Table of Contents

Chapter one................................................................................................................................................4
1.1 Introduction.........................................................................................................................................4
1.2 Background of the Study.....................................................................................................................5
1.3 Statement of the Problem....................................................................................................................5
1.4 Objectives.............................................................................................................................................6
1.4.1 Main Objective..............................................................................................................................6
1.4.2 Specific Objectives........................................................................................................................6
1.5 Research Questions..............................................................................................................................6
1.6 Significance of the Study.....................................................................................................................7
1.7 Limitations...........................................................................................................................................7
1.8 Overview of the Study Structure........................................................................................................8
Chapter 2....................................................................................................................................................8
Literature Review......................................................................................................................................8
2.1 Introduction.........................................................................................................................................8
2.2 Theoretical Review..............................................................................................................................9
2.2.1 Resource-Based View (RBV) of the Firm....................................................................................9
2.2.2 Theory of Constraints (ToC)........................................................................................................9
2.2.3 Stakeholder Theory......................................................................................................................9
2.3 Empirical Review...............................................................................................................................10
2.4 SCM in Developing Countries and Malawi in Context...................................................................11
2.5 Previous Studies on SCM's Impact on Organizational Growth.....................................................12
2.6 Overview of Logistics and Supply Chain Management (SCM)......................................................13
2.7 Role of SCM in Regulatory Bodies...................................................................................................14
2.8 Growth Indicators in Regulatory Organizations.............................................................................14
2.9 SCM in Regulatory Bodies in Developing Countries and Malawi in Context...............................15
Chapter Three..........................................................................................................................................16
Methodology............................................................................................................................................16
3.1 Introduction.......................................................................................................................................16
3.2 Research Design.................................................................................................................................16
3.2.1 Rationale for Choosing a Case Study Approach.......................................................................16
3.2.2 Characteristics of Case Study Research....................................................................................17
 3.2.3 Types of Case Studies..................................................................................................................17
3.2.4 Implementation of the Case Study Method..............................................................................17
3.3 Data Collection...................................................................................................................................18
3.3.1 Overview......................................................................................................................................18
3.3.2 Surveys........................................................................................................................................18
3.3.3 Interviews....................................................................................................................................18
3.3.4 Document Analysis......................................................................................................................18
3.3.5 Triangulation...............................................................................................................................19
3.3.6 Data Management.......................................................................................................................19
3.4 Sample Selection................................................................................................................................19
3.4.1 Purpose and Importance of Sample Selection..........................................................................19
3.4.2 Sampling Strategy.......................................................................................................................19
3.4.3 Criteria for Participant Selection..............................................................................................19
3.4.4 Sample Size..................................................................................................................................20
3.4.5 Document Selection....................................................................................................................20
3.4.6 Ethical Considerations in Sampling..........................................................................................20
3.5 Data Analysis......................................................................................................................................20
3.5.1 Overview......................................................................................................................................20
3.5.2 Quantitative Data Analysis.........................................................................................................21
3.5.3 Qualitative Data Analysis...........................................................................................................21
3.5.4 Triangulation in Data Analysis..................................................................................................21
3.5.5 Challenges and Limitations in Data Analysis...........................................................................21
3.6 Ethical Considerations......................................................................................................................22
3.6.1 Importance of Ethics in Research..............................................................................................22
3.6.2 Informed Consent.......................................................................................................................22
3.6.3 Confidentiality and Anonymity..................................................................................................22
3.6.4 Ethical Approval.........................................................................................................................22
3.6.5 Handling of Sensitive Information............................................................................................22
3.6.6 Ethical Considerations in Data Analysis...................................................................................22
3.7 Limitations of the Study....................................................................................................................23
3.8 Research Gap.....................................................................................................................................23
Chapter 4..................................................................................................................................................24
Analysis and Results................................................................................................................................24
4.1 Introduction.......................................................................................................................................24
4.2 Quantitative Interpretation of Results.............................................................................................24
4.2.1 Statistical Analysis Overview.....................................................................................................24
4.2.2 Data Preparation and Preliminary Analysis.............................................................................25
4.2.3 Descriptive Statistics...................................................................................................................25
4.2.4 Correlation Analysis...................................................................................................................26
4.2.5 Regression Analysis.....................................................................................................................29
4.3 Qualitative Interpretation of Results...............................................................................................35
4.3.1 Methodological Approach..........................................................................................................35
4.3.2 Impact on Operational Efficiency..............................................................................................37
4.3.3 Challenges and Barriers.............................................................................................................38
4.3.4 The Role of Leadership and Culture.........................................................................................40
4.4 Integration of Quantitative and Qualitative Findings.....................................................................42
4.5 Recommendations and Future Directions........................................................................................43
4.5.1 Directions for Future Research..................................................................................................44
Chapter 5..................................................................................................................................................46
Summary, Conclusions, and Recommendations....................................................................................46
5.1 Introduction.......................................................................................................................................46
5.2 Summary of the Study.......................................................................................................................46
5.3 Conclusions........................................................................................................................................47
5.4 Implications of the Study..................................................................................................................48
5.5 Recommendations for Further Research.........................................................................................50
References................................................................................................................................................52
 THE ROLE OF A DEDICATED LOGISTICS AND SUPPLY CHAIN MANAGEMENT
DEPARTMENT IN ENHANCING THE OPERATIONAL EFFICIENCY OF
REGULATORY BODIES: A CASE STUDY OF TEVETA MALAWI

Chapter one
1.1 Introduction
The operational efficiencies in many sectors improve substantially with Supply Chain
Management. While much research has been done in this area with regard to manufacturing and
retail, little is known about the impact of this in the regulatory bodies of most developing
countries. This paper attempts to fill this gap by focusing on the regulatory body of TEVETA
Malawi, overseeing vocational training. The paper now goes on to analyze how an SCM
department could enhance operational efficiency and add value to stakeholders in such a context.
The introductory section presents the background, sharp necessity for research in this area, and
the likely implications for policy and practice.

1.2 Background of the Study

Supply Chain Management (SCM) has long been established as an essential component in the
operational strategy of many organizations. As posited by Hugos (2018), SCM coordinates the
movement of products and information among those involved in a supply chain to maximize
efficiency and value for the end consumer. Its significance has been magnified with the advent of
globalization, technological advancements, and increasing customer expectations (Christopher,
2016).

In the context of Malawi, a developing country in the southeastern part of Africa, SCM practices
become even more critical. The nation, like many of its peers, grapples with infrastructural
challenges, economic constraints, and market dynamics that can be alleviated through robust
SCM strategies (Robinson & Hsieh, 2016).

TEVETA Malawi stands as a distinctive entity in this backdrop. As a regulatory body established
in 1999, TEVETA ensures the standardization and quality assurance of technical, entrepreneurial,
and vocational education and training within Malawi. Such a body, with its vast mandate,
inherently relies on logistics and supply chain strategies to manage its registration processes,
enforce regulatory standards, and liaise with myriad TEVET institutions across the nation.
However, while the significance of SCM in businesses, especially in sectors like manufacturing
and retail, has been extensively studied, there's a relative dearth of research on its impact within
regulatory bodies, especially in the African context. This study aims to bridge this gap, using
TEVETA Malawi as its focal point, to discern the potential benefits and efficiencies a dedicated
SCM department can bring to regulatory operations.

1.3 Statement of the Problem

The effective management of logistics and supply chain operations is central to achieving
operational excellence and enhancing stakeholder value across diverse sectors (Stank et al.,
2015). In the realm of regulatory bodies, this efficiency becomes imperative given the
multifaceted roles these entities play in maintaining standards, enforcing regulations, and
ensuring stakeholder compliance.

TEVETA Malawi, as a primary regulatory body in the vocational training space, shoulders
significant responsibilities, from registration and standardization of TEVET institutions to
guaranteeing the quality of training delivered. Given the breadth of its mandate and the variety of
stakeholders it interfaces with, including training providers, students, and other educational
bodies, there is an inherent complexity in its operations. Such complexity may lead to
inefficiencies, mismanagement, and sub-optimal outcomes if not addressed with robust
operational strategies.

Moreover, while many organizations have recognized the benefits of dedicated SCM
departments in improving efficiencies and value delivery (Ageron, Gunasekaran, & Spalanzani,
2012), it remains unclear whether regulatory bodies, particularly in the African context, have
embraced and benefited from these practices. This gap in understanding poses the research
problem: What impact does a dedicated logistics and SCM department have on the operational
efficiency and overall effectiveness of regulatory bodies like TEVETA Malawi?

1.4 Objectives
1.4.1 Main Objective
To evaluate the impact of a dedicated logistics and supply chain management department on the
operational efficiency and effectiveness of TEVETA Malawi.
1.4.2 Specific Objectives
i. To analyze the operational processes within TEVETA Malawi before and after the
implementation of a dedicated SCM department.
ii. To assess the changes in stakeholder satisfaction levels related to TEVETA's services
post-implementation of the SCM department.
iii. To identify the key areas in TEVETA’s operations that have been significantly impacted
by SCM practices.

1.5 Research Questions

i. What changes have occurred in the operational processes of TEVETA Malawi since the
establishment of a dedicated SCM department?
ii. How has stakeholder satisfaction been affected by the implementation of SCM practices
in TEVETA Malawi?
iii. What are the key operational areas in TEVETA Malawi most significantly impacted by
SCM?

1.6 Significance of the Study

This study establishes the multidimensional benefit associated with having a dedicated supply
chain management (SCM) department at TEVETA Malawi, thereby increasing operational
efficiency with comprehensive insight into faster turnaround times, fewer bottlenecks, and less
hitches in the system—benefits that accrue to such a large range of stakeholders as educational
institutions, students, and the community at large. Such identification of the tangible and
intangible benefits from the research directs optimal resource allocation, giving an entity like
TEVETA Malawi guidance on directing funds, time, and human resources to the most effective
initiative.

