Barriers to the Implementation of an Efficient Supply Chain Management System in Retail

This article discusses the barriers to implementing an efficient supply chain management system in the retail sector, with a case study of three UAE retail organizations. It covers the background of the companies, problem statement, purpose of the study, research aim, objectives, research questions, and conceptual framework. The literature review explores supply chain management, strategic supply chain management, integrated supply chain management, and technological advancement.

Barriers to the Implementation of an Efficient Supply Chain
Management System in Retail
Case Study of 3 UAE Retail Organizations
Student Name: Ghazal Khan
Student ID: ONL1021805A01
Professor Name: Mr. Vivek Mohan

Table of Contents
Chapter 1: Introduction.........................................................................................................
1.1 Research background........................................................................................................
1.2 Background of the companies...........................................................................................
1.3 Problem statement.............................................................................................................
1.4 Purpose of study................................................................................................................
1.5 Research aim.....................................................................................................................
1.6 Objectives.........................................................................................................................
1.7 Research questions ...........................................................................................................
1.8 Research structure.............................................................................................................
1.9 Conceptual framework .....................................................................................................
Chapter 2: Literature Review………………………………………………………………
2.1 Introduction …………………………………………………………………………….
2.2 Supply chain management ……………………………………………………………..
2.3 Objectives of Strategic Supply Chain Management……………………………………
2.4 Integrated Supply Chain Management…………………………………………………
2.5 Technological Advancement…………………………………………………………..
2.6 Supply chain improvements in the retail sector in the UAE…………………………...
2.7 ‘Barriers to supply chain’ specific to the UAE………………………………………..
2.8 Green Supply Chain Management…………………………………………………….
2.9 Conclusion......................................................................................................................

Chapter 1: Introduction
1.1 Research Background
Supply chain management is the backbone of any business irrespective of the operating
market and industry. Therefore, strategic supply chain management can boost the productivity of any
business while keeping the total investment under control.
In retail sector the supply chain is the biggest part of the business, because of 2 phases
product line structure namely inbound and outbound logistics (Bryman and Bell 2015).
At the same time, as an advanced way of Strategic Supply Chain Management (SSCM),
Integrated Supply Chain Management (ISCM) also includes the selection of partnership, product
segmentation, testing parameters, inventory management and other initial phase of development
cycle. Because of direct dependence on inbound product units, the market demand also highly
influences the implementation of integrated operation within existing supply chain management.
At the same time, a retail company has to take care of their inventory management and
information handling measures that can create challenges in the intermediate phase of product cycle
(Chatterjee 2016). Apart from that, external factors like geographical position, scope of
transportation, technological advancement, and socio-cultural influence in market, political and legal
interaction can create significant barrier in the supply chain management of any company, especially
in retail sector.
1.2 Background of the companies
Comparative analysis can help to explore the different sections of the supply chain
management and their potential improvement plan. For the comparative analysis of the supply chain
management system in UAE for retails sector.
Three retail companies have been chosen namely Al Hokair Fashion Retail, Bin Hendi
Enterprises LLC, Landmark Group.
Al Hokair Fashion Retail is a largest franchise retailer in the Kingdom of Saudi Arabia,
MENA, UAE and other central Asian countries. The company was established in 1990 and is
currently retailing various fashion products of different fashion brands. The company has worldwide
base of suppliers who provides wide variety of cosmetics, footwear, bags and garments (Touzani,
Hirschman and Salah 2016).
Bin Hendi Enterprises LLC was established in 1974 and has brought many premium level
brands to the market of Middle East. However, the current operational market of this company is

