Supply Chain Partnership, Collaboration, Integration and Relationship Commitment as Predictors of Supply Chain Performance in South African SMEs

Pfanelo, Nematatane

doi:10.26831/bssj.2016.2.1.134-168

Cited by 4 publications

(4 citation statements)

References 66 publications

(9 reference statements)

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“…The relationship with the supplier is purposefully and naturally strategic, and it primarily involves the organization's top management. It is because the market is highly complex and enterprises' resources are limited [30].…”

Section: Uncertainty and Information Sharing In Scmmentioning

confidence: 99%

Assessing the major sources of uncertainty in supply chains: survey

Zougagh¹,

Charkaoui²

2023

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Reducing uncertainty in the supply chain (SC) is probably one of the major difficulties that the company must solve. Indeed, the SC is currently under enormous pressure and the decision-making process is frequently confronted with varied settings while making decisions due to the degree of uncertainty. The purpose of this study is to investigate the main major sources of uncertainty in SC. The study also examines the practices adopted to reduce uncertainty and enhance forecasting accuracy. A survey was carried out. Questionnaires were distributed amongst the managerial staff located in Morocco and other countries. We collected work e-mail addresses of managerial staff managerial working in SCs that operate in mass production and also in large-scale distribution and invited them to participate in an anonymous online survey. The questionnaire was designed to assess respondents' views about the main sources of uncertainty in SC and how they do to reduce it. Findings indicate that uncertainty occurs in any SC process, but the main uncertain prosses are procurement, supply planning, and demand forecasting. In addition, uncertainty comes from external and internal factors. Moreover, the decision-making mode, SC partnership, and risk contract have an important impact on the occurrence of uncertainty in the SC.

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Section: Uncertainty and Information Sharing In Scmmentioning

confidence: 99%

Assessing the major sources of uncertainty in supply chains: survey

Zougagh¹,

Charkaoui²

2023

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“…[15] demonstrates that the key element in supply chain member participation is trust. According to [16], in light of this finding, [17] stated that one of the crucial components that must exist and develop in a supply chain system is trust among supply chain participants. Additionally, this study's findings contradict those of [18], [19], which found no connection between commitment and trust.…”

Section: The Effect Of Trust On Smes' Supply Chain Performancementioning

confidence: 99%

Supply Chain Performance of SMEs: How is the Role of Trust, Commitment, and Information Technology?

Anantadjaya¹,

Nawangwulan²,

Krisdiana³

et al. 2023

Proceedings of the 2nd Lekantara Annual Conference on Public Administration, Literature, Social Sciences, Humanities, and Educa

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This study investigated the effects of dedication, information technology, trust, and SMEs' supply chain performance. This study relies on a questionnaire and documentation. Variables and indicators are measured on a 1-5 Likert Scale. Data is acquired through observing the management or business owner. Field data was collected after instrument trial. The Cronbach's alpha test showed reliability, whereas the Pearson correlation coefficient showed validity. After validating the instrument, field data is collected. The respondents completed 280 of 340 surveys. Data was analyzed using PLS-PM and descriptive statistics (Partial Least Square-Path Modeling). This method analyzes the structural (inner) and measurement (outer) models. The inner model shows how to estimate latent variables, whereas the outside model shows how the manifest variable represents the hidden variable it measures. Trust drives commitment, which influences supply chain performance for SMEs, according to the report. Supply chain performance is unaffected by IT.

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“…Collaboration within the distribution is essential to the operation of the tourism sector. Process effectiveness measures how cost-competitive a company's Distribution partner alliance process is compared to its main rivals (Pfanelo, 2017). The procedure could involve information exchange, shared logistics, joint product creation, or joint decision-making.…”

Section: Distribution Alliancesmentioning

confidence: 99%

Influence of Strategic Alliances on Performance of Firms in the Tourism Sector in Nairobi County, Kenya

Musili,

Deya

2023

JBSM

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Purpose: The study sought to establish how strategic alliances influence performance of firms in the tourism sector in Kenya. The study specifically centred on establishing the influence of technology alliances, marketing alliances, financial alliances and distribution alliances on performance of firms in the tourism sector. The theories anchoring the study comprised of Organizational Learning Theory, Positioning Theory, Resource Dependency Theory and Strategic Behaviour Theory. Methodology: The study targeted tourism partners comprising of 44 tourist rated hotels, 210 travel agents and 660 tour operators operating in Nairobi County and licensed by Tourism Regulatory Authority. One manager from each of the firm formed the unit of observation. Yamane (1967) sampling formula was employed to develop a sample of 273 respondents. Primary data was collected through questionnaires containing close ended questions. The data collected was analyzed by employing both inferential analysis and descriptive statistics using MS Excel and SPSS software V22. The results and findings of the analysis were presented in form of tables and figures. Findings: The results established that strategic alliances account for 55.7% of variations on performance of firms in the tourism sector. Additionally, technology alliances, marketing alliances, financial alliances and distribution alliances bears a positive and significant influence on performance of firms in tourism sector operating in Nairobi County, Kenya. This is shown by beta values of 0.486, 0.376, 0.284 and 0.401 and significance values of 0.000, 0.004, 0.011 and 0.000. Unique contribution to theory, practice and policy: The results bears the implications that increasing either of the independent variable with one unit results to increase in performance levels of the firms with respective beta values. The study recommends the management of firms to enhance practices in technology alliances, marketing alliances, financial alliances and distribution alliances since the practices bear a positive significant influence on performance of the firms.

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Supply Chain Partnership, Collaboration, Integration and Relationship Commitment as Predictors of Supply Chain Performance in South African SMEs

Cited by 4 publications

References 66 publications

Assessing the major sources of uncertainty in supply chains: survey

Assessing the major sources of uncertainty in supply chains: survey

Supply Chain Performance of SMEs: How is the Role of Trust, Commitment, and Information Technology?

Influence of Strategic Alliances on Performance of Firms in the Tourism Sector in Nairobi County, Kenya

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