International Journal of Business and Economics Research

| Peer-Reviewed |

Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon

Received: 30 April 2020    Accepted: 07 August 2020    Published: 25 August 2020
Views:       Downloads:

Share This Article

Abstract

Purpose: The goal of every business is long term profitability. The outcomes of the 21st century have greatly influenced this goal. In reaction, companies now resort to indirect competition through Supply Chain Quality Management. This paper sort to examine the effect of such practices on the financial performance of the brewery companies in the South West Region of Cameroon. Method: The study made use of primary data collected using a five point likert scale questionnaire administered to 224 employees and 112 distributors of the four major brewery companies in the South West Region of Cameroon. The survey method was applied in a case study design. The ordinary least squares technique was used to assess the effect of supply chain quality management on the financial performance while the Levene statistic was used to test for homogeneity of the responses following the employees and the distributors of the companies. Findings: While surprisingly establishing that information sharing and top management commitment had an insignificant effect and that top management commitment had a negative influence on the financial performance of the companies. Customer relationship management, continuous improvement and innovation and strategic supplier partnership revealed significant positive effects on the financial performance of the companies. However, continuous improvement and innovation and strategic supplier partnership did not portray differences in the responses between employees and distributors while top management commitment and information sharing portrayed variances in the responses and customer relationship management did not show any clear conclusion. Managerial implications (contributions) : The managerial implications rest on the partial implementation of supply chain quality management practices between employees and distributors. Efforts towards continuous improvement and innovation and strategic supplier partnership need to be applied evenly between distributors and employees while emphasis need should not be placed on top management commitment and information sharing. This will give room for improvement and innovation leading to increase in customer satisfaction, sales and other financial parameters of the companies.

DOI 10.11648/j.ijber.20200905.12
Published in International Journal of Business and Economics Research (Volume 9, Issue 5, October 2020)

This article belongs to the Special Issue Microfinance and Local Development

Page(s) 298-308
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Supply Chain Quality Management, Financial Performance, Ordinary Least Squares, Brewery Companies

