Supply Chain Optimisation through Efficient Management of Staff

Table of Contents

1 INTRODUCTION
1.1 The Importance of Positive Customer Experience
1.2 Preparing for Disruptive Moments
1.3 Catering for the Electronic Security Customers
1.4 Aim
1.5 Objective
1.6 Research Questions
1.7 Limitations of the Study
1.8 Summary

2 LITERATURE REVIEW
2.1 The Impact Of Weather On Stock Collection & Projects?
2.1.1 Weather Information Research
2.1.2 Rainfall Stability and Irregularity
2.1.3 Linking Distribution and Weather
2.2 How Critical is the Amount of Time at a Sales Counter?
2.2.1 The Distributor Function and Business Growth
2.2.2 Customer Frustrations
2.2.3 Customer Perception versus Customer Experience
2.2.4 Service Delivery Expectations
2.2.5 Customer Experience Outweighs Brands and Price
2.2.6 Supply Chain and Disruptions
2.2.7 Summary
2.3 How are Projects Negatively Affected Due to Late Arrival on-Site?
2.3.1 The Reality of Time
2.3.2 Quality in Workmanship
2.3.3 Financial Constraints
2.4 Gaps in the Research Pool
2.5 Summary

3 Research Process
3.1 Introduction
3.2 Research Philosophy
3.2.1 Research Assumption and Philosophy
3.2.2 Research Paradigm
3.2.3 Research Approach
3.2.4 Research Method
3.3 Research Strategy
3.4 Time Horizon
3.5 Ethics
3.5.1 Stakeholders
3.5.2 Confidentiality and Data Management
3.5.3 Respect
3.5.4 Communication
3.5.5 Integrity
3.6 Tools and Techniques
3.6.1 Validity and Reliability
3.7 Sampling Technique
3.7.1 Probability
3.7.2 Non-Probability
3.8 Data Collection Techniques
3.9 Data Analysis Techniques
3.10 Limitations of the Research
3.11 Presentation
3.12 Survey Development
3.12.1 Population

4 Data Analysis
4.1 The Impact on Stock Collection on Inclement Weather Days?
4.1.1 Direct Influences by Weather
4.1.2 Travel and Traffic
4.2 The Importance of Time at a Collection Counter
4.2.1 The Value of Time
4.2.2 The Value of Service
4.2.3 The Need for Swiftness
4.3 The Effect of Delayed Collection on Short Duration Projects
4.3.1 The Risk of Lost Time
4.3.2 Quality Risks in Workmanship
4.3.3 Financial Risks
4.4 Covid Conundrum
4.5 Conclusion

5 Conclusions, Reflections & Recommendations
5.1 The Impact of Inclement Weather on Stock Collection
5.1.1 The Importance of Asking
5.1.2 What is Discovered
5.1.3 Significant Findings
5.1.4 Future implications and benefits
5.1.5 Limitations
5.1.6 Ensuing stages
5.2 The Importance of Time at a Collection Counter
5.2.1 Why it was Important to Ask
5.2.2 What is Discovered
5.2.3 Significant Finding
5.2.4 Future Implications and Benefits
5.2.5 Limitations
5.2.6 Ensuing stages
5.3 The Effect of Delayed Collection on Short Duration Projects
5.3.1 Why it was important to Ask
5.3.2 What is Discovered
5.3.3 Significant Findings
5.3.4 Future Implications and Benefits
5.3.5 Limitations
5.3.6 Ensuing stages
5.4 Further Research
5.5 Final Recommendations and Closure.

6 References

7 Appendix
7.1 Semi-Structured Interview Questionnaire
7.1.1 The Impact of Weather, on Collections of Products
7.1.2 Time Spent at a Collection Point
7.1.3 Projects and Late Arrival on-Site
7.2 CHAPTER 4 TRANSCRIPTS
7.3 Quantitative Survey Questions
7.4 Quantitative Survey Response Example

ACKNOWLEDGEMENTS

My deepest thanks to the following people:

- My Lord Jesus provided me with a mind and patience that I did not realise I had.
- My wife Robyn, who remained incredibly supportive, calm and encouraging. A true gem in my life.
- The candidates who supported in the interview process, Jannie, Nic, Zaheer, Jacques, Brian. Awesome people who were so willing to help from their experiences.
- The many who did not even realise they played a role, especially, Jenny, Graham, Peet, my brother Hans, sister-in-law Sandra, Dr Mark
- Westford University College and Libin for the challenging and great time.
- Professor Zawahir for guidance, inspiration and enthusiasm.

