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departments were able to acknowledge and admit that to a certain degree, there are glitches in terms of information sharing with other departments.
5.3. The state of the current supply chain management on customer relationship
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At DSA, the Finance Department expounded that the automatic global system, which is a stock ordering system, is a function of supply chain management. This system affects business performance negatively by personnel inputting incorrect information and failing to update the system so that up-to-date information is shared. In some cases, the personnel goes ahead with fulfilling an order that was not meant to be delivered on that day. This causes business performance to be jeopardized since the order has to be back-processed. This takes place due to lack of information sharing among the relevant personnel which leads to SCM back log, and causes time and resources wastage.
At present, information is the principal resource in businesses when viewed from an economic perspective. Subsequently, production factors (labour, capital and raw materials) have been converted to secondary resources. Active information sharing has come to be an indispensable instrument for supply chain management to flourish. Information sharing is a multifaceted practice that companies employ both within themselves and among supply chain partners. A growing level of information sharing has originated from being compulsory rather than a choice.
To ensure synchronisation between the various components of the supply chain, information sharing and information technologies are important (Ravichandran (2008). Information sharing stabilises production in the supply chain. To remain resilient and to have a competitive edge, the global economy robustly affirms the need for businesses to have access to vital information.
Competition is not limited just to companies but rather extends to different networks and this stresses the need for successful information sharing (Ravichandran, 2008; Fawcett et al., 2007;
Novitasari and Damayanti, 2018).
The anticipated time-based performance consists of delivery speed (Handfield and Pannesi, 1992); new product development time (Vickery et al., 1995); delivery dependability (Handfield, 1995); introduction of new products, manufacturing lead-time; and customer accessibility (Hendrick, 1994; Novitasari and Damayanti, 2018).
Based on previous studies, information sharing between supply chain partners has a noteworthy substantial impact effect on business performance (Rohman et al., 2020). Information sharing also permits firms to make better decisions related to gathering, capacity allocations, manufacture and the preparation of particular products. This occurs as a result of increased
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perceptibility of demand, supply and record of stock (Lin, Huang and Lin, 2002). Several studies have emphasised that information sharing is a key component in augmenting performance (such as increased proficiency; rapid material flow; shorter order times; increased customer approval) (Rohman et al., 2020).
The literature states the importance of supply chain management on customer relationships as of paramount importance, as this is a new way of doing business. Businesses have become compelled to advance in information sharing and technology otherwise they risk to become primitive and to be extinct, as a result of losing competitive edge. The literature also emphises the need of the ability to use these technologies and information sharing tools, otherwise they would not have a positive impact if not used efficiently. According to the findings at DSA, the ability to use information sharing accurately or correctly still proves to be a mountain to climb and a point of focus in terms of mastering the information sharing among the departments. If this is not taken care of with utmost speed, it will negatively impact customer relationships with the DSA customers as already is the case.
5.4. The state of information sharing and cross functional relationships among departments at DSA
Information sharing often boosts the accuracy of demand forecasts, refining pricing structures, updating production scheduling and maintaining the organisation of consumer demand (Chiang et al., 2016). By synchronising supply chain processes, the material flow becomes more productive and subsequently lessens inventory costs. Information sharing also initiates efficient supply chain assimilation by sanctioning firms to invest in more reliable deliveries, which would be beneficial to address the challenges at DSA (Choi, Lee and Yoo, 2010; Özer, Zheng and Ren, 2014).
The establishment of mutually shared goals creates the basis for shared levels of trust and commitment building within specific teams (Ahmad and Zailani, 2017). This also creates cohesion among departments and can be used to incite a protocol following a culture that creates a sound SCM at DSA. These can be attained through the generation of certain tactical associations (Ahmad and Zailani, 2017).
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A recent study highlights that modern businesses have transitioned to no longer competing as exclusively autonomous entities but as supply chains (Chen et al., 2011). Companies should form connections with others within their supply chains in an attempt to achieve their mutually shared goals (Chen et al, 2014; Ahmad and Zailani, 2017).
5.4.1 The department viewpoints
Order Processing
Six out of seven of the participants (86%) in Sales stated that they were directly involved in the processing of any T3 orders on the system, (e.g. loading of discounts, capturing the orders).
Three out of five of the participants (60%) within the operations department played a role in processing of any T3 orders on the system, e.g stock forecasting, allocating stock, picking, planning, invoicing and delivering. 2/5 (40%) of the participants did not.
Individual Factors Affecting their Tasks
All participants (7/7) within the sales department explained that they performed their designated tasks; however, carrying out their tasks was subject to various factors.
Identification of the factors revealed that they included matters related to pricing, stock availability and interdepartmental disputes. After confirming a price with a customer, sometimes the price would be different following order processing. This appears to be the main issue related to pricing.
Two out of three of the participants (66%) in the finance department linked their issues to awaiting the relevant authorisation while the remaining participants (33%) linked their issue to having to follow-up with the relevant authority. Furthermore, this again highlighted that the human components and decision making were the challenging aspects of the supply chain.
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All participants (100%) within the operations department experienced issues/glitches/challenges in carrying out their functions in the order on the system.
Interdepartmental Communication
When asked about whether interdepartmental communication occurred, only 2/7 participants agreed.
Intra-organisational, specifically interdepartmental, collaboration was identified as a key area of concern and had been adversely affecting the supply chain. Participants described the challenges they faced as being detrimental and having negative impacts on productivity.
Participants commented on the effectiveness of the system. They did not identify the system as having serious complications.
5.5. Proposed improvement strategies for the management of information sharing and