Purpose　-　The　purpose　of　this　paper　is　to　propose　and　empirically　test　a　model　of　different　aspects　of　ISO　9000　implementation　in　terms　of　their　relationships　with　three　key　supply　chain　(SC)　management　practices　(internal　processes,　supplier　relationships,　and　customer　relationships).　In　addition,　it　aims　to　examine　the　relationship　between　the　three　key　SC　activities　and　operational　performance.　Design/methodology/approach　-　Data　were　collected　from　321　middle　and　senior　managers　of　ISO　9001　certified　firms　in　Australia　who　were　responsible　for　managing　the　quality　systems　in　their　organizations.　The　structural　equation　modelling　(SEM)　technique　was　employed　using　LISREL　software　to　test　the　research　model　and　the　hypotheses　in　this　study.　Findings　-　The　results　show　that　advanced　implementation　of　ISO　9000　is　positively　related　to　all　three　aspects　of　SC　activities　(internal,　customer,　and　supplier　process　management),　while　supportive　implementation　is　positively　related　to　internal　and　customer　process　management.　However,　basic　implementation　has　no　direct　influence　on　any　SC　management　practices.　The　results　also　indicate　that　supplier　and　internal　process　management　both　have　a　positive　effect　on　operational　performance,　while　customer　process　management　has　no　significant　impact　on　operational　performance.　Practical　implications　-　The　results　provide　key　insights　for　managers　on　the　extent　to　which　different　aspects　of　the　implementation　of　a　quality　management　system　would　produce　benefits　for　the　organization　within　the　SC　context.　Originality/value　-　Despite　the　central　premises　of　ISO　9000,　which　are　concerned　with　internal　processes　and　SC　management　practices,　only　a　few　studies　have　examined　this　matter　to　date.　The　current　study　seeks　to　bridge　this　gap　by　examining　the　effect　of　ISO　9000　implementation　on　operational　and　SC　management　practices　that,　in　turn,　will　predict　the　operational　benefits　within　adopting　firms.