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Publication date: 1 March 2003

Kabossa A.B. Msimangira

Discusses supply chain management practices, with emphasis on purchasing, in Botswana (a developing country). Focuses on problems facing business operations and how to improve the…

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Abstract

Discusses supply chain management practices, with emphasis on purchasing, in Botswana (a developing country). Focuses on problems facing business operations and how to improve the situation. Presents the views of purchasing personnel from public and private organizations and of students taking purchasing and supply chain management courses. Discovers that purchasing has not been recognized as a profession, which has led to lack of motivation in purchasing sections’ personnel. Further, purchasing policies on external relationships and image are non‐existent in most organizations. Claims that managers need to change their thinking about the purchasing and supply function – to see it as strategic and not clerical; and purchasing and supplies personnel require training in supply chain management.

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Supply Chain Management: An International Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 February 1994

Kabossa A.B. Msimangira

Reports the results of a study carried out in Tanzanian publictextile manufacturing firms. The purpose was to examine the rolesperformed by middle and senior managers to enable…

864

Abstract

Reports the results of a study carried out in Tanzanian public textile manufacturing firms. The purpose was to examine the roles performed by middle and senior managers to enable them to carry out their jobs efficiently and effectively. In addition, the study concentrated on manufacturing management practices and the relationship between managers and subordinates (employees). It was found that middle managers have more practical vision for the future than top (senior) managers. The majority of middle managers, though they perform strategic functions in the organization, do not have as much influence to effect changes as do top managers However, current fundamental problems need to be at least partly solved before any particular management technique can be expected to work well. Where management techniques are applied, they need to start with basic information and reporting before any more advanced methods can be introduced. Proposes recommendations to alleviate some of the problems.

Details

International Journal of Public Sector Management, vol. 7 no. 1
Type: Research Article
ISSN: 0951-3558

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