This section presents findings on supply chain performance evaluation approaches as obtained from the respondents. It presents information about the involvement of the supply chain partners in the management of performance of supply chain and relates the information based on customer service, innovation and learning and internal business factors in managing their supply chains.
4.4.1 Measuring Supply Chain Performance
Ninety percent (90%) of program implementers, 86.1% of project managers and 81.2% of supply chain partners strongly felt that measurement of their supply chains’ performance helped in better managing their supply chain as shown in Table 4.15.
Table 4.15: Measuring Supply Chain Performance can help Manage Supply Chain
Respondent Total Program implementer Project manager Supply chain partner Measuring supply chain
performance of participating organisations can manage the supply chain.
Agree 2 5 3 10
Strongly
agree 18 31 13 62
Total 20 36 16 72
4.4.2 Supply Chain Performance Evaluation Approach
In discussions held on performance management approaches, 75% of program implementers, 91.6% of project managers and 93.7% of supply chain partners were indifferent as to whether there was a performance evaluation model that had been developed for their specific programs as shown in Table 4.16. Directors and managers were aware of performance measurement approaches applicable but had not specifically identified particular one in use.
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Table 4.16: Identification of Supply Chain Evaluation Approach/Model
Job description Total Program implementer Project manager Supply chain partner Supply chain performance
evaluation approach identified for the program.
Disagree 5 3 1 9
Neutral 15 33 15 63
Total 20 36 16 72
4.4.3 Balanced Score Card Performance Model
Most respondents were neutral as to whether they were familiar with the balanced scorecard supply chain performance model. This was offered by 57.1% of directors, 71% of managers and 90% of supervisors who were neutral as shown in Table 4.17.
Table 4.17: Program Familiarity with Balanced Score Card Performance Model
Job description Total Director Manager Supervisor
Familiar with the balanced score card supply chain performance model Disagree 0 5 0 5 neutral agree strongly agree 8 6 0 27 4 2 18 2 0 53 12 2 Total 14 38 20 72
4.4.4 Stakeholder Perspective on Supply Chain Performance
Directors and managers would most likely be in contact with stake holders in the various programs; 85.7% of directors, 84.2% of managers and 80% of supervisors strongly
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agreed that stakeholders played a critical part in informing their supply chain as shown on Table 4.18.
Table 4.18: Stakeholder Perspective on Performance of Supply Chain
Job description Total DirectorManager Supervisor Stakeholder perspective of the supply
chain has been used to inform the performance of our supply chain program.
Agree 2 6 4 12
Strongly
agree 12 32 16 60
Total 14 38 20 72
4.4.5 Customer Perspective
100% of directors, 100% of managers and 95% of supervisors were of the opinion that customer concerns were considered in their supply chains. As most were donor funded, getting drugs and health related supplies to customers cheaply, responsively and in continuous supply was their major area of focus in the supply chain cycles as shown in Table 4.19.
Table 4.19: Customer Perspectives Inform Performance of Supply Chain
Job description Total DirectorManager Supervisor Customer perspectives have been used
to evaluate how the supply chain could add value for the customers.
yes 14 38 19 71
no 1 1
Total 14 38 20 72
4.4.6 Internal Business Perspectives
90% of project implementers and 97.2% of project managers felt that there were well defined internal business objectives that had been set and were reviewed on a regular basis to inform their supply chain activities as shown in Table 4.20.
38 Table 4.20: Internal Business Objectives
Job description Total
Program implementer Project manager Supply chain partner Internal business
objectives have been developed with partners.
yes 18 35 2 55
no 2 1 14 17
Total 20 36 16 72
4.4.7 Balanced Score Card Perspectives and Interrelationships
The largest proportion of respondents, 85.7% of directors, 94.7% of managers and 70% of supervisors felt that various aspects of the balanced scorecard helped in making better decisions in their various activities as shown in Table 4.21.
Table 4.21: Balanced Score Card Perspectives and Decision Making
Job description Total DirectorManager Supervisor A combination of BSC process
help understand interrelationships and improve decision making process
yes 12 36 14 62
no 2 2 6 10
Total 14 38 20 72
4.4.8 Customer Relationship Management Perspective
There was a general feeling that good relationship management between partners was key in making decisions relating to forecasting demand and sourcing activities for their supply chain concerns. 78.9% of managers, 92.8% of directors and 75% of supervisors strongly agreed on this as shown in Table 4.22.
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Table 4.22: Customer Relationship Management and Collaboration
Job description Total DirectorManager Supervisor CRM is important for the supply
chain in conducting joint market analysis and demand forecasting.
Agree 1 8 5 14
Strongly
agree 13 30 15 58
Total 14 38 20 72
4.4.9 Innovation and Learning Perspective
90% of program implementers, 88.8% of project managers and 81.2% of supply chain partners strongly felt that innovation and learning activities had played a key aspect that helped improve the performance of their supply chains as shown in Table 4.23.
Table 4.23: Innovation and Learning and Influence on Quality Improvement
Job description Total
Program implementers Project managers Supply chain partner Innovation and learning has
played a role in ensuring cooperation among supply chain partners to improve quality.
Agree 2 4 3 9
Strongly
agree 18 32 13 63
Total 20 36 16 72
4.4.10 Procurement and Information Management
92.8% of directors, 91.6% of managers and 94.4% of supervisors responded that they were satisfied with the procurement process and information sharing along their supply chains as shown in Table 4.24.
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Table 4.24: Procurement and Information Management
Job description Total
director manager supervisor An information sharing and procurement
process has been developed to ensure effective communication with suppliers and contract administration.
Yes 13 33 17 67
No 1 3 1 5
Total 14 36 18 72