A survey of customer satisfaction, expectations and perceptions as a measure of service quality in SANBS
- Authors: Mququ, Mpumzi H
- Date: 2006
- Subjects: South African National Blood Service Consumer satisfaction Customer services -- Quality control Customer services -- Rating of Blood banks -- Quality control -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:767 , http://hdl.handle.net/10962/d1003888
- Description: The purpose of the study is to evaluate the service quality that the SANBS provides to its customers, by measuring customers’ perceptions and their expectations of service quality provided by the supplier of blood transfusion services. The organization that is used for this study is the South African National Blood Service (SANBS). Specifically the study seeks to: 1. Determine the extent to which customers are satisfied or not satisfied with the service they receive from the SANBS using the ten-dimensional format of SERVQUAL model, modified to the specific service quality requirements of the blood transfusion service industry. 2. Establish customers’ perceptions of the service they receive using a multiple-item scale (SERVQUAL) for measuring consumer perceptions of service quality. 3. Establish customers’ expectations of the service, and compare them to their perceptions of the service they currently receive. The comparison is made along each service quality dimension, across different parts of same service on a geographical basis, and across different customer groups on a customer category (or type) basis. 4. Recommend implementation of appropriate service quality performance improvement procedures where necessary. Study design and methods: The data for the study came from the SANBS’ customer perception and expectation survey conducted in 2005. Questionnaires were sent out to hospitals that use products and services provided by the SANBS in the Eastern Cape and KwaZulu-Natal Provinces of South Africa. The questionnaire was based on the multiple-item SERVQUAL model for measuring consumer perceptions of service quality, modified and tailored to specific service quality requirements of the blood transfusion service industry. Questionnaires were sent out to 113 (69.3%) hospitals out of a total of 163 blood-utilizing hospitals in the two provinces. Of the 113 hospitals, 92 (81.4%) responded, with questionnaires rendered unusable. The final sample size is 88 and is included in the final study database. The data is analyzed by comparing different parts of the service on a geographical basis namely KwaZulu-Natal and Eastern Cape zones. The data is also analyzed by comparing different customer groups namely the Rural State Hospitals, the Urban State Hospitals and Private Hospitals. Results: The result confirms the research (alternative) hypothesis (H1 : μ1 ≠ μ2), and rejects Ho. The overall expectations ratings are higher than the perceptions ratings, and the KwaZulu-Natal expectations ratings are higher than the Eastern Cape ratings. The expectations of private hospitals and rural state hospitals have a higher rating than that of urban state hospitals and the perceptions of private and urban state hospitals have a higher rating than that of rural state hospitals. The largest service quality gap is the accessibility dimension which relates specifically to approachability and ease with which customers can access staff at different levels of the organization by e-mail, and includes accessing of knowledgeable blood bank personnel and medical staff of SANBS, but may also relate to the distance of hospitals from the nearest blood bank, all of which are situated in urban state hospitals. The mean difference for accessibility is the highest followed by the understanding customer mean difference. The mean differences for the other dimension categories are significantly less than that of the largest two dimensions, but not significantly different amongst themselves. The mean difference for rural state hospitals is the largest followed by private hospitals and urban state hospitals. The mean difference for rural state hospitals is greater than that for urban state hospitals in both zones, but the mean difference for private hospitals is greater in KwaZulu-Natal than in the Eastern Cape. The dimension means of differences for rural state hospitals are greater than that for urban state hospitals. According to the correlations between expectations and perceptions for different dimensions, there is a weak or no linear relationship between expectations and perceptions. Conclusion: This empirical study supports the literature on the provision of service quality, and concludes that there is a statistically significant difference or gap between the services offered by the SANBS as perceived by its customers, and the expectations of its customers. The study substantiates the need for management of blood transfusion services to take into account customer perceptions of service quality and their expectations, and upon identification of gaps, to implement appropriate service quality improvement processes, rather than take a one sided view of their (SANBS’) own perception of service quality.
