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Published Oct 02, 20
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The sequential blended approach was used in this research study. This technique includes either a quantitative and qualitative (quant-qual) study or a qualitative and quantitative (qual-quant) research study. Mixed method research studies present a practical world view. With this approach diverse kinds of information are collected which lead to an understanding of the research study problem (Creswell 2009:18): The quant-qual research study starts with a broad survey in order to generalise results to a population and then, in a second stage, concentrates on qualitative, open-ended interviews to gather in-depth views from participants.

To adjust the questionnaire content for the qualitative research study, the items (or questions) in the survey were categorised by the scientists to form the styles or topics for the focus group conversations. A third element in the kind of readily available literature of mainly supply chain industry related reports and publications were incorporated to compare the findings.

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The SASC members consist of primarily large cargo owners and logistics company in South Africa. (Freight owners are associated with logistics activities for their own goods [cargo], and the provider provide logistics services to other organisations.) These cargo owners and company are challenged daily with obstacles in the organisation environment that influence their performance, effectiveness, customer support and ultimately the competitiveness of the entire supply chain (Badenhorst-Weiss & Waugh 2014:285).

Nineteen (19) company environment risk aspects were recognized and included in the questionnaire. The questionnaire was gone over with the scientists and a statistical consultant and boosted several times before finalisation and was checked to ensure the credibility of the instrument. The survey was conducted in 2013 amongst members of the SASC, the Chartered Institute of Logistics and Transportation in South Africa (CILTSA) and the Transport Forum (Badenhorst-Weiss & Waugh 2014:285).

Follow-up e-mails were sent to increase the low action rate. Due to strict research study ethics guidelines at the organization the researchers are connected to, the scientists could not utilize methods such as additional emails, putting pressure on the individuals to respond or provide incentives to increase the reaction rate. For that reason, sadly, just 51 usable actions were received.

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Despite the low reaction rate and the resultant bias it was chosen to continue with the catching of the data, considering that the findings of the study formed only one of the inputs to the research study. The finished questionnaires were looked for inconsistencies and omissions and the caught data was processed and analysed using SPSS (Badenhorst-Weiss & Waugh 2014:285).

Naslund (2002) stated that logistics researchers likewise need to do qualitative studies: 'In addition, if we really want to develop logistics, to establish brand-new theories and concepts, then we need to question our paradigms, methods and choice of methods.' The qualitative research study was conducted by means of a focus group discussion - Best Legal Africa.

A focus group is defined by Cooper and Schindler (2008) as: [t] he simultaneous involvement of a small number of research study participants (usually 8 to 10) who engage at the instructions of a moderator to generate data on a specific concern or subject, widely utilized in explorative studies and normally last 90 minutes to two hours (Looking for external auditor near you).

704) According to Cooper and Schindler (2011:162), the sample design of a qualitative research study can be non-probability or purposive and the sample size small. With non-probability or purposive tasting not all the individuals in the population will get an equal opportunity to be chosen (Zikmund et al. 2013:392). This implies that researchers have the flexibility to select individuals subjectively, that is, each member of the population does not have a recognized possibility of being consisted of (Cooper & Schindler 2008:379). "However because the knock-on impact is felt in several layers in the supply chain, I think there'll be quite a bit of Tier 1 to Tier 3 provider mapping post-COVID." When producing business have done the mapping, it may be clear that they're too reliant on particular suppliers or particular areas.

( It's much like customers may have a back-up store to get products they require.) "As COVID-19 started to rear its unsightly head, we started to feel the impact locally since of the physical stock that was coming out of the Far East," Linnell states. "That was a recognized threat that started to affect the supply chains for a great deal of business in South Africa.

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So that was among the methods." Under typical scenarios, it takes time for manufacturing companies to onboard new suppliers. But worldwide of COVID-19, some business were so desperate to get stock that they were partnering with providers that put them at danger. In many cases, there was negligence that triggered quality control problems or straight-out scams that cost business (and federal governments) millions.

" For some of the pharmaceutical business, there's certainly been a massive need for supplies (masks, ventilators, and so on). But they could not stay up to date with the demand for what was required so they were trying to find numerous providers all over the place. Sadly, breakdowns in the procurement processes were unavoidable." To prevent this kind of interruption during the COVID-19 pandemic, making companies need to do more detailed research into their providers.

It has to do with understanding who your suppliers are, what services or products they supply, and how reliant you are on them. Once you've 'run the risk of rated' them, you can put mitigating controls in place. "Take a look at numerous methods for your different providers based on products, services, and threat direct exposure," Linnell states. "If it's a crucial single source supplier to put it simply, I can only get a component from them and not from anybody else then generally we put in place service level contract provisions that stipulate that the supplier should make an alternate plan to guarantee services to the organisation.

Once they've supplied that info, we can understand the broader effect." If a supplier can't fulfill their arrangement, due to COVID-19 or any other reason, it is essential to understand this. Unfortunately, numerous manufacturing business have an issue with reporting. They may sign up an event but not have the ability to fully understand how it impacts the whole organisation (Looking for what are indirect taxes near you) (Our management in accounting South African).

" For instance, if a making company has a basic material concern, it tends to remain in that department. It doesn't get aggregated up or escalated as a risk. Worse, business are going back to archaic Excel-based reporting when they must be utilizing more advanced supply chain mapping software that can illustrate the interdependencies." Indeed, with all the developments in technology from huge information and artificial intelligence to advanced analytics and the ' Internet of Things' now is a good time for companies to learn more about the new tools that might make things much easier throughout COVID-19 and beyond.