Procurement is the acquisition of goods or services at the best possible total cost of ownership, in the correct quantity, at the correct time, in the correct place for the direct benefit or use of corporations, governments or individuals (Procurement 2005). Electronic procurement is the fulfillment of the procurement function by use of the Internet and new technologies to facilitate a seamless, end-to-end stream of strategic procurement activities enabling improved responsiveness and analysis within the procurement organisation (Wheatley 2003). The aim of the study was to identify the effectiveness and efficiency of the current procurement processes in place at UTi Domestic and to investigate the feasibility of using Electronic Procurement as a possible mechanism for Business Process Re-Engineering within UTi Domestic, to streamline and add value to the overall procurement function. This study was undertaken at UTi domestic in Johannesburg. Questionnaires were used to collect data. In total, twenty-eight procurement staff members and six management members completed separate questionnaires. One hundred percent response rate was achieved for both groups. The procurement staff completed a structured questionnaire while management were asked unstructured questions. Data obtained from the questionnaires were analysed using the Statistical Package for the Social Sciences (SPSS). The findings of the study indicated that the procurement process at UTi Domestic was inefficient and ineffective. The procurement process was in need of redesign. Controversy existed between management and procurement staff over whether e-procurement would be the solution to the procurement problem. The researcher recommended the implementation of an e-procurement solution as a resolution to the procurement problem, based on the value potential of the solution and the ability of the solution to positively satisfy all of the aims of the study. As supported by the literature, e-procurement can make a significant difference to UTi Domestic. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

This study sets out to ascertain the impact that the marketing initiatives of a retail chain have on the inventory levels of the retail chain. The stock levels of a retail chain are the source of many frustrations. However, through developing an efficient and effective supply of inventory, a viable, competitive advantage is created for the firm. The bullwhip effect is the name given to the fluctuation in demand for specific products that is seen through the supply chain, the discoverer of this effect was J W Forrester. The primary objective of this study is to identify whether the movement of stock through the supply chain identifies with the bullwhip effect where the influences of the marketing initiatives are felt. The secondary objective is to discover what impact the different role players have on this phenomenon, i.e. the store managers, buyers and suppliers. The promotion process is utilised as a tool to drive the strategy of the Clicks organisation, but a side effect is the creation of the Bullwhip Effect. The main problem is that the demand for the item is increased for a specific period and then the demand is either reduced to levels lower than before the promotion or will revert to the same level as before. Sales and stock movement data was recorded and graphically displayed to determine whether the Bullwhip effect was created. This research has highlighted the following problems: (a) There is no direct communication between the role players. (b) Decisions are based on somewhat dubious information. (c) Large promotional orders are based on sales history. (d) There are no real measures in place to rectify any errors. (e) The measuring criteria and KPAs differ between the role players. Recommendations derived from this research include: (f) Increase communication between the category buyers and the store managers. (g) Rather than bulk ship stocks to the stores, introduce a staggered shipping approach. (h) Create a position for a specialist person who can deal with the overstocks. This person would be responsible for reallocating overstocks including returning the overstocks to the DCs. (i) Reduce the number of "lost leaders" and extensive advertising of these "lost leaders" and rather concentrate on more generic advertising. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2004.

