Determinants of Strategic Supply Chain Management in Enhancing Organization Performance: A Study of Eldoret Water and Sanitation Company (ELDOWAS), Kenya
Abstract: The purpose of the study was to investigate the determinantsof strategic supply chain management in enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research design, in which both stratified and simple random sampling techniques were utilized in selecting the participants for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of organisation performance was influenced by the four determinants studied in the research. Results on coefficient of variation showed that a unit change in supply chain infrastructure would affect organisation performance by (0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505), resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation performance. The study recommends that ICT should be fully integrated and utilised in sharing information between the organisation and partner in the supply chain management, information systems and flow need to be enhanced to ensure that the suppliers and customers receive it on time.
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...paperpublications3
Abstract: The purpose of the study was to investigate the determinantsof strategic supply chain management in enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research design, in which both stratified and simple random sampling techniques were utilized in selecting the participants for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of organisation performance was influenced by the four determinants studied in the research. Results on coefficient of variation showed that a unit change in supply chain infrastructure would affect organisation performance by (0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505), resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation performance. The study recommends that ICT should be fully integrated and utilised in sharing information between the organisation and partner in the supply chain management, information systems and flow need to be enhanced to ensure that the suppliers and customers receive it on time.
Keywords: Determinants, Information flow, Infrastructure,Supply Chain Management & Resource sharing.
Implementation of Supply Chain Management and its Effectiveness on Marketing ...ijtsrd
Supply chain control has assumed a good sized role in firms performance and has attracted serious research interest over the last few years. A literature reviewreveals a massive spurt in studies in principle and exercise of SCM Combining and informing on capabilities of deliver control and distribution management. This integration hasresulted within the concept of prolonged. Employer and the supply chain is now appear as the collaborative deliver chain across intercompany borders to maximise the value throughout the complete deliver chain. A massive variety of research papers had been published in numerous journals in ultimate many years. On this paper an attempt is made to study the popularity of literature on supply Chain management. A literature classification scheme is proposed. a complete of 588 articles from thirteen refereed academic journals are categorised into articles in 5 methodologies i.e. Exploratory, Normative, methodology, Literature review and hypothesis testing. This literature evaluation reveals that exploratory kind of studies is normally favoured it is expected that with the maturity of SCM the hypothesis trying out approach will choose up. The articles are similarly categorised in fifteen categories on the basis of content analysis. Based on this assessment, some feasible studies issues are recognized. Prof. Rekha D. M | Sowmya A V ""Implementation of Supply Chain Management and its Effectiveness on Marketing of Business Organisations"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23876.pdf
Paper URL: https://www.ijtsrd.com/management/strategic-management/23876/implementation-of-supply-chain-management-and-its-effectiveness-on-marketing-of-business-organisations/prof-rekha-d-m
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORM...muo charles
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORMANCE IN TELECOMMUNICATION SERVICE INDUSTRY IN KENYA. A CASE OF SAFARICOM LIMITED KENYA
This study pursued to investigate the effects of supply chain management practices on organizational
performance in the food complex industries in Asella town. A cross-sectional survey research design was
employed in this study. The population of interest comprised of all suppliers, employees, customers, retailers
were involved and multistage sampling was employed and 158 sample
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...paperpublications3
Abstract: The purpose of the study was to investigate the determinantsof strategic supply chain management in enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research design, in which both stratified and simple random sampling techniques were utilized in selecting the participants for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of organisation performance was influenced by the four determinants studied in the research. Results on coefficient of variation showed that a unit change in supply chain infrastructure would affect organisation performance by (0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505), resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation performance. The study recommends that ICT should be fully integrated and utilised in sharing information between the organisation and partner in the supply chain management, information systems and flow need to be enhanced to ensure that the suppliers and customers receive it on time.
Keywords: Determinants, Information flow, Infrastructure,Supply Chain Management & Resource sharing.
Implementation of Supply Chain Management and its Effectiveness on Marketing ...ijtsrd
Supply chain control has assumed a good sized role in firms performance and has attracted serious research interest over the last few years. A literature reviewreveals a massive spurt in studies in principle and exercise of SCM Combining and informing on capabilities of deliver control and distribution management. This integration hasresulted within the concept of prolonged. Employer and the supply chain is now appear as the collaborative deliver chain across intercompany borders to maximise the value throughout the complete deliver chain. A massive variety of research papers had been published in numerous journals in ultimate many years. On this paper an attempt is made to study the popularity of literature on supply Chain management. A literature classification scheme is proposed. a complete of 588 articles from thirteen refereed academic journals are categorised into articles in 5 methodologies i.e. Exploratory, Normative, methodology, Literature review and hypothesis testing. This literature evaluation reveals that exploratory kind of studies is normally favoured it is expected that with the maturity of SCM the hypothesis trying out approach will choose up. The articles are similarly categorised in fifteen categories on the basis of content analysis. Based on this assessment, some feasible studies issues are recognized. Prof. Rekha D. M | Sowmya A V ""Implementation of Supply Chain Management and its Effectiveness on Marketing of Business Organisations"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23876.pdf
Paper URL: https://www.ijtsrd.com/management/strategic-management/23876/implementation-of-supply-chain-management-and-its-effectiveness-on-marketing-of-business-organisations/prof-rekha-d-m
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORM...muo charles
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORMANCE IN TELECOMMUNICATION SERVICE INDUSTRY IN KENYA. A CASE OF SAFARICOM LIMITED KENYA
This study pursued to investigate the effects of supply chain management practices on organizational
performance in the food complex industries in Asella town. A cross-sectional survey research design was
employed in this study. The population of interest comprised of all suppliers, employees, customers, retailers
were involved and multistage sampling was employed and 158 sample
The aim of this conceptual paper is to explicate the impact of effective supply chain management in creating customers’ value. This study applied secondary source to collect all the relevant information in order to derive the conceptual framework. The findings suggest that effective supply chain management has a positive impact on the sustainability, organizational performance, competitiveness and innovativeness in way to creating ultimate value for the customers.