- Full Text:
- Date Issued: 2006
- Authors: Mququ, Mpumzi H
- Date: 2006
- Subjects: South African National Blood Service Consumer satisfaction Customer services -- Quality control Customer services -- Rating of Blood banks -- Quality control -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:767 , http://hdl.handle.net/10962/d1003888
- Description: The purpose of the study is to evaluate the service quality that the SANBS provides to its customers, by measuring customers’ perceptions and their expectations of service quality provided by the supplier of blood transfusion services. The organization that is used for this study is the South African National Blood Service (SANBS). Specifically the study seeks to: 1. Determine the extent to which customers are satisfied or not satisfied with the service they receive from the SANBS using the ten-dimensional format of SERVQUAL model, modified to the specific service quality requirements of the blood transfusion service industry. 2. Establish customers’ perceptions of the service they receive using a multiple-item scale (SERVQUAL) for measuring consumer perceptions of service quality. 3. Establish customers’ expectations of the service, and compare them to their perceptions of the service they currently receive. The comparison is made along each service quality dimension, across different parts of same service on a geographical basis, and across different customer groups on a customer category (or type) basis. 4. Recommend implementation of appropriate service quality performance improvement procedures where necessary. Study design and methods: The data for the study came from the SANBS’ customer perception and expectation survey conducted in 2005. Questionnaires were sent out to hospitals that use products and services provided by the SANBS in the Eastern Cape and KwaZulu-Natal Provinces of South Africa. The questionnaire was based on the multiple-item SERVQUAL model for measuring consumer perceptions of service quality, modified and tailored to specific service quality requirements of the blood transfusion service industry. Questionnaires were sent out to 113 (69.3%) hospitals out of a total of 163 blood-utilizing hospitals in the two provinces. Of the 113 hospitals, 92 (81.4%) responded, with questionnaires rendered unusable. The final sample size is 88 and is included in the final study database. The data is analyzed by comparing different parts of the service on a geographical basis namely KwaZulu-Natal and Eastern Cape zones. The data is also analyzed by comparing different customer groups namely the Rural State Hospitals, the Urban State Hospitals and Private Hospitals. Results: The result confirms the research (alternative) hypothesis (H1 : μ1 ≠ μ2), and rejects Ho. The overall expectations ratings are higher than the perceptions ratings, and the KwaZulu-Natal expectations ratings are higher than the Eastern Cape ratings. The expectations of private hospitals and rural state hospitals have a higher rating than that of urban state hospitals and the perceptions of private and urban state hospitals have a higher rating than that of rural state hospitals. The largest service quality gap is the accessibility dimension which relates specifically to approachability and ease with which customers can access staff at different levels of the organization by e-mail, and includes accessing of knowledgeable blood bank personnel and medical staff of SANBS, but may also relate to the distance of hospitals from the nearest blood bank, all of which are situated in urban state hospitals. The mean difference for accessibility is the highest followed by the understanding customer mean difference. The mean differences for the other dimension categories are significantly less than that of the largest two dimensions, but not significantly different amongst themselves. The mean difference for rural state hospitals is the largest followed by private hospitals and urban state hospitals. The mean difference for rural state hospitals is greater than that for urban state hospitals in both zones, but the mean difference for private hospitals is greater in KwaZulu-Natal than in the Eastern Cape. The dimension means of differences for rural state hospitals are greater than that for urban state hospitals. According to the correlations between expectations and perceptions for different dimensions, there is a weak or no linear relationship between expectations and perceptions. Conclusion: This empirical study supports the literature on the provision of service quality, and concludes that there is a statistically significant difference or gap between the services offered by the SANBS as perceived by its customers, and the expectations of its customers. The study substantiates the need for management of blood transfusion services to take into account customer perceptions of service quality and their expectations, and upon identification of gaps, to implement appropriate service quality improvement processes, rather than take a one sided view of their (SANBS’) own perception of service quality.