References
[1] Remus S. (2016). 5 Top Objectives of Highly Successful Businesses, hubgets. Accessed online on June 18, 2018 at https://www.hubgets.com/blog.
[2] Robinson, J. R. and Malhotra, M. K., (2005). Defining the concept of supply chain quality management and its relevance to academic and industrial practice, International Journal of Production Economics, vol. 96, no. 18, pp. 315-337.
[3] Mohammed A. W. & Mohamed A. E. (2017). The Impact of Supply Chain Management on Financial Performance and Responsibility Accounting: Agribusiness Case from Egypt, Sciedu Press, Vol. 6, No. 2, pp 136-149.
[4] Azar A., Kahnali R. A. & Taghavi A. (2010). Relationship between supply chain quality management practices and their effects on organisational performance, Singapore Management Review 32 (1), P 45-68.
[5] Flynn, B. and Flynn, E., (2005). Synergies between supply chain management and quality management: emerging implications, International Journal of Production Research, vol. 43, no. 16, pp. 3421-3436.
[6] Walsh P. (2010). Diageo: Enabling Supply Chain Linkages in Cameroon, Business Call to Action, Accessed online on April 17, 2020 at Web: www.BusinessCalltoAction.org.
[7] Staff writer (2016). Diageo Guinness Cameroon, accessed on August 20, 2019 at https://www.supplychaindigital.com/company/diageo-guinness-Cameroon.
[8] Sylvain A. (2018). Cameroon: Beer consumption dropped by 0.1% to 653.9 million liters in 2017, Agrobusiness, accessed online at https://www.businessinCameroon.com on August 20, 2019.
[9] Ferguson, B. R. (2000). Implementing Supply Chain Management. Production & Inventory Management Journal, 41 (2), 64.
[10] Kuei C. H., & Madu, C. N., & Lin, C. (2001). The relationship between supply chain quality management practices and organizational performance. International Journal of Quality & Reliability Management, 18 (8), 864-872.
[11] Porter, M. E. (2001). The value chain and competitive advantage. Understanding Business Processes. Routledge.
[12] Lai, H. K., Cheng, T. C. E., Yeung, A. C. L. (2005). Relationship Stability and Commitment to quality. International Journal of Production Economics, 96 (3), 397-410.
[13] Kushwaha G. S. and Barman D. (2010). Development Of A Theoretical Framework Of Supply Chain Quality Management, Serbian Journal of Management 5 (1) 127-142.
[14] Kenton, W. (2020), Financial Performance, accessed online on July 5, 2020 at www.investopedia.com
[15] The Government of Western Australia, (2017) Improvement tools: Continuous improvement and innovation, accessed online at https://www.agric.wa.gov.au on July 8, 2020.
[16] Nawras, S. (2017). 5 Benefits of Continuous Improvement, accessed online on July 5, 2020 at https://theleanway.net
[17] Attia, A. M. (2016). Effect of quality management on supply chain and organisational performance in the Egyptian textile industry, International Journal of Business Performance Management, 17 (2), 198-222.
[18] Bagher, A. N. (2018). The effect of supply chain capabilities on performance of food companies, Journal of Finance and Marketting, 2 (4), 1-9.
[19] Wahdan, M.& Emam M. A. (2018). The Impact of Supply Chain Management on Financial Performance and Responsibility Accounting: Agribusiness Case from Egypt, Sciedu Press, 6 (2), 136-149. SSN 1927-5986, E-ISSN 1927-5994.
[20] Duong Vu. X. Q. and Nguyen H. H. (2018). Supply Chain Management Practices, Competitive Advantages and Firm Performance: A Case of Small and Medium Enterprises (SMEs) in Vietnam, Journal of Modern Accounting and Auditing, Vol. 14, No. 3, P 136-146.
[21] Fincham, J. E. (2019). Response Rates and Responsiveness for Surveys, Standards, and the Journal, American Journal of Pharmacieutical Education, 72 (2), 43. doi: 10.5688/aj720243.
[22] Marcio, C. M,, Oswaldo, S., Saturnina, A. S. M., Jeane, A. M. and Carlos, E. S. (2016). Supply Chain Quality Management: a theoretical framework for integration measurement, 6th International Conference on Information Systems, Logistics and Supply Chain, Bordeaux, France.
[23] Ana, Paulo and Maria (2014). Quality Management and Supply Chain Management Integration: A Conceptual Model, Proceedings of the 2014 International Conference on Industrial Engineering and Operations Management Bali, Indonesia, P 773-780.
[24] Harshada J. (2012). Multicollinearity Diagnostics in Statistical Modeling and Remedies to deal with it using SAS, Statistical software services, available online at www.cytel.com on April 18, 2020.
[25] Carsten F. D. (2013). Collinearity: a review of methods to deal with it and a simulation study evaluating their performance, Nordic Society Oikos, Ecography 36, PP 027–046.
[26] Christos N. P. (2009). Edith Penrose’s ‘The Theory of the Growth of the Firm’ Fifty Years Later, Electronic copy available at: http://ssrn.com/abstract=1477885 accessed on Feb 9th 2020.
Author Information
  • Department of Management Sciences, University of Buea, Buea, Republic of Cameroon

Cite This Article
  • APA Style

    Nicodemus Tiendem. (2020). Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon. International Journal of Business and Economics Research, 9(5), 298-308. https://doi.org/10.11648/j.ijber.20200905.12

    Copy | Download

    ACS Style

    Nicodemus Tiendem. Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon. Int. J. Bus. Econ. Res. 2020, 9(5), 298-308. doi: 10.11648/j.ijber.20200905.12

    Copy | Download

    AMA Style

    Nicodemus Tiendem. Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon. Int J Bus Econ Res. 2020;9(5):298-308. doi: 10.11648/j.ijber.20200905.12

