Abstract

In this article, we examine the extent at which relationship management in downstream supply chain predicts performance. Specifically, the paper assesses the extent at which collaborative and transactional customer management predicts performance of selected pharmaceutical companies in Kampala. The researchers employed case studies and cross-sectional research designs, which used a researcher's made questionnaire, for data collection. Data was analyzed using means and regressions, which were computed using the statistical package for social scientist (SPSS). Findings revealed a high extent of relationship management in downstream supply chain at an average mean of 4.23, as well as, high levels of pharmaceutical performance at an average mean of 4.29. When these results were regressed, it was indicated that, relationship management in supply chain highly predicts pharmaceutical performance in Kampala (R 2 value 74% and Sig. 0.014). The researchers therefore recommends managers, policy makers and practitioners to give considerable attention in managing relationships within the downstream supply chain, and in particular, ensure appropriate collaborations with customers. In this way, organizations will retain their customers, increase sales levels and market shares, which will consequently improve organizational performance.

Highlights

  • The current economic realities of a highly volatile market and negligible or even negative economic conditions, require enterprises to desist from traditional business practices that are ego centric in nature, and employ sustainable practices of collaboration that enhance business survival and growth in hard times [1]

  • Collaborating with customers as a key component of relationship management is one best way in which such a problem can be mitigated. This is because collaboration increases demand information that can support effective forecasting within the supply chain to allow control and strategizing against such demand swings [12] which are responsible for the bullwhip effect improved organizational performance

  • In Nigeria and many other West African countries, companies abandoned new technological integrations because they feel such technologies cannot address their needs on the premise that they are not designed basing on the local needs of people, but rather adopted from other external communities, societies or agencies [26]. This makes it inappropriate in solving the needs of local companies, which has made many companies reluctant to adopt such technologies, poor supply chain integration, customer management and general organizational performance. It is on the basis of such less integrated downstream supply chains that this study sought to examine, why many organizations in developing countries, Uganda inclusive, have not fully embraced relationships in downstream supply chain, yet they have been known for promoting bulk purchasing, customers retention and downstream visibility whose concepts are key in enhancing organizational performance

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Summary

INTRODUCTION

The current economic realities of a highly volatile market and negligible or even negative economic conditions, require enterprises to desist from traditional business practices that are ego centric in nature, and employ sustainable practices of collaboration that enhance business survival and growth in hard times [1]. This makes it inappropriate in solving the needs of local companies, which has made many companies reluctant to adopt such technologies, poor supply chain integration, customer management and general organizational performance It is on the basis of such less integrated downstream supply chains that this study sought to examine, why many organizations in developing countries, Uganda inclusive, have not fully embraced relationships in downstream supply chain, yet they have been known for promoting bulk purchasing, customers retention and downstream visibility whose concepts are key in enhancing organizational performance

Research Objectives
Research Hypotheses
Relationship Management in Downstream Supply Chain and Company Performance
Collaborative Customer Management and Company Performance
Transactional Customer Management and Company Performance
RESEARCH METHODOLOGY
Data Quality and Analysis
Relationship Management in Downstream Supply Chain
Collaborative Customer Management
Transactional Customers Management
Pharmaceutical Performance
Market Share
Measuring the Predictability amongst Study Variables
CONCLUSIONS
Full Text
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