The study collected primary data using semi-structured interviews and the thematic analysis was conducted by deductive and inductive reasoning guided by the Grounded Theory. The data was presented in the previous section as multiple perspectives of phenomena under investigation.
These contrasting perspectives allow the development of higher-order concepts that explain the situation at DSA regarding information sharing in the order processing system of the SC. This section (Figure 22 and Table 4.2) presents the themes related to the comparison of interviews with multiple participants in the context of DSA, according to the study’s objectives.
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Figure 22: Themes. Source: Developed by researcher (2022).
Table 4.2: Analysis of themes
Themes Category Objective
Theme one: Digital integration in the supply chain management system
Pricing issues on the system
The need for
synchronization to be live on the site.
1
Theme two: Internal supply chain processes
Communication issues
Stock availability issues
Training is needed for
1
116 awareness on roles Theme three: Information
integration and relationships with customers
The correct
information should be available across departments so accurate information is given to customers.
Information sharing needs improvement
Information is not forecasted accurately
2
Theme four: Cross
functional relationships in the supply chain
A proper channel of communication is needed
Relationships are strained due to limitations created by COVID-19
3 and 4
4.6.1. Theme one: Digital integration in the supply chain management system This theme relates to digital integration or the synchronisation required on the live site.
This is supported by the following responses from the interview sessions:
“Once it is captured it takes anything between 45 minutes to an hour to upload on our system for that number to be generated, once we get the stock number then we sent it for releasing so releasing it takes about anything between half an hour or hour to be released, then we get finance to very if anything is in order then finance need to release it, so anything between 2 to 3 hours to complete the whole process” (Interviewee 2).
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“From the time I have captured the orders it takes like 30 to 40 minutes maximum to produce the sales numbers that you use for requesting and then you send the request. It takes maybe a day to reflect on the order well of which those are orders that are released. If they are deals to be loaded you need to get a Pro-forma and then send it to the credit control. So for the whole process it takes me a day to do the whole function” (Interviewee 1).
The participants have raised their concerns regarding the speed within which they can complete their function on the order processing which is to capture the order. They have indicated that due to the time taken by the system to generate order numbers and Pro-forma invoice, they are unable to action their function at a possible fasted time.
4.6.2. Theme two: Internal supply chain processes
This theme relates to communication issues within and between departments, the stock availability issues that hampers quick customer deliveries on ordered items, and the misunderstanding or unawareness of roles among employees.
This is supported by the following responses from the interview sessions:
“Uhm… They are plenty of things that I need authorisation so we have a process that we work according to and if the request comes that is out of line with the process I need to ask for authorisation” (Interviewee 4).
“No I need authorisation. Firstly to bring back the stock, I need to get confirmation from the rep, the rep need to discuss it with the customer, and the rep need to notify us whether we should bring back the stock or not” (Interviewee 6).
The participants have expressed that they are too many functions that they are unable to perform without getting authorisation from certain individuals or departments. This then delays the turnaround time within which they can perform their functions on the order.
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4.6.3. Theme three: Information integration and relationships with customers
This theme relates to sharing of correct information across departments so accurate information is given to customers, an improved process for information integration and accurate forecasting of information, so that trustworthy relationships can be created with customers.
This is supported by the following responses from the interview sessions:
“Operations need to tell us that they could not make it in time so that we will be fully aware that the customer delivery was not able to be delivered so that when the customer call us regarding the delivery and we can tell the customer when they can expect the delivery because the customer they call sometimes at 5 and by that time operation has already gone home, and when I contact the operation manger they will only tell us they will know in the morning what the issue with the delivery of the customer. We need to be aware so that we can tell the customer when they will get the order” (Interviewee 1).
“Basically we lose sales firstly as customer do not get the order on time and the delivery is not delivered on time and we lose a lot of the delivery days that also a challenge when operation does not able to send deliveries on time of the day once every orders have been released. With also loading of the orders it take time to be finalised and the customers also misses the delivery also because the delivery is taking long to issue a discount of loading” (Interviewee 3).
“We get affected very badly, because if we lose the sales from the customers it means the customer will not be able to make any many and we might end up losing customer”
(Interviewee 1).
The participants have stated that due to these issues of non-delivery with no communication, had a serious impacts on the customer trust and the entire company’s credibility to deliver on time as this can result in losing the customers forever. This also can affects the entire company’s’
profitability as sales are lost to competitors in the process.
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4.6.4. Theme four: Cross functional relationships in the supply chain
This theme relates to how a proper channel of communication can be developed and improved since this is strained by Covid-19.
This is supported by the following responses from the interview sessions:
“Basically lets starts with operations first, if there are deliveries they must not mix the deliveries and inform us that they are full and they are no longer taking deliveries as we only get that information the following day that the customer did not get the delivery and they will get is next week while we thought the customer will get delivery in that day or tomorrow so I think in that aspects they should be a communication between the
operations and us here at sales. We sometimes do not get hold of operations as they already gone at home. Finance must be making the releasing and the rules need to be changed in the future and be looked at so that the releasing will be much easier.
Finance is also requesting the bank statements which that takes a lot of time and I do not know why they would do that because the customer have already paid. So those are the challenges that we need to tackle in order to overcome those challenges to make sure we get our system work fast and avoid such challenges” (Interviewee 12).
The participants have raised concerns regarding the standard operating procedures for different departments, most of the times these SOPs are contrasting. That results in the order being affected in the process, for example, the Operations department works until a certain time after that the sales employees have no one to resolve their issues and queries pertaining to operations.
Hence, this delays the processing of the order and the delivery turnaround time which makes the customers unhappy.
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