- Full Text:
- Date Issued: 2006
An understanding of corporate social investment within the context of the Sappi Forest Products Division in South Africa
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
- Full Text:
- Date Issued: 2006
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
- Full Text:
- Date Issued: 2006
Leading strategic change: driving the transformation in the provision of legal services to the Eastern Cape Provincial government
- Authors: Beningfield, Perry Guy
- Date: 2006
- Subjects: Eastern Cape (South Africa) -- Politics and government Legal services -- South Africa -- Eastern Cape Organizational change Strategic planning Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:755 , http://hdl.handle.net/10962/d1003876
- Description: Effective change leadership is important to any organisation undergoing fundamental transformation. In particular, the ability of senior public sector leaders to successfully drive strategic change is crucial to meeting the developmental and service delivery challenges faced by the Province of the Eastern Cape in ensuring the effective, efficient and innovative government demanded by all its various stakeholders. The creation on 3 October of a Shared Legal Service situated in the Office of the Premier provided a unique opportunity to examine the leadership of this change initiative in the context of the organisational culture that existed in the provincial public service. This thesis consequently probes the phenomenon of effective change leadership by means of an examination of the understandings of the three change agents involved in driving the transformation of the provision of legal advisory services to the provincial administration and its constituent departments. The picture which emerges from the insights of the participants is one that casts a shadow over the validity of the contemporary theory of transformational leadership. Furthermore, the research conducted has identified the need to view the nature of effective change leadership through a more nuanced, situation-specific lens: one that appreciates the role of relationships and emotions, and that recognises the importance of culture and its impact on the success of organisational transformation. The case study of the Shared Legal Service change initiative provides useful insights into the many and varied challenges faced by public sector leaders in driving strategic transformation in the provincial administration. It offers an example of successful change leadership and demonstrates the need for change agents within the public service to harness more emotionally resonant and relational forms of leadership if they are to soar to new heights in meeting the service delivery expectations of all who look to provincial government to deliver the fruits of democracy.
- Full Text:
- Date Issued: 2006
- Authors: Beningfield, Perry Guy
- Date: 2006
- Subjects: Eastern Cape (South Africa) -- Politics and government Legal services -- South Africa -- Eastern Cape Organizational change Strategic planning Leadership
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:755 , http://hdl.handle.net/10962/d1003876
- Description: Effective change leadership is important to any organisation undergoing fundamental transformation. In particular, the ability of senior public sector leaders to successfully drive strategic change is crucial to meeting the developmental and service delivery challenges faced by the Province of the Eastern Cape in ensuring the effective, efficient and innovative government demanded by all its various stakeholders. The creation on 3 October of a Shared Legal Service situated in the Office of the Premier provided a unique opportunity to examine the leadership of this change initiative in the context of the organisational culture that existed in the provincial public service. This thesis consequently probes the phenomenon of effective change leadership by means of an examination of the understandings of the three change agents involved in driving the transformation of the provision of legal advisory services to the provincial administration and its constituent departments. The picture which emerges from the insights of the participants is one that casts a shadow over the validity of the contemporary theory of transformational leadership. Furthermore, the research conducted has identified the need to view the nature of effective change leadership through a more nuanced, situation-specific lens: one that appreciates the role of relationships and emotions, and that recognises the importance of culture and its impact on the success of organisational transformation. The case study of the Shared Legal Service change initiative provides useful insights into the many and varied challenges faced by public sector leaders in driving strategic transformation in the provincial administration. It offers an example of successful change leadership and demonstrates the need for change agents within the public service to harness more emotionally resonant and relational forms of leadership if they are to soar to new heights in meeting the service delivery expectations of all who look to provincial government to deliver the fruits of democracy.