A new fuzzy dematel todim hybrid method for evaluation criteria of knowledge ...ijmvsc
Knowledge management (KM) adoption in the supply chain network needs a good investment as well as
few changes in the culture of the entire SC. Knowledge management is the process of creating,
distributing and transferring information. The goal of this study is to Rank KM criteria in supply chain
network in Iran which is important for firms these days. Criterion used in this paper were extracted from
the literature review and were confirmed by supply chain experts. The proposed approach for ranking and
finding out about these criterion is hybrid fuzzy DEMATEL-TODIM, with using fuzzy number as data for
our studies we could avoid uncertainty. The data was gathered from PhD. And Ms. Students in industrial
engineering of Kharrazmi university of Tehran and PhD. And Ms. Students of the management department
of Semnan university. A new hybrid approach was used for achieving the results of this study. This new
hybrid approach ranks data criteria respect to each other, then by using TODIM for ranking respect to
the best situation (gains), the rates of criterion were determined which is a very important advantage.
Effect of Supply Chain Management Competencies on Organization Performance a ...paperpublications3
Abstract: Supply chains as one of the governance aspect are complex systems with different structures and power proportions between partners. Managers would be in a better position to meet the challenges of global supply chain processes if they understand the implementation issues and their roles on supply chain effectiveness. The main purpose of the study is to investigate the effect of supply chain management competencies on organizational performance and specifically the effect of innovation Orientation on organizational performance. Explanatory research design was used. The population of study comprised 244 employees from selected Parastatals in Nairobi City County. Questionnaires were used to collect data and data was analyzed using descriptive statistics like means, frequencies, and percentages, and inferential statistics, Pearson correlation and multiple regressions. Results indicated that innovation orientation has significant and positive effect on organizational performance. This concludes that firms whose managers have innovation orientation improve performance. It is recommended that there should be further research and development on innovative and leading organizational practices in order to enhance performance and need for supply chain management policies and procedures that follow an appropriate sequence and structure.
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...IJERA Editor
These days, SMEs pay a lot of attention to concept of Supply Chain Management (SCM) in order to achieve
competitiveness. The logic behind such act is integrating the activities of value creation within any kind of
organizational context. Such integrity would collaborate with managers to accomplish the competitive edge that
they are aiming to achieve. The goal of current research is to identify scopes of a unique construct which is
known as Entrepreneurial Supply Chain Management competency. Therefore, the notions of SCM and
entrepreneurship are being aligned together for evaluating the organizational performance. The outcomes
demonstrate that SCM in fact is a critical issue that can alter the organizational performance, thus, through
consideration of SCM, we should focus on supply chain integration and its impacts on intrapreneurship and
innovation of an organization. In order to be successful in such competitive context, SMEs need to provide
novel competences which are not imitable and to increase their application in supply chain and also to improve
their total performance.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
Effect of Strategic Partner Practice on Supply Chain Performance in Tea Firms...journal ijrtem
Abstract: Strategic partner relationship is a critical issue for any business, especially in supply chain activities. Therefore, it is expected that firms that deliver e-procurement system in the supply chain are likely to strengthen their partner relationship. The purpose of this study was to establish the influence of strategic partnership management practice on supply chain performance in tea firms in Kenya. The study was guided mainly by Resource Based Theory. Explanatory research design was adopted. The target population was 4200 respondents from 12 tea firms. Purposive and proportional sampling was used to select a sample size of 365 respondents comprising of staff, top management and suppliers. Questionnaires and structured interviews were used to collect primary data. Pearson product moment correlation coefficient and linear regressions were used to test strength of the relationship between variables. The strategic partnership practice positively influences the supply chain performance among the tea firms[r=.535, n=231, p<.05]. The regression model indicated that strategic partnership practice account for 28.7% variation on supply chain performance. Hence tea firms enhanced strategic partnership practice purposely to improve supply chain performance by widening supplier relationships among the stakeholders. Tea firms should therefore embrace sound partnership practices to enhance firms’ supply chain performance which in turn lead to profit maximization.
Key Words: Strategic, Partnership, Practice, Supply chain Management, Supply Chain Performance, Tea Firms
The aim of this conceptual paper is to explicate the impact of effective supply chain management in creating customers’ value. This study applied secondary source to collect all the relevant information in order to derive the conceptual framework. The findings suggest that effective supply chain management has a positive impact on the sustainability, organizational performance, competitiveness and innovativeness in way to creating ultimate value for the customers.
A new fuzzy dematel todim hybrid method for evaluation criteria of knowledge ...ijmvsc
Knowledge management (KM) adoption in the supply chain network needs a good investment as well as
few changes in the culture of the entire SC. Knowledge management is the process of creating,
distributing and transferring information. The goal of this study is to Rank KM criteria in supply chain
network in Iran which is important for firms these days. Criterion used in this paper were extracted from
the literature review and were confirmed by supply chain experts. The proposed approach for ranking and
finding out about these criterion is hybrid fuzzy DEMATEL-TODIM, with using fuzzy number as data for
our studies we could avoid uncertainty. The data was gathered from PhD. And Ms. Students in industrial
engineering of Kharrazmi university of Tehran and PhD. And Ms. Students of the management department
of Semnan university. A new hybrid approach was used for achieving the results of this study. This new
hybrid approach ranks data criteria respect to each other, then by using TODIM for ranking respect to
the best situation (gains), the rates of criterion were determined which is a very important advantage.
