Most contemporary South African businesses are facing tough times. This is the result of emerging trends such as intense global competition which requires businesses to be quick, agile and flexible; new technology available to any business willing to adopt it; more advanced customer expectations and the implementation of new strategic, proactive management approaches. In fact, many of them (including wholesalers) will succeed only if they can successfully integrate strategy, processes, business arrangement, resources, systems and empowered workforces to render their core business effectively. Choosing suppliers and purchasing products are critical wholesaling activities and often determine the success of wholesalers. Wholesaling institutions, however, vary considerably in size, activity, style of business, types of products provided and services rendered. These variables imply that the complexity of wholesaling activities differs. It therefore stands to reason that the level of sophistication with which these wholesalers manage their purchasing, sourcing and supply activities may differ. The level of sophistication with which wholesalers manage their purchasing, sourcing and supply function may vary from traditional management approaches to advanced integrated management approaches. The use of the new management approaches by businesses is a vital instrument in facilitating change. This leads to the development of more focused, specialised and high-performance organisations. Manufacturers are not geared to deal directly with the thousands of small retailers and therefore use wholesalers for this function. Wholesalers provide a vital link between manufacturers and retailers, and play a pivotal role in efficiency of the whole supply chain. Adapting to the supply chain management approach may thus mean the difference between success, failure and the continued existence of the wholesaler in supply chains. This research study was undertaken to determine to what extent wholesalers in South Africa have adapted to new demands and developments in their purchasing, sourcing and supply functions. Secondary to this objective was the need to (1) investigate the scope of wholesaling, with reference to the global and South African context; (2) investigate the concepts of and the evolution of purchasing to strategic sourcing as part of the broader supply chain management approach; (3) analyse the scope and concept of supply chain management; and (4) determine the purchasing, sourcing and supply management approaches used by the wholesale sector in South Africa. The study was conducted in several phases. Firstly, a literature research was conducted to gather and integrate secondary data in order to (1) expound the definitions, importance, types, activities and trends of wholesalers; and (2) investigate the development of purchasing to strategic sourcing and evolution of supply chain management, and to give an overview of purchasing, strategic sourcing and supply chain management. Secondly, a questionnaire was compiled containing all the relevant issues identified in the literature research to enable the researcher to establish how far South African wholesalers have advanced in adopting new approaches to managing the purchasing, sourcing and supply function. This questionnaire was pretested on two respondents to verify its validity, before proceeding to the next step. Thirdly, a letter and the refined and tested questionnaire were mailed to all the wholesalers identified to be involved in the survey, informing them of the research study and soliciting their cooperation. The letter requested the participants to return the questionnaire via facsimile. Fourthly, to improve the response rate, after the date for returning the questionnaire had lapsed, additional questionnaires were faxed to all the respondents who had not completed the initial questionnaire. The literature research established that the new demands and developments facing wholesalers in managing their purchasing, sourcing and supply function are a reality. Wholesalers are confronted with a variety of challenges concerning these demands and developments which is jeopardising their vital role in the supply chain, and they need to adopt a more sophisticated method of managing these activities, not only to ensure their own survival, but also to lower the costs of the wholesale operation, and ultimately allow an increase in shareholders' wealth. The empirical study, however, clearly indicated that South African wholesalers are still significantly focused on the tactical aspects of purchasing, incorporating only a few aspects of strategic sourcing and supply chain management. The position of South African wholesalers regarding the level of sophistication in their management approach to the purchasing, sourcing and supply chain management approach can be regarded as a mechanical approach, with proactive tendencies. It is therefore clear that South African wholesalers have not adapted to the strategic sourcing and supply chain management approaches, and need to prepare themselves for this change - or risk failure. / Business Management / M. Comm.