- Full Text:
- Date Issued: 2006
The impact of inbound logistics activities on the operational performance of the postal services organization in South Africa
- Authors: Tabeni, Mvelo
- Date: 2006
- Subjects: South African Post Office Postal service -- South Africa Business logistics Business logistics -- Cost effectiveness Delivery of goods -- Management Physical distribution of goods Customer services -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:797 , http://hdl.handle.net/10962/d1004577
- Description: Introduction and Relevant Details: This research investigates the impact of inbound logistics' activities on the operational performance of the business within the branches of the South African Post Office (SAPO) in the Eastern Cape Province. The study basically hypothesises a statistically significant positive correlation between inbound logistics' activities and the operational performance of the business with regards to revenue generation and operational costs in particular. A sample of 100 branch offices was randomly selected. A 50-item questionnaire was administered by mail to the branches to collect the data during September 2005, and statistical tests for correlation were conducted on at least five dependent variables; stock procurement costs, effects on revenue, number of stock variation occurrences, order variation occurrences and the stock holding effects. Results of Data Analysis: The results of 88 respondents (88%) showed the existence of the significant positive relationship between the inbound logistics activities and the operational performance of the business at the South African Post Office branches as proposed by the study. The Spearman Rank Correlation tests were above 0.7 for most of the tested variables, showing a strong relationship. The inbound logistics' activities were also found to be positively correlated to revenue generation as well as to the operational expenses of the business. Conclusion and Recommendations: The findings allowed the researcher to conclude also that whatever improvements are made to the inbound logistics will also impact on the operational performance of the business, while failures in the inbound logistics will do so negatively. Business endeavours to maximise revenue and minimise costs are directly affected by the inbound logistics' activities. The branches of the SAPO seemed to be dissatisfied with most of the services rendered by the Supply Distribution Centre (SOC) of the SAPO, and such services have negatively affected the achievement of revenue targets at the branches as well as the operational costs. Holistic approaches to developing positive perceptions in the branches together with improving service activities at the SOC are recommended. Collaborative initiatives between branches and the SOC, reviewing the lead-times and the establishment of proper structures to handle supply chain queries, enhanced by information system technology to provide accurate and up-to-date information to branches and related parties about stock order issues are required . Areas of further research highlighted include the inbound logistics' activities of the SOC and the effectiveness of company policies as a guide to Supply Chain Management (SCM).
- Full Text:
- Date Issued: 2006
- Authors: Tabeni, Mvelo
- Date: 2006
- Subjects: South African Post Office Postal service -- South Africa Business logistics Business logistics -- Cost effectiveness Delivery of goods -- Management Physical distribution of goods Customer services -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:797 , http://hdl.handle.net/10962/d1004577
- Description: Introduction and Relevant Details: This research investigates the impact of inbound logistics' activities on the operational performance of the business within the branches of the South African Post Office (SAPO) in the Eastern Cape Province. The study basically hypothesises a statistically significant positive correlation between inbound logistics' activities and the operational performance of the business with regards to revenue generation and operational costs in particular. A sample of 100 branch offices was randomly selected. A 50-item questionnaire was administered by mail to the branches to collect the data during September 2005, and statistical tests for correlation were conducted on at least five dependent variables; stock procurement costs, effects on revenue, number of stock variation occurrences, order variation occurrences and the stock holding effects. Results of Data Analysis: The results of 88 respondents (88%) showed the existence of the significant positive relationship between the inbound logistics activities and the operational performance of the business at the South African Post Office branches as proposed by the study. The Spearman Rank Correlation tests were above 0.7 for most of the tested variables, showing a strong relationship. The inbound logistics' activities were also found to be positively correlated to revenue generation as well as to the operational expenses of the business. Conclusion and Recommendations: The findings allowed the researcher to conclude also that whatever improvements are made to the inbound logistics will also impact on the operational performance of the business, while failures in the inbound logistics will do so negatively. Business endeavours to maximise revenue and minimise costs are directly affected by the inbound logistics' activities. The branches of the SAPO seemed to be dissatisfied with most of the services rendered by the Supply Distribution Centre (SOC) of the SAPO, and such services have negatively affected the achievement of revenue targets at the branches as well as the operational costs. Holistic approaches to developing positive perceptions in the branches together with improving service activities at the SOC are recommended. Collaborative initiatives between branches and the SOC, reviewing the lead-times and the establishment of proper structures to handle supply chain queries, enhanced by information system technology to provide accurate and up-to-date information to branches and related parties about stock order issues are required . Areas of further research highlighted include the inbound logistics' activities of the SOC and the effectiveness of company policies as a guide to Supply Chain Management (SCM).