Effect of Supply Chain Management Competencies on Organization Performance a ...paperpublications3
Abstract: Supply chains as one of the governance aspect are complex systems with different structures and power proportions between partners. Managers would be in a better position to meet the challenges of global supply chain processes if they understand the implementation issues and their roles on supply chain effectiveness. The main purpose of the study is to investigate the effect of supply chain management competencies on organizational performance and specifically the effect of innovation Orientation on organizational performance. Explanatory research design was used. The population of study comprised 244 employees from selected Parastatals in Nairobi City County. Questionnaires were used to collect data and data was analyzed using descriptive statistics like means, frequencies, and percentages, and inferential statistics, Pearson correlation and multiple regressions. Results indicated that innovation orientation has significant and positive effect on organizational performance. This concludes that firms whose managers have innovation orientation improve performance. It is recommended that there should be further research and development on innovative and leading organizational practices in order to enhance performance and need for supply chain management policies and procedures that follow an appropriate sequence and structure.
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...IJERA Editor
These days, SMEs pay a lot of attention to concept of Supply Chain Management (SCM) in order to achieve
competitiveness. The logic behind such act is integrating the activities of value creation within any kind of
organizational context. Such integrity would collaborate with managers to accomplish the competitive edge that
they are aiming to achieve. The goal of current research is to identify scopes of a unique construct which is
known as Entrepreneurial Supply Chain Management competency. Therefore, the notions of SCM and
entrepreneurship are being aligned together for evaluating the organizational performance. The outcomes
demonstrate that SCM in fact is a critical issue that can alter the organizational performance, thus, through
consideration of SCM, we should focus on supply chain integration and its impacts on intrapreneurship and
innovation of an organization. In order to be successful in such competitive context, SMEs need to provide
novel competences which are not imitable and to increase their application in supply chain and also to improve
their total performance.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
which supply chain strategies can guarantee higher manufacturer’s operational...
Similar to Determinants of Strategic Supply Chain Management in Enhancing Organization Performance: A Study of Eldoret Water and Sanitation Company (ELDOWAS), Kenya
Effect of Strategic Partner Practice on Supply Chain Performance in Tea Firms...journal ijrtem
Abstract: Strategic partner relationship is a critical issue for any business, especially in supply chain activities. Therefore, it is expected that firms that deliver e-procurement system in the supply chain are likely to strengthen their partner relationship. The purpose of this study was to establish the influence of strategic partnership management practice on supply chain performance in tea firms in Kenya. The study was guided mainly by Resource Based Theory. Explanatory research design was adopted. The target population was 4200 respondents from 12 tea firms. Purposive and proportional sampling was used to select a sample size of 365 respondents comprising of staff, top management and suppliers. Questionnaires and structured interviews were used to collect primary data. Pearson product moment correlation coefficient and linear regressions were used to test strength of the relationship between variables. The strategic partnership practice positively influences the supply chain performance among the tea firms[r=.535, n=231, p<.05]. The regression model indicated that strategic partnership practice account for 28.7% variation on supply chain performance. Hence tea firms enhanced strategic partnership practice purposely to improve supply chain performance by widening supplier relationships among the stakeholders. Tea firms should therefore embrace sound partnership practices to enhance firms’ supply chain performance which in turn lead to profit maximization.
Key Words: Strategic, Partnership, Practice, Supply chain Management, Supply Chain Performance, Tea Firms
Effect of Supply Chain Management Practices on Organizational Performance of ...AJHSSR Journal
ABSTRACT: The aim of this study was to determine the effect of supply chain management practices on the
performance of Kenya’s state corporations. The study adopted a descriptive research design. A total of 142
parastatals were targeted from which 15 of them were selected to participate in the study. Purposive sampling
was used to select two senior managers from each of the 15 parastatals. These respondents were selected from
the finance and procurement departments. Questionnaires were used to collect primary data from the state
corporations. Both descriptive and inferential statistics were used in the study. Inferential statistics conducted
were regression analyses. Results indicated that outsourcing practices (p=0.205>0.05) have a negative but
insignificant effect on organizational performance. On the other hand, inventory management practices
(p=0.006<0.05), lean practices (p=0.006<0.05), and strategic supplier relationship management practices
(p=0.001<0.05) all have a positive and significant effect on the performance of state corporations.