Managing a sustainable service business rests on two critical customer perceptions: Firstly, the perceived sufficiency of the value of the service, and secondly the level of value differentiation between the current service provider other service providers in the market. (DeSarbo, Ebbs, Fong & Snow, 2010; Parasuraman & Grewal, 2000) The direction for this study was prompted by the limited research available around service quality for Supply Logistics within the global automotive industry. The study identified the key factors that logistics service providers need to focus on when aligning their perceptions of service quality to that of their customers. The service gaps between customer and service provider perceptions are uncovered. Particular focus was given to: The definition gaps in service quality, The perceived level of service quality, and The size of service quality differentiation between service providers. The key finding of the study is that service differentiation is influenced by the ability of the Logistics Service Provider (LSP) to deliver a quality of service in line with the level of importance the various elements hold to the customer. The causal relationships offered a step wise understanding of improving the perceptions of customers. This perception forming process is outlined as follows: Firstly, create a common understanding of the definition of service quality and establish the comparative importance of the various elements. Having an understanding of how customers’ value service quality is a critical first step in delivering superior service. A proposed Service Quality Framework for multi-national Supply Logistics providers in the South African automotive industry Secondly, align efforts to achieve in accordance to the level of importance of the service elements. If this is achieved, LSP’s will retain positive differentiation to its competitors irrespective of the actions of those competitors. Lastly, LSP’s need to regularly review if their own perception of the service level (per element) is in line with that of the customer. The study created a service quality framework of 22 different service elements grouped in four service factors. The relative importance of these elements were uncovered. This offered insight for organizing the business around key service elements. Within Supply Logistics the operational-management-tools, engineering-skills, processes-stability and management-structure are typical elements around which customers form their perceptions. The quality of the direct staff holds the key to sustained customer satisfaction, much more so than the commercial arrangements, industry innovations and the prestige of the brand behind the service. This study laid a foundation from which future research can deeper explore the unique slant that geographical, organisational designation or customer brand lines hold on the service quality perception.

All organisations compete on the basis of service. In today‘s highly competitive world, organisations need to compete to retain their customers and to offer good customer service that will give them a competitive advantage. In the South African pharmaceutical market, the introduction of the Single Exit Price (SEP) and generic substitution have led to the price of equivalent medicines no longer being the differentiating factor in a customer deciding which manufacturer‘s product to purchase. The availability of generic medicines at the pharmacy or hospital has become the differentiating factor. Two types of customers exist in any organisation, namely, external customers and internal customers. Much has been written about the external customer, but less about the internal customer. Many managers do not perceive internal customer service as a priority. Any organisation attempting to deliver quality service to their external customers must begin by serving the needs of their internal customers. Internal service quality is characterised by the attitudes that people have towards one another and in the way that employees serve one another inside the organisation. By improving customer service, the organisation can improve its profitability, sustainability and customer retention. The aim of this study was to determine whether the levels of internal customer service between the three sections of Aspen Pharmacare are optimal. Determining the current performance levels between the staff of the sections will assist in highlighting the areas that require attention. The three sections of Aspen Pharmacare that are internal customers of one another and have been used in the study are: - production; - demand planning; and - distribution. The results of the study show that all three sections rate three service quality dimensions (communication, tangibles and reliability) as important. The results were used to develop an internal customer service model for Aspen Pharmacare.

