Factor Tecnológico y Ambiental

The third theme that emerged from the interview analysis was about how to mitigate supply chain disruptions that have happened in businesses. The theme emerged based on Questions 4, 5, and 6. I had many responses from this line of questioning, and most participants had a few experiences that they could not forget. Ten participants (80 %) shared an experience with a disruption and how the problem was solved. Participant C4 was quick to note that the disruption cost the company millions of Ghanaian cedis and low credibility in the industry. Every participant shared particular experiences of how he or she was successful mitigating a disruption that could have been devastating to the fortunes of the business. The participants had various types of mitigation strategies that worked for their companies although some had to try several options first. Participant C1 narrated a situation where several of their raw materials the managers use in

manufacturing a particular product for one of their loyal customers arrived late at the port of entry because of backlogs that the company could not control. As a result, services to the customer was late. Participant C1 added that they had to make the necessary changes to get the job done by conveying the material on trucks from a neighbouring port at a high price to satisfy the customer. The managers had to move personnel and manpower around in a very effective way so that no one is left without work and everyone was focused on the problem to arrive at a quick solution. The experience compelled the management team to invest more in research and development and to find other ready alternatives should an event of this nature happened again. Participant C1 added that the experience changed the way the company prepared for and managed disruptions.

Participant C3 noted that they were always guided by the management team to use the theory of constraints in a crisis. Managers made the necessary changes to ensure that they make the products and service available to the customer every day and at the right time and quality. The theory of constraints was part of the company policy manuals that managers had to follow. When a disruption occurs during any part of the production process, managers needed to (a) identify the problem or constraint, (b) elevate the constraint, (c) subordinate all other issues, and (d) exploit the constraint till the problem is solved. Participant C3 added that this was the company strategy that has been

successful in many situations when they faced a disruption in the supply chain. The company will do everything possible to ensure that all human and material resources are brought to deal with the situation until managers find a permanent solution. Participant C9 also noted that their experience of a disruption and the related problems convinced the

management team to change the company policy of how the company handled problems in the supply chain. As a result of the experience and the lessons learned, the company invested in a third party agency to source raw materials and other products from suppliers who were capable of providing the products at a competitive price and of the same

quality or better. The company abolished the policy of sourcing from just one vendor which managers believe did not serve them well in a previous experience.

Participants C3, C10, and C11 noted an experience they had because the materials the company used for their products ran out much earlier than was expected because it was a seasonal product that depended on the rains. The rains that year was bad, so the harvest was poor and resulted in a shortage. The suppliers did not have enough to store for the whole season. The result was a severe shortage of raw materials and even when they could get some, the raw materials were almost three times more expensive because of the shortage. The companies lost customers and made their product very expensive for customers that year. That experience made management investigate and started investing in silos in different parts of the country so they could buy raw materials at a good price during the harvest and store them for a longer period to last the whole year. This

experience helped the managers to plan ahead, sourced materials from multiple suppliers and helped stabilize the prices of their products and services year round. The new policy made room for changes in weather patterns and any other natural disasters. Participant C4 noted an experience where much needed raw materials could not get to the factory in time because of a bad road network. The heavy rains in the rainy season had destroyed parts of the main road to the villages and rendered a bridge unusable. Participant C4

blamed this on corruption by top officials who gave out contracts to incompetent

contractors who did not do a good job in building roads and bridges. Baba (2012) posited that corruption and inconsistency in policy implementation had affected the efficiency of the supply chain network in many parts of the country. A thought that six participants (50%) believed was a contributing factor to disruptions in the supply chain especially with transportation and logistics.