KEYWORDS:Outsourcing, Inventory Management Practices, Lean Supply Chain Management Practices,
Strategic Supplier Relationship Practices, Organizational Performance,
Supply Chain and Production Cost of Brewing Plants in South East, NigeriaYogeshIJTSRD
The study focused on Supply Chain and Production Cost of Brewing plants in South East, Nigeria. The study sought to ascertain the nature of relationship between Supply Chain and Production Cost of the Brewing plants in the South East, Nigeria. The study had a population size of 1528, out of which a sample size of 431 was obtained using Cochran’s formula at 5 error tolerance and 95 level of confidence. Primary data were collected through structured questionnaire and observation and secondary data were obtained through textbooks, and journal materials. Out of 431 copies of the questionnaire that were distributed, 401 copies were returned while 30 copies were not returned. The hypothesis was tested using Pearson Product Moment Correlation Coefficient. Finding revealed that there was a significant positive relationship between supply chain and production cost of Brewing plants in South East, Nigeria. r = 0.866 . The study concluded that supply chain practices is a set of activities carried out in any organization to promote effective management of its supply chains in order to improve production cost. The study recommended that brewing plants in South East Nigeria need to ensure that their supply chain concentrates on the most important member, the customer who should be kept satisfied at all costs, thus helping to boost customer services and also put in place a well managed supply chain that removes disruptions and obstacles in their business activities. Nwatu Chukwuemeka "Supply Chain and Production Cost of Brewing Plants in South-East, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd44965.pdf Paper URL: https://www.ijtsrd.com/management/strategic-management/44965/supply-chain-and-production-cost-of-brewing-plants-in-southeast-nigeria/nwatu-chukwuemeka
Globalization and managing across cultures and borders make the business sense of efficient supply chain management more challenging than ever before. The demand and supply chain can now be as long or as short as the distance between suppliers and consumers who have critical influence on the value chain. This is important because the demand and supply chain processes often have profound effect on productivity levels of the organization. The exploratory research design was deployed for the investigation to gauge the effect of supply chain management on productivity. Through regression analysis it was found that for a 1 percent increase in supply chain management productivity increases by 1.88 percent. Organizations around the globe are getting increasingly concerned about the process with which their goods and services reach the ultimate consumer or customer. It is believed that an effective and efficient supply chain management is the corner stone for customer satisfaction, and to this extent, supply chain management is an important topic in business and management today. According to Chase, et al (2001) the critical idea of supply chain management is to apply a total system approach to managing the entire flow of information, materials and services from raw materials suppliers, through factories and warehouses to the end customer. They posit that the idea of supply chain management comes from a picture of how organizations are linked together as a particular company. Such linkage is typically between suppliers that provide inputs, manufacturing and service support operations that transform the inputs into products and services, and the distribution and local service providers that localize the products. They argue that localization can involve just the delivery of the products or some other processes that tailors the products or services to the needs of the local markets and customers. Enterprises have come to realize that achieving significant competitive advantage depends to a great extent on the way they configure and manage their supply chain operations. Stevenson (2002) states that a supply chain is a sequence of organizations – their facilities, functions, and activities that are involved in producing and delivering a product or service. According to him, the sequence begins with basic suppliers of raw materials and extends all the way to the final customer. Basic facilities in supply chain management include warehouses, factories, processing centres, distribution centres, retail outlets, and offices. On the other hand, the major activities in supply chain management include forecasting, purchasing, scheduling, production, distribution, delivery, and customer service (Copacino, 1997, Marshall, 1997, Handfield, et al, 1999). Stevenson (2002) elaborates that supply chains are sometimes referred to as value chains; a term that reflects the concept that value is added as goods and services progress through the chain supply or value chains
The main objective of the study was to assess factors affecting the effectiveness of supply chain
management practices in Kenyan public sector case of Ministry of Finance with the aim of assessing the
effect of supplier relationship on the effectiveness of supply chain management practices. The study
adopted a descriptive case research design with study population of 120 management staff working at the
Ministry of finances’ procurement, finance and administration departments from which a sample size of 60
respondents was drawn. Questionnaires were used for data collection and descriptive statistics data
analysis method was applied to analyze data aided by Statistical Package for Social Sciences. The study
identified that lack of supplier relationship management strategies lowered the effectiveness of supply
chain management functions. The study recommended application of supplier collaboration strategies.
Running head SUPPLY CHAIN MANAGEMENT SUPPLY CHAIN MANAGEMENT .docxtodd521
Running head: SUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT 6
Supply Chain Management
Students Name:
Institution Affiliation:
Supply Chain Management: Improving Process Efficiency and Effectiveness
Introduction
Companies are now supporting their supply chain strategies with the focus on being in driving transformation and realizing true competitive advantage. A company’s supply chain is supposed to be robust enough to enable it withstand the changing local, environmental, and social demands while remaining agile enough to enable it react to market shifts. In today’s environment, business managers are demanding more from their changing supply chains with their focus on competitive advantage. Such changes in expectations force supply chain leaders to focus more on the whole value chain. The trends involved in improving process efficiency and effectiveness in supply chain management include:
Improving strategic decision-making processes
The many decision-making agents together along with supply chain means that understanding and evaluating the dynamic behavior is very important. Application of a generic approach to modeling the supply chain dynamics is essential in the distribution processes (Gattorna, 2010). Both the physical processes which include primary and secondary manufacturing warehousing and distribution and the business processes should be modeled. The focus is how decisions are made at different nodes of the supply chain, who makes them, what methods or tools are used, among other factors (Coyle, Langley, Gibson, Novack & Bardi, 2013). The main aim of such an approach should be to replicate and integrate the behavior of supply chain in software. The logic or system of software tools used in decision-making at different nodes and systems are replicated in the simulation tool. Such an approach creates a non-invasive improvement in the operations of supply chain. These improvements are enhanced through changes in different parameters such as safety shocks or various business processes such as relationships between agents.
The current nature of process technology should incorporate agile equipment’s to shorten the process cycle times by a degree of magnitude and require little time for changeover (Chopra & Meindl, 2007). Such a move would avoid long processes and operations and lead to more responsive supply chain. The underlying operations will be triggered to change with the focus shifting to designing processes that will operate at intrinsic rates and not being limited by tools or equipment performance of traditional equipment’s. Processes and operations should be designed with greater emphasis on mechanistic understanding and be controlled tightly if significant reductions in the quality control activities are to be realized (Bowersox, Closs & Cooper, 2013). Development of integrated models of life-cycle retrieved from discovery consumption greatly facilitates strategic decisi.
