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Published Sep 18, 20
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The sequential blended technique was used 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 approach studies present a pragmatic world view. With this technique diverse kinds of information are collected which cause an understanding of the research problem (Creswell 2009:18): The quant-qual study begins with a broad study in order to generalise results to a population and then, in a second phase, focuses on qualitative, open-ended interviews to collect comprehensive views from individuals.

To adjust the questionnaire material for the qualitative research study, the items (or questions) in the survey were categorised by the scientists to form the themes or subjects for the focus group discussions. A third component in the kind of offered literature of generally supply chain market associated reports and publications were integrated to compare the findings.

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

Nineteen (19) service environment risk elements were determined and consisted of in the questionnaire. The questionnaire was gone over with the scientists and a statistical expert and improved several times before finalisation and was tested to make sure the credibility of the instrument. The survey was performed in 2013 among members of the SASC, the Chartered Institute of Logistics and Transport in South Africa (CILTSA) and the Transport Forum (Badenhorst-Weiss & Waugh 2014:285).

Follow-up e-mails were sent out to increase the low action rate. Due to stringent research principles guidelines at the institution the scientists are connected to, the researchers could not utilize techniques such as further emails, putting pressure on the individuals to react or offer rewards to increase the reaction rate. For that reason, regrettably, just 51 functional actions were received.

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In spite of the low action rate and the resultant bias it was decided to continue with the catching of the information, given that the findings of the study formed just one of the inputs to the study. The completed surveys were examined for inconsistencies and omissions and the recorded information was processed and evaluated using SPSS (Badenhorst-Weiss & Waugh 2014:285).

Naslund (2002) stated that logistics researchers likewise require to do qualitative research studies: 'Moreover, if we really wish to develop logistics, to establish brand-new theories and ideas, then we need to question our paradigms, methods and choice of methods.' The qualitative study was conducted by methods of a focus group discussion - Number one south african business opportunities South Africa.

A focus group is specified by Cooper and Schindler (2008) as: [t] he simultaneous involvement of a small number of research individuals (typically 8 to 10) who engage at the direction of a mediator to generate information on a specific problem or subject, commonly utilized in explorative research studies and generally last 90 minutes to two hours (Browse for accounting firms 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 people in the population will get an equal possibility to be chosen (Zikmund et al. 2013:392). This indicates that researchers have the freedom to choose individuals subjectively, that is, each member of the population does not have a recognized opportunity of being included (Cooper & Schindler 2008:379). "But due to the fact that the knock-on impact is felt in several 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 business have done the mapping, it may be clear that they're too dependent on particular suppliers or specific areas.

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

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So that was one of the techniques." Under normal circumstances, it takes time for producing companies to onboard brand-new suppliers. But on the planet of COVID-19, some companies were so desperate to get stock that they were partnering with suppliers that put them at risk. In many cases, there was negligence that triggered quality control problems or straight-out fraud that cost companies (and federal governments) millions.

" For a few of the pharmaceutical business, there's certainly been a massive demand for materials (masks, ventilators, and so on). However they could not keep up with the demand for what was required so they were looking for several providers all over the location. Unfortunately, breakdowns in the procurement procedures were unavoidable." To avoid this type of interruption during the COVID-19 pandemic, producing companies should do more detailed research study into their providers.

It's about understanding who your suppliers are, what service or products they offer, and how dependent you are on them. Once you have actually 'run the risk of ranked' them, you can put mitigating controls in place. "Look at different techniques for your various providers based on items, services, and danger exposure," Linnell states. "If it's a vital single source supplier to put it simply, I can just get a part from them and not from anyone else then typically we put in place service level agreement clauses that state that the vendor should make an alternate strategy to guarantee services to the organisation.

Once they've supplied that info, we can comprehend the more comprehensive impact." If a supplier can't fulfill their agreement, due to COVID-19 or any other reason, it is essential to know this. Unfortunately, lots of production business have a problem with reporting. They might sign up an incident however not have the ability to completely understand how it impacts the whole business (Browse for financial analysis nearby) (Find Legal South Africa).

" For instance, if a making business has a raw material concern, it tends to stay in that department. It doesn't get aggregated up or intensified as a threat. Worse, companies are reverting to archaic Excel-based reporting when they must be utilizing advanced supply chain mapping software that can depict the interdependencies." Indeed, with all the advancements in technology from huge information and expert system to sophisticated analytics and the ' Web of Things' now is a good time for business to find out about the brand-new tools that could make things easier during COVID-19 and beyond.