NCT Forestry Co-operative Limited has experienced decreased yearly hardwood pulpwood volume sales over the last several years. This indirectly means NCT members have decreased their hardwood pulpwood volume trade to NCT over the last several years. Combined with the general under-supply of hardwood pulpwood from its members, NCT's current systems do not accurately predict the monthly and yearly volumes from its members. This is because many factors play a role and influence the physical volume of hardwood pulpwood supplied during the marketing process from the stump to the mill. Two independent studies have been carried out by NCT, to determine the main factors causing NCT members to under-supply their hardwood pulpwood. Both reports sighted "price" as the major factor and driver in contributing to NCT members making a decision to bank their timber or dispose of it elsewhere. Due to NCT's core business being export orientated, "price" is considered to be "exogenous" by nature or defined as an "uncontrollable variable" as the mill delivered price NCT offers its members is a factor of the macro economic conditions between South Africa, United States of America and Japan. More specifically the "price" NCT offers its members is a factor of the exchange rate between the South African rand and the United States dollar. The second contributing factor which was sighted by NCT members as to why they were under-supplying their hardwood pulpwood was "operational issues". "Operational issues" can be refined to issues pertaining to the stump-to-mill supply chain. "Operational issues" as apposed to "price" can be considered as a "controllable variable" as every component within the stump-to-mill supply chain can be controlled and managed. This paper specifically undertakes to investigate, in more detail, what specific factors within the stump-to-mill supply chain are causing NCT members to under-supply their hardwood pulpwood to NCT. Mitigating research into the stump-to-mill supply chain as an area of concern for NCT is the fact that South Africa is currently and forecasted for the future, to have an under-supply and over-demand of hardwood pulpwood. This factor alone has many knock-on effects within the entire forestry value chain. Combined with the under-supply and over-demand situation for hardwood pulpwood, is the fact that NCT's competitors define the profile of an NCT member, being mainly associated to the medium and small grower category, as the most liquid form of hardwood pulpwood resource available. By understanding the problems the contracting fraternity faces in the value chain, further mitigates the focus on the stump-to-mill supply chain as a problem area for NCT. Research exposes that mainly "second economy" or "informal contractors" work in the environment of medium and small grower categories. For independent contractors, this environment is characterized by failure to reach economies of scale, lack of business skills, poor access to finance and training, difficulties in getting public liability insurance cover and limited help from the large corporate grower organisations. In general, NCT members falling into the medium and small grower categories will invariably experience un-professional service from independent contractors. This causes conflict in the stump-to-mill supply chain and can damage the marketing service NCT provides to its members and markets. The loyalty of NCT hardwood pulpwood owning members will be tested as the sale of hardwood pulpwood moves more and more into a "sellers" market, which will inherently mean an increase in the bargaining power and leverage these members will enjoy. Buyers who position themselves to satisfy these anticipated increased needs of private/independent growers will most likely enjoy competitive advantage. This study has found that competitive advantage partly lies in more control and management of the stump-to-mill supply chain. The study has also recommended that NCT adopt a combined strategy of backward vertical integration with keiretsu (a combined supply chain management strategy that incorporates few suppliers and backward vertical integration in a coalition partnership) in its approach to gain more control of the stump-to-mill supply chain. The study further concluded that the orthodoxy of supply chain management (SCM) emphasises competitive advantage through increased operational control and efficiency combined with market responsiveness from production and distribution processes into the hands of NCT. Further, the paper found that anticipated future competition for NCT would be between the stump-to-mill supply chains rather than between firms. Indirectly this means NCT will have to increase the scope of service to its members and that means increasing its service in the stumpto-mill supply chain. An effective hardwood pulpwood procurement (marketing) strategy rolled out by NCT using a combination of backward vertical integration and keiretsu as supply chain management strategies, in a drive to gain more control and management over the stump-to-mill supply chain was strongly recommended. This strategy will not only increase the control over the volume supplied to NCT but will also increase the sustainability of fibre by creating planned felling schedules. This strategy will also provide a stable environment for the "informal" or "second economy" contractors to work in, while satisfying the increasing needs of NCT members, and in the process creating a competitive advantage by providing a much-needed additional service. By adopting the supply chain management approach of using both backward vertical integration and keiretsu as strategies will allow for benchmarking between the two strategies to take place, while at the same time due to increased planning, economies of scale will be achieved leading to cost savings. Cost savings in the stump-to-mill supply chain will allow NCT more flexibility in defending its mill delivered prices. Hence, the key to unlocking the code to hardwood pulpwood supply from the NCT membership partly lies in the intervention of the stump-to-mill supply chain by adopting a dual supply chain management strategy of both backward vertical integration and keiretsu by NCT in the stump-to-mill supply chain. However, one can capture the hill by using "service" only, but this strategy will not necessary help you hold the hill. A combined strategy of "price" and "increased service" will more than likely allow NCT to capture and hold the hill. / Thesis (M.B.A.) - University of KwaZulu-Natal, Pietermaritzburg, 2006.

No abstract available. / Thesis (M.Com.)-University of Durban-Westville, 1988.

Supply chain scheduling (SCS) emerged as a result of the integrated Supply Chain Management concept and should be incorporated in planning and operating Supply Chain (SC). The review of literature indicated integration of SCS in the SC is still far from being achieved. Recognising that optimisation of scheduling activities separately will only lead to local optima, this research proposes a SCS global optimisation through the integration of scheduling within manufacturing and distribution networks. / Thesis (PhD)--University of South Australia, 2008.

This thesis discusses the use of inventory pooling methods in inventory management for the so-called multi-location systems whereby the stocking locations share their inventories, typically by using lateral transhipments, in order to fill demand at a stock-out retailer with supplies from another having surplus items. The capability of conventional pooled-inventory systems are upgraded with the proposal herin of a novel approach that employs emergency orders along with lateral transshipments to improve network performamce under a high shortage-penalty environment. / Thesis (PhD)--University of South Australia, 2008.

Thesis (M.Eng.)(Industrial)--University of Pretoria, 2007. / Includes summary. Includes bibliographical references (leaves 132-138). Also available in printed version.

Thesis (M.S.) in Forestry--University of Maine, 2004. / Includes vita. Includes bibliographical references (leaves 72-75).

Thesis (M.S. in Operations Research)--Naval Postgraduate School, March 2005. / Thesis Advisor(s): Robert F. Dell. Includes bibliographical references (p. 35-36). Also available online.

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