Dedicated to both my parents Nicola and Helene and my children Alexia and Donovan

TERMINOLOGY

3PL: Third-Party Logistics service providers

AI: Artificial Intelligence

B2B: Business to Business

CS: Customer Service

CX-: Customer Experience

CRM: Customer Relationship Management

CXM: Customer Experience management

ERM: Enterprise Risk Management

Ind 4.0: Industry 4.0

IoT: Internet of Things

LPM: Loss Prevention Media

SA: South Africa

SAWS: South African Weather Service

SC: Supply Chain

SCM: Supply Chain Management

SI: System Integrator, comparable to an installer.

UPS: United Parcel Service, package delivery & supply chain management

ABSTRACT

The service and product delivery industry has a responsibility to provide for their customers when they require those services or products. It should not only happen when convenient but on all occasions as that is a primary occasion where the differentiation between suppliers is evident. The research began with noticing there are instances where customers are severely inconvenienced. Inclement weather is one such condition, and three questions arise.

1. What is the impact on the collection of stock on the days of inclement weather?
2. How important is it that the time at a collection counter is minimal and why?
3. How are short-duration projects affected by collection delays, if this is true?

While there seems to be little direct information on the topic from which to draw data, it is through reading and observing peripheral subjects that the answer can be found. The themes in this instance were researching into three environments in their individual capacity but within the boundaries of the other questions.

The initial concept has low resources and answers, but the topic does lead toward a better understanding of the down stages in the supply chain. It predominantly identifies the frustrations, concerns, and experiences of the customer.

The greatest discovery is identifying what the direct and indirect influences are for the success of a customer, and how a B2B relationship can support it. If the aim of a business is to be known as a positive difference in a time strained setting, it requires awareness and mending of its shortcomings.

1 INTRODUCTION

1.1 The Importance of Positive Customer Experience

It is not long after existing as a customer or a supplier that one experiences the tensions and dynamics of service delivery. The depth of these experiences range as people age with wisdom and emotion, but pressure points do arise with unpleasant fallouts. A disagreement occurs in which the opinions of both parties, which are correct to each in their minds, are expressed. The spectacle is grand for some observers, but the damage that exists for a brand and a consumer is harmful. How quickly a problem can become a major loss for both. John Goodman writes ‘Business customers complain at rates similar to or even lower than individual consumers because they fear damaging their long-term relationship with the business supplier often lack expectation that complaining will improve the situation’ (Goodman & Broetzmann, 2019). Based on his experience, service should be treated as important and urgent.

1.2 Preparing for Disruptive Moments

Through working in the distribution industry, it was occasionally noticed that a customer would be excessively waiting for a service to be performed. This led to a variety of unnecessary frustrations and accusations which were not only business to customer. There would also be internal disputes as to the cause and responsibility of the event, and the desire of a person to defend themselves is hardly restorative to a situation that should not have initially occurred. A plan needs to be considered to cater for the periods where customer presence and demand is high, and the writer hypothesised that a condition could arise through the alignment of inclement weather and the resultant traffic congestion. The study is therefore to learn the intensity of such a consequence, especially when a company must be superior in a competitive market.

1.3 Catering for the Electronic Security Customers

The industry is electronic security distributors in South Africa, which operate as wholesalers and retailers. The companies source products from international and local manufacturers, store them and then sell them to system integrators and sub-distributors. The industry has a few factors to consider in operations, such as competitors, and the ability to differentiate oneself is important as further distribution options present themselves. While there are variations in the quality of technology of the brands, the gap is reducing. There are still brands on either end of the quality spectrum, but the choice of distributor could well be related to service and speed over price and product. Fahmy and Sohani conducted similar MSc research regarding brand preferences during a pandemic (Fahmy & Sohani, 2020).

Time is a valuable commodity that is not recoverable and an important component of a work project. The lower the available time, the greater the loss of both quality and productivity for the installer. The quality of the work is the first segment to be affected in the endeavour to return to initially proposed schedules. The implications on the system integrators and installers, especially for the instantaneous on-demand market’s, are vast and do filter back to the distribution company. If the core problem is the inability to resolve a customer order efficiently, then the question will relate to the internal and external factors that cause and affect it. For many smaller organisations, technology and automation are not viable or obtainable, but there is a desire to compete, and alternative methods of operation must be found with existing resources. The question of customer experience and service timing is regularly referenced here, which ultimately brings forward the aim of this study.

