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Published Sep 18, 20
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The consecutive mixed technique was used in this study. This approach consists of either a quantitative and qualitative (quant-qual) research study or a qualitative and quantitative (qual-quant) research study. Blended technique research studies provide a pragmatic world view. With this method diverse kinds of information are collected which cause an understanding of the research problem (Creswell 2009:18): The quant-qual study starts with a broad study in order to generalise outcomes to a population and then, in a 2nd phase, concentrates on qualitative, open-ended interviews to gather in-depth views from individuals.

To adjust the survey material for the qualitative research study, the items (or questions) in the questionnaire were categorised by the researchers to form the themes or topics for the focus group discussions. A third component in the type of available literature of primarily supply chain industry related reports and publications were integrated to compare the findings.

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The SASC members consist of primarily large freight owners and logistics provider in South Africa. (Freight owners are associated with logistics activities for their own goods [cargo], and the provider use logistics services to other organisations.) These freight owners and service providers are challenged daily with difficulties in business environment that influence their performance, efficiency, client service and eventually the competitiveness of the entire supply chain (Badenhorst-Weiss & Waugh 2014:285).

Nineteen (19) company environment risk elements were determined and consisted of in the survey. The survey was talked about with the scientists and a statistical specialist and enhanced numerous times prior to finalisation and was tested to ensure the validity of the instrument. The survey was conducted in 2013 among 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 out to increase the low response rate. Due to stringent research principles guidelines at the organization the scientists are attached to, the researchers could not utilize methods such as more e-mails, putting pressure on the individuals to react or use rewards to increase the response rate. Therefore, regrettably, just 51 functional reactions were received.

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Regardless of the low reaction rate and the resultant predisposition it was chosen to continue with the capturing of the data, given that the findings of the study formed only one of the inputs to the research study. The completed questionnaires were checked for disparities and omissions and the captured information was processed and evaluated utilizing SPSS (Badenhorst-Weiss & Waugh 2014:285).

Naslund (2002) specified that logistics scientists also require to do qualitative studies: 'Furthermore, if we truly wish to develop logistics, to develop new theories and concepts, then we require to question our paradigms, methods and choice of techniques.' The qualitative research study was performed by ways of a focus group discussion - Our Forensic Investigations South Africa.

A focus group is specified by Cooper and Schindler (2008) as: [t] he simultaneous participation of a small number of research study participants (typically 8 to 10) who connect at the direction of a mediator to produce information on a specific concern or subject, extensively utilized in explorative research studies and usually last 90 minutes to two hours (Search for Anti-Money Laundering 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 equivalent possibility to be selected (Zikmund et al. 2013:392). This implies that researchers have the liberty to choose participants subjectively, that is, each member of the population does not have a recognized chance of being consisted of (Cooper & Schindler 2008:379). "But due to the fact that the knock-on effect is felt in numerous layers in the supply chain, I believe there'll be a fair bit of Tier 1 to Tier 3 provider mapping post-COVID." As soon as making companies have actually done the mapping, it may be clear that they're too dependent on specific providers or particular areas.

( It's much like consumers may have a back-up shop to get items 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 says. "That was a known risk that began to impact the supply chains for a lot of companies in South Africa.

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So that was one of the techniques." Under regular scenarios, it takes some time for producing business to onboard new vendors. However in the world of COVID-19, some business were so desperate to get stock that they were partnering with suppliers that put them at danger. In many cases, there was negligence that caused quality control issues or straight-out fraud that cost business (and governments) millions.

" For some of the pharmaceutical companies, there's certainly been a massive demand for products (masks, ventilators, and so on). However they could not keep up with the need for what was needed so they were trying to find multiple suppliers all over the location. Unfortunately, breakdowns in the procurement procedures were inescapable." To avoid this kind of disturbance during the COVID-19 pandemic, producing business ought to do more in-depth research into their providers.

It has to do with understanding who your suppliers are, what services or products they supply, and how dependent you are on them. As soon as you've 'risk rated' them, you can put mitigating controls in place. "Take a look at different methods for your different suppliers based on items, services, and danger direct exposure," Linnell states. "If it's a vital single source supplier in other words, I can just get a component from them and not from anybody else then usually we put in location service level contract provisions that specify that the supplier should make an alternate strategy to guarantee services to the organisation.

Once they have actually supplied that information, we can comprehend the more comprehensive effect." If a provider can't meet their arrangement, due to COVID-19 or any other factor, it's important to understand this. Unfortunately, numerous production companies have an issue with reporting. They may sign up an occurrence however not be able to fully understand how it affects the entire service (View our Enterprise Performance Management near me) (Number one Talent Management South African).

" For instance, if a producing company has a basic material concern, it tends to remain in that department. It doesn't get aggregated up or intensified as a threat. Worse, business are going back to archaic Excel-based reporting when they should be utilizing more sophisticated supply chain mapping software application that can depict the interdependencies." Indeed, with all the developments in technology from huge data and artificial intelligence to innovative analytics and the ' Internet of Things' now is a fun time for companies to find out about the brand-new tools that might make things much easier throughout COVID-19 and beyond.