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Cone Roper (1994). The Cone / Roper Study – a benchmarked survey of consumer awareness and attitudes towards cause related marketing. Cone Communications, 1993/1994 [online]. Available at: http://www.msen.mb.ca/crm.html (Accessed 25/05/2006). Cooper DR, Schindler PS (2001). Business Research Methods (7 th Edition). New York: Irwin/McGraw-Hill. Cornwell TB, Coote LV (2005). “Corporate sponsorship of a cause. The role of identification in purchase intent”. J. Bus. Res., 3: 268-276. Cui Y, Trent ES, Sullivan PM, Matiru GN (2003). “Cause-related marketing: how generation Y responds”. Int. J. Retail Distrib. Manage., 31(6): 310-320. Endacott RW (2004). “Consumers and CRM: a national and global perspective”. J. Consum. Mark. 21(3): 183-189. eThekweni Municipality (2004). Making City Strategy Come Alive: Experiences from eThekweni Municipality, Durban, South Africa. Corporate Policy Unit (CPU), eThekweni Municipality, Durban, South Africa. Kinnear TC, Taylor JR (1991). Marketing Research. An Applied Approach. 4 th Edition. New York, USA: McGraw Hill, Inc. Kotler P, Lee N (2005). Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause. Hoboken NJ: Wiley. Lamb CW, Hair JF, McDaniel C, Boschoff C, Terblanche NS (2008). Marketing (3 nd South African Edition). Cape Town: Oxford University Press Southern Africa. Leedy PD (1993). Practical Research Planning and Design (5 th Edition). New York: Macmillan. Moodley S (2004). Making City Strategy Come Alive. Experiences from eThekweni Municipality, Durban, South Africa. Durban: Poynter Print. Moir L (2001). “What do we mean by corporate social responsibility?” Corp. Govern. 1(2): 16-22. Nelson RA, Kanso AM, Levitt SR (2007). “Integrating public service and marketing differentiation: Analysis of the American Express Corporation’s ‘Charge Against Hunger’ promotion program”. Serv. Bus. An Int. J., 1(4): 275-293. Corbishley and Mason 7239 Schiffman LG, Kanuk LL (2004). Consumer Behaviour. Upper Saddle River: Pearson. Prentice Hall. Shabir S, Kaufmann HR, Ahmad I, Qureshi IM (2009). “Cause related marketing campaigns and consumer purchase intentions: The mediating role of brand awareness and corporate image”. Afr. J. Bus. Manage., 4(6): 1229-1235. South African Yearbook 2004/5. (2005). (12 th Edition). Pretoria: Government Communications (GCIS). Subrahmanyan S (2004). “Effects of price premium and product type on the choice of cause-related brands: a Singapore perspective”. J. Prod. Brand Manage., 13(2): 116-124. Szykman LR, Bloom PN, Blazing J (2004). “Does Corporate Sponsorship of a Socially-Oriented Message Make a Difference? An Investigation of the Effects of Sponsorship Identity on Responses to an Anti-Drinking and Driving Message”. J. Cons. Psychol., 14(1 & 2): 13-20. Till BD, Nowak LI (2000). “Toward effective use of cause-related marketing alliances”. J. Prod. Brand Manage., 9(7): 472-484. Tustin DH, Pienaar K (2005). “The importance of communicating causerelated marketing (CRM) strategies in South Africa”. Communication, 31(1): 122-140. Van den Brink D, Odekerken-Schröder G, Pauwels P (2006). “The effect of strategic and tactical cause-related marketing on consumers’ brand loyalty”. J. Consum. Mark., 23(1): 15-25. Varadarajan PR, Menon A (1988). “Cause-Related Marketing: A Coalignment of Marketing Strategy and Corporate Philanthropy”. J. Market. 52(7): 58-74.
