Most government owned telecommunication operators across the world have to deal with a number of regulatory, technology and service challenges, as the industry is liberalised in co-ordinance with worldwide trends. Telkom SA will be facing a number of strategic challenges that will test its ability to survive as a telecommunications company over the next number of years. To remain competitive, Telkom must develop strategies to assure survival in a competitive environment. To assure the long-term survival of Telkom SA when moving into a competitive environment, the organisation must build a sustainable competitive advantage. In the face of increasingly fierce competition, the adoption of collaborative alliances between firms is becoming more and more common and the adoption of a world-class supply chain will be an ideal scenario for Telkom SA. A worldclass supply chain goes beyond the scope of the internal operations of an organisation, therefore the material distribution process was chosen for this study, which involved the internal operations in the organisation. The study included the availability of material up to the transportation of the material to the staging areas. The aim of this research was to identify the inefficiencies of the material distribution process of the Southern Region of Telkom SA to become worldclass. A quantitative technique was used to identify the inefficiencies. It was found that the availability and transportation of material were the inefficient categories, preventing the customer to receive the product or service on time. Communication, inaccurate forecasting and inefficient transportation of material were some of the reasons for not delivering material on time. Some of the recommendations included developing a model that could overcome the current inefficiencies in transportation, improving the communication channels, training and the development of employees at all levels.

Thesis (MPA.) --University of Limpopo, 2011 / The public sector is faced with increased demands for public goods and services from communities. Public institutions have limited resources which should be managed effectively for effective and efficient service delivery. The South African government initiated and implemented financial management reforms since 1994 with the aim of improving public service delivery. The Public Finance Management Act, 1999(Act 1 of 1999) was promulgated to regulate financial management. The object of Public Finance Management Act is to secure transparency, accountability and sound management of revenue, expenditure, assets and liabilities of the public sector. The aim of the Public Finance Management Act is to enable public sector managers to manage and be more accountable with the purpose of eliminating waste and corruption in the use of public resources. A Supply Chain Management system was introduced by the South African government in 2003 to ensure effective procurement and improve financial management in the public sector. The introduction of Supply Chain Management led to procurement reforms which resulted in government decentralising and delegating authority for procurement to public institutions. Supply Chain Management forms an integral part of financial management. The process integrates general financial practices with budgeting, procurement and asset management. Supply Chain Management is currently not correctly implemented by some public institutions and this lead to irregular, fruitless and wasteful expenditure. Accounting officers should recognise the importance of Supply Chain Management in order to ensure effective procurement, sound financial management and improve service delivery. The study highlights the important of implementing Supply Chain Management in an institution. The implementation of adequate Supply Chain Management practices will promote efficiency, effectiveness, transparency, openness, accountability and fairness in procurement and improve ethical conduct of officials.

Much research work has assessed the construction process and discovered that the process is ineffective and besieged with problems. Analysis of these problems has shown that a major part of them are related to the state and workings of the supply chains. Prior research justifies that waste and problems in construction supply chains are extensively present and persistent. This anomaly may be ascribed to the nature of the industry. Horizontal integration that is common place in the construction industry tends to fragment the supply chain, resulting in an unstable production environment occasioned by high unpredictability, much rework, low profits and eventual low level of value creation in the process. Therefore, an increased level of integration of interfaces and processes has been canvassed. The purpose of supply chain management is to achieve the expected increased level of integration of the whole supply chain. Supply chain management is a concept that has flourished in the manufacturing industry through Just in Time production and logistics. Supply chain management represents an autonomous managerial tool, though still largely dominated by logistics. Supply chain management has long been advocated as a means of improving the performance of supply chains in construction. This research study reports on an investigation into the impact of supply chain management on value creation in the South African construction industry. The research discovered that collaborative working is already in the industry and contractors consider supply chain management important for project success. Here construction supply chains were approached from the relationship view point. All issues are encouraged to be viewed and resolved in the supply chain from the relationship perspective.