- Full Text:
- Date Issued: 2006
The response of an original equipment manufacturer to the Motor Industry Development Programme: a case study
- Authors: Franse, Ricardo
- Date: 2006
- Subjects: Motor Industry Development Programme Automobile industry and trade -- South Africa -- Case studies Automobile industry and trade -- Government policy -- South Africa Foreign trade regulation -- South Africa -- Case studies South Africa -- Commercial policy -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:761 , http://hdl.handle.net/10962/d1003882
- Description: On the 21st September 1995, the government introduced the Motor Industry Development Programme (MIDP), in compliance with the General Agreement on Tariffs and Trade (GATT) and the World Trade Organization (WTO). Deliberate efforts by the South African government were required to promote structural changes to the domestic motor industry by opening up the economy to international competition through a programme of tariff reduction and export promotion. The integration of the South African automotive industry into global markets would have been extremely difficult, if not impossible, without the MIDP and it would thus be safe to conclude that the economic performance of the researched would have been close to impossible if it was not for the MIDP. The MIDP, as an economic policy, has been embraced by the researched company as a "vehicle" to drive corporate goals in terms of value creation for all stakeholders. The research proposition that the MIDP as an economic policy has contributed to the economic performance of the researched company is examined. In this respect, Annual and Management Accounting reports were analyzed to determine the effect the MIDP has had on the researched company over the last ten years. In addition, two semi-structured interviews were also conducted with the Strategic Finance Planning executive and the Financial Controller of the company. The results show that the MIDP has had positive spin-offs for the researched company. The same results should be valid for the other original equipment manufacturers (OEMs) in the local automotive industry that have embraced the MIDP as a vehicle to create economic value added.
- Full Text:
- Date Issued: 2006
- Authors: Franse, Ricardo
- Date: 2006
- Subjects: Motor Industry Development Programme Automobile industry and trade -- South Africa -- Case studies Automobile industry and trade -- Government policy -- South Africa Foreign trade regulation -- South Africa -- Case studies South Africa -- Commercial policy -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:761 , http://hdl.handle.net/10962/d1003882
- Description: On the 21st September 1995, the government introduced the Motor Industry Development Programme (MIDP), in compliance with the General Agreement on Tariffs and Trade (GATT) and the World Trade Organization (WTO). Deliberate efforts by the South African government were required to promote structural changes to the domestic motor industry by opening up the economy to international competition through a programme of tariff reduction and export promotion. The integration of the South African automotive industry into global markets would have been extremely difficult, if not impossible, without the MIDP and it would thus be safe to conclude that the economic performance of the researched would have been close to impossible if it was not for the MIDP. The MIDP, as an economic policy, has been embraced by the researched company as a "vehicle" to drive corporate goals in terms of value creation for all stakeholders. The research proposition that the MIDP as an economic policy has contributed to the economic performance of the researched company is examined. In this respect, Annual and Management Accounting reports were analyzed to determine the effect the MIDP has had on the researched company over the last ten years. In addition, two semi-structured interviews were also conducted with the Strategic Finance Planning executive and the Financial Controller of the company. The results show that the MIDP has had positive spin-offs for the researched company. The same results should be valid for the other original equipment manufacturers (OEMs) in the local automotive industry that have embraced the MIDP as a vehicle to create economic value added.
- Full Text:
- Date Issued: 2006
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