Collaborative relationships and SME supply chain performance

Abstract

In Uganda, small and medium enterprises (SMEs) form the majority of firms in the private sector (90% of the firms in the private sector are SMEs). Their importance in Uganda's economy cannot be under looked because of the contribution that they make to national and economic development. The SMEs employ a high percentage of the non -farming population and contribute 70% of the total GDP (BID Country Guide Series, 2008: Hatega, 2007. SMEs in Uganda however face numerous challenges which affect their performance and survival in the long run. In their study on improving information access to SMEs in Northern Uganda, Okello -Obura (2008) established that SMEs have structural and operational challenges that need to be addressed imme-diately if economic development is to be attained because they are the engine of growth, employment creation and socioeconomic transformation. Hindrances that affect the performance of SMEs, their competitiveness and survival include limited information on financing options, inadequate and expensive supply of utilities and limited access to networks that are needed to enhance competitiveness (Hatega, 2007;Kigozi, 2006). SMEs also suffer delivery of poor quality products, late deliveries or no deliveries at all in their supply chains Ntayi, Rooks, Eyaa and Zeija, 2010). These aspects are indicators of poor performance of SME supply chains. Given that SMEs are very important in Uganda's economy, it is vital that the performance of their supply chains is addressed. Therefore, it is therefore important to gain

The Impact of Entrepreneurial Orientation and Collaborative Networks on Creative Industries Performance

“…The synergy of diversity within the organization bonds moderate the relationship between entrepreneurial orientation with the performance of the organization, as well as the orientation of the high-powered entrepreneurial vast network will improve organizational performance (Ofem, 2014). Information sharing and incentive as predictors of supply chain performance in small and medium enterprises (Eyaa et al, 2010). Human capital resources have a significant effect on international performance, while the collaborative networkhas no significant effect on the performance of international efforts on small and medium-sized high-tech (Kenny, 2011).…”

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“…According to Emuze and Smallwood (2014) and Kumar and Banerjee (2014), collaborative practice in construction refers to the ability of firms or entities, project teams, and individuals to agree upon mutual goals, decision-making processes and troubleshooting systems while focusing on specific improvements to their normal performance objectives in a project undertaking. Eyaa et al (2010) highlight the key dimensions of collaborative practice as including information sharing, incentive alignment and decision coordination. Anumba et al (2002) outlined four models of collaborative practices that focus on sharing of information and the manner of participation in the project process.…”

Determinants and constraints to effective procurement contract management in Uganda: a practitioner's perspective

“…The prescriptive literature on contract management tends to offer step-by-step procedures for procurement managers and other stakeholders. In the process of ensuring that contract management successfully takes the right course, all the parties involved must keenly pay attention to all provisions in the contract (Sanders et al, 2007;Laratta, 2009;Saunders, 2000;Eyaa et al, 2010). Successful and efficient contract management practices must meet stakeholders' needs, achieves best value for money, manages the potential risks and liabilities and improves service delivery.…”