International Journal of Production ResearchVol. 49, No. 15,.docxmariuse18nolet
International Journal of Production Research
Vol. 49, No. 15, 1 August 2011, 4457–4481
Developing global supply chain quality management systems
Chu-hua Kueia*, Christian N. Madua and Chinho Linb
aDepartment of Management and Management Science, Lubin School of Business,
Pace University, 1 Pace Plaza, New York, NY 10038, USA; bDepartment of Industrial and
Information Management & Institute of Information Management, College of Management,
National Cheng Kung University, Tainan 701, Taiwan (R.O.C)
(Received 29 October 2009; final version received 2 June 2010)
This paper presents a global supply chain quality management (SCQM)
framework as an extension of the traditional supply chain operations and quality
management. Three distinct groups of variables are adopted in this study to
illustrate the conceptual framework: a hierarchy of design variables, a hierarchy
of system variables, and a hierarchy of problem solving methods. The aim of this
theoretical framework is to offer practical guidelines to global business leaders
and their value chain partners. This study also involves interviews with senior
executives from a multinational enterprise in Taiwan. Four major SCQM themes
are identified – design for six sigma (DFSS); international standards; supply chain
management (SCM); global leadership and human resource management. In this
study, we also view the cycle of decision making as an integral part of any global
SCQM strategy. The analytic hierarchy process (AHP) is used to develop priority
indices for the following three hierarchical levels: environmental scanning,
strategic choice, and tactical choice. The presented framework adopts a systems
approach and ensures that quality conscious products are designed, manufac-
tured, and distributed.
Keywords: quality management; supply chain quality management; systems
thinking; supply chains
1. Introduction
Achieving supply chain quality (SCQ) is not easy. A supply chain must undergo a
transformation from its supply chain management approach to supply chain quality
management. A typical supply chain network is fairly complicated. But, however
complicated, as noted by Chow et al. (2008), Lambert (2004) and Madu and Kuei (2004),
a supply chain can be implemented through nine elements:
(1) sourcing,
(2) supply chain relationship,
(3) product development,
(4) order fulfilment,
(5) manufacturing,
*Corresponding author. Email: [email protected]
ISSN 0020–7543 print/ISSN 1366–588X online
� 2011 Taylor & Francis
DOI: 10.1080/00207543.2010.501038
http://www.informaworld.com
(6) distribution,
(7) customer engagement,
(8) reverse logistics, and
(9) Web-enabled platforms.
Madu and Kuei (2004) further note that supply chains exist for the purpose of connection,
transaction, and delivery. They define supply chain management (SCM) with two simple
equations, where each equation represents the letters that make up SCM. The definition is
as follows:
Supply chain: A production-distribution networ.
In recent years, management and, consequently, supply chain performance measurement, has attracted the attention of a large number of managers and researchers in the field of production and operations management. In parallel with the evolution of organizations from a single approach to a network and supply chain approach, performance measurement systems have also changed and moved towards network and supply chain performance measurement. Therefore, in order to face the storm of great change and transformation and not give in to the wave of competitive aggression, organizations have long had one thing in common, and that is to focus approaches and focus efforts towards achieving results. Results that lead to a competitive advantage and are more effective and decisive in the performance indicators of the organization, including earning more. In this study, in order to identify and prioritize the factors affecting the supply chain in manufacturing companies, using indicators such as cost, timely delivery and procurement time to evaluate the supply chain efficiency is considered. And performance evaluation was performed at the manufacturer level. Therefore, in order to evaluate the performance of the supply chain using the AHP integration approach and the DEA method approach in the fuzzy environment, the suppliers and suppliers of the manufacturing company were evaluated and ranked in terms of performance.
EFFECTS OF SUPPLIER EFFECTIVENESS ON ORGANIZATION PERFORMANCE AT KENYA SEED C...paperpublications3
Abstract:Achieving competitive advantage in this competitive business environment is a challenge many managers face. Most organizations are faced with the delays in product delivery, ability of suppliers to concert their operating environment to create value. The supplier ineffectiveness, which affects organizational performance, which is as a result of reluctance to develop suppliers, build relations, and establish quality management and failure to use strategies which make suppliers a competitive advantage tool is a challenge. Even the process of developing suppliers, selection and retention has not helped either. The study was carried out to establish the effect of supplier effectiveness on organizational performance at Kenya Seed Company, Kitale. The main objectives which guided the research included: to establish the effects of Supplier agility on organizational performance; to investigate the process visibility on organizational performance; to find out the effect of supplier willingness on organizational performance and to determine effect of supplier capabilities on organizational performance. To explore these, a cross sectional study design was used. The target population was 360 from which 190 sample size was deduced for the study. Data was collected using focused group discussions and small groups discussions self-administered questionnaires, interview guides and content analysis to investigate the effect of supplier effectiveness on organizational performance. Findings showed that supplier effectiveness has significant positive and negative effects on performance. It was found that all the four components of supplier effectiveness influence the three dimensions of performance. The study also found out that where supplier effectiveness is high, the performance on organization is also higher, especially in areas that are affected by suppliers even though they may be internal to the buyer organization. It was therefore concluded that supplier effectiveness is an essential strategic tool for performance improvement. Hence organizations need to build relations that enhance supplier effectiveness so that performance of both the suppliers and buyer organizations can realize the benefits of this relationship in the supply chain network.
