The sequential combined technique was used in this research study. This method consists of either a quantitative and qualitative (quant-qual) research study or a qualitative and quantitative (qual-quant) study. Mixed technique research studies provide a practical world view. With this technique diverse types of data are gathered which result in an understanding of the research issue (Creswell 2009:18): The quant-qual research study starts with a broad survey in order to generalise outcomes to a population and after that, in a 2nd phase, concentrates on qualitative, open-ended interviews to gather in-depth views from participants.
To adapt the questionnaire content for the qualitative study, the products (or concerns) in the questionnaire were categorised by the researchers to form the themes or topics for the focus group conversations. A third aspect in the type of available literature of mainly supply chain market related reports and magazines were integrated to compare the findings.
The SASC members consist of mostly large cargo owners and logistics company in South Africa. (Freight owners are associated with logistics activities for their own goods [cargo], and the company offer logistics services to other organisations.) These cargo owners and service companies are challenged daily with hurdles in the business environment that influence their performance, efficiency, client service and ultimately the competitiveness of the whole supply chain (Badenhorst-Weiss & Waugh 2014:285).
Nineteen (19) business environment danger factors were determined and included in the survey. The survey was talked about with the scientists and an analytical specialist and boosted a number of times before finalisation and was tested to ensure the validity 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 Online Forum (Badenhorst-Weiss & Waugh 2014:285).
Follow-up e-mails were sent out to increase the low reaction rate. Due to rigorous research study ethics rules at the organization the scientists are connected to, the scientists could not utilize techniques such as further emails, putting pressure on the individuals to respond or provide incentives to increase the action rate. Therefore, sadly, only 51 functional actions were received.
Regardless of the low action rate and the resultant predisposition it was decided to continue with the catching of the information, since the findings of the study formed only one of the inputs to the research study. The finished questionnaires were checked for disparities and omissions and the recorded data was processed and analysed using SPSS (Badenhorst-Weiss & Waugh 2014:285).
Naslund (2002) mentioned that logistics researchers also require to do qualitative studies: 'Additionally, if we truly want to establish logistics, to establish new theories and ideas, then we need to question our paradigms, methods and choice of approaches.' The qualitative study was conducted by means of a focus group conversation - Number one it company south africa South Africa.
A focus group is defined by Cooper and Schindler (2008) as: [t] he synchronised involvement of a small number of research study individuals (normally 8 to 10) who engage at the direction of a mediator to create data on a specific issue or topic, commonly utilized in explorative studies and normally last 90 minutes to 2 hours (Looking for bookkeeping services nearby).
704) According to Cooper and Schindler (2011:162), the sample style of a qualitative 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 chance to be selected (Zikmund et al. 2013:392). This suggests that researchers have the liberty to pick participants subjectively, that is, each member of the population does not have a known chance of being included (Cooper & Schindler 2008:379). "However because the knock-on impact is felt in numerous layers in the supply chain, I think there'll be a fair bit of Tier 1 to Tier 3 supplier mapping post-COVID." Once manufacturing business have actually done the mapping, it might be clear that they're too dependent on particular providers or specific areas.
( It's just like consumers might have a back-up store to get products they require.) "As COVID-19 started to rear its awful head, we began to feel the effect locally due to the fact that of the physical stock that was coming out of the Far East," Linnell states. "That was a known risk that started to affect the supply chains for a great deal of companies in South Africa.
So that was among the techniques." Under typical scenarios, it takes time for making business to onboard brand-new vendors. However on the planet of COVID-19, some companies were so desperate to get stock that they were partnering with providers that put them at threat. In many cases, there was negligence that triggered quality control problems or outright fraud that cost companies (and governments) millions.
" For a few of the pharmaceutical business, there's undoubtedly been a huge demand for materials (masks, ventilators, and so on). But they couldn't keep up with the demand for what was needed so they were trying to find numerous suppliers all over the location. Sadly, breakdowns in the procurement processes were unavoidable." To avoid this kind of disturbance throughout the COVID-19 pandemic, manufacturing companies need to do more in-depth research study into their providers.
It has to do with understanding who your providers are, what products or services they provide, and how dependent you are on them. When you've 'run the risk of rated' them, you can put mitigating controls in location. "Take a look at various methods for your different providers based upon products, services, and threat direct exposure," Linnell states. "If it's a crucial single source supplier in other words, I can only get an element from them and not from anybody else then normally we put in location service level arrangement provisions that specify that the vendor should make an alternate plan to ensure services to the organisation.
Once they've provided that information, we can understand the broader impact." If a supplier can't fulfill their agreement, due to COVID-19 or any other reason, it's essential to know this. Unfortunately, lots of manufacturing business have a concern with reporting. They might sign up an occurrence but not have the ability to fully understand how it impacts the entire business (View our accounting service nearby) (Number one Talent Management South Africa).
" For example, if a producing business has a basic material problem, it tends to remain in that department. It does not get aggregated up or escalated as a threat. Worse, companies are reverting to antiquated Excel-based reporting when they need to be utilizing advanced supply chain mapping software application that can portray the interdependencies." Certainly, with all the advancements in technology from big information and expert system to advanced analytics and the ' Web of Things' now is a good time for companies to discover the new tools that could make things easier during COVID-19 and beyond.