1.4 Aim

This research aims to investigate the link between customer service satisfaction and weather conditions. The customer is generally only aware of the speed of response, while the organization grapples with the intricacies of balancing delivery. If a company knew that it could instantaneously adjust teams to accommodate demand, then it would have an advantage in the efficiency of service. These results should offer information toward a solution for upgrading supply chain efficiency.

The process of the research starts with ascertaining the turmoil that weather can cause and what technology is available for prediction. The progression is in linking this turmoil with the various troubles that result for a distributor and then finally how the disruptions affect the customers business.

1.5 Objective

The objectives of the research are aiming toward the increase in speed or efficiency of the final section of the sales process. It is the investigation of what the issues may be, to what extent they can have an impact and how they can be resolved that forms the foundation. Specifically, in this case, the correlation between weather and traffic is considered. The foresight of planning for these unpredictable events, through knowing the historical customer reaction to such environmental conditions, could well be a principal element that differentiates companies.

1. Are customers genuinely experiencing frustrations and delays with stock collection?
2. Are customers experiencing greater frustrations in inclement weather?
3. Are customers undergoing struggles in reaction to warehouse delays?
4. Are customers satisfied with service delivery or seeking other options?
5. Is expedited service preferential to pricing, for a positive customer experience?
6. Would proactive solutions increase customer loyalty to a distributor?

1.6 Research Questions

1. What is the impact on the collection of stock on the days of inclement weather?
2. How important is it that the time at a collection counter is minimal and why?
3. How are short-duration projects affected by collection delays, if this is true?

1.7 Limitations of the Study

The foundation and interest in the study is the feasibility of proactively adjusting the warehouse portion of a supply chain on the days of inclement weather, helping to produce a more competitive supplier. Determining the level and necessity of such a system is the precursor with a focus on understanding the customers experiences and frustrations. Warehouse staff structure, CRM software, data gathering, and financial statistics are excluded.

1.8 Summary

The distribution industry works as a buffer between manufacturers and consumers, and if this relationship no longer provided the stability and benefits, it would become obsolete. The strains of Customer Experience (CX) start to show when trying to balance difficult times. Fortunately, Ind 4.0, Internet of Things (IoT), Artificial Intelligence (AI) and Customer Relationship Management (CRM) software bring greater capability for refinement and even allow selected scenario pre-empting (Goodman & Broetzmann, 2019). The strains of Customer Experience (CX) start to show in the light of trying to balance difficult times.

Chapter 1 reveals some business flaws that are appearing, and chapter 2 examines predicaments that weather can cause, and justifying the need for smarter solutions.

2 LITERATURE REVIEW

The research begins as an exploration of the influence of weather on the early stages of an electronic security project when it was suspected, there may be a link between this impact and the ensuing total customer experience. Interestingly, the connection between weather and consumer behaviour was already demonstrated by shopper sales data in the 1940-1948 Easter period, and other industries (Steele, 1951). The concept is therefore not new, but the Business to Business (B2B) interaction, in this scenario, is fairly specific, but with limited information as discovered during researching.

Ultimately, does weather influence the security distribution industry, is it noticeable, and how important is such a study anyway? This is a deductive approach according to Research Methods for Business Students, as it begins with a theory that is tested through investigation (Saunders, et al., 2016). The validity of the theory is found in the congruence of research and practical feedback and will, in turn, lead to the capability of an organisation to contemplate a solution for improved advantage. The consideration and analysis of the material are therefore primarily on the role that inclement weather will have on traffic conditions, the customer experience and finally the ensuing project. The questions are formulated on a personal impetus and seek to understand the links, and then verify through the aid of customer feedback.

The three base questions are:

1. What is the impact of weather, on collections of products and projects?
2. How critical is the amount of time at a sales counter?
3. How are projects negatively affected due to late arrival on-site?

A progression map is included as a visual guide to the development and flow of this chapter, and the begin is made with learning about weather in South Africa.

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Figure 1 Question overview¹

2.1 The Impact Of Weather On Stock Collection & Projects?

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Figure 2 Question one²

While there is a difference between a cloudy day and a massive thundershower, even the onset of light rain can have consequences. The first question then examines what weather behaviour is, how it can impact an area as well as some current research.

