this gap by evaluating and comparing these enablers for industrial firms in Ecuador and Colombia, providing insights into the similarities and differences in the management of DSC activities and identifying the key factors influencing successful implementation of the DSC in these regions. Methods: A non-probabilistic convenience sample of 10 Colombian firms located in the city of Medellín and 10 Ecuadorian firms located in the city of Ambato was selected. Using Interpretive Structural Modeling (ISM) and MICMAC techniques, the study identifies and ranks the key enablers of DSCM from the perspective of experienced businessmen from the textile sector in both countries. Results: The results from the Colombian firms reveal a segmented hierarchy of dependencies among the enablers, with factors such as greater flexibility in supply chain management and the ability to analyze real-time business data having the highest impact. In contrast, the Ecuadorian perspective highlights the paramount importance of management commitment and change management programs, as well as factors related to product/service quality and supply chain complexity. Conclusions: The study provides empirical insights and practical guidance for contemporary supply chain practitioners in Latin America. It also contributes to the understanding of the enablers of DSC in different geographical contexts, which is essential for the successful implementation of DSC initiatives. This comparative analysis adds valuable insights to the field and should help practitioners navigate the uncertainties of supply chain management in diverse international settings.