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Published Sep 18, 20
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The consecutive combined technique was utilized in this research study. This technique consists of either a quantitative and qualitative (quant-qual) study or a qualitative and quantitative (qual-quant) study. Combined method research studies provide a pragmatic world view. With this method diverse kinds of information are collected which result in an understanding of the research study problem (Creswell 2009:18): The quant-qual study begins with a broad study in order to generalise outcomes to a population and after that, in a 2nd phase, focuses on qualitative, open-ended interviews to collect detailed views from individuals.

To adapt the questionnaire material for the qualitative research study, the products (or questions) in the questionnaire were categorised by the scientists to form the styles or topics for the focus group discussions. A 3rd aspect in the form of readily available literature of primarily supply chain industry related reports and magazines were incorporated to compare the findings.

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The SASC members include primarily big cargo owners and logistics company in South Africa. (Freight owners are involved in logistics activities for their own goods [cargo], and the provider provide logistics services to other organisations.) These freight owners and company are confronted daily with obstacles in the company environment that influence their effectiveness, efficiency, consumer service and eventually the competitiveness of the entire supply chain (Badenhorst-Weiss & Waugh 2014:285).

Nineteen (19) company environment danger factors were determined and included in the questionnaire. The questionnaire was gone over with the scientists and an analytical expert and improved several times before finalisation and was tested to guarantee the credibility of the instrument. The study was performed 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 emails were sent to increase the low reaction rate. Due to stringent research principles rules at the organization the researchers are attached to, the scientists might not use techniques such as further emails, putting pressure on the individuals to react or use rewards to increase the response rate. For that reason, regrettably, just 51 usable reactions were received.

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In spite of the low reaction rate and the resultant predisposition it was chosen to continue with the recording of the information, since the findings of the survey formed just one of the inputs to the study. The completed surveys were looked for disparities and omissions and the recorded data was processed and analysed using SPSS (Badenhorst-Weiss & Waugh 2014:285).

Naslund (2002) stated that logistics scientists likewise require to do qualitative studies: 'Moreover, if we really wish to establish logistics, to establish new theories and concepts, then we require to question our paradigms, methodologies and choice of approaches.' The qualitative research study was conducted by methods of a focus group conversation - Find chartered accountants South Africa.

A focus group is specified by Cooper and Schindler (2008) as: [t] he synchronised participation of a little number of research individuals (normally 8 to 10) who interact at the instructions of a mediator to produce data on a specific problem or topic, extensively utilized in explorative research studies and usually last 90 minutes to 2 hours (Search for south african banks near you).

704) According to Cooper and Schindler (2011:162), the sample style of a qualitative research study can be non-probability or purposive and the sample size little. With non-probability or purposive tasting not all the individuals in the population will get an equivalent chance to be picked (Zikmund et al. 2013:392). This suggests that researchers have the freedom to choose participants subjectively, that is, each member of the population does not have a recognized opportunity of being consisted of (Cooper & Schindler 2008:379). "However because the knock-on impact is felt in multiple layers in the supply chain, I think there'll be a fair bit of Tier 1 to Tier 3 supplier mapping post-COVID." As soon as manufacturing companies have actually done the mapping, it might be clear that they're too reliant on particular suppliers or specific regions.

( It's much like customers might have a back-up shop to get items they need.) "As COVID-19 began to rear its awful head, we started to feel the impact locally since of the physical stock that was coming out of the Far East," Linnell says. "That was a recognized danger that began to impact the supply chains for a lot of business in South Africa.

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So that was among the methods." Under normal circumstances, it takes some time for manufacturing business to onboard new suppliers. But in the world of COVID-19, some business were so desperate to get stock that they were partnering with suppliers that put them at threat. In many cases, there was neglect that caused quality assurance issues or outright fraud that cost companies (and governments) millions.

" For some of the pharmaceutical business, there's clearly been a massive need for products (masks, ventilators, and so on). But they could not stay up to date with the need for what was required so they were looking for several providers all over the place. Sadly, breakdowns in the procurement processes were inevitable." To prevent this type of disturbance during the COVID-19 pandemic, manufacturing companies should do more comprehensive research study into their suppliers.

It has to do with knowing who your suppliers are, what product and services they offer, and how reliant you are on them. As soon as you have actually 'run the risk of rated' them, you can put mitigating controls in location. "Take a look at different methods for your different providers based upon items, services, and danger direct exposure," Linnell says. "If it's a vital 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 agreement provisions that stipulate that the vendor needs to make an alternate plan to guarantee services to the organisation.

Once they have actually provided that information, we can comprehend the broader impact." If a supplier can't satisfy their agreement, due to COVID-19 or any other factor, it is essential to know this. Regrettably, lots of production business have a concern with reporting. They might register an event but not be able to totally understand how it impacts the entire company (Looking for south african banks near you) (Best it company south africa Africa).

" For instance, if a manufacturing company has a raw material concern, it tends to stay in that department. It does not get aggregated up or intensified as a risk. Worse, companies are going back to archaic Excel-based reporting when they need to be utilizing more sophisticated supply chain mapping software application that can portray the interdependencies." Undoubtedly, with all the developments in innovation from big data and synthetic intelligence to sophisticated analytics and the ' Web of Things' now is a fun time for business to discover the new tools that might make things much easier during COVID-19 and beyond.