Apart from large or long-distance consignments, a customer visits a distribution point to collect the parts of a stock-order. When a logistics pathway becomes unusable or delayed, the impact is noticed, not only in travelling but also in the bottlenecking that may occur at the distribution point. This then leads to weather observation to create scenarios and predictions to improve customer support and experience. It is fortunate that several organisations actively pursue the analysis of big data in programmes of prediction and action, which can be intelligently utilised for a performance gain.

2.1.1 Weather Information Research

Across the world, there are many notification and avoidance approaches to try and circumvent weather-related problems, and a few concepts are briefly scanned here to notice the variety and importance of the field.

The National Weather Service in the USA, as the first example, recognised that advanced weather notification for people to be proactive is important (Uccellini & Hoeve, 2019). While this is a broad set of weather interruption information over a wide area for people, it can be applied to smaller areas and businesses that need similar information to remain operative and efficient.

TomTom, a developer of location technology and devices, understood the dangers that exist for autonomous vehicles, and have implemented weather interaction modules (Mendoza, 2020) for early warning and enhanced safety with regards to weather. This same information should be considered for the retail and distribution industry, not for vehicle control, but rather the benefits to operational efficiency. Visibly the amount of available technological data that an organisation can use for customer service is always growing and the limit of use should be based on the competition and desired market perception.

The need in distribution is for localised weather knowledge to be prepare, and even a single-day advanced prediction would even suffice. A computer system that will help to predict weather and climate disruptions (Hodgson, 2020) is an illustration of the capability of technology and weather research that exists. This information can then be used for a quick but temporary change in strategy in the distribution centre to an alternate mode for improved customer service. The havoc that ensues from a storm is directly and incidental damaging, as it ranges through personal, obstructions, building and vehicular (Mofokeng, et al., 2020). In summary, a next step for a distributor should be for enhanced regional weather detail, as technological research is relevant and disregarding it can be an irresponsible choice, as per the November 2020 multicell cluster storm.

2.1.2 Rainfall Stability and Irregularity

Business predictions require knowing key points of information. A forecast from South African Weather Service (SAWS) who present seasonal and long-term predictions is an example. Weather patterns exist, and people do speak from historical experience, but there are exceptions and changes, such as the period September 2020 to January 2021 (current at the time of writing) in which a higher-than-average rainfall is expected (South African Weather Service, 2020). The reliance on historical events is accordingly not always reliable if a quick change from ‘normal’ is pondered. In August 2020 (Figure 3) there is a decrease to 0-25% of normal and then in October (Figure 4), it changed to 75-125% of normal. This unpredictability of weather in a single month translates into irregularity for projects and supply chain (South African Weather Service, 2020b).

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Figure 3: August 2020 Rainfall percentage against a 30-year average³

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Figure 4: October 2020 rainfall percentage against a 30-Year average⁴

A second comment on rainfall prediction is in the summary of a Climate report trend in which the SAWS says: ‘…in general, i.e. over most of South Africa, daily rainfall that are considered to be relatively high are increasing.’‘ (South Africa Weather Service, 2019). Change seems to be evident, and with supply chain planning requiring more than internal information, the external impacting factors are important. The diversity of a storm and its disruptions supports that flexibility in operational procedures for expanded customer service can be accommodated.

It is not only the sources of weather information that are examined in this study, as the effects of weather are not the crux, but rather the wider field în which it links with business. The Journal of Measurement and Control (Mustafa & Fecir, 2019) has an article that shows how technology is also becoming increasingly intelligent in an attempt to reduce loss through adverse weather. It is this next stage of research into loss minimisation, an alternative method for growth, that creates the thought-provoking argument for the weather to be further studied.

When one links the ongoing research into weather with the striving for business efficiency, it is reasonable to believe that distribution should have an interest in discerning how its business is impacted. Weather exists, it can be unpredictable, it does affect industry, and determining a more defined link to distribution is a goal in this section.