Supply Chain Management is a well recognized managerial tool and government initiative, primarily aimed at improving all the aspects of the procurement activities in government organizations or any type of the sector. It focuses on meeting the needs of the service providers as well as of the customers. In 1994, South African Government came up with new initiatives to manage its budget and finance resources to meet the needs of the people. One of the new initiatives that the new Government introduced was the Supply Chain Management (SCM). The Constitution of the Republic of South Africa, Act No.108 of 1996, as amended regulates procurement through Section 217. The statutes states that “217(1) when an Organ of State in the national, provincial or local sphere of government, or any institution identified in national legislation, contracts for goods or services, it must do so in accordance with a system which is fair, equitable, transparent, competitive and cost-effective The procurement reform processes were supported by the introduction of a number of legislative measures, including the adoption of the Public Financial Management Act (PFMA) and the Preferential Procurement Policy Framework Act (PPPFA). Public Finance Management Act (PFMA) is a financial act that was developed in 1999 to reform the public financial management of South Africa. The Act promotes the objective of good financial management in order to maximise delivery through the efficient and effective use of limited resources. Public Financial Management Act (PFMA) emphasizes on efficiency, transparency and economic utilization of public funds. The Treasury Regulations 16.5.3 states that, ‘when procuring goods and services, the procurement procedures must be in accordance with a system that is fair, equitable, transparent, competitive and cost-effective. Even though government departments have started implementing the Supply Chain Management strategies, there are still some challenges and deficiencies that hinder appropriate implementation. There are some deficiencies in tender award systems, ineffectiveness of SCM training materials, lack of communication between management and SCM or implementing staff as a result the implementing staff is not aware of the organization’s goals regarding supply chain management activities. Lack of monitoring, evaluation and reporting is also another challenge. Due to these challenges, the Head Office of the Eastern Cape Department of Health had incurred some expenses in trying to address these yet the Supply Chain Management has little impact in improving the service delivery. The key research objective of this study is to investigate and evaluate the implementation of Supply Chain Management in service delivery with specific focus in procurement processes of goods and services in Head Office of Eastern Cape Department of Health. The study intends to establish and highlight the challenges that the Head Office of the Eastern Cape Department of Health is presently faced with in regard to implementation of the Supply Chain Management and the impact it has in service delivery. Data gathering techniques which include interviews and questionnaires had been used. The objectives, methodology and results of the study are presented. The conclusions and recommendations had been made with the basis that they will assist the department in improving the implementation of the Supply Chain Management which will have a positive impact in the service delivery. Further steps needs to be taken by the Provincial Treasuries in assisting department to improve in the implementation of the Supply Chain Management. Further research conduct is recommended for all the institutions of the department of Health as this study was focusing on Head Office only.

Thesis (MComm)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: This study explore how forecasting techniques can be combined in linear programming (LP) as a tool to optimise the parameters of forecasting methods in order to ensure sufficient capacity of logistic infrastructure exist for future growth. This study will use greenfield and brownfield projects from Sasol, a petrochemical company from South Africa, to test the methodology on. The methodology followed in the study was to firstly look at previous literature studies on logistical infrastructure and how to create sufficient capacity. Secondly, understandings of supply chain planning principles in general as well as supply chain planning in context of Sasol were investigated. Thirdly, different forecasting methods like; qualitative include judgemental, life cycle, Delphi method, market research etc. and quantitative methods including time series and causal methodologies had been investigated. Fourthly, decision making tools to incorporate multiple forecasts were investigated to understand why Sasol decided to use i2. Fifthly, the current capital project approach in Sasol had been investigated to fully understand where room for improvements would be possible. Finally the theory from the study was applied on two different projects in Sasol, one greenfield and one brownfield project. The results found that by using sound supply chain planning methodologies, sound supply chain design principles and multiple forecasts being combined by using LP decision making tools a better decision can be made with regards to logistical infrastructure investment as well as ensuring sufficient logistical infrastructure capacity. The two case studies have shown that this approach is flexible enough, apart from a few minor changes and can be adopted for both scenarios and that great results can be achieved. Logistical infrastructure could be optimised due to collaboration and the overall costs and performance of a supply chain improved. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek hoe lineêre programmering ( LP ), as n hulpmiddel, gebruik kan word om vooruitskattingstegnieke te kombineer om sodoende die vooruitskattingsmetodes te optimaliseer en te verseker dat voldoende kapasiteit van logistieke infrastruktuur bestaan vir toekomstige groei. Hierdie studie se metodes sal getoets word op groenveld- en bruinveldprojekte van Sasol , 'n petrochemiese maatskappy van Suid –Afrika. Die metode gevolg tydens die studie, was eerstens om te kyk na vorige literatuurstudies oor logistieke infrastruktuur en hoe om voldoende kapasiteit te skep. Tweedens, om ‘n breë oorsig van die beginsels van voorsieningsketting-beplanning te bekom sowel as voorsieningsketting-beplanning in die konteks van Sasol te ondersoek. Derdens, verskillende vootuitskattingsmetodes soos kwalitatiewe metodes (insluitend veroordelende-, lewensiklus- en Delphi-metode en marknavorsing) en kwantitatiewe metodes (insluitend die tydreeks- en oorsaaklike metodes) is geondersoek. In die vierde plek is besluitnemingshulpmiddels, wat verskeie vooruitskattings kombineer, geondersoek om te verstaan waarom Sasol besluit het om i2 aan te koop. In die vyfde plek is die metode van Sasol se kapitaalprojekte geondersoek om te verstaan of daar nie moontlik ruimte vir verbeterings sou wees nie. Laastens is die studie se metode op twee projekte van Sasol toegepas, een groenveld- en een bruinveldprojek. In die studie is gevind dat beter besluite geneem kan word aangaande beleggings in logistieke infrastruktuur en om te verskere daar is voldoende logistieke infrastruktuur kapasiteit - deur gebruik te maak van optimale metodes in voorsieningsketting-beplanning en voorsieningskettingontwerp. Die twee gevallestudies het getoon dat hierdie benadering buigsaam genoeg is, afgesien van 'n paar klein veranderinge, om vir beide moontlikhede gebruik te kan word en goeie resultate te behaal. Deur die samewerking van verskeie besigheidseenhede kon logistieke infrastruktuur geoptimaliseer word terwyl die kostes en algehele prestasie van voorsieningsketting verbeter kon word.

Submitted in fulfilment of the requirements for the degree of Masters in Business Administration, Durban University of Technology, 2009. / All manufacturing organizations have plants that require the provision of Maintenance, Repair and Operations (MRO) supplies in the manufacture of products. The appropriate and effective application of these concepts and principals contribute significantly to the effective and efficient utilization of plant assets and other resources within the manufacturing organization. Components of the supply chain can be outsourced to third parties who with the correct focus, expertise and experience can realise strategic benefits for the manufacturing organization, allowing it to concentrate on activities that are core to its business. It is necessary to determine the organizational buying centre’s attitudes and perceptions to this concept in order to establish an independent third party Maintenance Repair and Operation (MRO) vendor. The area of study is the Durban South area of Kwazulu Natal. Sample units of analysis were selected on a judgemental basis to ensure that different industrial sectors with different outsourcing experiences were represented. Data of a qualitative descriptive nature was collected. The models employed provided a robust and constructive framework and by and large there was consensus between the research findings and the literature. A key recommendation is that a mature and well disciplined environment within organizations and in their relationships with suppliers and collaborators is essential. Key further research is needed in the establishment of current and prospective future commonality of MRO stock items across different manufacturing organizations in the same geographical area.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: HM Timber operates five formal sawmills in South Africa, situated around the towns of Tzaneen, Sabie, Mthatha and Kokstad. The Mills in the Kokstad area experience unacceptable lead times during the months of April/May and November/December, when the demand for timber increases and the availability of transport in the area decreases. This problem is expected to intensify with the addition of HM Timber’s new Plywood plant just outside the town of Kokstad. The plywood also adds another dimension to the distribution problem in that the market generally demands smaller deliveries more often. With only one Distribution Centre in Cape Town, HM Timber is not geared to service this market in the rest of South Africa. The main objective of this research report is to determine and define the key success factors in the transport and distribution of timber products and how these factors can be integrated into various strategic options that will address HM Timber’s current distribution problems. A review of the literature summarises the latest trends in modern supply chain management. Supply chains consist of various businesses that aim to optimise all their operations and supply customers with good quality products and excellent service at affordable prices. Competition in modern day business increasingly occurs at supply chain level and the success of individual organisations therefore depends on the success of the entire supply chain. The focus is thus on collaboration and jointly developing supply chain strategies. The literature review ends with a summary of the most