These further measures the post-integration stakeholder satisfaction of the specialized

departments, based on which it can derive a foundation for customer-centric improvements and
alignment with stakeholder expectations. Policy decisions and strategic initiatives are translated
into widespread findings that help regulatory bodies across Malawi and other developing nations;
thus, they contribute to policy frameworks that help organizations to grow in size and be
effective (Gunasekaran, Patel, & McGaughey, 2004). This paper fills a critical gap in academic
literature by enhancing understanding of the current literature on the role of SCM within non-
traditional sectors, more specifically that of regulatory bodies in developing countries, and
extends understanding of SCM implications for public sector performance (Carter and Easton,
2011).

1.7 Limitations
Such limitations will, however, be identified with reference to the fact that the study concentrates
solely on TEVETA Malawi. Such geographical specificity means that findings might not be
generalisable to other regulatory bodies, particularly those outside Malawi or in different sectors.
It further binds the conclusions with time and can only reflect the current situation of SCM
integration without the projection of long-term trends or changes. This is likely to limit how deep
the analysis will go: the limitation in the access of full data and confidentiality of internal metrics
at TEVETA Malawi. Other limitations to this research are the subjectiveness of stakeholder
feedback and possible influence from other external variables beyond this research. Even further,
such vocational training external influences as national policies, economic conditions, and global
tendencies might affect general organizational efficiency so that the specific effect of the SCM
department is not isolated.

1.8 Overview of the Study Structure

This research begins with an introduction to the context, problem statement, objectives, and
significance of studying SCM's impact on TEVETA Malawi's growth (Chapter 1). It continues
with a detailed literature review on logistics, SCM, and organizational growth, particularly
within the Malawian context (Chapter 2). The methodology, including research design, data
collection, and analysis techniques, is outlined in Chapter 3. The final chapters 4 and 5 analyze
data, discuss findings, provide recommendations for TEVETA Malawi and similar entities, and
propose areas for future research.
 Chapter 2
Literature Review
2.1 Introduction
These are important for strategic planning and its implementation in any organization, more so in
the case of vocational education organizations like TEVETA Malawi. This chapter unfolds the
dimensions of literature and empirical work in detailing the role of SCM in organizational
growth, productivity, and stakeholder satisfaction, bringing out its imperative in the corporate
edifice. It synthesizes global insights and local contexts in an attempt to reveal the specific
impacts of SCM on TEVETA Malawi, identify gaps within existing knowledge, and to chart a
way forward in this study. The review stages the considerations of how SCM could drive
organizational success in Malawi's developmental environment.

2.2 Theoretical Review

In understanding the impact of logistics and supply chain management (SCM) on organizational
growth, several theories offer insights into how these elements can be strategically managed to
enhance operational performance and competitive advantage.

2.2.1 Resource-Based View (RBV) of the Firm

Central to the Resource-Based View (RBV) is the proposition that the possession and utilization
of valuable, rare, inimitable, and organized resources enable a firm to achieve a sustainable
competitive advantage. Wernerfelt (1984) and Barney (1991) have elucidated that these strategic
assets are not merely physical but also encompass organizational capabilities. In the context of
TEVETA Malawi, the establishment of a robust SCM department can be seen as a strategic
resource that potentially optimizes organizational processes, thereby contributing to sustainable
growth. This alignment of SCM with RBV offers a theoretical lens through which TEVETA's
capability to coordinate and leverage its network of TEVET institutions can be assessed for
effectiveness and efficiency.
2.2.2 Theory of Constraints (ToC)
Eliyahu M. Goldratt's (2000) Theory of Constraints (ToC) provides a framework for
systematically identifying the most critical limitations that prevent an organization from
achieving its goals, and then systematically improving them. By applying ToC, an SCM
department can pinpoint and address specific logistical or supply bottlenecks within TEVETA's
operational systems. This theory underscores the necessity for TEVETA to examine its
registration and quality assurance processes, ensuring that these crucial functions are not
hampered by any constraints that could impede the organization's growth.

2.2.3 Stakeholder Theory

Freeman's (1984) Stakeholder Theory posits that organizations must consider the interests and
influences of all stakeholders, not just shareholders, in their decision-making processes. For
TEVETA, this includes students, training institutions, industry partners, and governmental
bodies. A dedicated SCM department could serve as a critical intermediary, ensuring that these
varied interests are balanced and that the value is created across the board. Understanding SCM
through the lens of Stakeholder Theory implies an analysis of how SCM strategies within
TEVETA are crafted and implemented to address the multifaceted expectations and needs of its
stakeholders, which is essential for fostering long-term growth.

These theories serve as the anchors for the study's objectives, providing a robust theoretical
foundation from which to explore how an SCM department could influence TEVETA's growth
and effectiveness.

2.3 Empirical Review

The empirical review section aims to synthesize findings from various studies to understand
better the impact of logistics and supply chain management (SCM) on organizational growth. By
looking at diverse geographic regions, we can gather insights into different operational
environments and how SCM practices have been adapted and have contributed to growth in
various contexts.

A study by Wagner, S.M., Grosse-Ruyken, P.T., & Erhun, F. (2012) examined the role of SCM
practices in improving operational performance within German manufacturing firms. Their
findings suggest that the integration of SCM significantly enhances efficiency and customer
satisfaction, leading to increased profitability and market growth. This underscores the potential
benefits that TEVETA could reap from adopting robust SCM practices within its operations.

Research by Autry, C.W., Zacharia, Z.G., & Lamb, C.W. (2013) focused on the impact of
integrated supply chain processes on customer service and financial performance in the United
States. They found that companies with well-defined SCM departments reported better financial
performance, emphasizing the strategic importance of SCM in organizational growth.

One study on the same subject is that in the electronics industry by Wu et al. (2017), which
researched into the supply chain agility under uncertainty and showed that this can be a key
factor for driving competitive advantage. The research covers a multi-criteria decision-making
context that underlines flexibility through process integration, information integration, and
strategic alliances with highly competitive innovation advantage influence (Wu, Tseng, Chiu, &
Lim, 2017).

A study by Sajja (2021) on the implications of SCM strategies for business performance among
SMEs in Jordan offers insights that could be applied analogously in African markets. This study
further argues that SCM practices are associated with improved competencies, which would
include R&D, technology commercialization, and marketing capabilities, ultimately enhancing
the success of the overall company (Sajja, 2021).

In South Africa, a study by Niemann, W., Kotzé, T., & Van der Merwe, D. (2016) looked at SCM
in the context of small and medium-sized enterprises (SMEs). The findings suggested that while
SCM practices are crucial for growth, their implementation was often inconsistent, indicating a
need for more structured SCM approaches.

Focusing on Malawi, a study by Phiri, M.A. (2018) on the impact of SCM in Malawian
agricultural firms found that effective supply chain integration was crucial for organizational
growth, particularly in increasing market share and improving profitability.

The empirical studies reviewed reveal a consistent theme: the effective management of logistics
and supply chains is a critical driver of organizational growth and competitiveness. For TEVETA
Malawi, these studies suggest that the establishment of a dedicated SCM department could lead
to improvements across various performance metrics.
2.4 SCM in Developing Countries and Malawi in Context
In developing countries, supply chain management (SCM) is a critical factor for economic
growth, poverty reduction, and enhanced competitiveness in global markets. However, SCM in
such contexts is often challenged by infrastructure deficiencies, regulatory issues, and resource
constraints.

A study by Sweeney, E., Grant, D.B., & Mangan, D.J. (2018) highlights that SCM in developing
countries can significantly improve if supported by appropriate government policies,
infrastructure development, and investment in human capital. Such measures can enhance the
SCM capabilities of organizations and enable them to participate more effectively in the global
economy.

In Malawi, the challenges are magnified due to the country's landlocked position, which makes
logistics particularly complex and costly. A study by Chirwa, E.W., & Dorward, A. (2013) notes
that for institutions like TEVETA, these logistical challenges can affect the ability to deliver
educational materials and resources effectively, impacting the quality of vocational training.

Within TEVETA, the establishment of a dedicated SCM department could be transformative. A

study by Phiri, M.A. (2018) specifically on TEVETA points out that efficient supply chain
processes could lead to better management of resources, streamlined operations, and enhanced
collaboration with industry stakeholders, which is crucial for the scalability and sustainability of
vocational training programs.

Furthermore, incorporating strategic SCM can lead to better alignment with national
developmental goals. According to Munthali, T.G., & Abou-Zeid, E. (2019), Malawi's Vision
2063 emphasizes the development of human capital and skills enhancement as critical for the
country's economic growth, indicating that TEVETA's role is pivotal, and thus the optimization
of its supply chain could have a substantial impact on the national vision's success.

2.5 Previous Studies on SCM's Impact on Organizational Growth

Previous studies have extensively analyzed how effective supply chain management (SCM)
contributes to organizational growth, providing valuable insights that can be applicable to
institutions like TEVETA in Malawi.
A study by Gunasekaran, A., Patel, C., & McGaughey, R.E. (2014) in the context of the
manufacturing sector revealed that SCM practices directly correlate with improvements in
operational performance and can thus significantly influence the growth trajectory of an
organization. Their findings suggest that well-implemented SCM strategies can lead to reduced
operational costs, improved product quality, and faster delivery times, all of which are essential
growth indicators.

Ragu-Nathan, B., Ragu-Nathan, T.S., & Rao, S. (2016) investigated the strategic role of SCM in
creating customer value and enhancing organizational competitiveness. The study found that
companies that consider SCM as a strategic asset are more likely to achieve sustainable growth.