2.1.3 Linking Distribution and Weather

As much as the repercussions of the weather are not easy to assess and quantify against a distributor and a purchaser, there must surely be some indirect links concerning the interference of business. In an article by Pato on the relationship between climate change and logistics, he writes: ‘’The importance of distribution, transportation and the potential on competitive market are recognised by more and more companies. However, transportation can be highly affected by weather conditions and attributes. The weather is influenced by changes, extreme weather conditions and occurrents caused by climate change of our continent and the world’’ (Pato, 2015). Specifically regarding the Gauteng province region; where several distributors operate, the thundershowers are known for the disruptions they produce. A large rainfall will result in waterlogged roads and aquaplaning, and an extreme downpour causes flooding of roads, especially those near low lying bridges. These are furthermore not the only disruptions though, as, during the dry days and weeks, the roads gather dust, which combined with the oil-based pollution from vehicles, causes slippery conditions with even minor rainfall. In both instances, there is an impact on traffic through the overall slowdown and resulting accidents (Molosankwe, 2020). For some, it might be ridiculous to acknowledge this association with the weather, but in an examination of what can negatively affect logistics and customer service, it does become a factor.

On a few occasions, the rain and delays had been seen first-hand, but not much thought was placed into the depth of its consequences as it was considered temporary, incidental and negligible. New developments and distinguishing factors do not happen when this type of thought pattern, where concepts are disregarded, is the standard.

The points of ‘distribution’ and ‘competitive market’ in a company are important, even if not always actively pursued, as a central goal is to be profitable. It could be stated that disregarding this relationship is in itself neglect of the value and importance of a customer. Two thoughts then warrant the research into the next question, which is largely around customer experience. The first is ‘how weighty is weather, as a negative factor to the stock collection’, which has a time-based delay that is rarely recoverable. The second is identifying the customer experience, or how they respond in the immediate and long-term of the supplied service.

2.2 How Critical is the Amount of Time at a Sales Counter?

‘All of us are customers at one time or another’ (Ojala, 2020).

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Figure 5 Question two progression⁵

If all people are customers, there should be a general understanding of the requirements, expectations, and difficulties of others.

The research question primarily seeks to understand the value of time to a customer. Should a company focus on minimising, or even possibly try to reclaim a loss of time as caused by the inclement weather? Is this an expectation from a customer, or even possibly a responsibility to them? The exploration is made through envisaging business and expectation matters from the customers perspective. The interviews and survey will be assessed against the research to discover any accordance. If there is agreement, then an organisation has the option to either ignore the information or to use that to their advantage.

2.2.1 The Distributor Function and Business Growth

Defining the role that an organisation performs in a market is important. In this instance, the distributor has a responsibility to sell and supply stored product to its many customers, which can include transport, packaging, and delivery (Figure 6) (Sonntag, 2019). While there are the occasional blurring of the Supply Chain rules, the distributor does not sell to the end customer, and the installer does not purchase directly from the manufacturer. The function is simplistic, but achieving it successfully requires positive interaction with the customer. Fundamentally, a customer needs to find sufficient value, according to their criteria, to justify a link.-This is highlighted by the comment on service quality versus customer satisfaction: ‘In an increasingly competitive and dynamic commercial environment, companies need to identify, anticipate and satisfy customers to ensure growth potential, business sustainability and the maximization of profit’ (Lalaram, et al., 2016).

Essentially success is more than the existence of sellable stock in a warehouse. There is a need to understand who the customer is, anticipate where they are going and respond appropriately in products, delivery, and communication. Several distributors with a similar purpose exist in the country and success happens when alignment is found between supplier and customer.

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Figure 6 Distributor Operation Options⁶

2.2.2 Customer Frustrations

In the distribution industry, as with most service and supply chain, customer service and product delivery are important to customer satisfaction. The importance of this must be raised when there are competitors and negative external influencing factors.

Philippe Gilbert, president of UPS, notes that environmental aspects and weather conditions are challenges in logistics (Trebilcock, 2020). The effect of customer frustration, triggered by the chain of inclement weather, traffic congestion and ultimately delayed service delivery, can so easily result in unfavourable or damaging outcomes for the organisation. These frustrations can be connected to personal and group emotions as triggers that are pushed forward into affecting the quality of their work. While this may seem an extreme paradigm, the path to the eventual termination of a B2B association can happen suddenly and quietly, as per MacDonald saying that the amount of unhappy customers that merely leave without a complaint is large (MacDonald, 2020). Customer satisfaction therefore cannot be inconsistent, especially when a business is trying to grow, amidst a variety of factors that are uncertain and ambiguous (Priya, 2020). The installer is the link to the customer, sometimes using a contractor, and they need to know that supply and service are accurate and quick.