important aspects in the effective and efficient management of Distribution Centres. Analyses of HM Timber’s logistics operations reveal that various factors contribute to their transport problems during the months of April/May and November/December. These include the payment of rates that are not market-related, loading problems at the mills, a lack of coordination and the fact that HM Timber is not a contracted client and therefore not regarded a priority. The analysis also includes a discussion on the Western Cape Distribution Centre and the problems this facility is having with general administration, inventory management and the effective use of IT systems. A range of strategic options is available to HM Timber that will allow the company to improve its overall management of logistics. The options investigated include own operations as well as outsourced 3PL and 4PL solutions. To assist HM Timber in selecting the best logistics option, three models are presented to evaluate the various alternatives and to assist in deciding on the best option. The first model evaluates the costs associated with different transport options, while the second model allows the user to compare the costs of different Distribution Centre options. Finally, a multi-criteria decision model is presented that will assist HM Timber in selecting the best option for each mill and region. With the VISA transport model, Manline is rated the best option for all Weza and Singisi’s deliveries. Manline is also rated the best for Langeni’s long-distance deliveries, while HM Timber’s own fleet is rated the best option for Langeni’s local deliveries. Results from the Distribution Centre (DC) models indicate the cost structures to be sensitive to changes in the premiums achieved and changes in the market e.g. the customer base, product types, and volumes sold. The Johannesburg and Port Elizabeth DCs show acceptable EBIT margins based on the projected sales, but the projected EBIT margins for Durban are less than 2 %, making the Durban DC a less than attractive business proposition. A direct distribution solution is proposed for the KwaZulu-Natal area, whereby multiple deliveries are made directly from the mills as well as the new plywood plant in Kokstad. In conclusion, eight factors are identified as key to the successful transportation and distribution of timber products. HM Timber rates very well against the majority of these factors, but needs to focus on a number of issues to be able to maintain their high levels of customer service. These include investing in a dedicated logistics department, improving internal and external collaboration and coordination efforts and improving the efficiency of a number of operational and information technology systems. / AFRIKAANSE OPSOMMING: HM Timber bedryf vyf formele saagmeulens in Suid-Afrika wat geleë is in die omgewings van Tzaneen, Sabie, Mthatha en Kokstad. Die meulens in die Kokstad omgewing ondervind onaanvaarbare vertragings in aflewerings gedurende April/Mei en November/Desember wanneer die aanvraag na houtprodukte toeneem en die beskikbaarheid van vervoer in die Kokstad area afneem. Hierdie probleem gaan na verwagting groter word namate die laaghoutvolumes toeneem. ‘n Verdere uitdaging in die verspreiding van laaghout is die feit dat kliënte oor die algemeen kleiner hoeveelhede, meer gereeld aankoop. HM Timber bedryf slegs een Verspreidingsentrum in Kaapstad en is dus nie gereed om ander dele van Suid-Afrika te bedien nie. Die hoofdoelwit van hierdie navorsingsverslag is om te bepaal watter faktore noodsaaklik is om suksesvol te wees in die vervoer en verspreiding van houtprodukte. Die doel is verder om te bepaal hoe hierdie faktore in verskillende strategiese opsies geïntegreer kan word ten einde HM Timber se huidige verspreidingsprobleme aan te spreek. ‘n Studie van die literatuur gee ‘n opsomming van die nuutste tendense in die bestuur van moderne verskaffingskettings. Verskaffingskettings bestaan uit verskeie besighede wat ten doel het om al hul aktiwiteite te optimiseer en teen bekostigbare pryse uitstekende diens aan hulle kliënte te lewer en produkte van hoë gehalte te voorsien. Kompetisie in die moderne besigheid vind meer en meer plaas tussen die verskillende verskaffingskettings en die sukses van enige individule organisasie is dus afhanklik van die sukses van die algehele verskaffingsketting. Die fokus is dus op samewerking en om gesamentlik strategieë vir die verskaffingsketting te ontwikkel. Die literatuurstudie eindig met ‘n opsomming van die mees belangrike aspekte in die effektiewe en doeltreffende bestuur van verspreidingsentrums. Ontleding van HM Timber se logistieke aktiwiteite toon dat verskeie faktore verantwoordelik is vir die maatskappy se vervoerprobleme tydens April/Mei en November/Desember. Dit sluit in die betaling van nie-markverwante tariewe, laaiprobleme by die meulens, ‘n tekort aan koördinasie en die feit dat HM Timber nie ‘n kontrak met enige vervoermaatskappy het nie. Die analise sluit verder ‘n bespreking van die Verspreidingsentrum in Kaapstad in en die probleme wat hierdie fasiliteit ondervind met algehele administrasie, voorraadbeheer en die doeltreffende gebruik van inligtingstelsels. ‘n Reeks strategiese opsies is beskikbaar wat HM Timber instaat sal stel om algehele logistieke bestuur binne die maatskappy te verbeter. Opsies wat ondersoek word sluit in eie operasies sowel as die uitkontrakteer van die logistieke funksies aan 3PL en 4PL organisasies. Ten einde HM Timber te help om die beste opsie te kies, word drie modelle voorgestel wat gebruik kan word om die onderskeie alternatiewe te evalueer en