In general, dreams are conceived, ideas are conceptualised, and initiatives are embarked upon in order to alter the state of realities. Dreams change realities; when mechanisms are put in place to realise them, dreams succeed. However, anecdotal evidence as well as empirical findings has continued to reiterate the difficulties associated with realising dreams related to construction projects. Extending the „dream‟ analogy to the South African construction industry context therefore paints an uninspiring picture. Dreams associated with construction do not have a 100% chance of becoming realities as evident in reported poor project performance in the industry. Shattered dreams in the form of poor performing projects, poorly implemented construction processes, or worst, projects delivered at the expense of unexpected cost to the client as a direct result of poor H&S or time overruns, negate the intent of dreams. This thesis is primarily concerned with project performance related bottlenecks in South African construction. After an extensive review of related literature that entails the analysis of publications related to non-value adding activities (NVAAs), supply chain management (SCM), and system dynamics (SD) in the construction project management realm, an exhaustive mixed-mode quantitative survey was conducted among key participants in the South African infrastructure sector. Public sector clients, consulting engineers and contractors that were involved in civil engineering projects were surveyed repeatedly with approximately five survey instruments at convenient intervals. Results arising from the study, inter-alia, indicate that: an appreciable amount of NVAAs occur in South African construction; these NVAAs become further compounded when propagated into other value adding activities (VAAs) in the construction process; the identified NVAAs equally perpetrate the menace associated with poor performance to the detriment of the achievement of cost, H&S, quality, and time project targets, and the root cause of these NVAAs that often contribute to poor performance is not far from the much reported „shortage of skills‟ in South Africa. Notable contributions to the body of knowledge include SD models are extendable regardless of the source of their empirical data as evident in the qualitative models proposed in this study; within the SD domain, it is advisable to consider the „competence‟ of individuals assigned to tasks especially in a developing country as this study revealed that human resources issues predominate among the sources of NVAAs that eventuate in a range of poor project performance; the NVAAs that occur, and their causes on projects are perceived to be due to lapses and / or inadequacies that involved the entire construction supply chain; there is no single construction process / task that is immune from being affected by NVAAs; and within the South African, and by implication construction context generally iii in developing countries, the adequacy of required knowledge among project stakeholders is the most crucial determinant of project performance. As opposed to what is obtainable in developed countries, the construction industry in developing countries, particularly in South Africa, should take advantage of knowledge management (KM) techniques such as brainstorming, communities of practices, and face-to-face interactions. These techniques can be driven through appropriate mentorship programmes, industry focused built environment education, and other human resources driven avenues that do not necessarily require substantial investment in technologies, so that to a large extent organisations in the industry can prioritise KM, and thereafter, continually engage in it for future performance improvement. Using inferential statistical methods for hypotheses testing, and SD concepts for creating qualitative models led to a range of recommendations which, inter-alia, propose that halting the tide of NVAAs and poor performance requires the management of both tacit and explicit knowledge gained in construction; and most importantly, it requires the assurance that „competence‟ is the overriding criteria for selecting project partners, and also, for assigning either design or construction related activities to responsible parties involved in project realisation in South Africa. In effect, in order to engender a culture of continuous improvement in South African construction, other considerations should be subservient to „competence‟ in the construction supply chain. Competence must be located among everyone involved in project realisation, that is, enhancing the competence of all involved in project realisation is as good as ensuring performance improvement, which in turn, equates to the acceleration of project delivery in South Africa.

Characteristics such as speed of reaction, order accuracy, operational flexibility and sustained quality have become fundamental in successful business today. The success of aligning a supply chain to attain these characteristics depends largely on the use of efficient communication and information technology. Communication between supply chain members requires that relevant information is transferred from its point of inception to the next point(s) of use. The transfer of information entails an efficient flow of information between systems, between systems and humans and between humans, which is directly associated with the effective interoperability between the various entities handling the relevant information. Accordingly, the realisation of interoperability will mean a faster information flow and, thus, an effective decision-making process. This research, therefore, will propose indicators and metrics for the assessment of the information flow efficiency of a business and, in particular, of a supply chain, examine the existing techniques of information flow measurement, and identify inherent weaknesses. New information flow efficiency metrics are developed and categorised into different indicators, which are based on the quality of the information as it is applied in finance, information technology and the