the supply chain response is the responsibility of all supply chain partners.