Financial inclusion has emerged as a critical driver of economic development and social equity, yet much of the discourse focuses primarily on access and infrastructure, often overlooking the social and behavioral dimensions that influence financial decision-making. This study analyzes the interplay of social norms, trust, financial literacy, and behavioral biases in shaping individuals' engagement with formal financial systems. Using a mixed-methods approach—including survey data, focus group discussions, and secondary literature—the research highlights how cultural attitudes, gender roles, peer influence, and perceived risks impact financial inclusion outcomes, especially in underserved communities. The study finds that addressing behavioral barriers is as essential as expanding physical and digital access to financial services. Policy recommendations include the design of inclusive financial literacy programs, community-driven trust-building initiatives, and the integration of behavioral economics into financial product development.

This study explored how procurement practices relate to competitive advantage within organizations, using the Unified Theory of Acceptance and Use of Technology (UTAUT) to understand the role of technology in supply chain management. Researchers employed a quantitative approach, analyzing 245 responses from 100 regional universities using descriptive statistics and structural equation modeling (SEM) with SmartPLS software. The findings revealed a strong positive correlation between effective procurement methods and competitive advantage, leading to improved financial performance, return on investment, and profit margins. Regression analysis confirmed that efficient procurement strategically enhances economic performance. The UTAUT model highlighted that performance expectancy, effort expectancy, social influence, and facilitating factors influence the adoption and use of procurement technology. The study demonstrates how aligning procurement digitalization with the UTAUT framework can optimize sourcing, foster innovation, and boost overall profitability in supply chain management. Ultimately, this research contributes to a deeper understanding of the link between procurement practices and achieving a competitive edge in organizational supply chain management.

This article examines the issue of enhancing the operational resilience of small trucking companies under conditions of high rate volatility, driver shortages, and tightening regulatory requirements. The relevance of the study is determined by the extremely low level of digital readiness in the sector against the backdrop of the rapid growth of the global digital freight market. The aim of the work is to identify strategic approaches that allow enterprises with limited IT budgets and a shortage of qualified personnel to successfully implement digital dispatch platforms and record measurable economic benefits. The novelty of the study lies in the development of a systematic, phased implementation methodology: from the pilot launch of basic telematics to full integration with external accounting systems and payment modules. A unified roadmap is proposed, including the selection of model tariffs, mechanisms for engaging champions among drivers and dispatchers, as well as a recommended set of five key KPIs (ETA accuracy, empty‐run ratio, fleet utilization, driver idle time, and customer satisfaction) for regular performance monitoring. The most significant findings demonstrate that phased deployment of cloud solutions with open APIs and monthly payment minimizes capital expenditure and reduces operational risks, while microlearning modules and continuous KPI analysis accelerate personnel adaptation and ensure a sustainable effect: up to 9% fuel savings, 15% reduction in accident‐related costs, improved ETA accuracy, reduced unplanned downtime, and increased fleet profitability. Integration with ELD, accounting, and freight marketplaces creates conditions for continuous improvement and scalability. The article will be useful for managers of small fleets, IT consultants, and experts in the digital transformation of transport companies.