principles of business performance measurements. This research will illustrate that these quality characteristics drive an effective and efficient information flow which, in turn, enables them to be used both as indicators and as associated metrics of information flow efficiency. Explorative analysis and statistical cluster analysis identified the most important indicators and associated metrics based on the results of a survey instrument designed specifically for this purpose. Scales were developed to facilitate the numeric assessment of the metrics and indicators. In order to prove the ability of the new indicators and associated metrics to differentiate between different levels of information flow efficiency, the new metrics were applied in sample organisations and the responses evaluated. This research lays an important foundation in terms of the ability to assess information flow efficiency which is, in turn, necessary in order to gain a better understanding of the performance of supply chains in a time where real-time information flow and electronic integration are becoming strategic business success factors. / Business Management / D. Com. (Business Management)

Submitted in fulfillment of the requirements for the Masters Degree In Management Sciences Business Administration, Department of Entrepreneurial Studies and Management, Durban University of Technology, Durban, South Africa, 2016. / The retail industry is arguably one the most prosperous sectors in the global economy. Retail’s importance lies in the fact that it serves as an intermediary between producers and consumers. Given its significance in the everyday lives of people in communities and its role in national economies, the industry operates under extensive competition driven by growth in Information Technology which has dramatically changed the consumption patterns and buying behavior of consumers today. The changes are greatly influenced by different economic factors that impose change in the industry and impact on the bottom line of businesses. Thus, retailers are constantly realigning their businesses in ways that ensure that old customers are kept and new ones are sourced. It is from the foregoing that this study sets out to investigate the influence of transformation on the financial performance of the operational level of retail businesses: A case study. Using a quantitative research method, the study focused on 101 middle level branch managers of The South African Post Office obtained through the simple random technique. The questionnaires were administered to the branch managers and the data obtained was analysed using SPSS software. Findings from the study revealed that the overall business transformation has a positive impact on the financial performance of businesses. The results further revealed that continuous communication with regards to transformation inspires confidence among employees, thereby leading to productivity and the achievement of organisational goals and objectives. Findings also suggest that productive employees contribute positively to the financial performance of the business. The study recommends that retail businesses should consider overall business transformation in terms of structural design change, Information Technology, products and services and employee motivation to keep business relevant in the ever-changing global economy. / M

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / South Africa, as a young and emerging democracy, faces many challenges regarding the transformation of the socio-economic landscape of the South African society. The provision of better health care services and the overall development and empowerment of society are some of the many challenges government has to resolve. This research focuses specifically on service delivery in public hospitals with special emphasis on: 􀂙 An assessment of financial management outcomes within the context of the implementation of the Public Finance Management Act (Act 1 of 1999, as amended) [PFMA] in public hospitals; and 􀂙 An assessment of supply chain management (SCM) outcomes in relation to the achievement of empowerment and equity of disadvantaged communities within the context of Black Economic Empowerment (BEE). The PFMA is the result of financial reform in South Africa. The PFMA emphasises effective, efficient, economic and transparent use of public funds. This research assessed the financial management at the Head Office of the Western Cape Health Department, as well as at Karl Bremer, Lentegeur and Swellendam Hospitals for the financial years 1998/99 to 2002/03. The Western Cape Tender Board ceased to exist in December 2003. The procurement and provisioning processes have now been decentralised to the various departments with effect 1 January 2004 and have become the responsibility of supply chain units within departments. BEE and the preferential procurement policy are government initiatives that had to be executed on SCM as platform. The three hospitals were also used to assess progress on the implementation of SCM, as well as the realisation of BEE objectives. Annual Reports, Audit Reports and Strategic Planning documentation were used to extract the relevant information necessary for the research. Interviews with nineteen (19) officials were conducted. Good progress has been made with the implementation of the PFMA. All those officials that were interviewed displayed sensitivity for the responsible management of public funds. A lack of internal control measures was identified in almost all audit reports. The absence of a risk management plan and a functional internal audit unit is hampering the realisation of the objectives of the PFMA. With health care service delivery and black economic empowerment being topical issues in SA, this research endeavours to make recommendations that could assist the Western Cape government with the realisation of the intended objectives of better health care services delivery by public hospitals, transformation of the economy, equity and empowerment of the disadvantaged through SCM processes and eventually to secure “a better life for all”.