UAE. They have different brands for different product markets including beverage, cosmetics, fast
food, garments and others. Because of the diversity of the product line the company prefers to use
customer directly as part of supply chain management.
Landmark Group is a multinational conglomerate business based on Dubai and was
founded in 1973. Currently the Landmark Group has huge market base in retail industry of Middle
East and southern Asia (Thomas and E. Carraher 2014). The major retail products of Landmark retail
group is Apparel, Footwear, Consumer electronics, Home improvement materials and Furniture.
Recently they have started a new products retailing that consists of different baby products.
1.3 Problem Statement
From the beginning of the 21 century the economy of UAE is developing drastically in terms
of globalization, GDP, per capita income, employment rate and per capita investment. Touzani,
Hirschman and Salah (2016), and many other research scholars and market analysts argue that too
much focus on the development of oil and gas industry is minimizing the scope of flourishing the
retail industry.
Being an arid region the Middle Eastern countries have to depend on the imported goods for
their retail market. Therefore, currently retail industry of UAE needs more attention to make their
holistic growth more achievable. This consequence develops the core sense of urgency for strategic
supply chain management in retail sector.
Therefore providing the in depth analysis of all the supply chain management components is
required in order to recommend the appropriate implication of integrated supply chain management
at the current situation of retail sector in Saudi Arabia.
Lack of comparison to find out the underlying barriers within the supply chain management
is reducing the efficiency of effective path of implementing strategic supply chain management of
Middle East region integrated with the demand, partnership, logistics, sustainability and cooperation.
1.4 Purpose of the Study
This comparison can help to find out the underlying barriers within the supply chain management
while assessing the most effective path of implementing strategic supply chain management
integrated with the demand, partnership, logistics, sustainability and cooperation.
1.5 Research Aim

The aim of this research is to explore the existing operational condition of strategic supply
chain management of the retail industry in UAE to find out potential way of implementing the
integrated supply chain management system.
In order to do so, the secondary aim of this research is to compare the strategic supply chain
management of three major retail companies of UAE as well as Middle East namely Al Hokair
Fashion Retail, Bin Hendi Enterprises LLC, Landmark Group.
1.6 Objectives
As per the aim of this research the objective of this research can be divided into two separate
sections namely
1. Finding out the current obstacles
2. Examining the scopes of improvement.
At the same time, to set up short term waypoint for this research these two objectives have been
subdivided in four different sections as mentioned below:
(a) To explore the existing SCM strategies of three chosen retail company
(b) To find out the underlying factor behind the barriers of Supply Chain Management
(c) To examine the potential scope of improving supply chain management of retail sector
1.7 Research Questions
As per the research objectives of this study, the following research questions have been developed.
1. What are the existing SCM strategies of three chosen retail company?
2. What are the underlying factors behind the barriers of existing Supply Chain Management?
3. What are the potential scopes to implement ISCM in retail sector?
1.8 Research Structure
This research has four basic phase or structural components that include Introduction,
literature review, research methodology, data collection and presentation; analysis and
discussion; conclusion and recommendation.
After completing the introductory part the literature review will present the secondary
information and arguments from various research papers and educational websites regarding the
definitions and implementations of Integrated Supply Chain Management.
The research methodology section will discuss the process of the data collection and
interpretation of this study. In the data presentation part, the findings from raw data will be
presented. The findings will be analyzed and discussed in the analysis and discussion part.

Finally, in the conclusion and recommendation part the study will be concluded with final
outcomes and set of recommendations for implementing integrated supply chain management
system.
1.9 Conceptual Framework
Chapter 2: Literature Review
2.1 Introduction
A literature review or narrative review is a type of review article. A literature review is a
scholarly paper, which includes the current knowledge including substantive findings, as well
as theoretical and methodological contributions to a particular topic. Literature reviews are
secondary sources, and do not report new or original experimental work. Most often
associated with academic-oriented literature, such reviews are found in academic journals,
and are not to be confused with book reviews that may also appear in the same publication.
The Purpose of this literature review is to explore the existing operational condition of
strategic supply chain management of the retail industry in UAE and to find out potential way
of implementing the integrated supply chain management system. This Literature review will
provide the in depth analysis of all the supply chain management components in order to
recommend the appropriate implication of integrated supply chain management.
Theories Strategic
Supply chain
management
Retail Industry in
UAE
Comparison of 3
companies
Finding Scope of
improvement
Supply chain
integration
Implementation of
Integrated Supply
Chain
Management

