Introduction and Relevant Details: This research investigates the impact of inbound logistics' activities on the operational performance of the business within the branches of the South African Post Office (SAPO) in the Eastern Cape Province. The study basically hypothesises a statistically significant positive correlation between inbound logistics' activities and the operational performance of the business with regards to revenue generation and operational costs in particular. A sample of 100 branch offices was randomly selected. A 50-item questionnaire was administered by mail to the branches to collect the data during September 2005, and statistical tests for correlation were conducted on at least five dependent variables; stock procurement costs, effects on revenue, number of stock variation occurrences, order variation occurrences and the stock holding effects. Results of Data Analysis: The results of 88 respondents (88%) showed the existence of the significant positive relationship between the inbound logistics activities and the operational performance of the business at the South African Post Office branches as proposed by the study. The Spearman Rank Correlation tests were above 0.7 for most of the tested variables, showing a strong relationship. The inbound logistics' activities were also found to be positively correlated to revenue generation as well as to the operational expenses of the business. Conclusion and Recommendations: The findings allowed the researcher to conclude also that whatever improvements are made to the inbound logistics will also impact on the operational performance of the business, while failures in the inbound logistics will do so negatively. Business endeavours to maximise revenue and minimise costs are directly affected by the inbound logistics' activities. The branches of the SAPO seemed to be dissatisfied with most of the services rendered by the Supply Distribution Centre (SOC) of the SAPO, and such services have negatively affected the achievement of revenue targets at the branches as well as the operational costs. Holistic approaches to developing positive perceptions in the branches together with improving service activities at the SOC are recommended. Collaborative initiatives between branches and the SOC, reviewing the lead-times and the establishment of proper structures to handle supply chain queries, enhanced by information system technology to provide accurate and up-to-date information to branches and related parties about stock order issues are required . Areas of further research highlighted include the inbound logistics' activities of the SOC and the effectiveness of company policies as a guide to Supply Chain Management (SCM).

The performance of small businesses contribute substantially to the South African economy. In recent years the South African Government has prioritised the development of township retail industries by implementing numerous initiatives. The primary objective of this study was to determine how formal independent small retail businesses in Soweto manage their logistical supply chain drivers, namely facilities, inventory and transportation, in terms of responsiveness and cost-efficiency in order to survive. The logistical supply chain drivers should not only be managed as a cohesive unit, but also be aligned with the orientation of the selected supply chain strategy, in terms of responsiveness and cost-efficiency. During 2014, a quantitative survey was conducted among 650 formal independent small Sowetan businesses of which the responses of 556 retailers were analysed in terms of responsiveness and cost-efficiency. The study also investigated the role of the relevant industry group in the management of the logistical supply chain drivers by the business owners. The data was analysed and tested by the Kruskal-Wallis test, the Pearson Chi-square test and factor analyses were performed. Two binary logistic regression models were developed to determine the influence of the management of the logistical supply chain drivers on the small retailers’ odds of survival. The results showed that the small retailers manage facilities and inventory focused more towards responsiveness, whereas transportation is managed focused on either cost-efficiency or responsiveness. The study concluded that age and growth in income can predict the odds of survival for small businesses. / Business Management / M. Com. (Business Management)

Fu Gang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 71-72). / Abstracts in English and Chinese. / ABSTRACT OF THESIS ENTITLED --- p.I / ACKNOWLEDGEMENT --- p.III / TABLE OF CONTENT --- p.IV / LIST OF FIGURES --- p.VII / LIST OF TABLES --- p.VIII / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter 1.1 --- A Third-party E-commerce Logistics Center in Need --- p.1 / Chapter 1.2 --- Difficulty in Designing the Logistics Center --- p.2 / Chapter 1.3 --- AHP and ANP --- p.3 / Chapter 1.4 --- Scope of the Study --- p.4 / Chapter 1.5 --- Organization of the Thesis --- p.5 / Chapter CHAPTER 2 --- BACKGROUND AND LITERATURE REVIEW --- p.7 / Chapter 2.1 --- Third-party E-commerce Logistics Center --- p.7 / Chapter 2.2 --- "Government, Investors, and Users" --- p.8 / Chapter 2.3 --- Center Design --- p.11 / Chapter 2.3.1 --- Information and Physical Infrastructure --- p.11 / Chapter 2.3.2 --- Ownership Arrangement --- p.12 / Chapter 2.3.3 --- Design Alternatives --- p.13 / Chapter 2.4 --- Evaluating Design Alternatives --- p.17 / Chapter CHAPTER 3 --- AHP MODEL --- p.19 / Chapter 3.1 --- Introduction of AHP --- p.19 / Chapter 3.2 --- AHP Models for Government --- p.20 / Chapter 3.2.1 --- Benefit to Government --- p.20 / Chapter 3.2.2 --- Cost to Government --- p.23 / Chapter 3.2.3 --- Risk to Government --- p.24 / Chapter 3.3 --- AHP Models for Investors --- p.25 / Chapter 3.3.1 --- Benefit to Investors --- p.25 / Chapter 3.3.2 --- Cost to Investors --- p.28 / Chapter 3.3.3 --- Risk to Investors --- p.29 / Chapter 3.4 --- AHP Models for Users --- p.32 / Chapter 3.4.1 --- Benefit to Users --- p.32 / Chapter 3.4.2 --- Cost to Users --- p.34 / Chapter 3.4.3 --- Risk to Users --- p.36 / Chapter CHAPTER 4 --- RISK SHARING IN CENTER DESIGN ´ؤ USING AHP MODEL --- p.38 / Chapter 4.1 --- "Solution Methodology of Aggregating Benefit, Cost and Risk in AHP" --- p.38 / Chapter 4.2 --- Aspects in Determining an Agreeable Solution --- p.40 / Chapter 4.3 --- Sensitivity Analysis in AHP --- p.42 / Chapter 4.4 --- A Conflict-Resolving Solution Procedure for AHP --- p.44 / Chapter 4.5 --- An Illustrative Numerical Example in AHP --- p.48 / Chapter CHAPTER 5 --- ANP MODEL --- p.51 / Chapter 5.1 --- Introduction of ANP --- p.51 / Chapter 5.2 --- ANP Models for Government --- p.53 / Chapter 5.2.1. --- Benefit to Government --- p.55 / Chapter 5.2.2. --- Cost to Government --- p.54 / Chapter 5.2.3. --- Risk to Government --- p.54 / Chapter 5.3 --- ANP Models for Investors --- p.56 / Chapter 5.3.1 --- Benefit to Investors --- p.56 / Chapter 5.3.2 --- Cost to Investors --- p.56 / Chapter 5.3.3 --- Risk to Investors --- p.56 / Chapter 5.4 --- ANP Models for Users --- p.56 / Chapter 5.4.1 --- Benefit to Users --- p.56 / Chapter 5.4.2 --- Cost to Users --- p.58 / Chapter 5.4.3 --- Risk to Users --- p.58 / Chapter CHAPTER 6 --- RISK SHARING IN CENTER DESIGN ´ؤ USING ANP MODEL --- p.60 / Chapter 6.1 --- Aggregated Benefit-Cost-Risk ANP Model --- p.60 / Chapter 6.2 --- Sensitivity Analysis of ANP Model in an AHP Fashion --- p.61 / Chapter 6.3 --- Sensitivity Analysis of General ANP Model --- p.62 / Chapter 6.4 --- A Conflict-Resolving Solution Procedure for ANP --- p.63 / Chapter 6.5 --- An Illustrative Numerical Example in ANP --- p.66 / Chapter CHAPTER 7 --- p.69 / CONCLUSION --- p.69 / BIBLIOGRAPHY --- p.71