Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD Abstract Managing Supply Chain Disruption Risks in Nigerian Manufacturing Sector Chris I. Enyinda, Chris.enyinda@aamu.edu Alabama A & M University, USA. Alphonso O. Ogbuehi, aogbuehi@mail.clayton.edu Clayton State University, USA. Chris H. Mbah, dr_cmbah@yahoo.com Higher Colleges of Technology, United Arab Emirates. The ailing Nigerian manufacturing sector and its impact on economic and social development and the proposed ambitious vision 2020 have been receiving constant media coverage and political commentary. Manufacturing sector is the quintessential catalyst for economic growth and national security. For the Nigerian nation to achieve economic prosperity, global competitiveness, poverty alleviation, and national security agenda, manufacturing sector matters. Developed nations built their prosperous economies and formidable national security because of their strong manufacturing sectors. Although manufacturing has been acknowledged as an important engine for employment and economic output, the Nigerian manufacturing sector has not achieved impressive development and growth owing to a slew of supply chain disruption risks. Manufacturing rely on sound infrastructure and enabling operating environment, and supplies from around the globe, so disruptions in such as electric power and delivery of crucial inputs can halt production of components or products. Also, unpredictable and intangible disruption risks such as changes in regulations or currency exchange rate volatility can shut down production or assembly lines and delay deliveries. The risk of losing the ability to produce goods and high-value exports as a result of supply chain disruption risks will not only contract manufacturing firms but will also contract economic growth and national security. Also, supply chain disruption risks can exacerbate costs of production and logistics and in turn reduce profitability, shareholder value, and derail the touted Nigerian vision 2020.This means that manufacturers must consider reevaluating their supply chains in order to manage and mitigate supply chain disruptions and in turn improve resiliency. Firms that are able to prioritize and manage their supply chain disruption risks will reap the reward and those that do not do so at their competitive disadvantage. This paper identifies sources of knownunknown and unknown-unknown supply chain disruption risks facing the Nigerian manufacturing sector. It also discusses risk mitigation strategies that supply chain managers can deploy against those risks. Introduction Without adequate provision of infrastructure services and supportive business environment, manufacturing sector cannot play the crucial role required to induce economic prosperity, alleviate crushing poverty, foster trade competitiveness, and build formidable national security. Ehrlick (1995) describes the manufacturing sector as the economy’s most prolific generators and disseminators of technology and innovation that has a significant influence on the overall output and productivity growth. In developing countries, the manufacturing sector is often considered as the darling of policy makers, the engine of modernization, job creation, and a fundamental source of various positive spillovers (Tybout, 2000). Manufacturing sector growth is considered important for economic development in terms of share of total output or employment (Soderbom and Teal, 2002). Forward thinking governments can promote manufacturing sector through provision of special tax concessions and reduced tariff rates for firms that import manufacturing machinery and equipment (Tybout, 2000), and provision of reliable and adequate infrastructure services. However, the Nigerian manufacturing firms are closing down primarily due to supply chain disruption risk associated with impoverish infrastructure services (e.g., electric power). For the Nigerian nation to remain viable and prosperous in the 21 st century, manufacturing sector must be 564
Challenges in the Era of Globalization Edited by Emmanuel Obuah viewed as the lynchpin of inward-looking economic growth strategy, employment, and international trade competitiveness. Although the manufacturing sector can be the engine of economic development, it has not received the deserving attention from supportive government policies. To compete in today’s global marketplace, manufacturers must address alphabet soup of supply chain disruption risks affecting their manufacturing operations. The supply chain disruption risks and vulnerabilities facing manufacturers of all sizes stem from weak infrastructure services (e.g., electric power), lack of access to credit, demand uncertainty, price and exchange rate volatility, lack of supply chain talent, high port charges, difficulties in enforcing contractual obligations, costly imported raw materials, incoherent institutional policies, regulations, high taxes, corruption, among others. The electric power is particularly an important production inputs for manufacturing operations. High energy costs impact every aspect of the supply chain operations, from source of raw material acquisition, through manufacturing, to final distribution. The poor energy supply can erode profits, increase production cost, dwarf investment and employment for citizens (http://www.manufacturing.gov/report/identifying.pdf). Saksson (2009) points out that the industrialized countries are wealthy while the developing countries are not because the former have managed to ensure secure and stable access to energy by building infrastructure. Global supply chain disruption is a global issue that keeps C-level executives up at night. According to Enyinda et al (2008), “more than ever global supply chains are exposed to risks such as regulatory compliance, exchange rate fluctuation, interest rate, inflation rate, tariff or duty rates, price of commodity, availability of quality labor, labor union strike, political conditions, terrorism, natural disasters, and supply chain infrastructure.” Supply chains are exposed to increasing disruption risks because of their global, complex, and convoluted nature. Disruption entails any unplanned delay or stoppage of raw materials and physical product, information, and financial flows within and across the supply chain. Gallagher (n. d) defines supply chain risk as a complex equation of risks that a manufacturing firm faces between raw material extraction and final product delivery. Indeed, today’s global manufacturing supply chains are increasing encountering disruption risks. The Nigerian manufacturing firms as members of that global supply chains are not immune from disruption risks. Because the Nigerian manufacturing firms are not immune from today’s global supply disruption risks many of them have collapsed, while others have or are planning to Ghana. The recent twin disasters (earthquake cum tsunamis) in Japan produced huge supply chain disruptions that impacted the electronic and automobiles manufacturers around the world. The disasters disrupted power supply, production facilities, and transportation networks imperative for global manufacturing supply chain operations. The objectives of this paper are as follows. Section 2 provides a background on Nigerian manufacturing sector. Section 3 presents the research motivation. Section 4 examines and identifies the sources of supply chain disruptions in manufacturing operations. Section 5 presents the consequences of supply chain disruption risks. Section 6 discusses the strategies to mitigate and supply chain disruption risks. Finally, section 7 provides the conclusion, managerial and policy implications. Background on Nigerian manufacturing sector The Manufacturers Association of Nigeria (MAN) estimated that 10% of all manufacturing industries are operating at a sustainable level, 60% are ailing and 30% have simply closed down their operations. MAN’s survey of 300 manufacturers indicated that 2.7 million people in 2001 and 2.84 million people in 2002 were employed by the manufacturing sector. However, in 2008, employment decline to 1.03 million people due to growing challenges facing the Nigerian manufacturing sector (http://allafrica.com/stories/201102170658.html). Estimate has it that about 820 manufacturing firms shut 565
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract On the Mitigation of Rever
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Figure 1: Lagos off shore survey po
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Abstract Exploring Organisational R
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Defining the Organisational Culture
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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Research Methods approach Challenge
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Relationship Commitment Total 1264.
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Figure 1: Components of Data Analys
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References Challenges in the Era of
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Conclusion Dissatisfied 6 3.4 3.6 7
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