    Copy | Download

  • @article{10.11648/j.ijber.20200905.12,
      author = {Nicodemus Tiendem},
      title = {Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon},
      journal = {International Journal of Business and Economics Research},
      volume = {9},
      number = {5},
      pages = {298-308},
      doi = {10.11648/j.ijber.20200905.12},
      url = {https://doi.org/10.11648/j.ijber.20200905.12},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.ijber.20200905.12},
      abstract = {Purpose: The goal of every business is long term profitability. The outcomes of the 21st century have greatly influenced this goal. In reaction, companies now resort to indirect competition through Supply Chain Quality Management. This paper sort to examine the effect of such practices on the financial performance of the brewery companies in the South West Region of Cameroon. Method: The study made use of primary data collected using a five point likert scale questionnaire administered to 224 employees and 112 distributors of the four major brewery companies in the South West Region of Cameroon. The survey method was applied in a case study design. The ordinary least squares technique was used to assess the effect of supply chain quality management on the financial performance while the Levene statistic was used to test for homogeneity of the responses following the employees and the distributors of the companies. Findings: While surprisingly establishing that information sharing and top management commitment had an insignificant effect and that top management commitment had a negative influence on the financial performance of the companies. Customer relationship management, continuous improvement and innovation and strategic supplier partnership revealed significant positive effects on the financial performance of the companies. However, continuous improvement and innovation and strategic supplier partnership did not portray differences in the responses between employees and distributors while top management commitment and information sharing portrayed variances in the responses and customer relationship management did not show any clear conclusion. Managerial implications (contributions) : The managerial implications rest on the partial implementation of supply chain quality management practices between employees and distributors. Efforts towards continuous improvement and innovation and strategic supplier partnership need to be applied evenly between distributors and employees while emphasis need should not be placed on top management commitment and information sharing. This will give room for improvement and innovation leading to increase in customer satisfaction, sales and other financial parameters of the companies.},
     year = {2020}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Supply Chain Quality Management (SCQM); A Tool for Financial Performance of Brewery Companies in the South West Region of Cameroon
    AU  - Nicodemus Tiendem
    Y1  - 2020/08/25
    PY  - 2020
    N1  - https://doi.org/10.11648/j.ijber.20200905.12
    DO  - 10.11648/j.ijber.20200905.12
    T2  - International Journal of Business and Economics Research
    JF  - International Journal of Business and Economics Research
    JO  - International Journal of Business and Economics Research
    SP  - 298
    EP  - 308
    PB  - Science Publishing Group
    SN  - 2328-756X
    UR  - https://doi.org/10.11648/j.ijber.20200905.12
    AB  - Purpose: The goal of every business is long term profitability. The outcomes of the 21st century have greatly influenced this goal. In reaction, companies now resort to indirect competition through Supply Chain Quality Management. This paper sort to examine the effect of such practices on the financial performance of the brewery companies in the South West Region of Cameroon. Method: The study made use of primary data collected using a five point likert scale questionnaire administered to 224 employees and 112 distributors of the four major brewery companies in the South West Region of Cameroon. The survey method was applied in a case study design. The ordinary least squares technique was used to assess the effect of supply chain quality management on the financial performance while the Levene statistic was used to test for homogeneity of the responses following the employees and the distributors of the companies. Findings: While surprisingly establishing that information sharing and top management commitment had an insignificant effect and that top management commitment had a negative influence on the financial performance of the companies. Customer relationship management, continuous improvement and innovation and strategic supplier partnership revealed significant positive effects on the financial performance of the companies. However, continuous improvement and innovation and strategic supplier partnership did not portray differences in the responses between employees and distributors while top management commitment and information sharing portrayed variances in the responses and customer relationship management did not show any clear conclusion. Managerial implications (contributions) : The managerial implications rest on the partial implementation of supply chain quality management practices between employees and distributors. Efforts towards continuous improvement and innovation and strategic supplier partnership need to be applied evenly between distributors and employees while emphasis need should not be placed on top management commitment and information sharing. This will give room for improvement and innovation leading to increase in customer satisfaction, sales and other financial parameters of the companies.
    VL  - 9
    IS  - 5
    ER  - 

    Copy | Download

  • Sections