Thesis (MPA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Supply chain management (SCM) in the public sector in general, as well as the municipal sphere in particular, has received increasing prominence over past few years. Although the focus is mainly due to the impact of fraud and corruption in public sector procurement, this author is of the opinion that SCM can also create value and aid in the attainment of strategic objectives. The study revealed that supply chain management is described as a process in literature, whilst it is described as a system by government. Of significance to this, is that both literature and government view SCM as a means to add value. The study also revealed that in order for SCM to add value and to contribute to the attainment of strategic objectives, it is important that SCM forms part of the performance management (PM) system of an organisation. Performance measurement tools, such as the balanced scorecard, benchmarking, improvement and other measurement tools, were introduced as tried and trusted methods for measuring SCM performance. The study was embarked upon because the author was of the opinion that municipalities in South Africa only implement SCM because it is required by legislation. Thus, this theory was tested at Hessequa Municipality and it was found that the current emphasis was on compliance at Hessequa Municipality. This was done by means of studying documentary evidence and through interviews conducted with various internal and external stakeholders either directly or indirectly affected by the SCM processes of Hessequa Municipality. The study tested Hessequa Municipality’s readiness to progress towards performance management and measurement by using the financial capability model for SCM as utilised by the Western Cape Government to ascertain the level of SCM implementation at municipalities. It was found that Hessequa Municipality meets almost all the compliance and control requirements, with only two areas that require slight attention before full compliance is achieved. Through the interviews conducted, the study also tested Hessequa Municipality’s willingness to progress to the next level and found that there was indeed a willingness to progress towards managing and measuring SCM activities. In conclusion, the study recommended that Hessequa Municipality uses a phased-in approach when it sets processes in place to progress towards performance managing SCM. That when developing performance indicators for SCM, it be aligned to the performance management system and targets of the municipality. It also recommended that a combination of the tried and trusted methods be used to measure SCM performance. Finally, it recommended that the municipality eradicates the silo approach to doing business and adopts a more integrated approach by firstly integrating its internal processes before embarking upon integrating the actions of all the agents within the supply chain. / AFRIKAANSE OPSOMMING: Voorsieningskanaalbestuur (VKB) in die openbare sektor oor die algemeen sowel as in die munisipale omgewing in besonder, het gedurende die afgelope jare al hoe meer na die voorgrond getree. Alhoewel die fokus hoofsaaklik toegeskryf word aan die impak van bedrog en korrupsie op verkryging in die openbare sektor, is die skrywer van mening dat VKB ook waarde kan toevoeg en tot die die behaling van strategiese doelwitte kan bydra. Die studie het aan die lig gebring dat VKB in literatuur as ’n proses beskryf word, maar deur die regering as ’n stelsel beskryf word. Wat egter van belang is, is dat beide die literatuur en regering VKB as ’n middel beskou om waarde toe te voeg. Die studie het ook openbaar dat, ten einde vir VKB om waarde toe te voeg en tot die behaling van strategiese doelwitte by te dra, dit belangrik is dat VKB ’n deel vorm van die prestasiebestuurstelsel van ’n organisasie. Prestasiemetingsinstrumente soos die gebalanseerde telkaart, doelwitstelling, verbetering en ander metingsinstrumente is ingestel as bewese metodes om VKB-prestasie te meet. Die studie is onderneem omdat die skrywer van mening was dat munisipaliteite in Suid- Afrika slegs VKB implementeer omdat wetgewing dit vereis. Hierdie teorie is by Hessequa Munisipaliteit getoets en daar is gevind dat die huidige klem op voldoening aan wetsvereistes is. Die toets is gedoen deur dokumentêre bewyse te bestudeer, asook deur onderhoude te voer met verskeie interne en eksterne rolspelers wat óf direk óf indirek deur die VKB-prosesse van Hessequa Munisipaliteit geraak word. Die studie het Hessequa Munisipaliteit se gereedheid om na prestasiebestuur en -meting te vorder, getoets deur van die finansiële vermoë-model gebruik te maak wat deur die Wes-Kaapse Regering gebruik word. Hierdie model word gebruik om die vlak van VKB-implementering by munisipaliteite te bepaal. Daar is gevind dat Hessequa Munisipaliteit aan feitlik alle vereistes vir nakoming en beheer voldoen, buiten twee gebiede wat geringe aandag verg alvorens volle nakoming behaal word. Deur onderhoude te voer, het die studie ook Hessequa Munisipaliteit se bereidwilligheid getoets om na die volgende vlak te vorder. Daar is gevind dat daar inderdaad ’n begeerte was om na die bestuurs- en metingsaktiwiteite van VKB te beweeg. Laastens het die studie aanbeveel dat Hessequa Munisipaliteit ’n infaseringsbenadering gebruik wanneer prosesse in plek gestel word om na VKB-prestasiebestuur te vorder. Wanneer prestasie-aanwysers vir VKB ontwikkel word, moet dit met die prestasiebestuurstelsel en -doelwitte van die munisipaliteit belyn word. Dit word ook aanbeveel dat ’n kombinasie van die beproefde en getoetste metodes gebruik word om VKB-prestasie te meet. Die laaste aanbeveling is dat die munisipaliteit die silo-benadering van sake doen uitwis en ’n meer geïntegreerde benadering aanneem. Die interne prosesse moet eers geïntegreer word, waarna die handelinge van al die rolspelers in VKB geïntegreer word.