die beste opsie te selekteer. Die eerste model evalueer die kostes wat geassosieër word met elk van die verskillende vervoeropsies. Die tweede model stel die gebruiker instaat om die kostes van verskillende Verspreidingsentrums te vergelyk. Die derde model is ‘n multi-kriteria besluitnemingsmodel wat HM Timber kan help om die beste opsie vir elke meul en elke streek te selekteer. Die VISA vervoermodel dui aan dat Manline die beste opsie is vir alle aflewerings vanaf Weza en Singisi. Manline word ook aangedui as die beste opsie vir Langeni se langafstand aflewerings, terwyl HM Timber se eie vloot steeds die beste opsie is vir Langeni se plaaslike aflewerings. Resultate van die Verspreidingsentrum-model dui aan dat die kostestrukture baie sensitief is vir veranderinge in die premies wat behaal word asook veranderinge in die houtmark, insluitend veranderinge in die kliëntebasis, die tipe produkte en die volumes wat verkoop word. Die model toon aanvaarbare winsgrense vir Verspreidingsentrums in Johannesburg en Port Elizabeth, maar die geprojekteerde winsgrens vir Durban is minder as 2 %, wat beteken dat ‘n Verspreidingsentrum in Durban nie ‘n goeie opsie is nie. ‘n Direkte verspreidingsoplossing word eerder vir die KwaZulu-Natal streek voorgestel. Hierdie opsie behels meervoudige aflewerings wat direk vanaf die verskillende meulens gemaak sal word. Agt faktore word uiteindelik geïdentifiseer as noodsaaklik vir die suksesvolle vervoer en verspreiding van houtprodukte. HM Timber vaar baie goed met die meeste van hierdie faktore, maar enkele punte moet aangespreek moet word ten einde huidige diensvlakke te handhaaf. Hierdie punte sluit in investering in ‘n toegewyde logistieke afdeling, verbetering van interne en eksterne samewerking en die verbetering van ‘n aantal operasionele- en inligtingstelsels.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: This report details the critical success factors for consideration in developing a quick response (QR) supply chain strategy for fashion apparel retailers in South Africa. Quick response is the recent supply chain management development that supports a fast fashion business model most evident within the North American and European fashion apparel market. A QR supply chain strategy differs from previous supply chain management principles as it utilises consumer data to create a demand driven network in order to co-ordinate functions through the supply chain. This differs from the standard ‘push’ model evident within the normal fashion apparel cycle and follows a more consumer-centric approach to product demand. The continued success and growth of four of the global fashion apparel, retail organisations as listed by Deloitte’s Global Powers of Retailing 2014 survey, is attributed to the ability of these retailers to respond in season to consumer demand. These leading organisations have effectively adapted and incorporated a QR strategy into their broader competitive offering. South African fashion apparel retailers have recently begun introducing the philosophy and operational strategy of QR to their overriding business strategy, however, current implementation is limited and the full advantages of QR practises in comparison to the northern hemisphere markets is not being realised. Based on the limited amount of local retail and manufacturing QR information, limited availability of sales data for statistical analysis, increasing levels of competition and slow economic growth, a clear understanding of QR is needed. Critically, phased implementation of QR in South Africa requires a clear understanding of the critical success factors (CSF) needed for upfront engagement between retailers and manufacturers. The primary research question was therefore, what are the critical success factors for QR implementation in the South African fashion apparel sector? The purpose of this research was to define a priority list of critical success factors for consideration by defining the scope of QR thinking within business and clarifying the degree and level of application in northern hemisphere markets as lessons for the local sector. Three research aspects were conducted in determining the critical success factors for South Africa. An academic literature review was used to describe the development of QR and identify those factors within the field of supply chain management. This was used to define the scope of questions and themes for interviews with local industry professionals. The results of these interviews were then compared to insights from case studies of global, fast fashion retailers in order to define the priority list of factors. The primary findings for the South African retail sector were: that effective QR implementation should be strongly aligned to the strategic positioning of retail and manufacturing cluster of organisations. Detailed consideration of the benefits for both supply chain members, as well as the level of communication and exchange of information was critical in developing the responsiveness required from the supply chain. Collaborative product design featured frequently within the research and required new processes and organisational structures to be implemented effectively. The findings of the research provide a concise, viable set of factors for retail and manufacturing engagement. These factors can be used to structure long term, sustainable quick response practises to enable greater adoption and implementation within the South African sector. This will encourage more close-to-home product development and enable retailers to better utilise local manufacturing resources while remaining competitive.