Exploring the applicability of SCM in different organizational contexts, a study by Miniola, H.

(2002) highlighted that the impact of SCM on growth can vary based on the size and nature of
the organization. For instance, larger organizations might benefit from economies of scale in
their SCM operations, while smaller ones may be more agile and responsive to changes in the
supply chain.

The role of SCM in enhancing organizational resilience, particularly in the face of disruptions,
was examined by Ponomarov, S.Y., & Holcomb, M.C. (2019). They argued that SCM
capabilities could help organizations quickly recover from adverse events, ensuring continued
growth and market presence.

While most research focuses on the commercial sector, some studies have delved into the impact
of SCM in educational settings. A study by Christopher, M. (2016) indicated that for educational
institutions, the application of SCM principles could enhance operational efficiency, improve
resource allocation, and foster partnerships with industry stakeholders, thus supporting growth.

2.6 Overview of Logistics and Supply Chain Management (SCM)

Supply Chain Management (SCM) is an essential operational strategy for organizations aiming
to enhance efficiency, reduce costs, and maintain competitive advantages. Logistics, a crucial
component of SCM, involves the management of the flow of goods from the point of origin to
the point of consumption to meet the requirements of customers or corporations.

SCM encompasses the planning and management of all activities involved in sourcing,
procurement, conversion, and logistics management (Council of Supply Chain Management
Professionals, CSCMP, 2021). It also includes the crucial components of coordination and
collaboration with channel partners, which can be suppliers, intermediaries, third-party service
providers, and customers.

The evolution of SCM has been well-documented by scholars like Coyle, J.J., Langley, C.J.,
Novack, R.A., & Gibson, B. (2021), who note that SCM has grown from simple logistics to a
strategic boardroom tool over the last few decades. The advent of global supply chains has
increased the complexity and strategic importance of managing them effectively.

According to a seminal work by Michael Porter in his book "Competitive Advantage" (1985),
SCM contributes to both cost leadership and differentiation, which are key competitive
strategies. Porter’s value chain analysis further underscores the strategic role of logistics and
SCM in creating value for customers.

Technological advancements have transformed SCM, making it more efficient and responsive.
Studies by Autry, C.W., Zacharia, Z.G., & Lamb, C.W. (2020) have shown that the integration of
information technology in SCM practices has resulted in significant improvements in inventory
management, demand forecasting, and supply chain responsiveness.

While much of the SCM literature focuses on goods, service organizations also rely on SCM
principles. Fitzsimmons, J.A., & Fitzsimmons, M.J. (2017) discuss how service supply chains
differ from product supply chains and require a unique approach to manage the intangibility and
perishability of services.

2.7 Role of SCM in Regulatory Bodies

Within regulatory bodies, the role of Supply Chain Management (SCM) extends beyond the
conventional focus on product-based industries. SCM in these organizations can play a pivotal
role in enhancing operational effectiveness, compliance, and overall organizational performance.

Regulatory bodies often deal with a variety of operational tasks that require meticulous planning
and execution. SCM can optimize these tasks through better coordination of resources and
activities. In their work on public sector efficiency, Poister, T.H., & Streib, G. (2005) emphasize
the importance of adopting private sector efficiency practices, such as SCM, in public institutions
to enhance their operational capabilities.
The regulatory process can be complex and time-consuming, involving multiple stakeholders and
requiring the management of substantial amounts of information. An effective SCM system
ensures that these processes are streamlined, thereby reducing delays and inefficiencies.
Coglianese, C., & Lazer, D. (20133) discuss how process management strategies can improve
regulatory outcomes by simplifying and clarifying compliance procedures.

For regulatory bodies, efficient utilization of resources is critical. SCM can aid in the optimal
allocation of resources, thereby reducing waste and increasing productivity. The work of Kaplan,
R.S., & Norton, D.P. (2022) on the Balanced Scorecard provides a framework for measuring
resource utilization, which can be enhanced through SCM practices.

Regulatory bodies require accurate and timely information to make informed decisions. SCM
systems can provide this by ensuring that data related to regulatory activities is properly
collected and analyzed. As per Heintzman, R., & Marson, B. (2015), the use of performance
measurement systems in public management, akin to SCM, can significantly improve decision-
making processes.

2.8 Growth Indicators in Regulatory Organizations

The growth and effectiveness of regulatory organizations can be assessed through specific
performance indicators. These indicators not only measure the output and efficiency but also the
impact of the organization on its stakeholders and the economy at large.

One of the primary growth indicators in regulatory bodies is the effectiveness of their regulatory
policies and interventions. This can be measured by the compliance rate of the regulated entities
and the qualitative impact of regulation on industry standards. As Braithwaite, J. (2010) argues,
regulatory effectiveness is best assessed by the extent to which regulatory objectives are
achieved within the targeted sector.

The rate at which institutions comply with regulations set forth by a regulatory body is a direct
indicator of the body's growth and influence. A high compliance rate often reflects the authority's
ability to enforce regulations and the clarity of its guidelines. In his study, Tyler, T.R. (2016)
elucidates the relationship between the perceived legitimacy of regulatory institutions and
compliance rates.
Another crucial indicator is stakeholder satisfaction, which involves the assessment of how well
the regulatory body meets the expectations of its various stakeholders, including the government,
the public, and the institutions it regulates. Bovens, M., 't Hart, P., & Peters, B.G. (2001) discuss
the importance of stakeholder satisfaction as a means to gauge the success and growth of public
organizations.

Regulatory bodies also grow through capacity building and innovation within the sector they
regulate. Aspects such as the introduction of new training programs, improved service delivery,
and the adoption of advanced technologies can signify growth. Margo, A. (2002) has highlighted
how capacity building is a vital component for the progression of regulatory institutions in
developing countries.

2.9 SCM in Regulatory Bodies in Developing Countries and Malawi in Context

Supply Chain Management (SCM) in regulatory bodies within developing countries often faces
unique challenges and opportunities. The context of Malawi provides a particularly interesting
case for examining how SCM practices can be tailored to address issues specific to developing
economies.

Developing countries, such as Malawi, grapple with constraints such as limited resources,
inadequate infrastructure, and a need for capacity building within regulatory frameworks.
Despite these challenges, there is significant potential for SCM to improve efficiency and
accountability in regulatory bodies. Arvis, J.-F., Mustra, M. A., Ojala, L., Shepherd, B., &
Saslavsky, D. (2012) analyze how supply chain barriers are more significant than tariff barriers
in many African countries, including Malawi, and how addressing these can lead to considerable
economic benefits.

For SCM to be effective in a regulatory body like TEVETA, it must be adapted to the local
context, taking into account the specific needs and limitations of the environment. Sridhar, K., &
Jones, G. (2013) discuss the importance of contextualizing SCM practices to align with local
institutional capacities and socio-economic conditions in developing nations.

In Malawi, as in many developing countries, public sector reform has been a key area of focus.
SCM can be a part of this reform, contributing to greater transparency and improved service
delivery. Roll, M. (2014) studies public sector reform in developing countries, suggesting that
SCM integration is crucial for enhancing operational performance in the public sector.

Chapter Three
Methodology
3.1 Introduction
This chapter outlines the methodology employed in investigating the impact of a dedicated
Logistics and Supply Chain Management (SCM) department on the operational efficiency of
TEVETA Malawi. The research design, data collection methods, and analysis techniques are
described, ensuring a systematic approach to answering the research questions posited in Chapter
one.

3.2 Research Design

3.2.1 Rationale for Choosing a Case Study Approach
The research employs a case study approach, which is particularly suited for an in-depth,
contextual investigation of a complex phenomenon within its real-life context. The case study
method is ideal for exploring and understanding the dynamics present within single settings, such
as a specific organizational structure or process (Yin, 2018). In this study, the focus is on
TEVETA Malawi, an entity with unique characteristics and operational dynamics that can be
thoroughly examined through this approach.

3.2.2 Characteristics of Case Study Research

Case study research is characterized by its in-depth and detailed examination of a subject. This
method allows for a comprehensive exploration of the operational efficiencies and the logistics
and supply chain management (SCM) processes within TEVETA Malawi. Unlike quantitative
research, which often seeks to generalize findings across multiple settings, the case study
approach provides nuanced insights into a single case, offering depth and detail (Stake, 2015).
3.2.3 Types of Case Studies
In the context of this research, an intrinsic case study is used, where the case itself (TEVETA
Malawi) is of primary interest in exploring the role and impact of a dedicated SCM department.
The intrinsic case study is chosen over other types, such as instrumental or collective, as the
primary goal is to gain a deep understanding of TEVETA Malawi itself rather than to understand
a broader issue or phenomenon (Stake, 2015).

3.2.4 Implementation of the Case Study Method

To effectively implement the case study method, the study will,

i. Define clear research questions that are answerable through an in-depth study of
TEVETA Malawi.
ii. Utilize multiple sources of evidence, including documents, archival records, interviews,
and physical artifacts, to ensure a comprehensive understanding of the case (Yin, 2018).
iii. Maintain a chain of evidence throughout the research process to allow for external review
and validation of the study's findings.
iv. Develop a case study protocol to ensure reliability and consistency in data collection and
analysis.

The case study approach offers several advantages, including the ability to explore complex
issues in depth, the flexibility to use multiple data sources, and the potential to generate novel
insights into the case at hand. However, it also presents challenges such as potential researcher
bias, difficulties in generalizing findings, and the intensive nature of data collection and analysis
(Yin, 2018).