African Journal of Business Management Vol. 5(17), pp. 7240-7247, 4 September, 2011 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM10.746 ISSN 1993-8233 ©2011 <strong>Academic</strong> <strong>Journals</strong> Full Length Research Paper Supply chain management: success factors from the Malaysian manufacturer’s perspective Ai Chin Thoo* Hon Tat Huam, Rosman Md Yusoff, Amran Md Rasli, Abu Bakar Abd Hamid Department of Management, Universiti Teknologi Malaysia, Johor, Malaysia. Accepted 15 December, 2010 The purpose of this paper is to shed the light on the critical success factors that lead to high supply chain performance outcomes in a Malaysian manufacturing company. The critical success factors consist of relationship with customer and supplier, information communication and technology (ICT), material flow management, corporate culture and performance measurement. Questionnaire was the main instrument for the study and it was distributed to 84 staff from departments of purchasing, planning, logistics and operation. Data analysis was conducted by employing descriptive analysis (mean and standard deviation), reliability analysis, Pearson correlation analysis and multiple regression. The findings show that there are relationships exist between relationship with customer and supplier, ICT, material flow management, performance measurement and supply chain management (SCM) performance, but not for corporate culture. Forming a good customer and supplier relationship is the main predictor of SCM performance, followed by performance measurement, material flow management and ICT. It is recommended that future study to determine additional success factors that are pertinent to firms’ current SCM strategies and directions, competitive advantages and missions. Logic suggests that further study to include more geographical data coverage, other nature of businesses and research instruments. Key words: Supply chain management, critical success factor. INTRODUCTION Back in the 1960s, the cornerstone to every successful company is to make customers, keep customers, and maximise customer profitability. Later, the focus moved away from low costs and low quality product markets to high quality products markets at lower costs with greater responsiveness (Chin et al., 2004). Numerous quality initiatives were initiated by many companies, including total quality management (TQM), international organisation for standardisation (ISO) and just-in-time (JIT) for quality assurance and measurement (Chandra and Kumar, 2000). By the early 1990s, intense competition and global markets forced organisations to get a product and service to the right customer, at the most opportune time and at the lowest cost (Altekar, 2005; Li et al., 2003). More and *Corresponding author. E-mail: acthoo@utm.my. Tel: 6012 2581 935. Fax: 607 556 6911. more organisations are promoting supply chain competitiveness to attain organisational efficiency, as present competition is between effective supply networks rather than individual organisations. In the 21st century, supply chain management (SCM) shapes a new manufacturing paradigm of organisational sustainability and competitiveness (Gunasekaran, 2004). SCM is progressively recognised as a key and vital corporate strategy, which links both suppliers and customers in order to enhance overall manufacturing flexibility. Besides, successful SCM is a prominent tool to reduce cost of operation by eliminating all non value added activities in the flow of various kinds of materials from supplier to end customer (Chan and Lee, 2005). Statement of the problem Enhancing superior supply chain performance has
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7290 Afr. J. Bus. Manage. Table 6.
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7302 Afr. J. Bus. Manage. Figure 1.
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
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participants attributed their failu
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Table 1. Descriptive statistics of
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Table 4 Contd. Inconsideration of l
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Table 5 Contd. Manufacturing 2.17 1
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The CLRP is an NP-hard problem, so
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No START Form a new cluster. Select
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Table 1. Computational results of G
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Table 1. Correlation of facets of C
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Figure 1. Theoretical approach adop
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quadrant (III), including product v
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consistently showed negative (posit
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signal. This hypothesis predicts a
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Variables are defined as in the ful
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Table 3. The results of model (2).
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around the world. Q. Rev. Econ. Fin
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tourism industry development. In th
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Table 2. Canonical correlation. 2 C
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Table 5. Bilateral analysis and ran
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strategies (Hart, 1995; Tello and Y
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Table 1. Reliability and construct
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Table 3. Latent variables test. She
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Haines R, Street M, Haines D (2008)
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owned insurance firm to enter the m
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affective commitment; organizationa
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Figure 1. Structural relationships
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Prior to analysis, variables were e
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Table 1. Effect decomposition for M
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Figure 5. Unstandardized estimates
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prospects. In other words, less wor
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goal of a SCM process is to create
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Sale Lean Supply Chain (LSC) Growth
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Upper Saddle River: Pearson Prentic
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the green awareness movement by ado
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usiness practices than smaller firm
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Table 3. Descriptive statistics and
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China. Green leadership could be em
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APPENDIX Appendix 1: Measures of ob
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Emotional intelligence Self monitor
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ship between a people’s perceived
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Table 1. Analysis of the reliabilit
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Table 4. Results from hypothesis te
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Ajzen I, Driver BL (1992). Applicat
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mono production economy, and rural
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Table 2. Pearson correlation betwee
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Table 1. Behavioral Phenomenon that
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Table 3. Test period data. Table 4.
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Prospect value Figure 3. Expected v
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Tversky A, Gilovich T (1989). The H
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Table 1. Components of a mentoring
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Table 3. Perceptions on the success
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Table 5. Characteristics of a mento
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terms of sustained development, are
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Table 7. Ideal characteristics of m
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qualitative analysis of fifteen hou
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section. In Section 3, we will disc
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Table 1. Participants’ demographi
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of Am. Acad. of Bus., Cambridge. 4(
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directors and propose the board ind
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composition is the outcome of a neg
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Table 1. Descriptive statistics. Ti
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Table 3. The determinants of board
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Booth JR, Cornett M, Tehranian H (2
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provides a wider response and swift
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Correlation “Customary Approach
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Table 2. Correlation matrix of EAC
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Table 9. Intra-EAC imports as share
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Martin JC (1999). The European Mone
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participate in the highest degree o
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innovation. A secondary innovation
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Figure 2. The switching ecology of
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Table 1. Revenue growth rate and CA
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variables (Beattie and Jones, 1999a
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Table 3. Explanations of dependent
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Courtis JK (1997). Corporate annual
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treated in the literature, its rela
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company. METHODOLOGY Table 1. Quest
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as an important factor in the manag
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satisfaction may also reduce the ov
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Table 1. Customer expectations on s
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Table 2. Contd. Machirori and Fatok
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and travelling may lead to satisfac
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and professionally developmental pr
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Table 1. Organizational elements mo
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Table 2. Studying the demographical
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education might involve plenty of c
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(Deng et al., 2010). To date, there
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Table 2. Results of hierarchical re
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WOM. The comparison can be seen in
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UPCOMING CONFERENCES International
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