Abstract
Purpose: The purpose of this study was to identify the managerial challenges in using lean techniques in designing a comprehensive characterization of the organization logistics and physical distribution system. The study further sought to determine the extent to which these challenges impact the logistics and physical distribution of goods and informed managerial practices.Methodology: The study employed a qualitative research design. The study targeted all the senior managers at Director Levels at the GSC and the RSC and all the senior operational staff from supply chain and service delivery pillars in three (03) large Field Missions. These field missions are namely United Nations Stabilization Mission in Congo (MONUSCO); United Nations Mission in South Sudan (UNMISS); and the United Nations Support Office for AMISOM (UNSOA). This study used purposive sampling technique. The researcher purposively sampled fifteen (15) personnel; with three (03) participants each from the GSC, RSC, and three (03) participants each from the three (03) Field Mission. Primary data was obtained from the original sources using questionnaires and interview.Findings: The results revealed that DFS did face various challenges in the implementation of lean strategies and that the operational difficulties experienced within its operations across field missions resulted in reduced customer satisfaction, increased supplier lead time and increased operational costs. The respondents indicated that they experienced a lack of understanding of the complexity of supply chain at the senior leadership level whereby most initiatives are tainted with personal agenda as a consequent the biggest hurdle to overcome is gaining enthusiasm and trust of the staff. They also indicated that there is a high risk of asset waste and loss due to assets remaining in stock for over one year without use. Further, they indicated that there are weaknesses in the management of construction or “self-constructed” projects; and weaknesses in the restructuring of the department of peacekeeping operations.Unique contribution to theory, practice and policy: The study recommends that DFS should foster a continuous performance improvement mindset among staffs through planning, doing, checking and taking corrective actions on a balanced scorecard that integrates and aligns staff motivation and interest to the objectives of the organization. Also, objective and fair work plan and performance management are an ingredient to foster continuous improvement
Highlights
Schweikhart and Dembe (2009) point to lean strategies as perhaps the most widely used management tools that organizations deploy when attempting to improve their business process efficiency and service quality
The results revealed that Department of Field Support (DFS) did face various challenges in the implementation of lean strategies and that the operational difficulties experienced within its operations across field missions resulted in reduced customer satisfaction, increased supplier lead time and increased operational costs
Evidence from past research revealed that organizations that applied lean techniques have generated an improved operational performance, achieving a high level of efficiency in product and service outputs. Their evidence, reinforced by Droste (2007) research findings, pointed to a cluster around lean strategies. These strategies include the following: the long-term thinking of the organization as it works to transform its business processes; the elimination waste program of an organization; the elements of mutual respect between partners in the organization’s change collision; factors that generate organization's internal operational challenges, and the firm’s normal growth; which are emphasized by the need for continuous performance improvement through learning by employees and the organizations
Summary
Schweikhart and Dembe (2009) point to lean strategies as perhaps the most widely used management tools that organizations deploy when attempting to improve their business process efficiency and service quality. Evidence from past research revealed that organizations that applied lean techniques have generated an improved operational performance, achieving a high level of efficiency in product and service outputs. Their evidence, reinforced by Droste (2007) research findings, pointed to a cluster around lean strategies. These strategies include the following: the long-term thinking of the organization as it works to transform its business processes; the elimination waste program of an organization; the elements of mutual respect between partners in the organization’s change collision; factors that generate organization's internal operational challenges, and the firm’s normal growth; which are emphasized by the need for continuous performance improvement through learning by employees and the organizations. It has become the core organization initiatives for improving the way it conducts business (UN, 2013)
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