Thesis (MMil)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: SUPPLY CHAIN MANAGEMENT APPLICABLE TO THE SOUTH AFRICAN ARMY CAMOUFLAGE CLOTHING COMMODITY There are many reasons for the popularity of the supply chain or the supply chain management concept. Through globalisation, entities are forced to look for more effective ways to coordinate the flow of goods and material between facilities, into and out of the business. Customers are consistently demanding products that are delivered faster, exactly on time, and with no damage. Supply chain management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular entity and across businesses within the supply chain, for the purpose of improving the long-term performance of the individual entities and the supply chain as a whole. One key objective of supply chain management is to lower the costs required to provide the necessary level of customer service, in order to gain a competitive advantage within a market segment. To be fully effective in today’s competitive environment, entities must expand their integrated behaviour to incorporate customers and suppliers. Low cost and differentiated service help build a competitive advantage for the supply chain. When entities take up a supply chain management philosophy, they must determine and establish management practices that permit them to operate and behave consistent with this philosophy. Performance measurement provides the necessary assistance for performance improvement in pursuit of supply chain excellence. The efficient and effective management of this supply chain with performance measurement and internal controls establishes a solid base for competitive advantage. The SA Army camouflage clothing logistics reveals elements of improvement, as compared to supply chain management principles. Camouflage clothing forms an important element of the total supplies of a soldier in sustaining military and warfare capabilities. Camouflage clothing logistics in the SA Army is a complex mix of physical entities, processes and rules that is governed by mostly conceptual concepts and principles. The SA Army lacks an integrated supply chain philosophy and clear supply chain management principles. Supply chain management can enhance camouflage clothing logistics in the SA Army, if the principles are properly applied. The SA Army is a military institution with peacekeeping operations as their core function. The manufacturing and distribution of clothing is not a core function of the SA Army and can therefore be outsourced to address most of the concerns raised under the present system. Although it would be difficult and cumbersome to implement an integrated supply chain, with supply chain management philosophy and practices, the principle will enhance efficiency and effectiveness in today’s economic environment. The level of outsourcing and the effectiveness of control will determine the degree of success the SA Army will achieve. / AFRIKAANSE OPSOMMING: AANVOERKETTINGBESTUUR VAN TOEPASSING OP DIE SUID-AFRIKAANSE LEëR KAMOEFLEERDRAG KOMMODITEIT Daar is verskeie redes vir die populariteit van die aanvoerketting of die aanvoerkettingbestuurskonsep. Globalisasie het entiteite gedwing om ondersoek in te stel na meer effektiewe maniere om die vloei van goedere en materiaal, tussen fasilitieite, asook in en uit die entiteit te koördineer. Kliënte eis gereeld produkte wat vinniger, presies op tyd en met geen skade afgelewer word. Aanvoerkettingbestuur is die sistemiese, strategiese koordinasie van al die tradisionele besigheidsfunksies, asook taktieke oor hierdie besigheidsfunksies, binne ‘n entiteit en oor besighede binne die aanvoerketting, met die doel om die langtermyn prestasie van die individuele entiteite en die aanvoerketting as geheel te verbeter. Een sleuteldoel van aanvoerkettingbestuur is