It would be unwise to believe that there will not be frustrating and negative periods for the customer. The article ‘Speaking to Customers in Uncertain Times’ (Packard, et al., 2020), highlights solutions that an organisation should strive toward, to recreate trust and satisfaction. Insight into the frustrations of a customer is therefore paramount to corrective action. The physical access to the area, acknowledgement of existence, processing speed and communication on their projects should be normal behaviour that is emphasized at times when external factors are challenging. From personal experience in installations, the irritation with working in wet weather and the order confusions that arose at distributors were very real and had an impact on a job.

2.2.3 Customer Perception versus Customer Experience

Customer perception is the perception of a set of experiences from the customers perspective. It is formed on their particular realities, and not based on independent reviews or an overall scoring of the supplier performance.

People have expectations and if failure follows, they will create and apportion blame to some origin, irrespective of whether the basis and logic are realistic or not. The behaviour of a customer concerning dissatisfaction is then to disregard complaining to the small business but instead tell their friends (Makopo, et al., 2019). The negative emotion is high, and through a review on the supplier and reinforcement on the purchaser, the damage is done. Did either party consider the extent of the action and the result that filter through?

The link between expectation and perception can be discovered in all industries, even carpet suppliers (Agabu Phiri & Pillay, 2017). It is also found when relationships cross multiple generations who often respond differently to the various forms of marketing (Burger, 2018). Customer perception is then a factor that plays a role in B2B, and there is a duty on the supplier to be proactive in creating a positive experience, which in this case is service delivery. Similar to understanding the requirements of the customer project, it is important to know who they are and how they will react under frustrating conditions such as inclement weather. The experience of collecting equipment at a distributor where the writer knew the staff, and any meeting was always respectful made a lasting impression. This was the preferred choice, even knowing that there were occasional queries.

2.2.4 Service Delivery Expectations

To ignore service delivery is perilous. The South African research company nlighten (https://www.nlightencx.com) researches on customer experiences and stated how dangerous incorrect service could be in an article ‘Local businesses lose up to 30% on new sales if customer service is done wrong’ (Anon, 2019). Burger, a business consultant, corroborates this by writing on the rapid decline in service in South Africa and that every employee has a responsibility (Burger, 2020).

People and organisations may speak about service, but not always deliver it as per a customers expectation. There are various crossover points to losing a customer (Belding, 2019), resulting in lower business and bad referrals. Furthermore, the reliance on technology, such as AI and automation, is not a replacement to consistently working beyond expectation in service delivery.

For the distribution sector, the customer request needs to run smoothly, and each staff member should help ensure this, particularly when the urgency to resolve delivery is high during the inclement weather day(s). The positive support and action will be noticed, just as would the arrogance of thinking they are an indispensable supplier.

2.2.5 Customer Experience Outweighs Brands and Price

While customer perceptions, emotions and expectation could logically be associated as a factor in losing a customer, the connotation of customer retention based on a distributor having access to a premium brand is irrational. This section examines a few sources that propose customer experience over brand selection.

Philipp Klaus raises this exact scenario in his article titled ‘Customer experience, not brands will be on the iron throne’ (Klaus, 2019). Access to a particular brand did drive purchasers to particular suppliers, but he perceived that this had changed. Steven MacDonald places this as a significant contribution to creating a good customer experience and American Express research showed that a very high percentage of customers would pay more for improved service (MacDonald, 2020). Kulbyte provides research analysis on customers, loyalty and retention and similarly shows the high value of experience (Kulbyte, 2020) and a McKinsey report, said: ‘The first step in caring is to reach out—not in marketing or overt attempts to gain a competitive edge but to offer genuine support’ (Diebner, et al., 2020).

On considering the comments and thoughts of writers, organisations, and research, it is noticeable that customer experience is not an intangible emotion but rather a substantial component in a B2B supply chain. The decrease of mainstream brand exclusivity, enhanced quality of entry-level brands and price wars results again in customer experience becoming a vital and controllable influencer. The risk of ignoring customer support is harmful to many, but those with service delivery knowledge, especially in difficult moments, will triumph. Distribution channels will have to focus more proactively on personal interaction with customers, wrestle for their business and assist them in their rights. Sales may have previously been maintained through possessing equipment, but now it is in working with the customer for them to be more successful.

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Figure 7. Business priority survey result (MacDonald, 2020)⁷

2.2.6 Supply Chain and Disruptions

The unpredictability and volatility that happens in a supply chain can receive large attention in South Africa. In research on logistics services, (Nel, et al., 2018), a balance of logistics providers were interviewed regarding the disruptions they faced. It was interesting that the result revealed that the significant issues were caused either internally in a company or between organisations, as compared to external effects. It is large enough that it is attended under the banner of Disruption Management.

