[pt] A tese investiga as etapas do ciclo de planejamento de vendas e operações (S&OP), ampliando o entendimento sobre as etapas pouco pesquisadas do Global Roll-up e Global Executive Meeting. Apresenta um estudo de caso múltiplo, envolvendo cinco importantes subsidiárias latino-americanas de quatro corporações multinacionais. Dois modelos de S&OP são usados para orientar as observações e análises de campo, auxiliando na caracterização do fenômeno S&OP. Acadêmicos e profissionais podem obter conhecimento em primeira mão sobre como as etapas de Global Roll-up e Global Executive Meeting são conduzidas em corporações multinacionais para melhorar seus processos de planejamento. O papel do setor de finanças nos ciclos de S&OP/ Planejamento Integrado de Negócios (IBP) também é examinado e discutido em detalhe, fornecendo informações e ideias úteis para melhorar esses processos em outras organizações, abordando outra lacuna de pesquisa. Os resultados indicam que há desafios para consolidar e usar informações coletadas de várias subsidiárias em diferentes contextos em todo o mundo, mas benchmarking interno e compartilhamento de melhores práticas são explorados, bem como oportunidades de negócios entre países em relação a excessos de estoque, possibilidades de expansão do portfólio e utilização de capacidade ociosa. Adicionalmente, as observações permitiram concluir que o envolvimento precoce do setor de finanças no ciclo de S&OP é benéfico para o negócio, agregando valor ao processo decisório nas etapas iniciais e assumindo um papel central nas etapas de Premeeting e Executive Meeting do ciclo de S&OP. / [en] The thesis investigates the sales and operations planning (S&OP) cycle steps, expanding the understanding about the under-researched Global Roll-up and Global Executive Meeting steps. It presents a multiple case study embracing five important Latin American subsidiaries of four multinational corporations. Two S&OP frameworks are used to guide the field observations and analysis, aiding to improve the S&OP phenomenon s characterization. Scholars and practitioners can gain first-hand knowledge about how Global Roll-up and Global Executive Meeting steps are conducted in multinational corporations to improve their planning processes. The role of finance in S&OP / Integrated Business Planning (IBP) cycles is also examined and discussed in detail providing useful insights to improve these processes in other organizations, addressing another research gap. Findings indicate that there are challenges to consolidate and use information gathered from multiple subsidiaries in different contexts worldwide but internal benchmarking and sharing of best practices are explored as well as business opportunities among countries regarding inventory excess, portfolio expansion possibilities, and spare capacity utilization. Additionally, observations led to the conclusion that early involvement of finance in the S&OP cycle is beneficial for the business, adding value to the decision making process in the initial steps and taking a central role in the Pre-meeting and Executive Meeting steps.

В работе рассматриваются особенности внедрения инновационной информационной системы SAP IBP на примере конкретного предприятия «Колбасный завод». В работе проведен анализ ИТ рынка для сравнения существующих систем релевантных для процесса оптимизации бизнес – процессов, подробно рассмотрена система SAP IBP, а также ее применимость с точки зрения оптимизации бизнес – планирования на предприятии. Также, были рассмотрены эффекты от внедрения ИТ системы и положительные тенденции для бизнеса. Была рассчитана экономическая эффективность внедрения системы и описано внедрение ИТ проекта. / In this work we describe the features of the implementation of the SAP IBP system on the example of a "Sausage Plant". In the work were made an analysis in the IT market to compare systems relevant to the process of optimizing business processes, discusses in detail the SAP IBP system, as well as its applicability from the point of view of optimizing business planning at the enterprise. Also, the effects of the implementation of the IT system and positive trends for business were considered, economic efficiency of the system implementation was calculated and the implementation of the IT project was described.

Sales and Operations Planning (S&OP) is used as a tactical business process to balanceorganisations’ demand and supply. This is done through long-term planning of manufacturing and sales in comparison to the forecasted demand and resource capacity planning. S&OP link the corporate strategic plan to the day-to-day operation plans. Based on S&OP, a more advanced and mature model named Integrated Business Planning (IBP) has been developed. IBP have a stronger consideration of the financial perspectives of the outcomes in the processand increases the collaboration of the end-to-end supply chain. The case company; Nouryon, transitioned from S&OP processes to IBP in 2019. However, the organisation’s implemented model was unsatisfactorily received, therefore an initiative to redeploy and improve the Integrated Business Planning processes started. The purpose of this research is to analyse how the organisation’s IBP processes can be improved, by structuring and developing standardized processes. The Master Thesis project was conducted in collaboration with Business Planning managers and executives globally throughout the organisation. To achieve the purpose of the project, a literature review, interviews, observations, document collection and a questionnaire were executed at Nouryon’s Nordic Business Center. Nouryon’s Integrated Business Planning processes were mapped by collecting and analysing internal data.The current state was evaluated against the literature to identify any gaps from a theoretical perspective to fulfil the processes. The organisation’s current maturity level was evaluated by applying thematic content analysison the interviews, internal company document collection and outputs from the questionnaire. These were based on several research frameworks in S&OP maturity levels and Oliver Wight’s Class A Checklist for Business Excellence. Consequently, deriving improvements of how Nouryon could reach a higher maturity level. The results of the thesis project were presented and used in internal workshops together with global cross-functional teams. New and improved Integrated Business Planning processes were drafted in the workshop for the PMR meetings. The workshop for SMR is planned for a later date and will be conducted using a similar format. In conclusion, no theoretical standard framework for using IBP is available. Various literaturesources present theories on how organisations should form their processes, including a guideline on what topics should be covered in the IBP meetings. Nouryon can achieve a higher maturity level in its IBP processes, by addressing improvement suggestions related to the analysis of this project. Furthermore, the recommendations were collected, summarised, and categorised using an impact and effort matrix for efficient implementation.