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
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Determinants of Strategic Supply Chain Management in Enhancing Organization Performance: A Study of Eldoret Water and Sanitation Company (ELDOWAS), Kenya
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Determinants of Strategic Supply Chain
Management in Enhancing Organization
Performance: A Study of Eldoret Water and
Sanitation Company (ELDOWAS), Kenya
Sarah Siambi1
, Bichanga Walter Okibo2
1
Jomo Kenyatta University of Science and Technology
2
(Ph.D), Jomo Kenyatta University of Science and Technology
Abstract: The purpose of the study was to investigate the determinants of strategic supply chain management in
enhancing organization performance, a case of Eldoret Water and Sanitation Company. The target population
consisted of all the managers and employees at ELDOWAS. The study adopted a descriptive survey research
design, in which both stratified and simple random sampling techniques were utilized in selecting the participants
for the study. This study used a sample of 60 employees and management representatives. Questionnaire, interview
schedule and document analysis were be used to collect data. Data was analyzed using descriptive statistical
technique that included frequencies, percentages and means. Findings of the study found out that 53.3% of
organisation performance was influenced by the four determinants studied in the research. Results on coefficient
of variation showed that a unit change in supply chain infrastructure would affect organisation performance by
(0.14β1), resource sharing (0.062β2), information flow (0.457β3) and organisation linkage (0.215β4). All the four
determinants looked in this research were found to have positive influence; supply chain infrastructure (r=0.505),
resource sharing (r=0.567), information flow (r=0.705) and organisation linkage (r=0.322) on organisation
performance. The study recommends that ICT should be fully integrated and utilised in sharing information
between the organisation and partner in the supply chain management, information systems and flow need to be
enhanced to ensure that the suppliers and customers receive it on time.
Keywords: Determinants, Information flow, Infrastructure, Supply Chain Management & Resource sharing
I. INTRODUCTION
Efficient and effective SCM aimed to provide high quality products and excellent customer service and is a significant
component in obtaining a competitive advantage (Fyness and Voss, 2002; Quesada, Gazo & Sanchez, 2012; Salazar,
2012). Supply chain management is advanced to contain strategic partnership arrangements with suppliers and service
providers throughout the supply chain (Awino, 2002). Every action in the supply chain was important, and downfall at
any action is it of strategy, documentation or performance negatively affects business objectives (Beamon, 1999).
Majority of companies across the world acknowledge that a powerful and solid supply chain is one of the most crucial
elements in attaining increased profitability and shareholder value (Christopher, 2005). Effective supply chain
management has the ability to manage costs and enhance the compliance with company standards and key performance
indicators (KPI).
The aim of SCM is to integrate both information and material flows seamlessly across the supply chain as an effective
competitive weapon (Humphreys, Lu & Chan, 2004). The name was somewhat misleading as a supply chain was not a
formal chain of businesses, but a network of businesses and relationships. Supply chain management is the integration of
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key business processes from end-user through original suppliers that provides products, services, and information that add
value for customers and other stakeholders (Moberg, Sphe & Treese, 2003). This view of SCM depicts a simplified
supply chain network, the information and product flows, and the SCM processes that integrate functions within the
company as well as other firms across the supply chain.
Highly challenging business environment, supply chain performance concerning strategic supply chain management plays
a key role in overall company performance (Salazar, 2012). The nature of the competition is not between firms, but rather
between entire supply chains (Christopher, 2005). Throughout the world, there is a challenge for to improve their supply
chains. Effective development and management of the supply chain network cut the costs and enhance the customer value
(Drucker, 1998). This is a sustainable source of competitive advantage in today‟s volatile global marketplace, where
demand was difficult to estimate and supply chains required to be more flexible as a consequence (Christopher, 2005). As
a public water company services provider in Eldoret town, Kenya, ELDOWAS also faces a number of challenges. This
includes increased sewerage services, drillings, and maintenance, transportation, and distribution costs among others. The
paper sought to determine the determinants of supply chain management that influence the performance of the water
company.
Problem Statement
Evidence has shown that organizations seldom achieve the competitive advantage offered by supply chain management
technique. This may be attributed to the fact that current methodologies for analyzing supply chains are not sufficiently
comprehensive, particularly when it comes to understanding the complexities of SCM and organization performance in a
unified context. In addition, researchers have not comprehensively answered key questions such as what are the linkages
between different dimensions of SCM and what are the linkages between the underlying dimensions of SCM and SCM
performance. Gap also exists in terms of understanding of the relationship between SCM performance measures and
organizational performance measures. This is compounded by the fact that there is no evidence of a single study that been
conducted to establish the determinants of supply chain management in water companies in Kenya. The study therefore
sought to evaluate the determinants of strategic supply chain management in enhancing organization performance, a case
study of Eldoret Water and Sanitation Company Eldoret.
Research Objectives
The general objective was to establish the determinants of strategic supply chain management in enhancing organization
performance. The specific objectives were;
1. To determine how Supply chain infrastructure in supply chain management influence organizational performance
2. To examine the influence of resource sharing in supply chain management on organizational performance
3. To establish the influence of Information flow in supply chain management on organizational performance
4. To determine how organizational linkage in supply chain management influence organizational performance
II. REVIEW OF LITERATURE
Supply chain infrastructure is a critical component in the SCM process. According to Quesada, et al., (2012), successful
new products and services are critical for many organizations, since product development is one important way that firms
can implement strategic intentions into real business operations. Developing products rapidly and moving them into the
marketplace efficiently is important for long-term corporate success by organisations (Salazar, 2012). Whereas Handfield
and Nichols (2002) estimates that in many markets, 40 percent or more of revenues come from products introduced in the
prior year. Rogers (2004) opines that while the creation of successful products is a multidisciplinary process, product
development and commercialization from a supply chain management perspective integrates both customers and suppliers
into the process in order to reduce time to market.
The ability to reduce time to market is key to innovation success and profitability as well as the most critical objective of
the process. This ensures that the product reach the intended users on time. Product development and commercialization is
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the supply chain management process that provides structure for developing and bringing to market new products jointly
with customers and suppliers (Rogers, Lambert, & Knemeyer, 2004). Effective implementation of SCM process not only
enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain
members with the ramp-up of manufacturing, logistics, marketing and other related activities to support the
commercialization of the product (Salazar, 2012). This process requires effective planning and execution throughout the
supply chain, and if managed correctly should provide a competitive advantage. This research investigated whether
supply chain infrastructure influence organisation competitive advantage.