Other exploratory works such as the significance of risks in SCM, as published in the Journal of Transport and Supply Chain Management (Meyer, et al., 2019), exist to consider how distribution can attempt to remain in a state of normalcy in disruptive periods. In the same journal, there is also research on warehousing and processing as presenting 2 of the 5 challenges that a distributor in South Africa faces (Jaqueta, et al., 2020).

The key of this section is once again that how a company operates within itself and towards its customers plays a large role in supply chain stability. This study is on the link between weather and service optimisation. There are a few related studies that link seemingly unrelated aspects together and it signifies that distributors should re-evaluate practical operations regularly and under different conditions. To assume that any process is optimal all the time is to deny that there are imperfections and an opportunity for improvement.

2.2.7 Summary

For the writer, it is noticeable that service delivery and customer experience, which has numerous contributing factors, are significant to company stability and success. It cannot excel on a single trait that it does well and similarly to naively neglect the importance of negative influences is risky. The B2B organisation must become increasingly aware and proactively resourceful in optimising the customer experience, but the consequence of what happens after the customer experience is additionally valuable, and the next focus point.

2.3 How are Projects Negatively Affected Due to Late Arrival on-Site?

In this final question, it is not the direct effect of the weather on a project, but primarily determining how the project may be indirectly affected. In essence, it is about examining the outcomes of a few possible scenarios which are initiated by the preceding delays.

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Figure 8 Question three progression⁸

2.3.1 The Reality of Time

In a project assessing the relationship between time-overruns and costs, it was discovered that external factors, notably inclement weather, were the predominant cause of delays (Simushi & Wium, 2020). The scale and type of projects that are researched in this document are principally those where a customer has projects that range from a day to a few weeks, are timeously planned and the ability to recover from interruptions is limited. Accommodating for critical stage processing is planned for, but the sequential process is not always flexible in shorter duration installations. The seemingly minor delays are in reality problematic in that the project exceeds its allocated time boundary and resultingly causes frustration to their customer and increased costs for the installer. Mediation, arbitration and litigation are improbable scenarios, but project abandonment can come quickly when an integrator is unable to continue operating.

One serious delay is usually manageable, but repeated instances are not, which makes support and teamwork vital. On a few occasions, there were urgent requests for assistance on a project. Unfortunately, it ended terribly in some cases, between customer and installer, which highlights the need to be prudent with all segments of time.

2.3.2 Quality in Workmanship

Most projects already begin with an insufficient amount of time and resources (Brown, 2016), and in an attempt to maximise profit and contracts ensuing adjustments can result in reworks with continuing negative effects (Emuze & Smallwood, 2011). While this does not apply to all, the company that is operating on a rigid timeline might consider removing activities or working faster. In both instances, the quality decreases, with possible warranty implications and the customer does not get what they should.

An additional concern is workforce-strain. Interviews with team players describe the emotions experienced in badly planned projects (Craig & Jassim, 1995), the stresses on South African construction workers is recorded (Oshungade & Kruger, 2017) and so is the significance of correctly meeting expectations the first time (Goodman & Broetzmann, 2019).

The comments are all important as they highlight the continuing occurrences and far-reaching effects of a central event, such as the disruption from inclement weather. Customers and companies are both inconvenienced, and in SA in particular the employees themselves are personally affected.

[...]

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¹ Question overview, Author’s own Work

² Question one, Author’s own Work

³ South African Weather Service. “Percentage of Normal Rainfall for Season July 2020 - August 2020.” Historical Rain, 2020, https://www.weathersa.co.za/home/historicalrain, Accessed 6 June 2022.

⁴ South African Weather Service. “Percentage of Normal Rainfall for Season July 2020 - October 2020.” Historical Rain, 2020, https://www.weathersa.co.za/home/historicalrain, Accessed 6 June 2022.

⁵ Question two progression, Author’s own Work

⁶ Sonntag, Melissa. “Product Distribution Strategy: The Ultimate Guide [Infographic].” Repsly, https://www.repsly.com/blog/consumer-goods/everything-you-need-to-know-about-product-distribution

⁷ MacDonald, S. “7 Ways to Create a Customer Experience Strategy.” 7 Ways to Create a Customer Experience Strategy, May 2020, https://www.superoffice.com/blog/customer-experience-strategy/

⁸ Question three progression, Authors own work