2.2 Supply chain management
Supply chain management is the management of the flow of goods and services and includes
all processes that transform raw materials into final products. It involves the active
streamlining of a business's supply-side activities to maximize customer value and gain a
competitive advantage in the marketplace (Bryman and Bell 2015).
SCM represents an effort by suppliers to develop and implement supply chains that are as
efficient and economical as possible. Supply chains cover everything from production to
product development to the information systems needed to direct these undertakings.
Typically, SCM attempts to centrally control or link the production, shipment, and
distribution of a product. By managing the supply chain, companies are able to cut excess
costs and deliver products to the consumer faster (Chatterjee 2016).
This is done by keeping tighter control of internal inventories, internal production,
distribution, sales, and the inventories of company vendors.
SCM is based on the idea that nearly every product that comes to market results from the
efforts of various organizations that make up a supply chain. Although supply chains have
existed for ages, most companies have only recently paid attention to them as a value-add to
their operations.
A supply chain is the connected network of individuals, organizations, resources, activities,
and technologies involved in the manufacture and sale of a product or service. A supply chain
starts with the delivery of raw materials from a supplier to a manufacturer and ends with the
delivery of the finished product or service to the end consumer. SCM oversees each touch
point of a company's product or service, from initial creation to the final sale (Rosemann and
vom Brocke 2015). With so many places along the supply chain that can add value through
efficiencies or lose value through increased expenses, proper SCM can increase revenues,
decrease costs, and impact a company's bottom line.
2.3 Objectives of Strategic Supply Chain Management
Supply chain management operates at three levels: strategic, tactical, and operational. At
the strategic level, company management makes high-level strategic supply chain decisions
that are relevant to whole organizations. The decisions that are made with regards to the
supply chain should reflect the overall corporate strategy that the organization is following.
The strategic supply chain processes that management has to decide upon will cover the
breadth of the supply chain (Sampath 2015). These include product development, customers,

manufacturing, vendors, and logistics. Senior management has to define a strategic direction
when considering the products that the company should manufacture and offer to their
customers. As product cycles mature or products sales decline, management has to make
strategic decisions to develop and introduce new versions of existing products into the
marketplace, rationalize the current product offering, or whether develop a new range of
products and services.
At the strategic level, a company has to identify the customers for its products and services.
When company management makes strategic decisions on the products to manufacture, they
need to then identify the key customer segments where company marketing and advertising
will be targeted. Company management has to decide on the strategic supply chain policies
with regards to suppliers. Reducing the purchasing spend for a company can directly relate to
an increase in profit and strategically there are a number of decisions that can be made to
obtain that result (Simon et al. 2015). As well as strategic decisions on manufacturing
locations, the logistics function is key to the success of the supply chain. Order fulfillment is
an important part of the supply chain and company management needs to make strategic
decisions on the logistics network. The design and operation of the network have a significant
influence on the performance of the supply chain.
2.4 Integrated Supply Chain Management
The purpose of ISCM is to keep up with slimming margins, increasing competition, and a
decreasing amount of differentiation between brands, more and more companies are
integrating their supply chains. Understanding how and why is the most important part of
competing in our globalized marketplace. Integrated supply chains allow for organizations to
compete better on cost, by eliminating wasted time and materials, and having fewer
middlemen (Thomas and E. Carraher 2014). It enables organizations to shorten their product
life cycles, by having fewer links in the supply chain from back to front, and tighter
coordination between delivery, warehousing, and transportation. Allow organizations to
respond faster to changes in the market, and stake claims to new markets for an early
advantage.
Horizontal integration: Horizontal integration involves any moves related to the same
“level” of the chain as the organization making them. Integration could include merging with
or purchasing firms that supply similar products, such as a central processing unit (CPU)
manufacturer buying another in order to serve a larger swath of the CPU market. This type of

relationship could help the firm gain many more customers, and give them greater control
over the price and supply of CPUs (Green et al. 2012).
Vertical integration: Vertical integration refers to any moves that include different levels of
the chain. It could involve merging or buying out a link ahead of or before your organization,
or possibly developing your own capabilities for handling the entire supply chain, front to
back. For example, if the CPU manufacturer mentioned earlier also purchased a smartphone
product development firm, they would control more levels of their supply chain - the major
parts and the product. This type of acquisition could gain the firm greater control over their
costs, net them a larger share of profits, and reduce waste and time spent in production.
2.5 Technological Advancement
The evolution of technology is pushing the boundaries and changing how the world does
business. Previously, customers booked shipments, received an estimated delivery date and
then were left in the dark, unless they decided to make a phone call.
Today, internet and software advances allow customers access to shipping and tracking
systems 24/7. A shipment tracking system tailored for our customers that allows to them to
monitor and manage their shipments (Wisner, Tan and Leong 2014). It features shipment
notifications and messages, customizable reporting, and customer accounts with information
specific to the cargo destined to them.
Today, many devices are made with built-in Wi-Fi capabilities and sensors, from cell phones
and ceiling fans to cars. The easy access to Wi-Fi and the internet connects everyone to
everything, which is why it’s called Internet of Things.
IoT (Internet of things) is opening up many opportunities for the supply chain, such as
reducing costs and delays by avoiding risks.
RFID technology, which has also been in use for a few years, is a popular labor-saving way
companies can track their inventory. A tag or sensor is placed on the product and radio waves
are sent out. The data is then received and processed by the company. Similar to RFID tags
are barcodes, but the superior speed of information delivery and data processing of RFIDs is
more appealing to businesses and the way technology is moving. Today, many companies are
using RFID tags in their distribution warehouses to monitor containers. Other industries are
already using RFID tags, such as the apparel industry and major theme parks. The power of
social media is optimizing the logistics industry and operations as a whole. These platforms
are becoming the easiest and most efficient way for companies to communicate with
customers, conveying urgent information, industry news, and customer responses quickly.