SCM has been defined to explicitly recognize the strategic nature of coordination between trading partners and to explain
the dual purpose of SCM to improve the performance of an individual organization, and to improve the performance of
the whole supply chain (Salazar, 2012). The goal of SCM is to integrate both information and material flows seamlessly
across the supply chain as an effective competitive weapon by organisations. The supplier relationship management
process has both strategic and operational elements. Croxton, et al., (2001) divided the SCM process into two parts, the
strategic process in which the firm establishes and strategically manages the process, and the operational process which is
the actualization of the process once it has been established (Croxton et al., 2001). At the strategic level, the supplier
relationship management process provides the structure for how relationships with suppliers are managed. It is comprised
of five sub-processes. The first strategic sub-process is to review corporate, marketing, manufacturing and sourcing
strategies.
During this process the supplier relationship management team identifies supplier segments that are critical to the
organization‟s success now and in the future (Quesada, et al., 2012). By reviewing these strategies, management identifies
the supplier types with whom the firm needs to develop long-term relationships. The second strategic sub-process is to
identify criteria for segmenting suppliers. Supplier relationship management is often referred to in the literature as
strategic supplier partnership. Moreover, Gunasekaran et al., (2001) assert that a strategic partnership emphasizes long-
term relationship between trading partners and promotes mutual planning and problem solving efforts. Strategic
partnerships between organizations promote shared benefits and ongoing collaboration in key strategic areas like
technology, products, and markets (Yoshino & Rangan, 1995).
In other works, Humphreys et al., (2004) examined the role of supplier relationship management in the context of buyer–
supplier performance from a buying firm„s perspective using a survey of 142 electronic manufacturing companies in
Hong Kong. Their results were that transaction-specific supplier development and its infrastructure factors; supplier
development strategic goals, top management support of purchasing management, effective buyer-supplier
communication, buyer„s long-term commitment to the supplier, supplier evaluation, supplier strategic objectives, and trust
in supplier which significantly correlated with the perceived buyer-supplier performance outcomes. Humphreys et al.,
(2004) established that transaction-specific supplier development, supplier strategic objectives and trust significantly
contributed to the prediction of supplier performance improvement.
Krause, Handfield, and Scannell (1998) conducted research to compare the supplier relationship management practices of
manufacturing and service firms. They compared the two groups on the satisfaction derived from supplier relationship
management efforts using performance goals comprising increased financial strength, supply base reduction, increased
management capability, and improved technical capability; and performance goals which included quality, cost, delivery
performance, and service/ responsiveness. Both groups placed moderate levels of importance for the strategic goals but
rated performance goals much higher than strategic goals. According to Krause, et al., cited by Salazar (2012), the
manufacturing firms placed more emphasis on quality than did the service firms, while service firms placed more
emphasis on cost, delivery performance, and service/responsiveness than manufacturing firms. The only strategic goal
that differentiated the two groups was financial strength where service firms placed a higher degree of importance on
improving the financial strength of suppliers than did the manufacturing firms. The successful group had experienced a
superior increase in supplier performance as a result of the supplier development compared to the less successful group.
Specifically, the successful group experienced significantly higher improvements in incoming defects and percentage
orders received complete; however, the two groups appeared to have experienced roughly the same increases in on-time
delivery and order cycle time reduction (Salazar, 2012).
The product development and commercialization process has both strategic and operational elements where the strategic
portion of the product development and commercialization process establishes a structure for developing a product and
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moving it to market (Salazar, 2012). The operational portion is the realization of the process that has been established at
the strategic level. Developing the strategic process is a necessary first step toward integrating or linking the firm with
other members of the supply chain, and it is at the operational level that the day-to-day activities are executed (Rogers et
al., 2004; Salazar, 2012)). The objective of the strategic portion of the product development and commercialization
process is to construct a formalized structure through which management executes the operational process (Lambert et al.,
2005).
III. RESEARCH METHODOLOGY
The study adopted a descriptive survey research design and was conducted at the Eldoret Water Supply Company. The
design was considered appropriate, as it enabled the researcher to reach many subjects within limited time (Kothari,
2005). It aimed to give intense and detailed description of existing phenomenon with intent of employed data to justify
and make plans that are more effective. The study targeted all the managers and employees at the ELDOWAS.
ELDOWAS Management was organised in four departments. A total of 60 employees which constituted 30% of the total
employees were selected using stratified and simple random sampling techniques. this study was conducted primarily
through the use of questionnaires, document analysis and interviews schedules. The researcher-sought permission from
the ELDOWAs to conduct and administer research instrument in their institution. Data collected was analysed using
descriptive and inferential statistics.
IV. RESULTS
Employees’ Perception of Organisation Performance
As the main dependent variable for the study, it was important that the study gets the response from employees regarding
organisation performance based on the increase in stock levels (water), infrastructure expansion, cash flow increase, loans
repayment, increase in customers connected to water and improvement in supply chain management strategies at the
organisation. The responses made are given in Table 1.
