Abstract:
The objective of this study was to assess supply chain management and performance of EAP
PLC. The study used descriptive as well as explanatory research designs. The study employed
census. Primary type of data was collected with closed and open-ended questionnaires. In order
to analyze the data collected, Pearson’s correlation and multiple linear regression analysis were
used. The study findings showed that strategic supplier partnership is the key factor that has a
strong positive and statistically significant effect on supply chain management performance
followed by information sharing practice and contract management practice. The level of supply
chain management performance is not at a strong level yet. Furthermore, that scarcity of local
supplier base was a big challenge for the EAP with the current foreign currency shortage, lack
of communication, lack of clearly defined specifications/requirements with detailed technical
specification, delivery time promised to customer are supply chain management challenges of
EAP PLC. The supply chain management practice of EAP is weak; it is not well managed, and
implemented to get the maximum possible benefits resulting from effective supply chain
management. It is recommended that EAP should strengthen its supply chain management by
putting greater effort to the implementation of some key best practices. Specifically, the
following green supply chain practices should be improved on prequalification of suppliers that
are aware of environmental issues, preparation of specifications with suppliers, procurement of
recyclable material, and involvement of key suppliers in planning, the company should enhance
their technological capacity so as to accommodate greater collaboration and information
sharing between the institution and suppliers as well as internally. Finally, EAP should engage
in training of the work force and developing supply chain management skills through workshops
and systematic training programs and promote learning from relevant successful experiences in
this area. Future research can expand the domain of SCM practice by considering additional
dimensions such as geographical proximity, JIT/lean capability, cross-functional coordination,
logistics integration, and agreed supply chain leadership, which have been ignored from this
study. The future study can also test the relationships/dependencies among dimensions of SCM
practices.