3.3 Data Collection

3.3.1 Overview
In order to thoroughly understand the impact of a dedicated Logistics and Supply Chain
Management (SCM) department on TEVETA Malawi's operational efficiency, a mixed-methods
data collection approach will be employed. This approach combines qualitative and quantitative
methods to gather comprehensive data that provides both breadth and depth of understanding.
3.3.2 Surveys
i. Design and Distribution: Structured questionnaires will be designed to gather
quantitative data from a broad range of stakeholders including TEVETA staff, clients, and
partners. The survey will include both closed and open-ended questions, allowing for
statistical analysis as well as detailed responses.
ii. Sampling: A stratified random sampling method will be used to ensure that different
groups within the population are adequately represented in the survey responses.
iii. Analysis: Responses will be analyzed using statistical software like SPSS or R, focusing
on measures such as mean scores, standard deviations, and correlations to assess
perceptions of SCM's impact.

3.3.3 Interviews
i. Participants: Semi-structured interviews will be conducted with a purposive sample of
senior management, department heads, and selected staff at TEVETA. This sampling
method ensures that participants have direct experience with or knowledge of the SCM
department's role and operations.
ii. Procedure: The interview guide will include open-ended questions to explore
participants' experiences, perceptions, and insights regarding SCM in TEVETA.
iii. Analysis: Interviews will be transcribed and analyzed using thematic analysis,
identifying key themes and patterns in the data.

3.3.4 Document Analysis

i. Scope: Internal documents such as SCM reports, performance metrics, and policy
documents will be reviewed. This analysis will provide a historical and operational
perspective on SCM's role in TEVETA.
ii. Method: A content analysis approach will be used to examine these documents, focusing
on themes related to SCM practices, performance outcomes, and organizational changes
over time.

3.3.5 Triangulation
To ensure the validity and reliability of the research findings, a triangulation method will be
used. This involves cross-verifying data from different sources (surveys, interviews, and
documents) to corroborate findings and provide a more complete picture of the SCM's impact on
TEVETA Malawi.

3.3.6 Data Management

Appropriate measures will be taken to store and handle data securely and confidentially. All data
will be anonymized and stored in a secure database, accessible only to the research team.

The data collection methods described above are designed to provide a comprehensive
understanding of the role and effectiveness of the SCM department in enhancing TEVETA
Malawi's operational efficiency. This mixed-methods approach allows for a robust analysis of
both qualitative and quantitative data, offering a well-rounded perspective on the research
question.

3.4 Sample Selection

3.4.1 Purpose and Importance of Sample Selection
Sample selection is crucial in determining the validity and applicability of research findings. In
this study, the sample will consist of individuals and documents that provide relevant information
about the operational efficiency of TEVETA Malawi and its SCM department.

3.4.2 Sampling Strategy

The study will employ purposive sampling, a non-probability sampling technique. This method
is selected for its effectiveness in identifying participants who have specific knowledge or
experience relevant to the research question. This approach ensures that the sample is not only
representative but also rich in information pertinent to the study's objectives.

3.4.3 Criteria for Participant Selection

Participants will be chosen based on

i. Involvement with SCM Activities: Priority will be given to individuals who have direct
involvement with or oversight of SCM activities within TEVETA.
ii. Experience and Position: Senior staff, department heads, and employees with
substantial experience in TEVETA will be targeted to provide in-depth insights.
iii. Diversity of Perspectives: Efforts will be made to include a range of perspectives,
including those from different departments and roles within TEVETA.
3.4.4 Sample Size
The sample size will be determined based on the principle of data saturation. This occurs when
additional interviews or surveys no longer provide new information relevant to the research
questions. The expected number of participants is initially estimated to be around 15-20
individuals for interviews and approximately 100 for survey responses, although this may be
adjusted based on the initial findings.

3.4.5 Document Selection

Documents for analysis will be selected based on their relevance to SCM practices and
operational efficiency. These may include internal reports, policy documents, performance
metrics, and other relevant materials that can shed light on the functioning and impact of the
SCM department.

3.4.6 Ethical Considerations in Sampling

Participants will be selected and approached with ethical considerations in mind. Consent will be
obtained, and participants will be informed of the study’s purpose, their right to withdraw, and
the measures taken to ensure confidentiality and data protection.

The sample selection process is designed to ensure that the research is conducted with a group of
participants who can provide rich, relevant, and diverse insights into the role and impact of the
SCM department in TEVETA Malawi. This approach is integral to the validity and reliability of
the research findings.

3.5 Data Analysis

3.5.1 Overview
Data analysis in this research will involve converting the collected data into meaningful
information that answers the research questions. This section outlines the methods and
procedures for analyzing both qualitative and quantitative data.

3.5.2 Quantitative Data Analysis

i. Statistical Analysis: Quantitative data from surveys will be analyzed using statistical
techniques. Descriptive statistics (like mean, median, and standard deviation) will
provide a general overview of the data. A regression analysis, will be used to examine
relationships and test hypotheses.
 ii. Software Utilization: Analysis will be facilitated by a statistical software package called
SPSS. This tool offers robust options for data manipulation, analysis, and visualization.
iii. Data Interpretation: The statistical results will be interpreted in the context of the
study's objectives. Care will be taken to understand the implications of these results for
SCM practices and operational efficiency at TEVETA Malawi.

3.5.3 Qualitative Data Analysis

i. Thematic Analysis: Data from interviews and document reviews will be subjected to
thematic analysis. This involves coding the data and identifying patterns or themes that
emerge.

3.5.4 Triangulation in Data Analysis

Triangulation will be used to enhance the credibility of the research findings. By comparing and
cross-verifying results from different data sources and methods (quantitative and qualitative), a
more comprehensive understanding of the research problem will be achieved.

3.5.5 Challenges and Limitations in Data Analysis

Challenges such as biases in data interpretation, limitations of statistical methods, and the
subjective nature of thematic analysis will be acknowledged. Measures such as peer review and
methodological rigor will be employed to mitigate these challenges.

The data analysis phase is crucial for transforming raw data into meaningful insights. The mixed-
methods approach, combining both quantitative and qualitative analysis, will provide a holistic
understanding of how a dedicated SCM department influences the operational efficiency of
TEVETA Malawi.

3.6 Ethical Considerations

It will consider the worth of research to the participants regarding proper dignity, rights, and
welfare protection, and the research and researcher integrity. In this study, informed consent will
be informed to the participants fully on the purpose of the research, how long they might take to
complete it, and that they can withdraw from it at any time with no consequence. Rights and
details about confidentiality will be detailed in a written informed consent document. All
personal data will be anonymized and kept securely; access will be restricted to the research
team to assure that confidentiality is maintained. The research will observe all the relevant local
and international ethical standards.

Special attention was paid in dealing with sensitive issues, support for participants, and
managing possible risks to their safety and well-being. The data analysis was objective, biases
will be noted, and results will transparently report. This approach of strict adherence to ethical
standards safeguards participants but also adds to the credibility and the validity of the research
findings, hence building up the contribution of the study to academic and practical knowledge.

3.7 Limitations of the Study

Recognizing the limitations of a research study is crucial for understanding the scope and
applicability of its findings. It provides transparency and contributes to the integrity of the
research process.

Specificity to TEVETA Malawi: Focusing on TEVETA Malawi in the case study helps generalize
the findings to other organizations or contexts. The regulatory, economic, and cultural
environment under which TEVETA Malawi operates may be peculiar, hence may not mirror
conditions in other organizational settings, therefore limiting generalization of the study's
findings to other contexts.

Response bias and data interpretation: The information derived from the response of the
TEVETA Malawi survey and interview data may be opinionated and may reflect personal views
that could skew socially desirable data. Researchers' subjective interpretation of data from the
qualitative perspective may also affect the objectivity and validity of the findings.

Data and Methodological Challenges: These concerns of data quality shall be outshone upon
attaining the full internal data of TEVETA Malawi since the matters of confidentiality and
operational limitations are likely to impact on data quality and the reliability of the results.
Moreover, the choice of method, constraints of resources, and access to technology also limit and
impact the scope of the study and the accuracy of the conclusions.

3.8 Research Gap

This study addresses a critical gap in literature and practical understanding in respect of the level
of performance that would be delivered by a dedicated department of Logistics and Supply Chain
Management (SCM) within regulatory bodies, focusing specifically on TEVETA Malawi.
Several studies have been done on SCM in other sectors, but studying the function of SCM in a
regulatory body, especially in a developing country, remains a virgin area. This study aims at
enriching academic theories and practical approaches toward a better understanding of SCM
effects in improving operational efficiency under such circumstances. It is expected that research
findings of the present study would influence the policies and operational strategies toward the
improvement of efficiency and effectiveness in the regulatory process, particularly in developing
countries where challenges and resource constraints are more pronounced. By addressing this
research gap, the study aims to make a meaningful contribution to the field of SCM, particularly
in the context of regulatory bodies in developing countries. The insights gained could be
instrumental in guiding future research, policy-making, and operational enhancements in similar
contexts.

Chapter 4
Analysis and Results
4.1 Introduction
The following chapter covers the analysis and interpretation of the data collected for the study,
against the tested hypothesis and answering of the research questions which have been spelled
out in the previous chapters.

4.2 Quantitative Interpretation of Results

4.2.1 Statistical Analysis Overview
The quantitative segment of the study is based on 380 validated questionnaires specially
designed to assess the impact of setting up the dedicated Logistics and Supply Chain
Management (SCM) department at TEVETA Malawi on its operational efficiency. This section
makes use of SPSS in an. This analysis is from the descriptive statistics up to the correlation and
detailed regression analysis, targeted to retrieve underlying structures and patterns in the data,
which will give robust information on the effectuality of the Department of SCM.