The Constitution of the Republic of South Africa passed in 1996 created three spheres of government - national, provincial and local governments. The local government sphere is at the coal face of service delivery as it is closest to the local communities. The goods and services required by the state to provide services to communities are procured from the private sector. Section 217 of the Constitution stipulates that procurement should be done by a supply chain management system that is fair, equitable, transparent, competitive and cost effective. The Constitution made provisions for the creation of supply chain management departments in municipalities whose policies would be guided by the ideals of Section 17 of the Constitution. This study explores the nature and role of local government and provides insight into the concept of service delivery in the South African context. The aim of the study was to provide insight into public sector procurement supply chain management in order to determine how an effective supply chain performance management system could possibly improve service delivery by local government. The nature of this study is descriptive and exploratory. Primary data was collected using in-depth interviews with eight participants at four metropolitan cities. The literature review section of this study discusses three aspects: (1) the nature, roles and responsibilities of local government; (2) supply chain management in the public sector; and (3) performance management. The literature review revealed that local government has a constitutional mandate to deliver quality services to communities using effective and efficient supply chain management processes. Monitoring of and reporting on projects is critical as it informs future planning and budgeting. Feedback is given on progress and where necessary control measures are introduced to ensure effective service delivery to local communities. The findings of this study indicate that all the participating cities follow the prescribed requirements of the Public Finance Management Act, Municipal Finance Management Act and the Municipal Systems Act amongst others. Challenges identified include: weak internal controls, inadequate contracts management, lack of performance monitoring and reporting, lack of proper and integrated planning, and unresponsive supply chain processes. It is suggested that internal controls need to be strengthened in all areas of supply chain management. Personnel should be held accountable for their actions at all times. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2013.

M.Com. (Business Management) / In the field of supply chain, rival organisations compete on the basis of routes to market. The organisation that has the most cost competitive route to market is able to gain dominance and ultimately increase its profitability. Currently Clover is faced with the challenge where its retail customers want to take ownership of the delivery of perishable goods from the manufactures to their retail stores. Such a move would result in considerable loss of revenue to Clover. To retain this business Clover needs to prove to the retail customers that it has the most cost competitive routes to market and that it can deliver to market in the most economical and efficient manner that will benefit both Clover and its retail customers. The availability of appropriate information plays a key role in any activity along the supply chain. This research will focus on Point-of-Sale (POS) data, and how it can strengthen strategic collaborations between Clover and its retail customers in order to achieve cost competitive routes to markets. The research explores the supply chain strategies that can be utilised by the branded food and beverages group to collaborate with its retail customers. The impact of these supply chain strategies on routes to market is established and investigated. The role of information systems, mainly POS data, is highlighted to indicate how it can assist in attaining cost competitive routes to market. A qualitative research approach was adopted in order to solve the research problem with interviews being used as the primary data collection instrument. The data collected through the interviews was coded and analysed according to the themes, time, distance, volume and weight. The research analysed how these identified key themes impact on the cost competitive routes to markets. The research recommendation on how to attain cost competitive routes to market include, strategic collaboration with retailers along distribution channels, where feasible introduction of leaner and agile supply chains,