This project explores the question of why local business owners are not taking advantage of the benefits the Web has to offer. It presents information that small business owners could use to develop websites for their businesses. It also examines what it would take to start a web design business targeted at local merchants.

The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)

The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)

There have been tremendous economic developments in all parts of the world including developing nations. One of the major drivers of these developments has been from the Small to Medium Enterprises (SMEs). These businesses have enabled many nations to create employment, resulting in an increase in the Gross Domestic Product (GDP). In as much as SMEs have well documented benefits, they also require many support, capital and business skills. This has led to the establishment of SME incubation centres where start-ups are hosted and trained to have the business skills. However, despite the incubation initiatives, SMEs still fail to grow and always have challenges. At times, the challenges are not finance related but lack of proper business strategies. This could be addressed by considering business models. This dissertation considers the initiatives that have been taking place on SMEs. A case study of SMEs in Namibia within the Khomas region is used. A mixed research approach was adopted. Specific research methods used were interviews and observations with questionnaires being used as the instruments to gather the required information. SMEs from the Bokamoso Entrepreneurial Centre in Windhoek were selected for the research population. One of the popular Business Model Canvas tools was used as a sample of a guide in data collection, where SMEs engaged were to indicate how they apply certain categories of the canvas. Results show that SMEs engaged do not have specific business models they are applying. However, there were many elements and understanding of the categories from the business model canvas. At the same time, SMEs mentioned incorporating technologies in their businesses and using ICTs to reach customers and make an effort to cut on the cost of bringing in stock. It was also clear that SMEs work independently and have long working hours when they are to meet specific orders. It was concluded that SMEs’ needs are different and that it may be difficult to use one business model. However, a mixture of a few business models could be combined to cater for the changing environment and address business needs. The Business Model Canvas could be applied for the Namibian SMEs but there is need to consider some other business models such as cutting out the middleman, business partnership models and bricks and clicks models. / Business Management / M. Com. (Business Management)

The purpose of this study was to explore how the middle manager implements strategy at a South African government department. This study was conducted in response to the call for more research to be done using the strategy-as-practice perspective to explore the involvement of middle managers in a South African government context with regard to strategy. The current study sought to identify the roles that the middle manager undertakes with regard to strategy implementation, inclusive of the barriers that they face on a daily basis. The study aimed at providing feedback on how the middle managers implement strategy, overcome the barriers they face and some changes that participating middle managers proposed to the current practices in strategy implementation in a government context. A single case study, utilising an exploratory qualitative research design, was undertaken at a government department in South Africa. The data was gathered using semi-structured interviews. The researcher used the interviews to provide rich, detailed descriptions of how strategy is implemented by middle managers. The study portrayed the participating middle managers as playing an integral role as interpreters, communicators and implementers of the strategy within the government context. Findings confirmed that most of the middle managers were not involved in the crafting of the high level strategy of the government department. The participating middle manager fulfilled eight key roles in the implementation of the strategy: leadership role, management role, implementation role, monitoring role, reporting role, supporting role, communication role and information-sharing role. The participating middle managers dealt with many barriers with regard to strategy implementation on a daily basis, such as lack of understanding of government work, monitoring, support, skilled personnel, skill development, funding and information. The participating middle managers were found to be innovative and creative in utilising strategy tools to overcome the barriers they faced. Although these results cannot be generalised but may be transferrable to similar contexts. / Business Management / M. Com (Business Management)

