• Assessment Of Disruption Risk In Supply Chain The Case Of Nigeria’s Oil Industry

      Rahmanian, Nejat; Munive-Hernandez, J. Eduardo; Abdi, M. Reza; Aroge, Olatunde O.
      evaluate disruption risks in the supply chain of petroleum production. This methodology is developed to formalise and facilitate the systematic integration and implementation of various models; such as analytical hierarchy process (AHP) and partial least squares structural equation model (PLS-SEM) and various statistical tests. The methodology is validated with the case of Nigeria’s oil industry. The study revealed the need to provide a responsive approach to managing the influence of geopolitical risk factors affecting supply chain in the petroleum production industry. However, the exploration and production risk, and geopolitical risk were identified as concomitant risk factors that impact performance in Nigeria’s oil industry. The research findings show that behavioural-based mechanisms successfully predict the ability of the petroleum industry to manage supply chain risks. The significant implication for this study is that the current theoretical debate on the supply chain risk management creates the understanding of agency theory as a governing mechanism for supply chain risk in the Nigerian oil industry. The systematic approach results provide an insight and objective information for decisions-making in resolving disruption risk to the petroleum supply chain in Nigeria. Furthermore, this study highlights to stakeholders on how to develop supply chain risk management strategies for mitigating and building resilience in the supply chain in the Nigerian oil industry. The developed systematic method is associated with supply chain risk management and performance measure. The approach facilitates an effective way for the stakeholders to plan according to their risk mitigation strategies. This will consistently help the stakeholders to evaluate supply chain risk and respond to disruptions in supply chain. This capability will allow for efficient management of supply chain and provide the organization with quicker response to customer needs, continuity of supply, lower costs of operations and improve return on investment in the Nigeria oil industry. Therefore, the methodology applied provide a new way for implementing good practice for managing disruption risk in supply chain. Further, the systematic approach provides a simplistic modelling process for disruption risk evaluation for researchers and oil industry professionals. This approach would develop a holistic procedure for monitoring and controlling disruption risk in supply chains practices in Nigeria.
    • Six Sigma Implementation in Middle East Organisations: An Empirical Study

      Hafeez, Khalid; Abdi, M. Reza; Ashri, Fahad H.
      In the last decade, the rapid economic development in the Middle East has encouraged organisations to implement modem quality management and strategic initiatives such as Six Sigma to ensure continuous improvement and achieved excellence. Six Sigma is a comprehensive business strategic quality programme and a systematic process improvement methodology for achieving, sustaining and maximising business success. The proper implementation of Six Sigma leads to breakthrough in profitability through ensuring quantum gains in product/service quality, customer satisfaction and productivity. This research presents an empirical exploratory and comparative study that aims and attempts to bridge the gap in the existing literature of Six Sigma by investigating the current implementation status of Six Sigma in organisations of three Middle East countries (namely, Saudi Arabia, Egypt and United Arab Emirates (UAE)). The reasons/benefits that encourage Middle East organisations to implement Six Sigma projects, the challenges commonly faced during implementation, the critical success factors (CSFs) for effective implementation and the organisations’ satisfaction with the implementation are investigated. The key issues of Six Sigma implementation and their criticality relating to the experience of the implementing process of Six Sigma projects are explored through an extensive review of the relevant literature. The data were collected from a combination of quantitative (232 questionnaires) and qualitative (74 semi-structured interviews) methodologies. The research covered 44 organisations from manufacturing and services sectors and large, small, and medium enterprises (SME) sizes, which have implemented or were implementing Six Sigma projects in the selected countries at the time of study. The study findings identified 15 significant reasons/benefits which encourages Middle East organisations to implement Six Sigma projects, 13 major challenges commonly faced during implementation, 19 CSFs for effective implementation and level of the organisations’ satisfaction with the implementation. Based on the research findings, a generic model for successful and effective implementation of Six Sigma in Middle East organisations is developed and proposed. The research concludes that Six Sigma implementation in Middle East organisations still in early stage, most organisations have outstanding opportunities to implement the Six Sigma project successfully and effectively with tangible and intangible benefits. In addition, all the responding organisations, which are actively implementing Six Sigma programme, regardless of their countries, sectors and sizes are highly satisfied with the implementation results. However, the research output highlights that an improvement culture must be developed and promoted throughout the organisation to ensure long-term benefit and sustainable success. Furthermore, the research makes recommendations on development of an implementation strategy in Middle East organisations. Finally, a number of suggestions are made for future research.
    • Strategic Management Practices. An Investigation of Public Sector Organizations in the Kingdom of Bahrain

      Abdi, M. Reza; Abushabab, Wajdi (University of BradfordSchool of Management, 2016)
      Over more than three decades, there has been a sustained interest in strategic planning in the public sector to secure positive outcomes and long-term growth. However, several authors argued that strategic planning is limited, costly, time consuming and not producing the needed outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This gap in the knowledge provides the justification for this research. Using survey method, this research aims to explore strategic management practices in the public sector of Bahrain. Using both interviews and questionnaires as the mixed methods was more convincing and produced more comprehensive findings and hence stronger credibility. The findings reveal that the strategic management process was not effective in the researched organizations in the strategic formulation stage, the strategic implementation stage, and the strategic evaluation stage. The findings also reveal that there is a low satisfaction level with strategic management process within most of the organizations surveyed. Moreover, the findings revealed that the progress in the transition from strategic planning to a strategic management approach was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition, and help to successfully implement organizational objectives. Finally, the present research is proposing a strategic management model to increase the ability to formulate, implement and evaluate better future governmental strategic plans.