2.5 Supply chain improvements in the retail sector in the UAE
The GCC region for long has remained a strategic hub for international trade and commerce between
the East and West. The rising exports and imports have driven the supply chain and logistics market
and the Middle East, led by the UAE, has become one of the most important hubs in the changing
global trading lanes. The growth of T&L and e-commerce industries in the region is being driven by
government initiatives toward economic diversification from energy-based industries to other
commercial sectors such as technology, trade, export-import and manufacturing. Industry experts
believe that the next phase of growth will be primarily driven by the region's effort in building
modern warehouses and transportation infrastructure, adoption of newer technologies and global best
practice (Yan and Nair, 2016). A key reason for that is the focus on domestic output.
However, such growth cannot be achieved without an agile logistics system supporting the industry.
To help the industry make the most of these emerging opportunities Infinity Expo is organizing
Supply Chain & Logistics Arabia, a focused conference on the development and sharing of best
practice in supply chain management and supply chain technology deployment from 1-2 November,
2017 in Dubai, UAE (Cadden et al., 2018). The conference is likely to attract around 150 attendees
from logistics, 3PL, automotive, retail, ecommerce, and manufacturing and distributions sectors from
MENA region.
Over the two days a handpicked faculty will share insights into key priority subjects like supply
chain design and optimization, predictive analytics, IoT deployments, warehouse automation and
robotics, risk and resilience etc. with an aim to help professionals optimize and their gear their
supply chains for higher efficiency and increased profitability.
2.6 ‘Barriers to supply chain’ specific to the UAE
Supply chains are comprised of suppliers, producers, and customers who have different interests,
which can result in negative effects on the supply chain. Although improving the supply chain can
give partners a greater competitive advantage, partners often refuse change to avoid cost. Managing
supply chains comes with a cost and before engaging in its practices, there is a demanding need to
know about expected barriers and their possible influences on the effectiveness of supply chains
(Wagner and Bode, 2008). It is specifically important to act when challenges create barriers to the
overall performance of the supply chain as a whole. A significant number of studies have explored
relationships and influences of supply chain practices and effectiveness (Govindan et al., 2014; Choi
and Hwang, 2015; Sillanpaa, 2015). 46

However, without the identification of challenges, supply chain managers will struggle in their
efforts to boost the effectiveness of supply chains. Research has been carried out to study the
influence of challenges over effective supply chains.
Supply chain issues are connected to differences in relation to languages, practice, beliefs, and the
interpretation of delivered data which can affect the effectiveness of the supply chain (Antonio and
Borges, 2014). In fact, supply chains operate in areas with dissimilar ways of doing business
requiring adaptation changes in order to manage successful supply chains. It is found that the cultural
constituent is closely connected to supply chain barriers (Taylor, 2014; Wang, 2015; Yan and Nair,
2016).
In addition to the cultural barriers, other barriers can be classified under organizational structure,
information sharing, connectedness, and purchase and supply policies. These barriers were found to
degrade the effectiveness of supply chains at various levels. Therefore, special attention will be paid
to explaining these challenges to show how they can influence supply chain performance.
2.7 Green Supply Chain Management
Green Supply Chain Management is all about delivering products and services from suppliers,
manufacturers to end customers through material flow, information flow and cash flow in the
context of environment. Traditional Supply Chain Management focuses on Total Quality, optimum
Cost and best service which in some way contributed to environment. Today's Green Supply chain
management mandates to incorporate the environmental idea in each and every stage of the product
and service in a Supply Chain (Christopher 2016). Hence Supply chain managers have a great role
in developing innovative environmental technologies to tackle the problems faced by the economy
on environmental problems and communicate this to every stake holder in the chain. Lean
Manufacturing is eliminating waste in every stage of supply chain. It focuses on producing
economically and environmentally friendly quality products which meets the customer expectation.
It is the best practice to be followed since it reduces inventory, saves space and energy. Hence Lean
manufacturing contributes to the Green environment. EPI is to measure the effectiveness of
environmental performances of a country. Product Selection: Designing the product in such a way
that it should be safe for use, creating least pollution and consumes less energy. Process and
production: Process has to be designed so that it conforms to the Green Supply Chain Management
initiatives to reduce environmental negative impact. This measure provides the details on how close
the countries can establish environmental friendly policies and procedures. Business Partners
selection: Selecting suppliers who have proven track records on practicing lean manufacturing and