The purpose of this study was to explore the practices and processes executed by middle managers as practitioners during the implementation of strategy. In order to do that, this study investigated the problem of strategy implementation, analysed existing literature, identified the gaps, and explored the roles of middle managers in terms of strategy practices and processes, specifically in the South African Defence Evaluation and Research Institutes (DERI) context. Resources, time and effort are applied to formulating strategy but less of these to the execution of the strategy which includes the emotions, motivations and actions that are intangible during the implementation of strategy. The study therefore attempts to answer the following research question: What practices and processes are employed in strategy implementation in DERIs in South Africa? The literature study was undertaken with the objective of mapping the research problem and to highlight, through critical discussion, the latest work done on the subject of this study. The gap in relation to research work was identified and the contribution is clear that not much work has been done in this environment. Research is a systematic process where information on a specific topic is gathered in order to increase understanding of that phenomenon. A qualitative study was performed and data was obtained from several institutes through interviews, documents and questionnaires in order to build a rich database that could be analysed for the required output. Engagement with the first level of management as well as the next level management teams ensured that a representative population group was used during this study. The data was organised, categorised, interpreted, identified, synthesised and generalised. The quotations identified from the text were coded through inductive coding and grouped into categories until a logical theme, category and concept was formed. The objective of this research was to investigate, identify and understand what the strategy practices and processes are that make highly technical and scientific institutes execute strategies successfully. The study provided insight into and clarity on the complexity of the strategy implementation process as executed by middle managers, particularly in the South African context. The link was explored between formulation and implementation as applied by middle managers as practitioners and the practices and processes in use were identified. It was demonstrated that the outcome of this research is applicable to the research problem and also provides an understanding of the phenomenon, namely strategy practices and processes in use at the Defence Evaluation and Research Institutes. It can therefore be concluded that the research objective was achieved. / Business Management / D.B.L.

Abstracts in English and Southern Ndebele / “We tend to think of the mind of an organisation residing in the … top management …but… [strategic] intelligence is not organised in a centralised structure but much more like a beehive of small simple components… ” Kevin Kelly, (1994: 166283). From the quote above, it is implied that the strategising practices of, among others, top managers, are the ‘small simple components’ that build towards the overall strategy of an organisation. The overall strategy of any organisation directly influences the performance thereof. As strategists, top managers use their thinking styles to influence the new strategic practices they endorse and those that are discarded, thereby impacting the competitive strategy employed by the organisation and ultimately organisational performance. This study investigated the rapport between the strategising practices used by top managers and their thinking styles. Based on a single illustrative case, this study utilised mixed data obtained from of 33 interviews and 79 questionnaires to describe the possible relationship between thinking styles and strategising practises. The results show that at the case organisation, thinking styles of top managers differ depending on the situation in which they find themselves. A possible relationship between thinking styles and strategising practises, at the case organisation, is further implied. / “Se taele go nagana ge monagano we mokhadlo lo o hlala e tulu, mara lehlelo le go hlaganepha le ga bekwa ge Ndlela le ngore esekhathi, mara kgulu go fana ne lekhaya le tenosi le le le gase bodese le lengane.” Kevin Kelly, (1994:166283). Go leso setsopolwe e tulu, era gore tedlela te go hlela, go leto te khona, baphathi ba se tulu, geto tedo te tengane leto te gase bodese le to te akha lehlelo gemoga le mokhadlo. Lehlelo gemoga le mokhadlo o monye na o monye le dlolela e go etene ge tedo. Jene ge bahleli, baphathi ba setulu ba beregesa tedlela tabo te go nagana, go tshwaetja tedlela te tetsha leto ba te vumelago na leto ba te kganago. Ge go eta jalo te thella lehlelo lelo le phalesanago lelo lele beregeswe mokhadlo, e maphellweni na leso mokhadlo o se yetago. Go bala lokhu, go ete gore go be ne go vesesana e khathe ge tedlela te go hlela leto te beregeswa mbaphathi ba setulu ne Ndlela leyo ba nagana gayo. Go beka nnye ye tedlela leto ba te beregeselego, go beregeswe tedaba leto te phoma go 33 ye bado labo be ba butiswa go kereya leso be ba fona go seva ne mebotiso e 79 leyo e hlalosa nkgonagalo ye go talana e khathe ge mehuda ye go nagana ne ndlela leyo go hlelwa gayo. Mephomela e bonesa gore lapho e mekhadlweni, Ndlela ye go nagana ge baphathi ba setulu e ya phabana go ya ge gore ba te kereya ba se sejamweni se se jane. Nkgonagalo ye bodlelwano e khathe ge Ndlela ye go nagana ne lenaneo le le le ladelwago e tedweni te nhlagano, te beregeselwe. Mave e bohlogwa: Bophathi ba setulu, bakgoni be go hlela, baberegi be go hlela, tedlela leto go hlelwa gato, Ndlela leyo go naganwa gayo; go khetha, mekgwa ye go nagana ge botalo, tedlela te go suga endabeni ennye goya go ennye. / Business Management / M. Com. (Business Management)