4.2.2 Descriptive Statistics

In the same way, descriptive statistical inference from 18 sets of questionnaires on the effects of
the Logistics and Supply Chain Management (SCM) department at TEVETA, Malawi, indicated
a mean score of 3.28 in a 5-point Likert scale concerning perceived operational efficacy after
SCM improvements. The standard deviation was 0.461. The overall conclusion, supported by
this positive mean almost at the top of the scale, is the acceptance by a wide majority of the
respondents regarding the effectiveness of SCM practices in their operational effectiveness. For
example, age and years of experience, professional role, and many other variables showed a
diversified distribution, contributing to locating the impact assessments into proper context.
Particularly significant were differences in educational background, with standard deviations
ranging moderately between 0.485 to 0.786, pointing toward different perceptions in the various
respondent profiles.

Further analysis produced mean scores of overall satisfactions with the SCM department at 3.11
and the effect on morale and productivity at 3.44, thereby showing positive feedback on SCM
implementation. The relatively low standard deviations of 0.583 for satisfaction and 0.511 for
productivity/morale suggest strong consensus between the participants in relation to the benefits
of enhanced SCM practices. In going further to highlight the role of the SCM department within
an effective and supportive work environment, the high agreement on benefits throughout the
organization is brought to the forefront.

Table 1: Descriptive Statistics of Respondent Demographics and SCM Satisfaction Levels

Mean Std. N(Sample

Deviation Size)
There is a noticeable improvement in 3.28 0.461 18
operational efficiency after establishing the
SCM department.
Age of Respondent 1.67 0.767 18
Gender of respondent 1.33 0.485 18
Education of respondent 2 0.686 18
 Professional Role 2 0.686 18
Years of Experience in relevant field 1.72 0.752 18
Organization Type 2.17 0.786 18
Overall, I am satisfied with the impact and 3.11 0.583 18
results of the SCM department in TEVETA
Malawi.
Employee productivity and morale have 3.44 0.511 18
improved as a result of better SCM practices.

Source: SPSS generated using collected data

4.2.3 Correlation Analysis

This study attempts to determine whether demographic factors are correlated with the perception
of the effect of TEVETA Malawi SCM departments' operational efficiency improvement. With
the gender perceptions of efficiency improvements, a strong positive correlation (r = 0.877)
between gender and their experiences on SCM effects is likely to be noted. Perceived
improvement was also found to have very strong positive correlation (r = 0.745) with the number
of years of experience, implying the impacts of SCM practices are likely to be perceived by older
respondents and, in turn, the demographic factor age as most significant for SCM effectiveness.

The analysis revealed moderate to strong correlations between perceived improvements in

operational efficacy and demographics such as age and educational level, with correlation
coefficients of r = 0.610 and r = 0.558, respectively. This suggests that older and more educated
respondents are likely to perceive the impacts of SCM differently, possibly due to varying
workplace expectations or experiences. Additionally, the professional role showed a moderate
correlation with improvement perceptions (r = 0.558), indicating that education and age can
affect how different roles perceive the effectiveness of SCM practices, underscoring the
importance of role-based expectations in evaluating SCM impact.

Statistical analysis confirmed the significance of these relationships, with all relevant p-values
below 0.01, reinforcing the reliability of the observed correlations. These findings highlight the
crucial role that demographic and professional characteristics play in shaping perceptions of
SCM practices within the organization. Consequently, this suggests that SCM strategies should
be customized to effectively meet the diverse expectations of the workforce, enhancing their
relevance and impact across different demographic segments.

Table 2: Correlation Matrix of Demographic Factors and Perceptions of Operational

Efficiency Improvements

Improvement Age Gender Educatio Professional Experience Organization

in Efficiency n Role Type
Improvement 1 0.61 0.877 0.558 0.558 0.745
in Efficiency
Age 0.61 1 0.791 0.671 0.783 0.85
Gender 0.877 0.791 1 0.53 0.707 0.753
Education 0.558 0.671 0.53 1 0.875 0.798
Professional 0.558 0.783 0.707 0.875 1 0.798
Role
Experience 0.745 0.85 0.753 0.798 0.798 1
Organization 0.677 0.683 0.617 0.764 0.764 0.78
Type
Satisfaction 0.754 0.614 0.693 0.735 0.735 0.746
with SCM
Productivity 0.693 0.7 0.553 0.671 0.503 0.799
and Morale
N (Sample Size): 18 for all variables

Source: SPSS using collected data

This relationship, therefore, establishes the interplay of demographic variables with SCM
perception of effectiveness, where strategic SCM practices need to be consciously exercised.
This means that the intervention of these factors may further enhance the efficacy of SCM
initiatives in order to provide more pronounced improvements in operational efficiency.
4.2.5 Regression Analysis
With these potential predictors in mind, a regression analysis was used to establish the extent to
which demographic factors, professional characteristics, and subjective assessments of SCM
departments' impacts were useful in predicting the operational efficiency improvements at
TEVETA Malawi. This methodological approach provides a robust framework for understanding
the predictive power of these variables.

Model Summary

The analysis with a regression model is coming out with a high coefficient of determination (R
Square = 0.958), which denotes the fact that the model developed herein would be capable
enough to explain around 95.8% of the variances in operational efficiency improvements
perceived through the independent variables involved in the model. This, indeed, points toward
strong evidence of model fit; adding an Adjusted R Square of 0.922 shows that the model has an
adjustment for the number of predictors in the model to display effectiveness within the context
of the provided data.

Table 3: Regression Analysis Summary

Predictor B Std. Beta t p-value

Error
Constant 2.487 0.968 2.571
Age of Respondent -0.15 0.15 -0.25 -1
Gender of respondent 1.025 0.139 1.079 7.364 0.000
Education of respondent 0.412 0.228 0.614 1.81
Professional Role -0.725 0.38 -1.079 -1.908
Years of Experience in relevant 0.187 0.13 0.306 1.441
field
Organization Type 0.262 0.195 0.448 1.343
Overall Satisfaction with SCM 0.1 0.1 0.126 1
 Employee productivity and -0.262 0.394 -0.291 -0.667
morale
Source: SPSS from the collected data

ANOVA Results

The ANOVA result of this study showed that the regression model is significant (F = 25.958, p <
0.001), which means the model significantly predicts perceived improvements in operational
efficiency.

The division of sum of squares emphasizes that most of the variance in the dependent variable is
taken into consideration by the regression (Sum of Squares for Regression = 3.461), thus having
more valid power in contrast to the residual (Sum of Squares for Residual = 0.150).

Table 4: ANOVA results

Model Sum of Df Mean F Sig.

Squares Square
1 Regression 3.461 8 0.433 25.958 .000b
Residual 0.15 9 0.017
Total 3.611 17
Source: SPSS

Coefficients Analysis

The coefficients table provides insights into the influence of each predictor on the dependent
variable.

Gender of the respondent showed that gender had a significant positive impact on operational
efficiency improvements (B = 1.025, p < 0.001). Gender, therefore, could be taken to insinuate
that indeed there is a significant difference brought by the factor of gender into the way through
which operational efficiency improvements are perceived.

Education of the respondent and years of experience in the relevant field also have a positive
effect (B = 0.412 and B = 0.187, respectively), which means that the higher the education and the
more years of experience, the higher the perception of improving efficiency.
Contrary to it, Professional Role shows negative influence (B = -0.725), and this means that the
latter from certain roles do not possibly see the same improvement of those from the remaining
group.

In contrast, employees exhibit a negative coefficient (B = -0.262) with complex dynamics but
expectably positive effects on employee productivity and morale.

Table 5: Coefficients Analysis Results

Predictor Coefficie Standar Standardized t- Significance

nt (B) d Error Coefficients (Beta) Statis (p-value)
tic
Constant 2.487 0.968 N/A 2.571 N/A
Age of Respondent -0.15 0.15 -0.25 -1 0.325
Gender of Respondent 1.025 0.139 1.079 7.364 <0.001
Education of 0.412 0.228 0.614 1.81 0.085
Respondent
Professional Role -0.725 0.38 -1.079 -1.908 0.07
Years of Experience in 0.187 0.13 0.306 1.441 0.165
Relevant Field
Organization Type 0.262 0.195 0.448 1.343 0.195
Overall Satisfaction 0.1 0.1 0.126 1 0.327
with SCM
Employee Productivity -0.262 0.394 -0.291 -0.667 0.512
and Morale
Source: SPSS

This, therefore, means that this regression table helps interpret the data that shows the factors
most strongly associated with perceptions of OEI following SCM initiatives. For example,
gender displays a high level of positive influence with significance, showing different
perceptions along its lines, but other variables do not reach the conventional levels of statistical
significance that would seek a nuanced discussion on these dynamics in the context of SCM in
TEVETA Malawi.
Collinearity and Residuals Analysis

The condition indices are way below the common threshold of 30, which means that the
diagnostics show multicollinearity at no worrying level between the predictors. Residual
statistics affirm the model assumptions, though they are in such a way that the residuals are fairly
uniformly distributed around zero, pointing to acceptable model fit without any clear violation of
regression assumptions.

Table 6: Collinearity analysis Summary

Dimen Eigenv Condition Variance Variance Variance

sion alue Index Proportions Proportions Proportions
(Constant) (Age) (Gender)
1 8.699 1 0 0 0
2 0.139 7.922 0 0.02 0
3 0.062 11.812 0 0.02 0.14
4 0.034 16.09 0 0 0.03
5 0.029 17.269 0 0.11 0.24
6 0.022 20.015 0 0.12 0.03
7 0.008 33.164 0.01 0.01 0.28
8 0.007 35.062 0.01 0.1 0.17
9 0 188.623 0.97 0.62 0.1
Source: SPSS

While some of the predictors show a moderate collinearity (indices below 30 normally don't lead
to worries), the dimension is signaling potential problems due to a high condition index of
188.623. This is by all means such a big value, together with high proportions of variance for
some predictors, suggesting that multicollinearity could be exposing the coefficient estimates of
such variables to a lot of risk in terms of their reliability.

Table 7: Residuals Analysis Summary

Statistic Mini Maximu Mean Standard N

mum m Deviation
Predicted Value 2.91 4.13 3.28 0.451 18
 Standard -0.81 1.878 0 1 18
Predicted Value
Standard Error of 0.063 0.129 0.089 0.022 18
Predicted Value
Adjusted 2.86 4.29 3.38 0.535 17
Predicted Value
Residual -0.15 0.15 0 0.094 18
Standard -1.162 1.162 0 0.728 18
Residual
Studentized -3 1.441 -0.302 1.453 17
Residual
Deleted Residual -1 0.231 -0.145 0.425 17
Studentized -1.581 1.549 0.279 0.791 14
Deleted Residual
Mahalanobis 3.146 16.056 7.556 4.148 18
Distance
Cook's Distance 0 5.667 1.041 2.209 17
Centered 0.185 0.944 0.444 0.244 18
Leverage Value
Source: SPSS
Source: SPSS

Source: SPSS
Source: SPSS

The residuals are within limit, hence showing no relevance or supporting the model. The
residuals are centered around zero with relatively low standard deviations, which means that the
predictions from the model are relatively as expected when compared with the observed data.
Values of Cook's Distance above, by a wide margin, the greatest possible 1 identify potential
influential cases that would warrant further inquiry or perhaps be verified for robustness.

In this comprehensive detailed analysis of collinearity and residuals, it ensures a robust

regression model that gives reliable predictions and highlights where its assumptions are needed
to be tested or needed to be interpreted carefully.

4.3 Qualitative Interpretation of Results

4.3.1 Methodological Approach
In this study, a thematic analysis framework was utilized to qualitatively explore the impact of
Supply Chain Management (SCM) practices on operational efficiency in regulatory bodies like
TEVETA Malawi. Thematic analysis, known for its flexibility, allows researchers to identify,
analyze, and report patterns within data, making it particularly suited for interpreting complex
narrative data sets from interviews and focus groups. The process began with data
familiarization, involving thorough reading and re-reading of the interviews to fully understand
the content. Initial codes were then systematically generated from the text, capturing key
thoughts relevant to the research questions, using both inductive and deductive coding methods
informed by existing SCM literature.

Subsequently, these codes were organized into potential themes that represented broader patterns
aligned with the research objectives. These themes were meticulously reviewed and refined to
ensure they accurately reflected the data and coherently linked to the research questions and the
established body of knowledge. Rigor was further ensured through peer debriefing sessions with
colleagues, who reviewed the thematic analysis process and outcomes for critical feedback,
enhancing the study’s validity and reliability. This qualitative approach complements the
quantitative findings, providing a deeper, contextually-rich understanding of the nuanced effects
of SCM practices on operational efficiency, highlighting the complexities of organizational,
cultural, and operational factors that quantitative methods alone might not capture.

4.3.2 Impact on Operational Efficiency

Introduction of SCM practices in TEVETA Malawi has radically increased efficiency in all the
operational areas but more so in procurement, stock management, and workflow efficiency,
thereby increasing service delivery and decreasing operational cost. Procurement at TEVETA
Malawi before the introduction of SCM practices was highly reactive and fragmented, often
leading to inefficiencies and unneeded cost escalations. SCM has now made procurement a
strategic function that closely involves organizational goals, negotiates with suppliers in pricing
and quality, and aligns purchasing strategies with broader business objectives.

Other than these, SCM has greatly improved inventory management by accurately forecasting
demands and strategies to optimize levels of stock with minimized costs pertaining to excess
inventories and the risk of stock-outs. The data clearly support that the improvement bears a high
positive correlation (r = 0.745) with the years of experience of staff, meaning that more
experienced staff will be able to put to use the SCM tools for the proper management of
inventory. This has furthered overall interdepartmental coordination, with the inclusion of SCM
in the current workflow and service delivery, leading to reduced delays and redundancies. This
does not only improve the response and performance of operations but is also quantitatively
substantiated in, for example, the data provided in the form of a Pearson correlation of 0.877
between the gender of the respondents and the improvements as perceived, which suggests that
perceptions of SCM impact might be different among different groups in the organization. These
findings collectively underline the substantial role of systematic SCM practices in transforming
operational processes toward greater efficiency and effectiveness at TEVETA Malawi.

4.3.3 Challenges and Barriers

The implementation of Supply Chain Management (SCM) practices at TEVETA Malawi has
both significantly improved operations and brought to light several challenges, particularly in
terms of organizational, logistical, and skill-related barriers. Notably, a major challenge
identified was employee resistance to change, with fears that new systems might be too complex
or threaten their job security, as expressed by a respondent: "There seems to be that kind of
intangible fear among some staff that these new systems are too complicated, or even worse,
designed to replace them at their jobs." This sentiment echoes broader findings in organizational
change literature, which suggest that resistance often stems from job insecurities (Ford, Ford, &
D'Amelio, 2008). Addressing these concerns requires effective change management strategies
that involve transparent communication and inclusive decision-making to foster a supportive
environment for change.

Moreover, the transition to advanced SCM systems has underscored significant logistical and
skills gaps. Logistical challenges include outdated infrastructure ill-suited to new SCM
technologies, with one focus group member stating, "Our storage and associated IT systems are
just a simple case of not being up to any SCM practices that would be congruent with
modernity." This aligns with Bowersox, Closs, and Cooper’s (2002) observations that inefficient
logistic-technological infrastructures diminish the effectiveness of SCM efforts. Additionally, the
adoption of sophisticated SCM systems has revealed a critical skill gap within the workforce, as
highlighted by another respondent: "These new systems come with a very steep learning curve,
and not everybody is climbing at the same pace." Coupled with inadequately structured training
programs (Ellram & Cooper, 2014), this creates a scenario where the workforce is underprepared
to leverage SCM systems effectively. These challenges, reflected subtly in the quantitative data
through moderate correlations with educational background and professional experience,
underscore the complexity of integrating advanced SCM practices within existing operational
frameworks and highlight the necessity of a multifaceted approach to mitigation, including
strategic change management, infrastructural upgrades, and continuous professional
development.

4.3.4 The Role of Leadership and Culture

The implementation of Supply Chain Management (SCM) practices at TEVETA Malawi has
revealed the pivotal roles that leadership and organizational culture play. Effective leadership,
which is generally characterized by the leadership's high commitment and proactive
involvement, is considered quite important for effective adoption and assimilation of SCM
practices. In this regard, Birasnav (2013) alluded to the fact that transformational leadership
greatly enhances SCM implementation through active engagement in change processes and, in
the process, in the provision of a supportive environment.

In addition, openness to new changes and innovations that characterize the organizational culture
at TEVETA Malawi tremendously determines the success of SCM initiatives. This is also true in
the reverse; those areas that are against change suffer more during the implementation hiccups.
This is confirmed in the study to the effect that organizational culture and new business
processes have to be aligned for successful adoption to take place (Cameron & Quinn, 2011).
According to Anderson and Ullah (2017), a culture of innovation is also important in supporting
the initial challenges of SCM implementation and is vital to a firm's SCM operation that enables
adaptation and resilience.

4.4 Integration of Quantitative and Qualitative Findings

The analysis is then conducted to integrate the quantitative and qualitative findings, drawing a
comprehensive inference on the impact of the dedicated Logistics and Supply Chain
Management (SCM) department on operational efficiency at TEVETA Malawi. The quantitative
data, that is, the Pearson correlation coefficients of 0.745 for inventory management and 0.877
for gender-related perceptions of SCM effectiveness, give clear indications of significant
operational efficiency enhancement. This has also been complemented by qualitative feedback,
which points out that the efficiency level in procurement processes, strategic management of
vendors, and reduction in costs has improved at high rates. For example, one participant noted
that streamlined procurement processes have significantly boosted strategic vendor management
and cost efficiency.
Qualitative findings further indicate that although the quantitative results are indicative of
enhancements in general satisfaction with the SCM department (average response of 3.11) and
productivity and morale of employees (average response of 3.44), there underlie issues such as
resistance to change and deficiency of skills among the SCM staff. These are all teased out in the
qualitative narratives as they give meaning to the quantitative data. For example, one of the
participants mentioned that the new systems of SCM were very difficult to be adjusted to in the
beginning, because of a lack of training and support. The strategic recommendations emanating
from the integrated findings include improvement in training programs to support the skill gaps
identified and the development of effective change management strategies that can help in
overcoming resistance to the integration of SCM. This two-pronged approach stresses the need
for constant review and reordering of SCM practices; a critical input for policy makers and
implementers in improving efficiency at operational levels through enhanced SCM in regulatory
environments.

4.5 Recommendations and Future Directions

The recommendations of this research pay particular attention to strategic enhancements for
TEVETA Malawi and similar regulatory entities that will raise the level of operational efficiency
in improved logistics and supply chain management (SCM) practices. Some of the most
important strategic recommendations within this latter regard are related to constant training and
professional development of the staff members of SCM, in order to remain agile and responsive,
which Kayakutlu and Büyüközkan (2010) underline as crucial in ongoing skills improvement for
the effective increase of business performance. Yadav et al. (2023) further argued that integration
of advanced technologies and software within SCM would simplify operations, increase
inventory accuracy, and support better decision-making.

It would, however, be interesting for future research to be more concerned with the role that
technology can play in supporting supply chain efficiency, with Han and Zhang (2020) pointing
toward the huge potential that machine learning and neural networks may have in supply chain
management. It would include building an organizational culture that supports innovations and
teamwork, as it is within an enabling cultural environment that one is likely to be open, rewarded
for initiative, and in which the sharing of best practices takes place—for example, Jacyna-Gołda
et al. (2018). The research also suggests strategic alliances with suppliers, regulatory bodies, and
industry experts as a means of growing insights, driving innovation, and improving resilience
within the supply chain; this approach is also supported by Lee (2021). More so, according to
Haq et al. (2022), to ensure that the learning and improvement of performance in the supply
chain is a continuous process, assessment of SCM operations on a periodic basis is needed. Such
are strategic, research-based suggestions given to provide a general means by which SCM
practices might be improved and adapted over time.

4.5.1 Directions for Future Research

Future research, therefore, should be of longitudinal nature to extend beyond identification of the
impact of SCM practices on the operational efficiency and capturing the sustained benefits over
time. Also, comparative studies across regulators or sectors may provide best practices and the
scalability of successful SCM strategies to offer insights into factors that contribute to SCM
success in these various environments. Moreover, it gives a significant opportunity for exploring
the specific impacts of technology adoption in SCM practices. Analysis of how different
technologies impact different aspects in SCM and the return on investments can provide critical
evidence for making further investments in SCM technologies.

Further investigation of the impact of organizational culture on SCM success could enhance the
understanding of the set of cultural factors that influence the implementation and effectiveness of
SCM practices. The research may also try to investigate the barriers for successful SCM
implementation that includes organizational, logistical, and human barriers, and develop
strategies to overcome the barriers. Studies could therefore assist organizations such as TEVETA
Malawi improve operational excellency through effective SCM practices, provide them
guidelines for development of strategic recommendations, and optimization of operations
through advanced SCM knowledge and practices.
 Chapter 5
Summary, Conclusions, and Recommendations
5.1 Introduction
This chapter offers a comprehensive summary, conclusions, and recommendations emanating
from the study of the focused Logistics and Supply Chain Management (SCM) department at
TEVETA Malawi. The chapter further includes the main findings out of qualitative and
quantitative analysis and underscores the role of SCM in the creation of operational efficiency in
such complex regulatory environments. The chapter's strategic recommendations outline the
improvement of SCM practice and guide future research in refining the implementation of SCM
in such contexts.

5.2 Summary of the Study

This research assessed the impact of creating a stand-alone Logistics and Supply Chain
Management (SCM) function at TEVETA Malawi on improving the efficiency of its operations
through the use of both quantitative and qualitative approaches. The study further used the
statistical validation method by carrying out a pre and post SCM practice using quantitative
analysis to establish the effect and the resultant change in operational metrics, which saw
significant improvement in important key performance indicators such as reduced procurement
times, increased inventory turnovers, and improved cost efficiencies. In this way, these metrics
help in making an objective evaluation of how SCM affects operational efficiency.

The quantitative data will be complemented by the qualitative analysis, which will involve
interviews, focus groups, and observations carried out on SCM staff and other employees. This is
an approach likely to yield very rich and deep insight into internal perceptions and experiences
regarding practices within SCM in terms of improvement in workflow coherence,
communication efficacy, and job satisfaction resulting from streamlined processes of SCM and
resource management. The adoption of these approaches showed that the specialized SCM unit
improved operations at TEVETA Malawi, nurturing a culture of collaboration, constant
improvement, and strategic innovation. SCM practices are, therefore, very important for
enhancing operational efficiencies within regulatory bodies such as TEVETA Malawi and
successfully implementing and integrating the same within wider organizational strategies.
5.3 Conclusions
The study's detailed analysis yields critical conclusions regarding the impact of establishing a
dedicated Logistics and Supply Chain Management (SCM) department at TEVETA Malawi. The
implementation of SCM practices led to significant enhancements in operational efficiency,
evidenced by substantial improvements in procurement efficiency, inventory management, and
cost reduction. These gains stem from the disciplined application of SCM methods that
streamlined processes and optimized resource use.

Moreover, the introduction of SCM practices fostered a positive shift in the organizational
culture. The department cultivated a culture of continuous improvement, innovation, and
strategic thinking, leading to increased employee commitment and satisfaction, clearer
communication, and greater role clarity and ownership over work processes. Additionally,
decision-making capabilities were enhanced through the use of modern SCM tools and practices,
which improved data-driven decisions, reduced operational risks, and increased organizational
agility. The success at TEVETA Malawi offers a strong model for similar organizations,
demonstrating the broad implications of investing in a dedicated SCM function to achieve
operational excellence and a proactive organizational culture. These findings underscore the
potential for other regulatory bodies to replicate TEVETA's success by implementing tailored
SCM strategies to optimize their operational frameworks.

5.4 Implications of the Study

The findings of this study pose serious implications for practice and policy under the supply
chain management (SCM) framework for regulatory institutions, such as TEVETA Malawi.
Proper positioning of SCM in the regulatory environment is vital in increasing operational
efficiencies. The success recorded by TEVETA Malawi points to the role of SCM not only as an
administrative function but as an essential element that propels organizational performance. This
makes it important that the SCM is given prominence within strategic planning processes across
other similar regulatory bodies in order to realize similar benefits.

This would necessitate sustained investment in SCM capabilities in the form of continual
resources on staff training, development, and infrastructural enhancements needed to keep up
with operational demands change and technological development. In addition, the SCM practices
are very well integrated with the organizational culture, which facilitates the proper
implementation from the highest to the lowest organizational layers. SCM practices should be
supported by clear policies that have guidelines with well-articulated objectives to be set, the
process to be followed, and expected results, besides indicating mechanisms for performance
monitoring and iterative improvements based on empirical evidence. Insights from this study do
not only apply to TEVETA Malawi but rather can also be used to model other strategic SCM
implementations for other regulatory bodies in a bid to make them effective for enhanced
operational efficiency. This research outlines a roadmap for integrating strategic, tactical, and
operational elements of SCM with the objective of increasing organizational performance and
flexibility in various regulatory environments.

5.5 Recommendations for Further Research

The findings of this study pose serious implications for practice and policy under the supply
chain management (SCM) framework for regulatory institutions, such as TEVETA Malawi.
Proper positioning of SCM in the regulatory environment is vital in increasing operational
efficiencies. The success recorded by TEVETA Malawi points to the role of SCM not only as an
administrative function but as an essential element that propels organizational performance. This
makes it important that the SCM is given prominence within strategic planning processes across
other similar regulatory bodies in order to realize similar benefits.

This would necessitate sustained investment in SCM capabilities in the form of continual
resources on staff training, development, and infrastructural enhancements needed to keep up
with operational demands change and technological development. In addition, the SCM practices
are very well integrated with the organizational culture, which facilitates the proper
implementation from the highest to the lowest organizational layers. SCM practices should be
supported by clear policies that have guidelines with well-articulated objectives to be set, the
process to be followed, and expected results, besides indicating mechanisms for performance
monitoring and iterative improvements based on empirical evidence. Insights from this study do
not only apply to TEVETA Malawi but rather can also be used to model other strategic SCM
implementations for other regulatory bodies in a bid to make them effective for enhanced
operational efficiency. This research outlines a roadmap for integrating strategic, tactical, and
operational elements of SCM with the objective of increasing organizational performance and
flexibility in various regulatory environments.
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171-180.

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Publications.

Chen, I. J., & Paulraj, A. (2014). Towards a theory of supply chain management: the constructs
and measurements. Journal of operations management, 22(2), 119-150.

Gunasekaran, A., Patel, C., & McGaughey, R. E. (2014). A framework for supply chain
performance measurement. International journal of production economics, 87(3), 333-
347.

Carter, C. R., & Easton, P. L. (2011). Sustainable supply chain management: evolution and future
directions. International journal of physical distribution & logistics management.

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Sons.
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empirical study. International Journal of Production Economics, 140(1), 168-182.

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599-620.
APPENDICES
Appendix A: Research Questionnaire

Dear Participant,

As we delve into understanding the role of a dedicated logistics and supply chain management
(SCM) department in enhancing the operational efficiency of regulatory bodies, your insights are
invaluable. This research, focused on TEVETA Malawi, seeks to uncover the dynamics and
impact of SCM practices within such organizations.

Your participation in this study, titled "The Role of a Dedicated Logistics and Supply Chain
Management Department in Enhancing the Operational Efficiency of Regulatory Bodies," is
pivotal. As one of the selected professionals with direct or indirect experience in this area, your
perspective is essential for a comprehensive analysis.

This questionnaire is structured to gather detailed information on the implementation, impact,

challenges, and future outlook of SCM in regulatory bodies. Your responses will significantly
contribute to our understanding of SCM's role in operational efficiency and strategic decision-
making within organizations like TEVETA Malawi.

Please be assured that your participation is completely voluntary, and all responses will be kept
confidential and used exclusively for the purpose of this academic research.

We deeply appreciate your time and effort in providing thoughtful responses to this
questionnaire, aiding in the advancement of knowledge in the field of SCM within regulatory
bodies.

Thank you for your valuable contribution to this important study.

Instructions: Kindly please complete all sections and circle or tick the applicable answer
Section 1: Demographic Information

1. Age Group

Under 25

25-34

35-44

45-54

55-64

65 and above

2. Gender

Male

Female

Prefer not to say

Other: _____________

3. Educational Background

High School

Diploma
Bachelor's Degree

Master's Degree

Doctorate

Other: _____________

4. Professional Role

Administration

Academic/Research

Operations/Logistics

Management

Other: _____________

5. Years of Experience in Relevant Field

Less than 1 year

1-3 years

4-6 years

7-10 years

More than 10 years

6. Organization Type

Government

Private Sector

NGO/NPO

Educational Institution

Other: _____________
Section 2: Perception of SCM Implementation

1. My job responsibilities have become clearer since the implementation of the SCM
department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

2. There is a noticeable improvement in operational efficiency after establishing the

SCM department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

3. Resource management (like budget, manpower) has improved with the SCM
department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

4. The SCM department has significantly enhanced communication and coordination

within TEVETA Malawi.
(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

5. Adaptability to market changes and external factors has increased with the SCM
department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

6. The SCM department has effectively integrated with other departments in TEVETA
Malawi.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

7. The decision-making process has become more data-driven and efficient after the
SCM department's implementation.

(a) Strongly Disagree

(b) Disagree
(c) Neutral

(d) Agree

(e) Strongly Agree

8. Customer service and delivery efficiency have improved significantly with the SCM
department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

9. The SCM department has played a crucial role in cost reduction and increasing
profitability.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

10. Overall, I am satisfied with the impact and results of the SCM department in
TEVETA Malawi.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree
(e) Strongly Agree

Section 3: Challenges and Opportunities in SCM

1. Stakeholder satisfaction has increased since the implementation of the SCM

department.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

2. Communication with stakeholders (customers, suppliers, etc.) has improved due to

SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

3. The SCM department has positively impacted the quality of services provided by
TEVETA Malawi.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree
(e) Strongly Agree

4. Feedback from stakeholders regarding SCM changes has been predominantly

positive.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

5. Stakeholders are more engaged in the process and services since the SCM
implementation.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

6. The transparency of operations towards stakeholders has improved with SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

7. SCM practices have led to a better understanding of stakeholder needs and

expectations.
(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

8. There has been a noticeable improvement in stakeholder trust and confidence in

TEVETA Malawi.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

9. Overall, stakeholders are more satisfied with TEVETA Malawi's services post-SCM
implementation.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

10. The response time to stakeholder inquiries or concerns has improved with SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral
(d) Agree

(e) Strongly Agree

Section 4: Future of SCM

1. SCM has significantly improved the inventory management of TEVETA Malawi.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

2. There has been a substantial reduction in operational costs due to SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

3. Supply chain visibility and tracking have greatly improved with SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

4. The SCM department has enhanced the speed and accuracy of order fulfillment.
(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

5. Risk management and mitigation have improved in TEVETA Malawi due to SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

6. There is a significant improvement in supplier relationship management post-SCM

implementation.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

7. SCM practices have led to better compliance with regulatory standards.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree
(e) Strongly Agree

8. The quality of services provided by TEVETA Malawi has significantly increased due
to SCM.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

9. SCM has contributed to a more sustainable and environmentally friendly operation.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

10. Employee productivity and morale have improved as a result of better SCM
practices.

(a) Strongly Disagree

(b) Disagree

(c) Neutral

(d) Agree

(e) Strongly Agree

Section 5: Additional Comments or Suggestions

Are there any additional comments or suggestions you would like to provide regarding the
implementation and impact of SCM in TEVETA Malawi?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Thank you for your participation! Your insights are invaluable to our study on the role of a
dedicated logistics and supply chain management department in enhancing the operational
efficiency of regulatory bodies, with a focus on TEVETA Malawi.

Appendix B: Data Output

B1: Descriptive Statistics Summary

Descriptive Statistics
Mean Std. Deviation N
There is a noticeable improvement in 3.28 .461 18
operational efficiency after establishing
the SCM department.

Age of Respondent 1.67 .767 18

Gender of respondent 1.33 .485 18
Education of respondent 2.00 .686 18
Proffesional Role 2.00 .686 18
Years of Experience in relevant field 1.72 .752 18

Organization Type 2.17 .786 18

Overall, I am satisfied with the impact and 3.11 .583 18
results of the SCM department in
TEVETA Malawi.

Employee productivity and morale have 3.44 .511 18

improved as a result of better SCM
practices.

B2: Correlation Analysis Results

There
is a
noticea
ble
improv
ement
in
operati
onal
efficien
cy after
establis Years
hing of
the Gender Educati Experie
SCM Age ofof on ofProffes nce inOrgani
depart Respon respon respon ional relevan zation
ment. dent dent dent Role t field Type
Pearson There is a1.000 .610 .877 .558 .558 .745 .677
Correlatio noticeable
n improvemen
t in
operational
efficiency
after
establishing
the SCM
department.

Age of.610 1.000 .791 .671 .783 .850 .683

Respondent

Gender of.877 .791 1.000 .530 .707 .753 .617

respondent

Education of.558 .671 .530 1.000 .875 .798 .764

respondent

Proffesional .558 .783 .707 .875 1.000 .798 .764

Role

Years of.745 .850 .753 .798 .798 1.000 .780

Experience
in relevant
field

Organization.677 .683 .617 .764 .764 .780 1.000

Type
 Overall, I.754 .614 .693 .735 .735 .746 .728
am satisfied
with the
impact and
results of the
SCM
department
in TEVETA
Malawi.

Employee .693 .700 .553 .671 .503 .799 .830

productivity
and morale
have
improved as
a result of
better SCM
practices.

Sig. (1-There is a. .004 .000 .008 .008 .000 .001

tailed) noticeable
improvemen
t in
operational
efficiency
after
establishing
the SCM
department.

Age of.004 . .000 .001 .000 .000 .001

Respondent
Gender of.000 .000 . .012 .001 .000 .003
respondent

Education of.008 .001 .012 . .000 .000 .000

respondent

Proffesional .008 .000 .001 .000 . .000 .000

Role

Years of.000 .000 .000 .000 .000 . .000

Experience
in relevant
field

Organization.001 .001 .003 .000 .000 .000 .

Type

Overall, I.000 .003 .001 .000 .000 .000 .000

am satisfied
with the
impact and
results of the
SCM
department
in TEVETA
Malawi.
 Employee .001 .001 .009 .001 .017 .000 .000
productivity
and morale
have
improved as
a result of
better SCM
practices.

N There is a18 18 18 18 18 18 18
noticeable
improvemen
t in
operational
efficiency
after
establishing
the SCM
department.

Age of18 18 18 18 18 18 18
Respondent

Gender of18 18 18 18 18 18 18
respondent

Education of18 18 18 18 18 18 18
respondent

Proffesional 18 18 18 18 18 18 18
Role
 Years of18 18 18 18 18 18 18
Experience
in relevant
field

Organization18 18 18 18 18 18 18
Type

Overall, I18 18 18 18 18 18 18
am satisfied
with the
impact and
results of the
SCM
department
in TEVETA
Malawi.

Employee 18 18 18 18 18 18 18
productivity
and morale
have
improved as
a result of
better SCM
practices.

B3: Regression Analysis Results

Coefficientsa
 Standa
Unstandardiz rdized
ed Coeffic
Coefficients ients

Std.
Model B Error Beta t

1 (Constant) 2.487 .968 2.57

1

Age of-.150 .150 -.250 -

Respondent 1.00
0

Gender of1.025 .139 1.079 7.36

respondent 4

Education .412 .228 .614 1.81

of 0
respondent

Proffesional -.725 .380 -1.079 -

Role 1.90
8

Years of.187 .130 .306 1.44

Experience 1
in relevant
field

Organizatio .262 .195 .448 1.34

n Type 3
 Overall, I.100 .100 .126 1.00
am satisfied 0
with the
impact and
results of
the SCM
department
in TEVETA
Malawi.

Employee -.262 .394 -.291 -.667

productivity
and morale
have
improved as
a result of
better SCM
practices.

Appendix C: Data Collection Instruments

Appendix D: Ethics Approval and Consent Forms

Appendix E: Additional Tables or Figures

Collinearity Diagnosticsa

Variance Proportions

Gender
Conditi Age ofof
Mo Dime Eigen on (Cons Respon respon
del nsion value Index tant) dent dent

1 1 8.699 1.000 .00 .00 .00

2 .139 7.922 .00 .02 .00

3 .062 11.812 .00 .02 .14

4 .034 16.090 .00 .00 .03

5 .029 17.269 .00 .11 .24

6 .022 20.015 .00 .12 .03

7 .008 33.164 .01 .01 .28

8 .007 35.062 .01 .10 .17

9 .000 188.62 .97 .62 .10

3

Residuals Statisticsa

Minimum Maximum Mean Std. Deviation N

Predicted Value 2.91 4.13 3.28 .451 18

Std. Predicted Value -.810 1.878 .000 1.000 18

Standard Error of.063 .129 .089 .022 18
Predicted Value

Adjusted Predicted Value2.86 4.29 3.38 .535 17

Residual -.150 .150 .000 .094 18

Std. Residual -1.162 1.162 .000 .728 18

Stud. Residual -3.000 1.441 -.302 1.453 17

Deleted Residual -1.000 .231 -.145 .425 17

Stud. Deleted Residual -1.581 1.549 .279 .791 14

Mahal. Distance 3.146 16.056 7.556 4.148 18

Cook's Distance .000 5.667 1.041 2.209 17

Centered Leverage Value .185 .944 .444 .244 18

a. Dependent Variable: There is a noticeable improvement in operational efficiency

after establishing the SCM department.

Model Summaryb

Change Statistics
Std. Error
Mode R Adjusted of theR SquareF
l R Square R Square Estimate Change Change

1 .979a .958 .922 .129 .958 25.958

ANOVAa
 Sum of
Model Squares df Mean Square F Sig.

1 Regression 3.461 8 .433 25.958 .000b

Residual .150 9 .017

Total 3.611 17

a. Dependent Variable: There is a noticeable improvement in operational efficiency

after establishing the SCM department.

b. Predictors: (Constant), Employee productivity and morale have improved as a

result of better SCM practices., Professional Role, Gender of respondent, Overall, I
am satisfied with the impact and results of the SCM department in TEVETA
Malawi., Age of Respondent, Years of Experience in relevant field, Organization
Type, Education of respondent

Charts