om kostes te verminder. Hierdie kostes word geassosieer met ‘n sekere vlak van kliëntediens, wat voorsien moet word om ‘n kompeterende voordeel in die marksegment te verkry. Om in vandag se kompeterende omgewing ten volle effektief te wees moet entiteite hul geïntegreerde gedrag uitbrei om kliënte en verskaffers in te sluit. Lae koste en gedifferensieërde diens help om kompeterende voordeel binne die aanvoerketting te bou. Sodra entitieite ‘n aanvoerkettingfilosofie aanneem, moet hulle bestuurspraktyke bepaal en vastel hoe om in lyn met dié filosofie op te tree en te funksioneer. Prestasiemeting voorsien die nodige riglyn vir prestasieverbetering in die strewe na aanvoerketting uitnemendheid. Kamoefleerdrag vorm ‘n belangrike element in die uitrusting van die soldaat wanneer militêre- en oorlogsvermoë hanteer moet word. Kamoefleerdraglogistiek in die SA Leër is ‘n komplekse mengsel van fisiese entiteite, prosesse and reëls wat meestal deur konseptuele beginsels geregeer word. Die SA Leër kamoefleerdrag logistiek reflekteer elemente van verbetering, wanneer vergelyk word met aanvoerkettingbestuursbeginsels. Die SA Leër kort ‘n geïntegreerde aanvoerkettingfilosofie, asook duidelike aanvoerkettingbestuursbeginsels. Aanvoerkettingbestuur kan die kamoefleerdrag logistiek in die SA Leër verbeter, as die beginsels reg toegepas word. Die SA Leër is ‘n militêre instelling met vredesoperasies as primêre funksie. Die vervaardiging en verspreiding van klerasie is nie die SA Lëer se primêre funksie nie en kan daarom geprivatiseer word. Dit sal primêr die probleme wat onder die huidige stelsel voorkom, aanspreek. Al word dit voorsien dat dit moeilik en omslagtig sal wees om ‘n geïntegreerde aanvoerkettingfilosofie en -beginsel in die SA Leër te implimenteer, dit die doeltreffendheid en doelmatigheid van die huidige stelsel in vandag se ekonomie sal verbeter.

Submitted in fulfillment of the requirements of the degree of Doctor of Technology: Business Administration, Durban University of Technology, Durban, South Africa, 2015. / ABSTRACT Supply chain management, is the active management of supply chain activities to maximise customer value and achieve sustainable competitive advantage. It represents a conscious effort by the supply chain firms to develop and run supply chains in the most effective and efficient ways possible. Supply chain activities cover everything from product development, sourcing, production, and logistics, as well as the information systems needed to coordinate these activities. Currently, supply chain management has evolved into a complex system where there is a need for redesign and integration into the corporate strategy for strategic fit. The study focuses on: • establishing and analysing corporate strategies used by select FMCGs in KZN South Africa; • examining the challenges impacting on achieving competitive advantage; and • determining performance measures for ensuring consistency between customer satisfaction and the supply chain capabilities (strategic fit). The study followed an exploratory case study design and employed a descriptive, evaluative quantitative analysis method. The results showed that across supply chain companies, the ultimate goal of integration has still to be achieved. There is a lack of trust and companies operate in separate silos. A major recommendation is that supply companies should revisit their supply chain designs to synchronise with intra-intercompany integration built on achieving competitiveness and sustainable profitability through incremental continuous improvement and customer satisfaction. The study concluded that it is imperative that all the elements of McKinsey’s 7- s resource capability model stay interconnected as a web to ensure the successful implementation of integration for strategic fit and superior business performance / D