Table 1 Employees’ perception of organisation performance
Disagree Undecided Agree
Freq Percent Freq Percent Freq Percent
Overall strategies in supply chain
management have improved over the
past 3 years
0 0.0 3 5.0 57 95.0
The level of cash increased in the year
2013 up to date
6 10.0 6 10.0 48 80.0
ELDOWAS expanded on the
infrastructure since 2013
9 15.0 6 10.0 45 75.0
Stock of ELDOWAS increased in the
year 2013-2014
6 10.0 12 20.0 42 70.0
Loans acquired by ELDOWAS have
decreased in the past five years
6 10.0 21 35.0 33 55.0
The number of customers of ELDOWAS
increased in the past five years
3 5.0 36 60.0 21 35.0
On organisation performance, results show that majority 57 (95.0%) reported that ELDOWAS has improved supply chain
management strategies in the past three years. Only 3 (5.0%) were undecided on the statement. The study findings also
showed that majority 48 (80%) of employees agreed that the level of cash flow within the organisation has increased. This
is because the management has resulted to automation of water billing and payment systems through adoption of current
information technology. Three quarter 45 (75%) of respondents agreed that ELDOWAS has expanded infrastructure since
2013. The management representatives said that they have increased connection to Eldoret town environs to ensure that
adequate water is supplied. The respondents also tended to agreed 42 (70%) with the statement that stock (water) of
Eldowas has increased within the past one year. However, at least 33 (55.0%) of respondents agreed that loans acquired
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by ELDOWAS have decreased in the past five years, 21 (.5%) were undecided while 6 (10.0%) disagreed with the
statement. Lastly the respondents were undecided 36 (60.0%) on the statement that the number of customers has increased
in the past five years, 21 (35.0%) agreed while 3 (5.0%) disagreed with the statement. This shows the main measurements
for the dependent variable to be used in the current study.
Determinants of supply Chain Management in Enhancing Organisation Performance
To answer the main research question, the study regressed the four determinants of supply chain management on
organisation performance. The probability level was set up at 0.05. The results of the analysis are given in Table 2 (a, b
and c).
Table 2 (a) Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .751a
.564 .533 .26481
a. Predictors: (Constant), Resource sharing, Organisation linkage, Supply chain infrastructure, Information flow
The model summary table shows that 53.3% of the variation in organisation performance can be explained by the four
determinants of supply chain management process at Eldowas. The ANOVA table testing the fitness of the regression
equation is shown below.
Table 2 (b) ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 4.993 4 1.248 17.801 .000a
Residual 3.857 55 .070
Total 8.850 59
a. Predictors: (Constant), Resource sharing, Organisation linkage, Supply chain infrastructure, Information flow
b. Dependent Variable: Organisation performance
The ANOVA results shows that at α=0.05 level of significance, there exist enough evidence to conclude that at least one
of the predictors is useful for predicting Eldowas performance therefore making the model to be useful. The coefficients
of correlations for the independent variables are illustrated in Table 2 (c).
Table 2 (c) Coefficientsa
of correlation for the independent variables
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig. 95.0% Confidence
Interval for B
B Std.
Error
Beta Lower
Bound
Upper
Bound
1 (Constant) .497 .471 1.056 .296 -.446 1.440
Supply chain
infrastructure
.140 .099 .174 1.408 .165 -.059 .339
Resource sharing .062 .096 .086 .642 .524 -.131 .255
Information flow .457 .111 .509 4.122 .000 .235 .679
Organisation
linkage
.215 .093 .215 2.302 .025 .028 .402
a. Dependent Variable: Organisation performance
Findings shows that at α=0.05 level of significance, there exist enough evidence to conclude that the slope of the
independent variable is not zero hence the independent variables are predictors of organisation performance at Eldowas.
The equation is presented as:
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Moreover, when other variables are kept constant, single unit increase in supply chain infrastructure, organisation
performance decreases by 0.446 but increases by 1.440. In addition when a single unit increase in information flow in
supply chain management, organisation performance increases by 0.235 and 0.679. The t – values (t=4.122) of
information flow is higher than that of organisation linkage (t=2.302), supply chain infrastructure (t=1.408) and resource
sharing (t=0.642). However, the four variables that were being investigated are important determinants in supply chain
management towards improving organisation performance.
V. CONCLUSIONS
The study members reported that supply chain management process is critical to ensure their organisation performance
improved. Multiple regression results showed that the degree of correlation between the determinants of supply chain
management towards organisation performance was 53.3% suggesting that organisation performance at Eldowas was
accounted by the four independent predictors studied, the rest 46.7 could explained by other confounding factors that were
not considered in the current study. In literature, SCM practices, mostly, have been linked directly to organizational
performance. The study learned that including streamlining and making highly visible all information flow throughout the
chain, is the key to an integrated and effective supply chain that would improve organisation performance. Linkages help
build good relationship between the employers and customers. Investment in ICT infrastructure was also found to be a
key component that would ensure effective supply chain management process. The study found out that supplier
partnership can improve supplier performance, reduce time to market and increase the level of customer responsiveness
and satisfaction. Information sharing leads to high levels of supply chain integration by enabling the company to make
dependable delivery and introduce products to the market quickly. The study concludes that supply chain infrastructure,
resource distribution, information flow and organisation linkage in supply chain management are key predictors of
organisation performance.
RECOMMENDATIONS
The study makes the following recommendations;
(i) To improve on supply chain infrastructure, organisation needs to ensure full integration of ICT in all of its processed
to reduce wastage of time and resources when using the conventional methods.
(ii) Close organisation, supplier and customer relationship should be promoted to ensure that harmonious working and
exchange of information is evident
(iii) There is need for organisations to ensure that iinformation flow should be improved since IT seems to be centralised,
for ease of communication information flow. In addition, decision making need to be delegated downwards to
improve customer relationship and service delivery
(iv) There is need for organisations to ensure that organisation linkages with suppliers are genuine and effective to ensure
a win-win situation for all respondents
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7. ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Vol. 1, Issue 3, pp: (53-59), Month: October - December 2014, Available at: www.paperpublications.org
Page | 59
Paper Publications
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