Breaking Barriers: Financial and Operational Strategies for Direct Operations in Saudi Arabia

Samar S. Alharbi ()
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Samar S. Alharbi: College of Administrations and Finance, Saudi Electronic University, Dist ‘Girls’ Colleges Campus, Ar Rayyan, Dammam 32256, Saudi Arabia

Sustainability, 2025, vol. 17, issue 15, 1-24

Abstract: This study investigates the key factors enabling the transition from distributor-based models to direct operations among companies in Saudi Arabia, in alignment with Vision 2030’s goals of economic diversification and operational efficiency. The study is based on quantitative data collected from 528 questionnaire responses representing diverse industries and professional roles. The results highlight that technological integration and regulatory negotiation are essential for a smooth transition to direct operations. Furthermore, environmental sustainability practices and stakeholder involvement significantly affect the adoption of this transition, often acting as moderators and mediators. The findings emphasize the importance of aligning operational strategies with national development goals to enhance efficiency and resilience. This study also examines how transitioning to direct operations impacts financial efficiency and contributes to improved financial performance and sustainability. This study provides practical recommendations for policymakers and business leaders to address operational challenges and improve their financial and operational performance.

Keywords: strategic change; direct operations; Vision 2030; financial efficiency; sustainability; distribution models; stakeholder engagement; technological integration (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:17:y:2025:i:15:p:6949-:d:1714017

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