using environment friendly material. Logistics Design: Efforts should be practiced to reduce fuel
consumption. This we can achieve by setting up suppliers near to the OEMs (Original Equipment
Manufacturers) and its Hubs (Brandenburg et al. 2014). Packaging Material: Replacing package
materials which are eco-friendly. Fumigation certificate should be obtained for international
shipments for wooden pallets and crates. Reverse logistics Design: Materials after consuming
should be effectively used for re-use, repair, recycle, remanufacture and redistribution. Green
Building: Deploying greener practices in Design, construction and maintaining the buildings. Using
energy efficient bulbs, natural lightning saves considerable energy. Water has to be recycled for day
to day use. Benefits of GSCM are
1. GSCM will help us to gain a competitive advantage and help us to attract new customers.
2. Increased use of resources, improved efficiency and reduced production cost.
3. It contributes greater towards improved financial performance.
4. Reduces risk by avoiding hazardous material that leads to environmental effect.
5. Improved quality of products and services gives higher customer delight and reputation.
2.8 Conclusion
From the above literature review it has been found that at the strategic level, company management
makes high-level strategic supply chain decisions that are relevant to whole organizations. It has
been found that ISCM enables organizations to shorten their product life cycles, by having fewer
links in the supply chain from back to front, and tighter coordination between delivery,
warehousing, and transportation. It has been also found that Supply chain managers have a great
role in developing innovative environmental technologies to tackle the problems faced by the
economy on environmental problems and communicate this to every stake holder in the chain.
From the above discussion it can be said that the evolution of technology is pushing the boundaries
and changing how the world does business. It has been found that Similar to RFID tags are barcodes,
but the superior speed of information delivery and data processing of RFIDs is more appealing to
businesses and the way technology is moving. Moreover it can be concluded that these strategies of
supply chain management are becoming the easiest and most efficient way for companies to
communicate with customers, conveying urgent information, industry news, and customer responses
quickly.
Chapter 3: Research Methodology
3.1 Introduction:

Research methodology can be defined as the methods or process by which the research can be
conducted based on the research questions and problem statement mentioned in the Chapter 1. The
most appropriate methods was selected on the basis of the research questions, aim and objectives, so
that the collected data can be validated, was easy to interpret as well as could be linked to justify and
verify the research questions and hypothesis. Every part of this research methodology is important in
order to efficiently explore the barriers, bridges, benefits and factors affecting the existing supply
chain management (Bernard 2011).
3.2 Outline of the methodology:
Outline of any research methodology is important as it can effectively direct the research
procedures towards the right direction in a systematic structure. The aim of this research is to explore
the barriers bridges, benefits and factors affecting the existing supply chain management. Therefore,
for this research, descriptive design, primary data collection process, and deductive approach had
been chosen to efficiently and effectively address the research questions posed in this article. Non-
probability sampling technique was used to selecting the survey respondents and both qualitative and
quantitative analysis was performed on the collected data (Ellis and Levy 2009).
3.3 Research design:
There are three general research design are available while designing a research design which are
known as explanatory, exploratory and descriptive. Explanatory research design is effective to root
out the reasons behind a raised problem. Exploratory design is effective for the determination of the
problems which are related to the problem statements defined in the previous chapter and descriptive
research design is effective to relate the findings with the objectives. Hence, it can be inferred that all
of these research design is necessary to properly address the research question established in the
Chapter 1. Therefore, a mix of all these research design were employed for this study (Crouch and
Pearce 2012).
The positivist research philosophy has been used for this research, which has allowed the researcher
to conduct an empirical research based on a large sample sized primary data collection.
The research onion helped the researcher to design the final layout of the methodology of the
research. According to Saunders et al. 2015, going through each layer of the research onion starting

from the outer-most layer of the research onion helps the author to progress through the research in a
sequential manner in order to reach to desirable conclusion.
Figure: Research Onion
Source: (Saunders et al. 2015)
3.4 Data collection technique:
Both primary and secondary data collection techniques can be employed in order to conduct a
research and for this current investigation primary data collection technique will be employed. In
order to properly explore the barriers, bridges, benefits and factors affecting the existing supply chain
management primary data is absolutely vital, otherwise the significance of the collected data will
became a moot point. Therefore, primary data was collected from the survey respondents directly, so
that the data used in this research has become more reliable and valid to the observers.
For the data collection, the demographical data collection and the Likert scale based data collection
questionnaire have been used. For questionnaire development the 5 options Likert scale has been
used, where “Highly Disagree” denotes the weight 1, “Disagree” denotes 2, “Neutral” denotes 3,
“Agree” denotes 4 and “Highly Agree” denotes 5. Therefore, primary data was collected from the
survey respondents directly, so that the data used in this research has become more reliable and valid
to the observers.

3.5 Sampling method:
For this research procedure, selection of the right and appropriate respondents for the survey
procedure is absolutely vital and therefore, sampling techniques is very crucial. Hence, between the
non- probability and probability sampling methods, non- probability sampling methods has been
chosen for this research investigation. Therefore, the deviation and irrelevance of the primary
collected data can be reduced as much as possible from the survey respondents.
3.6 Sample size:
For this particular research investigation, three retail supply chain management was chosen.
From each of the chosen retail, 30 respondents were selected for the survey procedure. Among the 30
respondents, every level hierarchy were present from manager to grass root level employee, so that
biasness and deviation of the data can be avoided.
3.7 Ethical consideration:
During the experimental procedure, ethical consideration will be considered in a strict manner in
order for the respondents to be open and honest about their opinion. The survey questionnaire was
created in a manner that the no collection of personal information was necessary. Any valuable and
potentially implicating information was kept absolutely confidential and was not revealed during the
data representation.
3.8 Chapter summary:
Most appropriate and suitable research design was chosen in relation to examine the established
research question. In a nutshell, primary data collection method was selected in a non- probability
sampling technique and both qualitative and quantitative analysis methods were employed for data
analysis.

Chapter 4:
Appendix 1: Survey Questionnaire
1 Age 20 to 30 31 to 40 41 to 50 51 to 60 60+
2 Gender Male Female Other
3 Job experience in year
Less than 1 1 to 5 5 to 10 More than 10
4 Current designation Entry level Leader Middle Mgt Higher Mgt Boards
5 National origin UAE Other GCC European Asian Others
Question 1 – 7
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Mention the significance of the following pontes as the barriers of supply chain management
Q1: Political instability
Q2: Lack of measurement system
Q3: Lack of financial resource
Q4: Lack of human resource efficiency
Q5: Lack of information sharing among supply chain partners
Q6: Lack of trust within supply chain partners
Q7: Unwillingness to implement innovative supply chain strategic practice

Q8: Lack of management knowledge
Question 9– 24
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Mention the significance of the following points to overcome the barriers
Q9: Technological advancement
Q10: Effective storage and transportation
Q11: Strengthening contractual legislations
Q12: Sharing information among the suppliers and partners
Q13: Implementation of Green supply chain management
In the following questions highly agree denotes the complete vertical integration and highly disagree
denotes the complete horizontal integration
Q14: Beverage needs the vertical integration strategy supply chain Management
Q15: Processed Food needs the vertical integration strategy in supply chain Management
Q16: Grocery needs the vertical integration strategy in supply chain Management

Q17: Dairy Products needs the vertical integration strategy in supply chain Management
Q18: Electronics products needs the vertical integration strategy in supply chain Management
Q19: House hold material needs the vertical integration strategy in supply chain Management
Q20: My current organization already applied integrated SCM
Here highly agree denotes the complete horizontal integration and highly disagree denotes the
complete vertical integration
Q21: For food and beverage my current organization has implemented Horizontal Integration
Q22: For electronics my current organization has implemented Horizontal Integration
Q23: For House hold material current organization has implemented Horizontal Integration
Q24:
Q25: