Achieving Profitability in Global Small Business Supply Chain Management

Achieving Profitability in Global Small Business

Supply Chain Management

Section 1: Foundation of the Study

Leaders of small and medium-sized enterprises (SMEs) face many challenges in

global supply chain management (SCM) due to a lack of strong channel partners,

unskilled labor, technology, access to finances, government roadblocks, regulations, and

corruption, which all affect growth and profitability (Beske, Land, & Seuring, 2014).

SME leaders need to have cost-effective SCM that supports flexibility, forecasting,

resource planning, and reduced inventory for growth and competitive advantage (Chin,

Hamid, Bakar, Rasil, & Baharun, 2012). Leaders in SCM can transform organizational

processes with strategic planning to make better use of resources and assets to increase

product demand, shareholder value, and profits (Wisner, Tan, & Leong, 2015). The

purpose of this qualitative study was to determine the strategies that supply chain

managers of SMEs involved in global businesses implemented to create cost efficiencies

and remain profitable.

Background of the Problem

Organizational leaders are always looking for new ways to enhance market entry

by using a variety of approaches that incorporate technology, human skills, negotiation,

partnerships, and production changes (World Economic Forum, 2017a). As a result of

changing global market conditions and the opening of new markets, organizational

leaders need to increase their control over costs to ensure robust economic stability

against shifting global risks (World Economic Forum, 2017a). The current fluctuations in

trade agreements, tariff rate changes, regulatory requirements, political events, and

environmental issues have led to added chaos in an already chaotic global market, and

agile leadership is necessary to ensure the growth and survival of SMEs (Gweh, 2018).

Supply chain managers of SMEs need strategies that include access to new approaches,

new markets, and new technology to compete effectively in a global environment.

Strategic SCM market conditions require rapid decision-making demanding

immediate visibility to avoid increased costs (Melnyk, Narasimhan, & DeCampos, 2013).

SCM affects every aspect of the organization, demanding organizational leaders create

innovative ways to meet the demands for changing global market conditions (Cannella,

Canizares, & Ponte, 2018). Changing strategies bring both opportunities and challenges.

The aim of this study was to evaluate how SCM managers of SMEs overcome human,

physical, and technology operational disadvantages to take advantage of cost efficiencies

and improve profitability.

Problem Statement

Owners of SMEs are challenged to maintain profitability due to the cost of

meeting human, physical, and technology capital requirements (Bayramov et al., 2017).

SMEs constitutes 40% of global economies and account for 95% of all firms but face a

higher degree of risk in achieving global market gains (Organization for Economic

Cooperation and Development [OECD], 2018). The general business problem was that

SME supply chain managers who do not create cost efficiencies in human, physical, and

technological expenses experienced lost profits. The specific business problem was that

some SME supply chain managers lacked successful strategies to create cost efficiencies

to remain profitable.

Purpose Statement

The purpose of this qualitative single case study was to explore the successful

strategies SME supply chain managers used to create cost efficiencies to remain

profitable. The targeted population consisted of three corporate supply chain managers of

an international SME located in central Florida who have successfully implemented

strategies to create cost efficiencies to remain profitable. The implications for social

change included the potential for SME supply chain managers to learn about strategies to

create cost efficiencies, thereby improving the profitability of their companies. SMEs that

increase profitability may increase cash flow and contribute to economic growth in

communities and the concomitant creation of jobs for individuals.

Nature of the Study

Qualitative researchers explore a phenomenon using the collection of data

pertaining to a specific theme that connects ideas to determine how to create the right

framework or design to support studies’ conclusions (Mariotto, Zanni, & Marcondes De

Moraes, 2014). I used the qualitative method to explore derivative themes that emerged

from my study of the successful strategies. Researchers use the quantitative method to

test theories or hypotheses by examining the relationships among variables (Hoare &

Hoe, 2013). I did not use a quantitative method and did not test theories or hypotheses to

examine successful strategies used by supply chain managers of SMEs to create cost

efficiencies to remain profitable. Mixed method researchers use both qualitative and

quantitative methods to apply inductive, deductive, predictable, and pragmatic

approaches for the development of generalized findings (Yin, 2018). Accordingly, the

mixed method and quantitative methods were not appropriate for this study.

Researchers use a qualitative case study design to explore events, organizations,

entities, or individuals using reporting and observation procedures to find answers to

research questions (Harrison, Birks, Franklin, & Mills, 2017). I used a single qualitative

case study design to explore complex issues in the study of how supply chain managers

of SME develop and deploy strategies for cost efficiencies and profitability and the

reasons for difficulties in the decision-making process. Researchers use single case

studies to apply a flexible approach to data collection in order to explore a problem in a

single industry sector (Laurin & Fantazy, (2017). I used a single case study to conduct an

in-depth exploration of the successful strategies of SCM managers within a single SME

international company. The case study approach offers critical testing validity for theory

building in the research process that is underutilized, and opportunities to prior

inaccessible scientific observations that can support significant advances and findings

(Yin, 2018). Researchers use an ethnographic design to describe the behavior and patterns

of a larger group (Astalin, 2013), which was not the objective of this study. Researchers

use a phenomenological design to study the perceptions, attitudes, and lived experiences

of a specific group of participants about a specific occurrence (Padilla-Diaz,

2015), which was not the objective of this study.

Research Question

What successful strategies did SME supply chain managers use to create cost

efficiencies to remain profitable?

Interview Questions

1. What successful strategies did you use to create cost efficiencies within your

supply chain to remain profitable?

2. How did you determine the best strategies for creating supply chain cost

efficiencies to remain profitable?

3. What strategies were not successful for creating cost efficiencies to remain

profitable?

4. What key barriers did your organization encounter with the implementation of

strategies for creating cost efficiencies to remain profitable?

5. How did your organization overcome these key barriers?

6. What additional information regarding strategies for creating cost-efficient

supply chains to remain profitable would you like to share that we have not

already discussed?

Conceptual Framework

The supply chain is comprised of many complex channel networks and

relationships critical to organizational success (Sanial, 2014). Storey and Emberson

(2006) noted that a formal theory is lacking to support managers challenged by

performance and profitability requirements in the strategic planning process when

entering the global market (Storey & Emberson, 2006). Accordingly, I selected the chaos

theory as the conceptual framework for the study. Dr. Edward Lorenz published the

original principles of the chaos theory as it applied to the natural sciences (Lorenz, 1963).

The chaos theory has impacted and influenced multiple events and views including the

study of SCM. In sociology, chaos is a metaphor for how an individual in a system,

through lack of knowledge and understanding, can make wrong decisions that creates

chaos, and how a change in one small factor in SCM can change long-term outcomes. In

the business world, chaos happens when unpredictability in patterns and behaviors affect

a leader's vision, direction, and relationships (Wilding, 1998). Chaos theory was a lens to

explore how SME supply chain managers assessed and responded to supply chain

complexities to develop successful strategies to create cost efficiencies to remain

profitable.

Operational Definitions

Chaos: Chaos describes how random disorder of even the smallest changes in a

single variable can impact production and supply demands affecting costs and

profitability (Wilding, 1998).

Small and medium-sized enterprises (SMEs): Small and medium-sized enterprises

are independent firms led by a diverse population of entrepreneurs employing up to 250

employees (OECD, 2018).

Strategic planning: Strategic planning is a growing practice that is purpose-driven

in many industries using collaborated designs with deliberate actions and decisions

involving top management to drive and enhance organizational market position, growth,

and revenues (Ugboro, Obeng, & Spann, 2010).

Supply chain channels: Supply chain channels are the network of relationships

between partners that create financial risk and innovation opportunities that enable

shipping and production to be timely, avoid supplier failure, and relieve stress building

healthy collaborative end-to-end supply (Fawcett, McCarter, Fawcett, Webb, & Magnan,

2015).

Supply chain economies: Supply chain economies link technologies through

innovation affecting global industries driving performance, innovation, services,

manufacturing, and co-location of external economies (Delgado & Mills, 2018).

Supply chain management (SCM): SCM involves multiple players and activities

requiring collaboration to create a value-chain through effective management to gain

competitive advantage (Fan & Stevenson, 2018).

Supply chain manager: Someone who is the leader of a supply chain department

and has the ability to make and implement decisions requiring collaboration and linking

of the organizational activities internally and externally with partners, employees,

customers, and suppliers (Abreu & Alcantara, 2015).

Assumptions, Limitations, and Delimitations

In the following subsections, I outline the assumptions, limitations, and

delimitations concerning the research study. The primary assumption was that SCM

managers of SMEs want to participate and that the input provided a contribution to the

industry through a published academic document. The second assumption presents an

opportunity for the study results to encourage SCM managers in SMEs to develop

strategies creating opportunities for stronger cost efficiencies and added profitability.

Assumptions

Researchers make assumptions about conditions based on an individual

understanding of situations without evidence (Schoenung & Dikova, 2016). First, I

assumed that a qualitative single case was the appropriate methodology for exploring the

research question. Second, I assumed that the participants answered the questions

truthfully. Finally, I assumed that participants had the knowledge, interest, and

understanding of the risks in the supply chain process to provide responses that

contributed information of relevance to my research question.

Limitations

Limitations are the analysis of potential weaknesses in the research methods to

determine advantages or disadvantages in the analysis of the phenomena (Queiros, Faria,

& Almeida, 2017). Limitations are elements outside the researcher’s control and can

threaten the validity of the study (Smith & Noble, 2014). A limitation is the potential for

participants to withhold vital information in the interview process that could be critical to

the success of the conclusion creating gaps in the final data analysis. It is possible that

these limitations rendered the findings of the study not useful to small businesses in other

industries or that the findings were not generalizable to all businesses in all regions.

Delimitations

Delimitations are boundaries established by the researcher for a study (Lynggaard,

Manners, & Lofgren, 2015). Delimitations define the scope of the study to help the

researcher gain-in-depth knowledge of the specific research under observation

(Lynggaard et al., 2015). In this research, I limited the scope to SCM managers of SMEs

and explored the successful strategies used to create cost efficiencies to remain profitable.

Additionally, I interviewed and observed a single company in Florida with unique supply

chain dynamics, which posed a level of geographic delimitation.

Significance of the Study

The study of SMEs in global SCM is important due to constant changes in the

environment, prices, politics, government, and regulations. Managers are tasked with

addressing the changes to improve pricing, competition, and distribution. Newer models

are needed in the development of SCM strategies to support changing consumer demands

to contribute to SMEs survival in a highly competitive global economy (Kumar, Singh, &

Shankar, 2015). The results of this study provide insight into how some SME managers

have been more successful than others through the analysis of various strategies

developed that ensure profitability.

Contribution to Business Practice

SCM managers of SME may not understand the various issues that can affect their

success or how to develop strategies to effectively compete and create financial

advantages for continued growth, opportunity, and profitability. Strategies impact how

goods are bought, sold, and/or distributed. Results of the study contributed to the

development of strategies that provide SME managers with new ways to improve the

many complex elements involved in SCM that drive higher profits and strengthen market

competitive advantage.

Implications for Social Change

Corporate leaders must work to balance business decisions with positive social

impacts. Rosi, Cvahte, and Jereh (2013) described the influence on corporate

responsibility as the triple bottom line of “people, planet, profit”. The triple effect of

global decision-making can directly affect individuals, the environment, and ultimately,

business profits. Silvestre (2016) explored the concept of the love of mankind by taking

the idea of the triple bottom line beyond the standard considerations of labor, health, and

safety for the creation of improved efforts addressing the most significant opportunities

for SMEs in the development of global economic growth that affects individuals and their

impact on society. SME supply chain managers who increase profitability may increase

cash flow and contribute to economic growth in communities and the concomitant

creation of jobs for individuals.

A Review of the Professional and Academic Literature

The research problem and the purpose of the study are to understand how SME

managers dealt with challenges in global SCM that affected profitability. The research

question I addressed was what strategies SME retail supply chain managers used in SCM

to remain profitable. Bayramov et al. (2017) stated that SMEs are key to the development

of innovation and discoveries that drive global economic growth. I reviewed various

theories and strategies that offered insight into why some organizational leaders were

capable of increasing profitability while others struggled in the management of global

supply chains.

The evolution of global retail SCM has given rise to new trends that require

stronger ethics and humanitarian considerations that embrace all aspects of humanity

linking sustainability and profitability (Lee & Rammohan, 2016). I used a qualitative

single case study to identify observations, research, and information about the strategies

that SCM managers of SMEs used to create cost efficiencies and remain profitable.

Strategy for Searching the Literature

I used the Walden Library database, ProQuest, Sage books and journals, multiple

other scholar works from various global universities, scholarly journal articles, and

multiple sources of electronic media. I reviewed 186 peer-reviewed references, 85% of

which were published within 5 years of CAO approval date. I used keyword searches

such as global compliance, technology in SCM, innovation, SCM strategies, social impact

of SCM, collaboration, SCM theories, corporate social responsibility, SCM profitability,

Chaos theory, global management, economic predictions, logistics contract relationships

and performance, procurement, the future of transport and retail, supply chain design, e-

commerce, and the 4th industrial revolution in SCM, including all pertinent subjects

supporting research development concerning profitability as it relates to global SCM.

Chaos Theory

In 1961, Edward Lorenz presented the origin of the chaos theory phenomenon as a

nonlinear chaotic system in weather conditions based on science and mathematics

(Oestreicher, 2007). In 1975, James A. Yorke named the system the chaos theory

(Oestreicher, 2007). Researchers apply chaos theory in SCM to understand why the

creation of strategies is critical for systems to avoid chaos. Unstable events occur in

logistic systems involving activities that can result in dysfunction due to incorrect

decisions based on wrong data leading to chaos. Managers without strategic plans to

control overreaction typically observe lower organization profitability (Wilding, 1998).

Rzeczyski (2012) discussed the need for rationality in management for decision-making

to avoid chaos and develop SCM systems that focus on short-term forecasts by

reengineering strategies that support changing environments. Wilding (1998) introduced

the idea of supply chain complexity as a triangle of interactions that produce uncertainty

continually, not only between organizational leaders but also in how supply chains

compete (Christopher, 1992). Supply chains are dynamic, change, move, and evolve.

Organizational leaders respond to the dynamic nature of supply chains by using strategies

that are agile and allow for proportional change and reactions to avoid disruptions and

achieve sustainability and longevity (Rzeczyski, 2012).

The word chaos is a metaphor describing how individuals and groups in a system,

through lack of knowledge and understanding, make decisions that create chaos (Rivera

et al., 2007). Researchers use chaos theory to explain how a change in one variable can

affect systems, deliveries, destinations, product structures, origins, and packing

requirements that result in delays, increased costs, loss of goods, loss of customers, and

loss of quality (Stapleton, Hanna, & Ross, 2006). Continuous major market disruptions

have evolved from linear to complex with constant change creating chaos in leadership

decisions and management strategies. Global SME managers are required to lead in times

of unpredictability, macrotrends, chaos, unstable and volatile markets, and

destabilization, using ethics and protecting the privacy of individuals.

The unique application of the chaos theory in the framework of SCM

demonstrates how the process of decision-making affects relationships between supply

chain variables impacting many areas of strategy, channel relationships, and costs

(Michelman, 2016). Researchers and managers use chaos theory to identify conditions

within a system that creates disruption. SME supply chain managers apply the chaos

theory to understand why the creation of strategies is critical to avoid chaos (Rzeczyski,

2012). Supply chain managers can apply chaos theory to SCM to support approaches in

management decisions that explain how behavior can create unstable variables in

operations that impact profitability (Rzeczyski, 2012).

Management overreaction on a behavioral level and, at times, with the use of

wrong information creates mistrust, competitive leadership responses, and unnecessary

interventions, all leading to further chaos and elevated distrust at leadership levels.

Researchers use the trust-based rationalism theory to focus on collaboration and explore

how trust is critical in the establishment of relationships. Organizational leaders build

trust and establish relationships instead of monitoring employees and, in return, reduce

costs and add economic value. Leaders that build trust can also add value through other

indirect methods like reduced contracts based on behavior that enforces trustworthiness

(Cao & Zhang, 2013). Trust is critical to avoid chaos and explore how the combination of

various theories are needed to create strategies that align with processes that control and

create efficiencies for organizational success and profitability.

In 1985, Michael Porter introduced the Porter theory to advance the concept of

competitive strategy involving competition of industries, new entrants, product

substitution threats, and the power of suppliers and customers for strategic value chain

advantage and strategy development (Porter & Millar, 1985). The Porter theory in the

development of customers, markets, and organizational benefits still impacts current

innovative strategy developments. Porter and Millar (1985) recognized at the onset the

impact automation would have on competition, particularly with a model that

incorporates evolving global effects. Porter incorporated within the five forces model

every aspect of the supply chain and described how strategic alignment with technology

creates a competitive advantage (Porter & Millar, 1985). Porter and Miller showed how

the use of information extracted from big data technological developments has

revolutionized how organizational structures cross industry lines, compete with rivals,

and create strategies and business models.

No one theory in SCM covers all aspects of the industry as the use of many

theoretical processes supports various models needed in this complex global business

environment. Theorist Ronald Coase created the transaction cost economics (TCE) model

in 1937 (Coase, 1960). Oliver Williamson refined the theory in 1975 (Fredkind, 2014).

Both Coase and Fredkind discussed how distribution efficiency and costs affected risk,

the environment, and currency. Theorist Jay Barney, the founder of the resource-based

view in 1991, incorporated the transfer of knowledge capabilities and competitive

advantage and supported the development of trust and mutual commitment to supply

chain partners (Halldorsson, Katzab, Mikkola, & Skjott-Larsen, 2007). Stephen Ross and

Barry Mitnick founded the principal-agent theory in 1976 based on performance

measurement incentives and believed that the contracts in supply chains influenced

partner positions and interests (Guston, 1996). Each of these theories has essential

elements, and when researchers combine the different elements, each theory provides

crucial aspects necessary to analyze behavioral assumptions, problems, relationships, and

partner interest required to ensure the most valuable framework for the management of

the many complex issues that arise in SCM.

Supply chain managers, with added incorporated theories such as the relational

view, resource dependence theory, and social exchange theory, added learning and

knowledge perspectives to support individual strengths and weaknesses in SCM. The use

of multiple theories supports expanded knowledge, trust, communication, cooperation,

and sharing of resources, which are all vital to SCM success (Cao & Zhang, 2013). Cao

and Zhang (2013) identified 10 theories and theoretical frameworks in supply chain

collaboration, uncertainty reduction theory, transaction cost economics, resource-based

view, relational dilemma theory, trust-based rationalism, and learning and knowledge

perspective. For each theory, Cao and Zhang provided strengths and weaknesses in

nature, norms, contents, and forces. Cao and Zhang further added that researchers who

integrated each theory provided increased trust and diminished the need for tighter

controls and monitoring. Members in a real partnership build collaboration between their

skills and knowledge to improve their competitive advantage. Ziaullah, Feng, and Akhter

(2015) stated that the supply chain is a “competitive weapon” in the global arena

requiring collaboration and partnerships for competitive gains to understand its power

and position for profitability. Partners using the social exchange theory obtain benefits

such as collaborative power and social influence from interorganizational relationships as

noncontractual benefits (Cao & Zhang, 2013). Partners who learn, develop knowledge,

and build trust through communication lead to strength, cooperation, and cocreation of

value that aligns goals, incentives, sharing of resources, and exchange of knowledge (Cao

& Zhang, 2013). Collaborative cultures are robust and vital in the supply chain process

for success.

Severe global market changes require that managers and operational executives

develop unique and new ways of thinking about SCM concepts, theories, and methods

requiring the use of forward-thinking ideas (Magner & Yadau, 2017). Carter, Kosmol,

and Kaufmann (2017) offered a theory of supply chain practice view (SCPV) with a

combination of resource-based, relational view, practice-based view theories. Carter et al.

created a more robust method towards SCM practices through inter organizational

practices that provide market inimitability. An obvious concern is how managers who use

multiple theories lack communication in the links. The lack of communication creates

problems that results in other competitors gaining control and stipulates the importance of

collaboration for a competitive advantage. Fredkind (2014) discussed how researchers

struggle in the choice of a specific theory to apply to a study due to the many concepts

and ideas available, noting the most used TCE. Researchers provide a critical evaluation

of theories like TCE as a scientific theory which is not isolated from social influence

allowing for co-evolution with other theories. Researchers use TCE in combination with

other theories and examine a more significant phenomenon for maximizing the

integration of specialized capabilities for increased efficiencies in SCM. Although

communication is critical, it is also integral for managers to know what to share, to

whom, when, and how to ensure market control for competitive advantage.

I chose the chaos theory due to the sufficiency of the theory as supply chain

managers of SMEs are forced to make decisions knowing they might have to modify

direction at any point but that a strategy for an end destination is still absolute. Flexibility

is critical, and at the same time, speed is essential. The combination of changing elements

is creating a state of chaos at every level in operations for SCM managers of SME. It is

predicted that by 2030 current business platforms will dramatically change with new and

advanced technologies becoming mainstream. An example is the Internet of Things (IoT)

which is used to connect both government and private sectors allowing an exchange of

data and information (Magner & Yadau, 2017).

Organizational leaders can work to correct chaos by creating short-term forecasts

that allow for short-term decision-making and focus on the customer (Rzeczyski, 2012).

Organizational leaders can re-engineer models that are more flexible and adjust to

changing environments to provide for greater human interference to help avoid

unpredictable chaos that adds costs to the bottom line, therefore, affecting profitability.

When changes in complex supply chains occur, and leaders enforce controlled reactions,

proper forecasting allows for system changes that produce optimal results controlling

costs that using system efficiencies add to profitability. The complexity and threats while

difficult to avoid offer organizational leaders the opportunity to learn, discover, create

changes, and innovate in the process (Wilding, 1998). Organizational leaders who apply

lean approaches with strong communication channels interchangeable with technological

systems that provide high visibility increase performance and avoid issues that increase

disruption and chaotic spikes in operations. Therefore, changing business models in

current management roadmaps and the impact of digitalization require balanced

decisionmaking critical to managing chaos (Michelman, 2016).

History and the Fourth Industrial Revolution

The supply chain has evolved since the 1950s resulting in different challenges and

benefits (Lu, 2011). The 1970’s SCM models were based on unit cost and resource

management, the 1980’s models focused on competitive pricing leading to lower product

costs, and the 1990’s models moved towards relationship management as the essential

factor (Lu, 2011). Large and small organizational leaders now require a knowledge-based

infrastructure to remain successful and competitive as enhanced technology and global

competitiveness lead to a more complex global systems change affecting the flow of

goods (Alawneh, Abuali, & Almarabeh, 2009). Since the 1990s, combined aspects of

previously fragmented specializations of logistics have led to total capsulation of all the

elements now referred to as supply chain management (Lu, 2011). Organizational leaders

consider the supply chain a competitive weapon in market growth and opportunities

(Ziaullah et al., 2015).

There may be many different definitions of SCM, all of the definitions involve

linking many different parts to make up the entire process (Naslund & Williamson,

2010). Sourcing, procurement, customer relations, distribution, manufacturing,

marketing, product innovation, and laws and regulations of hundreds of countries create

large links that cross and connect global trade SCM. In return company leaders must

consider constant re-engineering of critical information for evaluation with the added

complexities of demanding and changing technology and social considerations adding

further complications to the management process (Attaran, 2004).

Chaos and turbulence in SCM leadership require the creation of both reactive and

proactive strategies to combat changes due to risks with lack of visibility, network

complexity, and increased uncertainty (Durach, Wieland, & Machuca, 2015). The fourth

industrial revolution will bring new technological breakthroughs transforming business as

new trends are disrupting the world (World Economic Reform, 2017a). The first

industrial revolution occurred in 1760 with the invention of steam engines, the second in

the 1900s with the invention of combustion engines, and the third in 1960 with oil and

electricity (De Vries, 1994). In 2000, the fourth revolution began, which is still rapidly

changing at a historical rate due to technology growth in the IoT’s, 3D printing, and

artificial intelligence (AI) all offering opportunities and challenges (World Economic

Reform, 2017). The fourth industrial revolution is changing governance, management,

and production, shaping and improving quality of life, and creating challenges in

cybersecurity, income inequality, and ethical dilemmas (Schwab, 2017). Changing

demands will require the addition of 1.4 million new supply chain jobs to support the

solutions needed for complex problems and new technologies in global supply chain

logistics in 2018 (Fisher, 2014). Knowledgeable and highly skilled workers must not only

understand the complexities of forecasting, the positioning of products but also how to

develop relationships with business partners that ensure success (Gunasekaran,

Subramanian, & Rahman, 2017). Consumers are transforming the future of SCM by

leading the demand in production, distribution concerning quality, product, and

expectations and how innovation and technology play a role in the buying experience

(Xu, David, & Kim, 2018).

De-globalization is taking place due to politics, economics, and financial changes

while technology is impacting logistics, environment, jobs, and supply chain models. In

1998, China’s gap in manufacturing has fallen forcing new shifts in manufacturing

considerations along with the rise of global transportation costs (World Economic Forum,

2017b). Looking forward, changes will be forthcoming with the opening of closed

markets, keeping migrants at home, enhancing local market expertise, cost structures, and

quality control changing the dynamics between performance and profitability (World

Economic Forum, 2017b). New networks using super grid systems with strong central

tower oversight will enable the sustainability of small business with the implementation

of digital technologies to transform and reduce costs providing increased revenues in

manufacturing at 39%, logistics 17.8%, and retail 25.5% (World Economic Forum,

2017a).

SCM Models, Systems, Frameworks, and Redesign

Organizational leaders are faced with the demanding complexity of SCM in a new

era of specialization beyond the flow of goods and services. Leaders are required to

develop new levels of agility in design and plan and control risks in collaborative efforts

to maintain competitive global market gains. Keith Oliver, a British logistician in 1982,

first described SCM as a process of planning, controlling, and implementing support for

customer satisfaction through efficiency (Oliver & Webber, 2012). Organizational leaders

use creative designs and strategies to position themselves to gain market share over the

competition.

The use of supply design, procurement, manufacturing, and product distribution

planning offers many opportunities for cost control and reduction of risk determining the

trade-off between cost and revenue. Organizational managers who are tasked with solving

the complex problems in supply chain integration use an advanced planning system

(APS) for strategy development to gather the information that supports organizational

planning, optimization of global operations, and enhanced growth of integration in the

supply chain links (Jonsson, Kjellsdotter, & Rudberg, 2007). Important areas for

company leaders to review in the analysis of systems are software usage, organizational

structure, data collection, and planning models. Leaders need innovation to create new

approaches to integrate manufacturers, supply channels, warehouses, and retail stores to

ensure the right quantities at the right time and locations to meet consumer demands

while controlling costs for profitability (Khan & Sawicka, 2016).

Organizational leaders use supply chain integration (SCI) as a competitive

advantage in supply chain practices to help support performance that avoids disruptions

critical for success and profitability through the development of conceptual frameworks

for partners, material flow, services, data and information availability (Ziaullah et al.,

2015). In the development of high-performance supply chains, SME leaders struggle to

overcome continuous changes in structure and strategy in marketing, sales, production,

finance, purchasing, product development, demand and supply planning, and IT system

changes. Many SME leaders do not have the financial capabilities to support all these

functions and find themselves a part of unfair or unjust situations as stronger partners in

the channels reap more of the benefits (Ziaullah et al., 2015).

SCM, SMEs, and Big Business

O’Byrne (2016) discussed how supply chain performance and success are

inextricably linked, describing how poorly established channels increase costs and

decrease profitability while high-performing channels contribute to growth and healthy

profits. Large, medium, and small business leaders have high SCM expenditures and

without strategic plans will fail without adequate design and understanding of the

process. Strategy, network design, service performance, cost control, supplier

performance, ethical procurement and corporate responsibility, supported by excellent

inventory management systems are the seven keys to success (O’Byrne, 2016). Strategies

that align the use of skills can overcome challenges that provide greater success.

Managers who optimize networks that provide excellent service, control costs, and

performance while mitigating risks create effective management for growth and success.

Researchers who are developing SCM models require conceptual frameworks to ensure a

higher level of justice for all partners concerning relationship commitment, information

sharing, and process integration to create a substantial competitive advantage (Ziaullah, et

al., 2015). Strong performers in the supply chain channel need to understand the

importance of demand forecasting, critical points in operational interruptions, how to

analyze logistics costs, information flow, and network design that understands the

capabilities of each partner to control opportunities and threats (Rokonuzzaman, 2018).

Another method or framework that managers can apply to supply chain systems to reduce

time is Six-Sigma (Madhani, 2016). Managers use Six Sigma processes to measure time

compression to achieve efficiency in the integration of business strategy and quality to

support production and service demands that increase organizational competitiveness

(Madhani, 2016). Six Sigma was first launched in 1987 by the management of Motorola

and from 1980 to the 1990’s saved over 2 billion by application of the processes

(Drohomeretski, Gouven da Costa, Pinheiro de Lima, & Garuio, 2013). Researchers

continuously sought to improve the models and strategy helped evolve Six-Sigma to lean

Six-Sigma (LSS) for a competitive advantage (Drohomeretski et al., 2013).

Researchers have developed many different models and frameworks to support the

demanding global environment and continuous market changes that affect supply chains

(Ziaullah et al., 2015). Managers of SMEs face challenges due to the difficulties with

culture, knowledge, and collaboration and can find benefits in the total quality

management (TQM) also referred to as the business excellence model to overcome

challenges and find opportunities. (Foghani, Mahadi, & Omar, 2017). Managers consider

BEMs essential as they apply these principles to support technological changes,

encourage innovation, and provide a free flow of information vital to improving supply

chain design (Foghani et al., 2017). The design and oversight of the supply chain is a

substantial task in today’s global environment with logistics accounting for almost 20%

of the finished goods cost and retail executives spending $14 billion a year on inventory

(Lu, 2011).

Relationships and Partnerships

Involvement in global business means organizational leaders must acknowledge

the importance of relationships, risk assessment, and due diligence necessary for

uncovering hidden risk. The unknown risk may occur through chain partners involved in

the supply chain process and result in penalties, fines, and loss of reputation (Harland,

Brenchley, & Walker, 2003). Supply chain managers must understand the macrotrends of

social, environmental, economic, and political phenomenon shifts taking place worldwide

to create efficient and competitive SCM systems (Bell, Goldsby, & Autry, 2012). Chin

and Paulraj (2004) addressed the need and importance of transformation in global

relationships to create SCM avoiding manipulative and reactive behavior by creating

partnerships that provide collaboration and alliance creating equality.

Transactional relationships in characteristic have no concern for partners, and

pricing driven by relationship or market conditions (Williamson, 2008). Business leaders

collaborate in SCM to take advantage of continuous improvements, fewer problems with

supply chain disruptions, and the exchange of knowledge that enhances production and

services (Banomyong, 2010) Additionally, collaboration in partnerships work to lower

costs, expand technology, level risks, and reduce investment (Banomyong, 2010).

Alliances in SCM are essential for ethics and the creation of designs that provide shared

visions supporting future growth and expanded market shares for all partners

(Banomyong, 2010). Positive supply chain partnerships create new opportunities and

ignite the opening of new markets with the sharing of raw material for better pricing and

negotiations, ensuring a win-win for all parties (Banomyong, 2010).

Dynamic SCM requires agile and flexible design due to economic market

volatility so having multiple designs and response patterns incorporated into daily

activities is necessary to ensure the availability of goods to match consumer demands

(Han, Wang, & Naim, 2017). Supply chain operational systems require improved

performance, finances, quality, delivery efficiency, and effective communication and

information sharing that at the same time provides visibility and the need for agility and

flexibility for optional profitability creating success among partnerships (Han et al.,

2017). Systems operating in the future will be powered by the agility to create an adaptive

enterprise that architecturally provides quick responses to changing condition (Kilcourse,

2015). To be a winning retailer, the creation of visibility with real-time data is required to

ensure consistent customer service (Kilcourse, 2015). Consumers are looking for instant

gratification, digital, and in-store purchasing, and quality services with fulfillment centers

onsite to enhance service capabilities. Technology allows for quick change response,

lower costs, and high visibility vital for points of sale, forecasting, and optimization of

the price (Kilcourse, 2015). Managers require innovative strategies in SCM to align costs,

schedules, performance, and desired outcomes due to the magnitude of global disruptions

taking place and continued risks with political and economic instability occurring

globally.

Small and Medium-Size Enterprises (SME)

SME leaders face many obstacles due to the lack of infrastructure and technology,

government roadblocks, unskilled labor, and corruption (OECD, 2018). Researchers

show that leaders in some industries can overcome these obstacles by using alternative

strategies when short-term programs do not work (OECD, 2018). Government regulations

and laws are needed to support programs providing support in the development of skills,

knowledge, finances, and technology to help SMEs remain successful due to their global

impact in economic and social benefits on local communities and economies (OECD,

2018). Leaders of SME involved in various industries show that different sectors develop

capabilities to adapt to environmental changes allowing them to overcome economic

recessions when operating in dynamic environments (Ramon-Jeronimo, 2107).

Leaders of SME face many difficult challenges globally to compete and remain in

business. Added contention involves a lack of access to finance, regional or state labor

laws, and infrastructure all creating roadblocks for opportunities in growth and longevity

(Sitharam & Hoque, 2016). Lack of funding to expand operations hinder growth, labor

laws and regulations can make it too expensive to hire, and poor geographic infrastructure

including road, technology connection capabilities stifle development and performance.

Additionally, lack of management skills, technology, crime, and competition make it

harder for SME to survive (Sitharam & Hoque, 2016). Macroeconomic factors due to

inflation affect business leaders and buyers further complicating survival in global market

growth and expansion (Sitharam & Hoque, 2016). Large and small organizational leaders

need a knowledge-based infrastructure as enhanced technology, and global systems

change affect the flow of goods to remain successful and competitive (Sorbi, Zorriech,

Jalilian, & Sani, 2017).

Innovative ways of doing business and creating partnerships for the sustainability

and success of SME are taking place around the world. Many leaders of developing

countries such as Ethiopia are struggling while other countries such as the Philippines are

thriving due to innovative ways of connecting small and large business leaders to combat

poverty at all levels of society (Sitharam & Hoque, 2016). Supplier relationships become

the strongest when each segment of the chain support unique services that complete the

required processes and ensure the market is providing products that meet the local market

demands (Ramon-Jeronimo & Herrero, 2017). Small business owners may use the links

in SCM channels to control costs and offer a unique set of skills. Globally SME leaders

offer opportunities for transformation and redistribution of assets among the

disadvantaged. Economically SME leaders contribute to the reduction of unemployment,

promote entrepreneurship, and reduce poverty (Sitharam & Hoque, 2016). Also, having

the ability to make quicker decisions in changing market conditions to meet consumer

demands offers significant advantages. A driving force for societies is family owned

businesses which boost local economies (Ramon-Jeronimo & Herrero, 2017). Leaders of

SME must be open to innovation, pursue, and continually work to stay ahead of change

and be fair internally and externally to support growth and success.

Large Enterprise SCM and Global Economy New Market Entry

The history of retail has its roots in the French world “retaillier,” growing out of

the fashion industry to mass-production in the 18th and 19th centuries finishing with the

19th and 20th century giant retailers that we have witnessed the death of over the last 10

years (GT Nexus, 2016). Retail giants like K. B. Toys (87 years), Montgomery Wards

(129 years), and store closures like Office Depot (223 stores), and Wal-Mart (154 stores)

have continued to tell the tale of the death of retail (GT Nexus, 2016). Retailers are

evolving and developing new strategies in this complex non-linear industry to meet

consumer demands. Constant chaos and agile SCM are needed to deal with disruptors and

opportunities critical with the consumer in control (GT Nexus, 2016). A significant

change is coming to the retail industry as new technological savvy generations command

the market demanding new experiences and seamless operations as retailers struggle to

embrace the new future with click and bricks as malls without walls reinvent retail spaces

(Linklater, 2016).

The changing forces of bankruptcies, record store closures, and changing

consumer purchasing patterns across the retail business in 2017 have brought dynamic

changes in the way consumers purchase goods (Courtin, 2018). Brick-and-mortar stores

are turning into temporary storefronts with management selling short-term seasonal

inventory for quick turnovers (Courtin, 2018). Future store managers will need to be

inventory focused with the flexibility to change quickly for demanding consumer wants

and needs (Courtin, 2018). Future retailers will not look similar to those in the past and

will require short-term labor and seasonal workers for distribution and logistics with more

specific focused inventory for quick turnaround and profitability (Courtin, 2018). The

future retailer will support change, speed, and agility requiring flexible and supply chain

networks that support anytime, anywhere technology shopping experiences and

expectations (Cascio & Montealegre, 2016).

Retail centers in 2019 and beyond will take on new designs with a combination of

brick-and-mortar and malls without walls combining energy, environment, and unique

experiences which will become the new rulers of retail (Sreedhar, 2017). Leaders

developing retail strategies must incorporate technology to lower costs and increase

profits while driving customer service against competitors for survival. Future leaders

will need to create multi-enterprise collaboration for endurance and speed will be

paramount in the process controlling inventory, product flow, factory delivery,

operational performance, and compliance avoiding bottlenecks and ensuring lead time for

positioning and marketing. The future of retail will use artificial intelligence as guides on

the shopping experience, provide platforms for payments, create consumer engagement,

provide big data analysis, have unique distribution methods, and customer service

interfaces combining online and brick and mortar. In order to survive SME managers will

need to develop competitive strategies that create new ways of operating and providing

consumer engagement that promotes loyalty.

The retail shopping experience of the future involves an entirely new look at how

retailers will combine design, architecture, and planning. Retailers will use the

environment and location to construct opportunities that affect psychological behavior

creating a new kind of consumer service in the retail experience (Kim, Lee, & Ryu,

2018). Retailers refine space to create an atmosphere of mental and physical recovery for

both active and passive zest (Kim et al., 2018. Retailers will offer indoor and outdoor

retail space functions, using interactive designs and environment combined with stirring

psychological behavior while shopping. Also, retailers will offer these new environments

both online and offline (retail) platforms for small SME leaders to promote goods

consisting of omnichannel, online malls, information brokerage services providing

options, services, and human exposure with an expected growth of 23 trillion by 2020

(Kim et al., 2018).

Multicultural Trends and Government, Politics, and Environment

The global impact of many key elements of country politics, governments, use of

the environment, and cultural trends can have a severe effect on SCM. The world’s

changing interaction with these elements can force immediate changes on global supply

routes due to lack of access, increased costs, duty shifts, and country political instability.

The development of multicultural global teams requires strategic processes using state-

ofthe-art communication technologies, exchange of knowledge, job exchange, shared

values and understanding of the corporate vision and mission (Gassmann, 2001).

Technology has changed the way business, and people develop relationships evolving and

dissolving borders, and with the right people, tools, and processes teams and

organizational leaders can acquire benefits that support quality work and performance

(Heller et al., 2010). Organizational leaders use strategies to enhance communication that

involve effective communication, setting ground rules, the establishment of a clear vision,

and respect. Building a global village takes time, energy, unique skills, a heart, and

respect that makes others want to follow, listen, and respect driving innovative ideas,

creativity, and interactions that change the world (Neeley, 2015).

Governments need leaders who can cultivate human social responsibility and

cross-cultural relations (Chuang, 2013). Kymlicka (2007) offered a unique insight into

internationalization and debates on policies that minorities have rights to be protected and

respected. The concept and ideas of human rights have continually changed, and with the

growth of globalization, new emancipatory politics affect nations, countries, states, and

organizations (Kymlicka, 2007). Policies for social change, exchange of information,

technology, growth, and development that provides frameworks that manage challenges

through good practices creating practical solutions are needed. Social cohesion comes

from all levels economic, social, and business reform and the government and global

organizational leaders must continue to address multiculturalism and polarized politics to

foster civil societies that bring human rights and dignity to overcome social tensions

(Kymlicka, 2007). Government leaders can help through programs and education globally

and regionally to exchange good practices that also provide training and opportunities

supporting the exchange of information creating new leadership styles required globally

at all levels of society.

Quality program managers in SCM have taken on new measures, improvement,

processes, and controls adding new levels of requirements from the end-to-end supply in

relationship needs and requirements (Borade & Bansod, 2007). Global issues involving

soft costs concerning the environment, economics, politics, and culture are of more

significance in consideration of success factors due to loss of reputation and damages that

could cost millions (OECD, 2016). Therefore, making partnership selection even more

critical and the role of the buyers in organizations more critical, demanding knowledge,

and skills far beyond previous knowledge requirements.

Supply chain managers must understand the macrotrends of social, environmental,

economic, and political phenomenon shifts taking place worldwide to create an efficient

and competitive SCM system. Using technology to link all aspects of the chain can

provide increased visibility to support problematic issues and ensure rapid responses to

market and customer demand changes when needed. Small business leaders lack these

required channel links, and without them, trust, visibility, and commitment by partners

for access to valuable resources to control compliance and useful resources are lost in the

process. Small business leaders must balance new market threats and opportunities to

support forecasting and planning for optimal operational performance and oversight. The

use of technology by SME leaders can be very beneficial to overcome challenges in

regional trade policies, connectivity, export and import regulations, and the establishment

of customs procedures. Small business leaders are empowered by the added infrastructure

to change players, cargo movement patterns, become open to new countries, and new

product innovation and promote competitive advantage through trade facilitation

knowledge.

Supply chain managers link complex routing based on many issues concerning

government policies, relationships, location, costs, and trade agreements all creating a

unique comparative and competitive advantage for cost reduction strategies (Nicita,

Ognivtsev, & Shirotori, 2013). Current trends in international trade flow depend on

productivity capabilities, knowledge, skills, economic policies, and labor costs. Given the

sophisticated infrastructure, global business leaders must analyze the risks associated

with the various strategies to determine effectiveness, quality, risks, investments, foreign

country stability, labor laws, and government commitments before opening doors to

foreign countries. The global business environment requires intensive analysis to ensure

success.

SME Strategies

Strategy. Entrepreneurial innovators support the creation of new ideas, business

development, and new or improved services or products. Also, entrepreneurs with strong

strategic planning motivate economic improvement and sustain competitive advantages

for smaller organizations. Entrepreneurs that implement unique business strategies like

the platformisation model offer principal value for new social trends identifying social,

regulatory, infrastructure, and skills as elements to create value, build relationship

channels, and new market growth (Gatautis, Vitkauskaite, & Reuver, 2017). Leaders of

SMEs may find it challenging to deal with the rapid evolution of technology without

substantial organizational support to ensure strategic alignment with innovation

enhancement that fits global practices to provide proficiencies of value, information, and

connections through multiple business channels to ensure success.

Burigan and Benic (2017), in the discussion of new trends provided a qualitative

case study over six years involving 3700 firms in eight European countries on how

strategic alliance in the retail sector impact profitability. Burigan and Benic found that

retailers were significantly positively influenced through supply channels, market

exposure, knowledge sharing, branding, and financial gain all lowering costs creating

economies of scale and scope for SMEs in the retail sector. Burigan and Benic applied the

dynamic panel methodology required for such a large-scale analysis. The retail store

leader in alliance creates profitability by the creation of frameworks that increase

employee efficiency, integrate decision-making, through active cooperation, and

production of new products, innovation, and exchange of knowledge (Burigan & Benic,

2017). Retailers engaged in alliances paved the way for higher profits against rivals and

providing the needs of customers through the environment, use of enhanced technology

and new product innovation driving increased market share. Further retailers in strategic

alliances gained positive synergies for performance through the dispersion of resources

across firms.

SME leadership strategies. Global citizens require new ideas and systems that

will allow the merging of societies to keep their individualism while ensuring harmony

and unity as our global world of multicultural diversity continue to shift, touching every

nation and organization. Conflict with language, religion, and education need to be

secondary to global trends and dynamics that are driving individuals toward safety and

security (Appelbaum, 1998). Nations, governments, cities, and community leaders need

to work together to find policies and programs that will provide jobs, opportunities and

freedom to those in need, not handouts, but ways that build self-esteem and character that

bring unity in a world full of chaos and conflict (Appelbaum, 1998).

Managing teams across the globe due to time zones, distance, and culture are

complicated but a necessity due to competing forces and growing global markets with

industry, people, culture, and demands requiring strategies to achieve growth,

sustainability, and profitability. Business leaders, both large and small, need to develop

strategies that support efficiency in diverse work teams who motivate individuals to

ensure creativity and team accomplishment. Every culture is different in its population's

response to genders, decision-making processes, representation of power, conflict, and

styles of communication. Many country populations are slow at decision-making, avoid

aggressive behavior, and seek harmony at all costs. An example of this is how the

Japanese find harmony with nature, have a low emphasis on individualism, and high

structure while Americans like control over life, high individualism, and little structure

(Adachi, 2010).

Four barriers that interfere with the management of multicultural teams are

communication styles, inability to understand accents, attitudes involving hierarchy, and

conflicting ideas about decision-making processes (Brett, Behfar, & Kern, 2006). Savvy

SME leaders must be culturally aware of the various ways in which business leaders

from different countries conduct business and know when to speak, how to restrict body

language, what to talk about and what not to talk about and be modest and reserve to

ensure the best development of trust. In many cases, it takes long periods of relationship

development building confidence before any final business decisions are made

depending on the country and the individuals involved.

Global and political conflicts reflect problems in the decision-making process

involving societies with conflicting views and ideas and do not necessarily reflect the

interest of the people concerning human rights and dignity. Global SCM involves

strategies that support the collaboration of many countries and people in the development

of an (infra)structural frameworks to coordinate harmony. Huang (2015) believed the

following three cultures have specific cultures that drive business and decisions: the

Chinese, German, and U.S. cultures.

Exemplary leadership skills have a strong foundation in knowledge and

intelligence needed in supply chain decision-making to improve, promote, and transfer

systems, value, and economic prosperity to all partners in the links. Managers require

balance of data, logistics, and relationships with purchasing, manufacturing, planning,

inventory control, distribution, and delivery (Sorbi et al., 2017). Managers require

knowledge and skills as SCM systems are complex requiring managerial experience that

ensures procedures are structured to meet all organizational goals. World leaders must

keep up and while this might be more challenging for SME managers it an absolute to

compete globally due to increasingly competitive market pressures and trade wars

demanding SCM system changes and loss of profits.

Competition and competitive strategies for profitability. Firm leaders achieve

competitive advantage when a firm leader offers a service or product to targeted

customers that is better than its competitors creating advantage through product quality,

value, or pricing (Porter & Millar, 1985). Organizational leaders who have a robust

competitive advantage in the market offer better service, product quality, lower prices,

and powerful marketing platforms. Organizational leaders rely on sustainable competitive

advantage to maintain a favorable position in the long term and to boost a company’s

image in the marketplace (Porter, 1990).

In the discussion of competitive strategy, the failure to mention Porter’s Five

Forces model as the theory and foundation in business strategy would be amiss. Porter

addressed the forces in a competition involving the threat of new entrants, bargaining

power, product or service substitution, and industry rivals (Evans & Neu, 2008). In 1985,

Porter wrote that information technology is having a profound effect on the rules of

competition. In 2018 the foundation of this theory still holds merit as organizational

leaders face harsher decisions in a time of chaos and continuous changes in technology to

align industry and technology for competitive advantage.

SME leaders find it even harder to compete as increased technology decrease

opportunities to market entry due to supply chain complexities, access to materials,

technology for visibility, and rivals fighting to keep out new competition. The increase of

technology has also allowed different industry leaders to create added competitiveness

using technology-based platforms that sell across industry lines. Ryall (2013) examined

the characteristics of the new dynamics of competition adding to Pisano’s (2015)

comments that value-based strategies involving resource and transaction-cost economics

must be expanded to strategic theory models for organizations to compete effectively.

Small business leaders usually do not have the resources to create these value-based

strategies and need value networks to form a more competitive landscape. Ryall (2013)

proposed the value capture model (VCM) linking productive social network systems to

better link suppliers, firms, and customers for creating stronger market value and

recognition. Additionally, researchers observe different options in the VCM through

supply chain network partnerships that are important for organizational growth and allow

SME businesses to have competitive periphery needed for quantifying strategies in

turbulent times of political, economic, and regulatory changes.

Technology and E-Commerce

Information technology has changed the world, and organizational leaders in the

supply chain take advantage of enhanced information exchanges for increased

profitability that leads to stronger market competitive advantages (Jadhav, 2015). To

survive and compete for profitability, organizational leaders must embrace information

technology. The gathering of information affects every aspect of a business and

ultimately support the customer’s expectations, resources, and strategic planning.

Planning managers should consider environment, structure, culture, and organization

style in the development of information systems to create programs that support duties for

best functionally. In the framework, one of the most critical aspects provided by the

information systems is supply chain visibility. Since SME leaders have higher associated

with raw materials, transportation, and manufacturing due to lower volumes having

access to a linked system tower could provide a platform for survival that reduces costs,

enhances information quality, and includes market advantage (Jones, 2017).

Ownership is a critical issue in organizational review to understand who in the

link is responsible and must correct problems that arise in channel links of SCM.

Organizational leaders operating without technology have no clear visibility of

production, inventory, and distribution and lose their ability to effectively compete and

overcome problems (Mishra, 2008). Many of these same organizational leaders look to

partners to fill the gaps and find they too are not able to support the full visibility needed

creating inefficiencies, communication gaps, cargo delays, inventory shortages, and

ultimately higher costs for performance and poor customer service (Lu, 2011).

Organizational leaders facing these deficiencies find it impossible to manage risks and

create strategies involving value-added social programs to forecast profitability in the

supply chain. Knowledge management and leadership with experience are needed today

to maintain information flow with partners for promoting, improving, and competing

globally for success (Sorbi et al., 2017). Due to market changes organizational leaders are

demanding the use of knowledge-based logistics involving big data, logistic strategies,

and stronger relationships for the application of concepts to generate new opportunities.

The digital SCM trifecta effect includes competitive strategies that support

connectedness, processes, and responsiveness results in improvements (Gravier,

Roethlein, & Visich, 2018). Numerous company leaders globally are working on

technology that will lower costs, provide better control systems and methods, and electric

networks with better lead times, all providing better customer service and flexibility

needed for competitive advantage. Many global leaders have yet to embrace the digital

economy, and it is critical for supply chain development and the creation of optimum

supply chain strategies (Habib, 2014). Global organizational leaders who make use of

connections using the IoT, Artificial Intelligence (AI), provide an advantage in

forecasting, production planning, compliance, and inventory controls creating advantages

over other organizations (Habib, 2014). Supply chain managers who implement strategies

that provide advantages involve the use of new technology approaches for visibility using

information sharing and process automation in cloud-based platforms are changing SCM.

Supply chain managers using newly developed platforms are offering pipelines for

efficiency in the supply chain, ensuring rapid responses and decision-making based on

consumer shifting market demands (Ambe & Badenhorst-Weiss, 2010). Strategic,

operational improvements support avoidance of disruptions help control product quality,

cargo transfer, and speed by information data collection (Manuj & Mentzer, 2008).

Researchers of SCM have gained considerable interest over the last few years due

to company leaders recognizing the opportunities created in pricing and negotiation as the

supply chain offers a business platform with non-fixed costs that provide competitive

advantages (Naslund & Williamson, 2010). By the year 2025, IT development will be

more stabilized with the creation of linked technologies through innovation, ultimately

affecting every industry across the globe. This dynamic change is being called the ‘supply

chain economy’ driving performance, innovation, services, industry links, and co-location

of external economies (Delgado & Mills, 2018). The onset of a new millennium

technological supply chain is under development that will be even more complex

bridging geographical distances, economies of scale and economies of choice linking

international networks for cost-effective optimization of efficiencies (Olah, Zeman,

Balogh, & Popp, 2018).

A new global nervous system based on a cloud is creating a new world era of

communication machines storing activities with the expectation of improving social and

daily life (Rajiv & Sreenivas, 2017). The revolution of disruptive technologies is

impacting global trade, production, developing countries, and economies while the

revolution of digital technologies is transforming patterns and players of the global trade

world accelerating SCM (Suominen, 2017). Organizational leaders will require new

leadership skills to lead in this time of chaos requiring flexibility, rapid learning, courage,

passion, and an innovative spirit creating new business models (Reeves & Deimler,

2011). The IoT has revolutionized visibility in SCM disrupting old business models

sweeping change globally as new technology trends are the next industrial revolution to

the world creating a shared economy of equality and inter-connectedness for all

humankind (Maple, 2017). In 2025, the IoT technology is expected to reach $6.2 trillion

with real-time analytics of equipment and supply chains using connected devices to create

what will be called the ’turbocharge’ supply chain (GT Nexus, 2016). A supply chain

spiraling out of control controlled by consumer demands connecting mobile devices, e-

commerce, and social media are demanding the highest of standards for technology,

product selection, service, delivery and tracking capabilities (GT Nexus, 2016). The

fueling of digitalization in trade is driving the need for agility in SCM covering order

cycles, inventory levels, processes, and market demands but not without challenges

(O’Marah, 2016). These challenges involve regional trade policies, connectivity, export

credit, and promotion of SMEs, and the need for skilled individuals (Suominen, 2017).

Organizational leaders who develop efficient strategies establish cost controls and

efficiencies to develop rules to govern data accessibility, partnerships, and payment

controls to open trade facilitation using technology that will generate added competition

offering opportunities to all globally, not just a few.

Dilemmas in the advancement of IT in SCM are the lack of an infrastructural grid

required to meet the requirements for the shipping industry. Two organizations at the

forefront of the shipping industry are Maersk Lines working with IBM and Transport

International (MII), a UK based company operating to implement blockchain technology

(Coleman, 2017). Each industry has its unique structural requirements to ensure seamless

transactions requiring changes or additions to platforms that will bring added cost

controls and efficiencies that create added profits, new partnerships, and data controls that

generate market gain and competitive value. Jabbar and Bjorn (2018) believed the

introduction of an infrastructural grid as an extension of the blockchain will provide

intersections needed to connect shipping elements involving consolidation and velocity.

Also, it will foster the critical components of trust currently lacking and required for

successful future partnerships in SCM. Multiple factors and connections are needed from

the beginning to end in the production, handling, distribution, banking, finances,

shipping, trucking, forwarders, and customs brokers that require linking due to document

requirements, regulations, laws, and various payment methods to create the seamless

transactions in global trade.

Digitalization has its challenges with the use of big data, security, and social

media and with cybersecurity, specifically in SCM. Organizational leader’s decision to

move towards digitalization is a journey towards continuous improvement and business

optimization (Sati, 2017). Organizational supply chain managers face issues with global

regulations in the desire to create seamless integration, including product manufacturing

and lifecycles. The promise of real-time analytics in the business model requires

infrastructure, skilled employees, and knowledge to capture important security like

manufacturers and freight costs to reach the improved costs reduction and operational

efficiency status. Organizational leaders implement digitalization to obtain better quality

assurance, enhanced product quality, operational efficiency all provided by visibility

allowing for quicker decision-making on critical issues leading to cost reductions and

increased organizational profitability. Organizational leaders also take advantage of the

increased speed, global reach, agility, competitive advantage, and drive competitive

advantage generated through digitalization and not available through analog.

Additionally, organizational leaders who digitalize offer consistency, real-time

information, added security, controlled user rights, audit trails, and big data storage all of

which create added value that controls costs and adds organizational and partnership

profits gaining global market share.

Cyberinfrastructures and the advancement of digitalization on a global level

require the development of sophisticated socio-technical infrastructure. Organizational

leaders will be able to take advantage of the current developments in infrastructural grids

to synergize all global activities making the use of the blockchain more attractive for

channel partners requiring security and trust which IBM’s Bluemix cloud service is

working to develop fully (Jabbar & Bjorn, 2018). The development of many technologies

is still undergoing rapid change and growth. Those organizational leaders at the forefront

will have substantial competitive advantages over the market when the proper

infrastructure is completed, linking every aspect of the supply chain channel allowing for

maximum performance and profitability (Porter, 1985).

Big data usage by retailers has many benefits, no matter how defined. Big data has

many meanings describing multiple ways in how information supports analysis, volume

variety, and attribution and delivery data generation. Retailers visualize the benefits as

support in pricing, demand patterns, improved availability, stock deployment at an SKU

level, and identification of long-term trends to name just a few. Aktas and Meng (2017)

provided an excellent overview of the application of big data in retail operations as a tool

for the adaption of availability, assortment, pricing, and planning and prerequisites

challenges and benefits. Future retail organizational success will be driven by

understanding risks, skilled talent, new technology applications, and changing

management and cultural, retail operation practices. Sati (2017) stated that innovation is

inevitable and that big data in SCM in partnerships with trust and values will possess

valuable knowledge in customer behaviors, market needs and strategy development

offering large market competitive advantages. Innovative use of technology will support

productivity, efficiency, and quality management for sales, product forecasting, new

product development, logistics decisions, and inventory controls. The current challenge is

creating a team of channel partners that have a common purpose that will drive structure

for connectivity that creates profitability in today’s intensely competitive global market.

The usage of big data provides economic values for storage, organization, and analysis

that will help support decision-making, creating control in costs, speed, and higher

performance, which directly impacts business margins. Since 2016, the Internet and use

of the cloud has changed all data collection resulting in a 42% increase over 2014 (Sati,

2017). Big data is vital for the creation of competitive advantages in SCM and

organizations are beginning to realize the opportunities in usage and benefits gained with

the right partners, technologies, and strategies.

The power of collaboration and a new age of information technology will change

the rules and development of strategies enhancing supply chain responsiveness and

performance using digital business transformation to drive the future according to

Johnson (2005). The collaboration will bring a new design for distribution, sharing of

information, will drive knowledge, improve quality, and support long-term success.

Technology will link the business partners to create value that will sustain environments

for mutual benefits. These new techniques already being used are helping control costs,

make better decisions, and streamline supply chain values required for future technology

development and change (Johnson, 2005).

It is expected that there will be 24 billion worldwide connected to transmitting

devices by 2020 (Rajiv & Sreenivas, 2017). Core elements of digital technology for

supply chain include robotics, sensors, mobile technology, cloud computing, drones, 3D

printing, and inventory and network automation tools (Druehl, Carrillo, & Hsuan, 2018).

Information technology has changed the world, and the gathering of information affects

every aspect of the environment, structure, culture, and organization providing visibility

resulting in a reduction in costs and enhanced information quality, driving world-class

performance, leadership and processes for competitive advantage by creating costs

controls and efficiencies. The emerging IoT and Internet of Everything (IoE) represent

opportunities and challenges in our use of smartphones, networks, and data collection in

our immediate future (Khaddar & Boulmalf, 2017). Smartphones will become the new

‘sixth sense’ providing both opportunities and challenges for tomorrow’s global

environment (Khaddar & Boulmalf, 2017). Also, future developments and trends in

technology using pick by voice, vision, or light drones, predictive analytics, machine-

tomachine communication, and wearable that provide bionic enhancement technologies

are reshaping how global industries and the world connects.

Winston (2016) stated the influence of technology is not only a changing force but

an enhancement force for business and social solutions globally when balanced in a new

era where society will demand more determining the success and failures of future

organizations. The rapid evolution of technology makes it difficult for smaller

organizations to grow without collaboration to ensure strategic alignment with innovation

enhancement that fits global practice supporting the exchange of information, and

connections through business relationships to promote success. Improvements balanced

with risks and partners strengthen capabilities while controlling costs. SMEs have more

challenges in generating innovations to reinforce or create new products and services with

radical changes globally occurring needed to maintain a competitive edge.

Crossenterprise collaboration with complementary partners and the creation of

environmental circumstances that provide IT systems, technology, networking, and

business relationship development provide organizational capabilities supporting the

enhancement of crossenterprise collaborative global market competitive advantages

(Wetering, Mikalef, &

Pateli (2017).

SCM and Economic Value

Supply chain managers must embrace change to succeed due to tax reforms and

digital transformation increasing GDP and job growth globally Focus on the supply chain

is essential to enhance performance and drive productivity, collaborate with all transport

networks, create transparency to mitigate disruption, ensure visibility, and use big data

for smarter decision-making outcomes (Handfield & Linton, 2017). The years ahead will

bring expansion, investment, communications to adapt and create new technology and

emergence of new concepts that will develop solutions and disruptions at the same time.

Industries, businesses, and individuals move towards digital transformation as significant

changes in innovation, data, challenges, problems, and solutions occur with the

development of new devices and capabilities.

SME Challenges and Opportunities

The global market can be very volatile, as seen in the 2008 financial crisis, which

brought both positive and negative results in global SCM (Medford, 2009). The financial

crisis of 2008 lead to disruptions including trade gaps in the range of three-digit billions,

decline of one-third of all global trade from 2008 to 2009, cost effects, financial access

problems, and the bankruptcy of 67,000 factories in China (Medford, 2009). The 2008

recession brought about substantial global bankruptcies, failures, unemployment,

economic instability, inventory shifts, manufacturing and production shifts, and consumer

market control leading to an enormous reversal in market conditions. Further, outcomes

from the recession lead to massive cutbacks on production and inventory, changing of

supply chain partners, need for new stimulus programs, and shifting to “nearshoring,” to

cut costs of materials and transportation (Russo & Katzel, 2011).

Economic downturns force company leaders to reduce inventory, free up cash,

face pressures from competition, and face shrinking customer orders, but for many, this is

a time when partnerships grow, and new product innovation is growing. Economic

downturns additionally impact cargo space, demanding shifts in cargo movement to meet

market demand raising the costs in SCM (Medford, 2009). Organizational leaders require

proactive decision-making and risk analysis to combat times of crisis. The crisis on 9/11

caused a global crisis due to the worldwide closure of and cargo backlogs, costing

company leaders billions in losses and forcing some into bankruptcy (IATA, 2010). The

SME leader faces life or death situations due to global financial shifts that impact the

flow of products to customers due to e-commerce and growing global market shipping

requirements. Manager involved in strategic planning must consider the impact of a

global financial boom or crisis scenario with the added impact of technological changes

forcing movement through unchartered waters as the world enters its fourth industrial

revolution in a state of chaos.

Goldsby, Autry, and Bell (2015) provided four key points for organizational

leaders addressing macrotrends in social, political, environmental and economic shifts

including adding stressors in risk, the assessment of threats, and forecasting leaving many

organizations lost due to constant changes in global trade patterns all affecting SCM

profitability. Geopolitical strains due to power manipulation are beginning to seriously

affect lean manufacturer’s ability to price and obtain profitability due to power controls

over resources. Mandal (2016) provided an overview of social exchange and explained

how the supply chain linking of four attributes power, trust, reciprocity, and commitment

all affect logistical decisions and the ability for the supply chain managers to have agility.

Trust comes before commitment and reciprocity respects the skills of each partner to

balance power, but in many cases, the controller of resources determines this balance and

in return, sourcing and supply chain costs from end-to-end. Supply chain managers are

prevented from making rapid responses to control customer demands due to a lack of

flexibility in leadership requiring more collaboration. Collaboration using technology

creates added links to ensure market competitiveness for success that supports all partners

in the supply chain, not just a few (Roy, 2016). Every aspect of life is impacted through

SCM from the clothes individuals wear to the food purchased and the electrically, power,

gas, needed to manage daily life. It is evident that retailers are experiencing challenging

times as individuals go to the stores and see empty shelves, fewer products, or too many

products and find themselves having to shop at multiple stores to meet needs for the right

price, size, style, commodity, or service. The market conditions represent a time of

significant change bringing new opportunities and enormous challenges for retailers.

Supply chain relationships create financial risk and innovation opportunities that

enable shipping and production to be timely, avoid supplier failure and relieve stress,

building healthy collaborative end-to-end supply (GT Nexus, 2016). Consumers want fast

and cheap access to all products manufactured. The consumer demands place a strain on

the supply chain managers when financial problems affect the manager’s decisions

further affecting the company’s reputation. For example, when managers involved with

partners using sweatshops, production of defective products creating costly recalls,

shoddy work, and when buyers squeeze suppliers and prolong payments. Organizational

leaders with healthy finances strengthen partnerships, lessen risks, and ensure timely

production and delivery. Organizational leader enhances SCM through financing

programs that offer early payment, purchase order financing, performance-based funding,

export financing, and inventory financing (GT Nexus, 2016). The elimination of capital

related risks strengthens partner relationships, power innovation, and lessen the stress on

operations creating secure collaborative end-to-end networks that prevail in good and bad

times.

Future Forecasts

SME executives that are leading are those that are taking advantage of the chaos

that digitalization disruptions are creating and turning them into opportunities.

Organizational executives take advantage of omnichannel supply chain systems to

support competitive pricing and marketing advantages and ensure profitability demanding

synchronized inventory and logistics for movement and seamless processes required by

consumers. Forward-thinking SME executives should focus on greater visibility, speed,

and big data collection to create balanced strategies to offer advanced network systems

linking opportunities for competitive advantages ensuring profitability.

SME executives will face challenges and opportunities through technological

advancement models and concepts like the IoT and the IOE. Public and private partners

working together will find solutions to protect and defend digital economies that will

drive new experiences and environmental changes. Organizational leaders must continue

to develop and evolve business models providing ways for consumers to access goods in

ways that contribute to the senses but in environments that offer entirely different

experiences with unique distribution capabilities allowing for immediate pickup, global

and domestic shipping, and online e-commerce capabilities and services. These models

should support the development of SMEs, providing collaboration that allows for equal

sharing in the economies and not just models that support the profitability of larger

organizations.

Society is demanding new business practices for improved performance that

support social, health, labor, and environmental concerns. The age of digitalization

includes practices of social responsibility providing security in the use of intelligence that

promotes individual rights and privacy. Also, the linking of social issues in contractual

arrangements will support methods that control how partners will gain access to higher

profits by avoiding penalties and violations from lack of compliance. Ethics in business is

at the core of social practices with leadership that educates, uses knowledge management,

and works to control hazmat and pollutants in processes to ensure health and safety.

Ethical respect and integrity for others are critical elements in supply chain

responsibilities that are central in the development of methods that support improvement

in design that make the difference in social, environmental and ethical standards driving

economic growth globally. New trends must continue to evolve that incorporate stronger

ethics and humanitarian consideration that embrace all aspects of humanity.

Current changes are revolutionizing and transforming the world. Powell and

Snellman (2004) identified how the transformation of how goods are produced, sold, and

distributed is due to the knowledge-based data-driven economy. The fourth industrial

revolution (Schwab, 2017) is here, and the digital transformation with a knowledge-based

economy will revolutionize business models and how products are distributed worldwide

creating shifts and disruptions providing great promise, risk, and opportunity. Supply

chain innovation is driving globalization, collaboration, and technology. Innovation is

providing new strategies and business models development for efficiency, stronger global

economic growth, and a more balanced economy that benefit the needs of many, not just

a few. New technology trends are the next industrial revolution creating shared prosperity

of equality and inter-connectedness for all humanity across the globe. The linking of all

aspects of the supply chain provides increased visibility to support problematic issues and

ensure rapid responses to market and customer demand change. New-market threats and

new market opportunities must be balanced to support forecasting and planning for

optimal performance. Digital economies, new trade agreements, SMEs growth globally,

and corporate social responsibility will drive new business models for added value and

profitability. These digitized connections will provide unique experiences and

environments in buying and selling of goods with the continuous evolution of business

model designs, creating shifts in resources and economic powers. The risk and

investments might be high but required for organizational competitiveness, success, and

profitability as we move into a fourth industrial revolution globally, bringing unknown

roads and grand visions of the future marketplace.

Transition

In Section 1, I provided a detailed review of the research concerning the

significant events impacting and elements that SMEs involved in global SCM for

consideration when strategizing SCM for profitability. Further, in Section 1, I provided

the foundation of the study including the problem statement, purpose statement, nature of

the study, research questions, conceptual framework and significance of the study.

Additionally, the history of the fourth industrial revolution, SCM systems, partnerships,

leadership, and technological challenges are all covered in Section 1, providing insight

into what SMEs face in the development of strategies to create profitability. In the

literature review, I included a detailed discussion on how supply chain managers require

unique business models and strategies with partners that consider trends, politics,

environment, and global government stability requiring the use of agility with a targeted

destination to create a competitive advantage for profitability. Special skills are needed to

overcome challenges to create opportunities in the new global competitive environment

in a time of transformation impacting politics, society, our environment, and economics

to ensure profits and success.

In Section 2, I identify the main areas of my research, which include the purpose

statement, research method, design, sampling, population under review, and importance

of ethics in the research process. Additionally, I describe the qualitative research method

and case study as the design, followed by the population and sampling, and an

explanation of how I conducted ethical research. In Section 3, I present my findings and

closing remarks on findings and recommendations for action based on the qualitative case

interview and provided information to support the future studies of SMEs involved in

SCM. Finally, in Section 3 I reflect on my DBA research experience.

Section 2: The Project

Purpose Statement

The purpose of this qualitative single case study was to explore the successful

strategies SME supply chain managers used to create cost efficiencies in organizations to

remain profitable. The targeted population consisted of three corporate supply chain

managers of an international SME located in central Florida who successfully

implemented strategies to create cost efficiencies to remain profitable. The implications

for social change included the potential for SME supply chain managers to learn about

strategies used to generate cost efficiencies and thereby improve the profitability of their

companies. Leaders of SMEs who increase profitability may increase cash flow and

contribute to economic growth in communities and the creation of jobs for individuals.

Role of the Researcher

The researcher acts as the primary instrument to collect, organize, and analyze

data (Sutton & Austin, 2015). As the sole researcher in the qualitative case study, I was

responsible for overseeing the interview process involving how supply chain managers of

SME develop strategies to create profitability. I believed that my personal experience in

global SCM involved in global transportation, customs brokerage, and compliance for

over 25 years as a professional could create bias, so my goal was to mitigate any possible

personal bias in my study results. Yin (2018) recommended that all biased views be put

aside to produce the best-case study results. The face-to-face interview between the

researcher and the participant enhances the reliability and validity of the case study (Qu,

2011). The interview process not only allows for the opportunity to gather data but also

opens the door to observation of organizational social phenomena adding support to the

research process. Qu (2011) explained that social interactions add complexities in the

interview process.

Yin (2018) recommended that researchers use an interview protocol as a way to

standardize the interview process and reduce bias. I structured the interviews to solely

focus on the specific interview questions (see Appendix A) established for this study

guided by the interview protocol (see Appendix B) for consistency. Researchers who

prepare with the proper tools such as location and recording devices followed by

reflection before the final analysis will significantly support the final data analysis

(Mwangi & Bettencourt, 2017). Also, researchers who use open-ended questions gain

access to information in the interview protocol process not just to get answers but learn of

lived experiences and see participants as individuals of interest and worth in the data

collection process (Castillo-Montoya, 2016).

The Belmont Report Protocol provides ethical guidelines required in research

involving justice, beneficence, and the importance of respect for individuals supporting

vulnerable participant research for minorities (Fischer, 2006). To ensure the protocol of

the Office of Human Research (2016), I provided a nondisclosure agreement to protect

those involved in the interview process to encourage and promote the sharing of data

critical to the success of the study.

Participants

Sutton and Austin (2015) suggested the importance of having participants who

have the experience and knowledge required to enhance the data collection and analysis

of the qualitative research. I interviewed three SCM managers from a SME organization

who have been involved in SCM for a minimum of 10 years and who have an interest in

the case study topic. The process of identifying participants who meet the criteria is vital

to gain pertinent information that supports the research questions (Zubin & Sutton, 2015).

Patel, Doku, and Tennakoon (2003) discussed how recruitment can be challenging and

problematic, and that success can be reached more quickly by avoiding follow-up with

uninterested parties. Upon gaining Walden University Institutional Review Board (IRB)

approval to interview participants, I accessed online resources, contacts, trade

associations and communicated with professionals, using emails and phone calls to

identify potential candidate organizations. It was critical to only recruit from companies

that supported the criteria stipulated in my case study involving firms in central Florida

that focused on the identification of new concepts, themes, and perspectives and new

SCM strategies.

Relationship development can be critical in the process of recruitment when a

level of trust is created to open the door to participation and communication to ensure

rich data for analysis (Quinney, Dwyer, & Chapman, 2016). Gyure et al. (2014) discussed

the importance of ethics and etiquette in the contact development stages to ensure

nondisclosure and privacy critical to the process. I incorporated relationship development

through the use of respectful and polite communication with participants. I considered the

sensitivity and word choice in responses and continued relationship development in

declining or accepting participants in the study. I first sent potential participants an

invitation to participate in this study. Morse (2015) supported Gyure et al. in that trust is

critical in relationship development, adding riches to data saturation. I used a written and

signed confidentiality agreement to provide added support to the relationship.

TurcotteTremblay and Sween-Cadieux (2018) agreed on the importance of protecting the

interest of the participants in the interview process concerning possible breaches of

confidentially, the potential negative consequences and dissemination in the reporting of

results.

Research Method and Design

I used a qualitative method to explore the various strategies supply chain

managers of SME use to generate cost efficiencies for profitability. Specifically, I used a

single-case study design to support my research, which included a sample population of

three top supply change managers of a global SME organization. The following sections

explains how I made my selection for the research method and design of the study.

Research Method

There are three different research methods available to researchers: quantitative,

qualitative, and mixed methods (Schooneboom & Johnson, 2017; Yin (2018).

Researchers use the quantitative method to test theories or hypotheses by examining the

relationships among variables (Hoare & Hoe, 2013). Quantitative researchers use

statistical analysis of information extracted through mathematical methods (Hoare &

Hoe, 2013). The quantitative method did not meet the requirements of this study because

I did not test theories or hypotheses to examine successful strategies used by supply chain

managers of SMEs to create cost efficiencies and retain profitability.

Mixed method research combines qualitative and quantitative research elements

involving broad purposes for data collection and viewpoints that can incorporate a team

for collaboration or a single researcher (Schooneboom & Johnson, 2017). Mixed method

researchers use both qualitative and quantitative methods to apply inductive, deductive,

predictable, and pragmatic approaches for the development understanding of generalized

findings (Schooneboom & Johnson, 2017). Because my research did not involve

quantitative elements, the mixed methods design did not meet the requirements for my

study.

Qualitative research involves exploration of a phenomenon using the collection of

data on a specific theme that connects ideas to determine how to create the right

framework or design to support the conclusion (Mariotto et al., 2014). Qualitative

researchers use a lens of assimilation to enhance the credibility of a study using data

triangulation for comprehensive findings (Noble & Smith, 2015). Qualitative researchers

support the interpretation of attitudes, feelings, expression of knowledge, and experiences

in the interview process (Qu, 2011). I used the qualitative method to explore derivative

themes that emerged. McLeod (2017) stated that qualitative research methods are more

suitable for focusing on human behavior, observation, the interview, and the informant’s

perspective of the phenomenon. My goal was to gain access to valuable knowledge of

what strategies supply chain managers of SMEs use to identify strategies to retain

profitability.

Research Design

Researchers select a design in order to provide a logical structure to connect data

to the research question (Yin, 2018). Qualitative researchers can select from one of three

main models of research: ethnography, phenomenology, and case study (Hammarberg,

Kirkman, & De Lacey, 2016). Ethnographic researchers describe the behavior and

patterns of a larger group (Astalin, 2013), whereas phenomenological researchers use

perceptions, attitudes, and lived experiences of a specific group of participants to explain

a particular occurrence (Padilla-Diaz, 2015). Neither of these applications had the

characteristics that would be useful to my study. Astalin (2013) noted that ethnographic

researchers explore the behavior and patterns of larger groups. I did not intend to explore

the behavior patterns of larger groups. Further, phenomenological researchers described

the phenomenological design to study the perceptions, attitudes, and lived experiences of

a specific group of participants about a particular occurrence (Padilla-Diaz, 2015), and

this was not the objective of my study. The case study researcher uses a common

approach and opportunity for a real-life investigation of a phenomenon (Stake, 1995).

Researchers use a qualitative case study design to explore events, organizations,

entities, or individuals using reporting and observation procedures to find answers to

research questions (Harrison et al., 2017). I chose a qualitative single-case study design to

explore complex issues in the study of how supply chain managers of SME develop and

deploy strategies for profitability and the reasons for difficulties in the decision-making

process. Researchers use single case studies to apply a flexible approach to data

collection to explore a problem in a single industry sector (Laurin & Fantazy, 2017). I

used a single case study to conduct an in-depth exploration of supply chain managers’

strategies at one SME international company.

Researchers use a case study design in order to critically test validity for theory

building in the research, document process that is underutilized, and take advantage of

opportunities previously inaccessible to scientific observations that can support

significant advances and findings (Yin, 2018). Case study researchers use triangulation of

data collection to provide the validity required in research results (Yin, 2018). Data

saturation is critical in the research process for richness and final reporting of results. I

identified the qualitative method as the best approach for data collection to provide

meaningful responses from interviews and document reviews. During the interview

process I extracted as much information as possible from interviewees to ensure no new

themes developed and I reached data saturation. In addition, I gathered information from

the company’s website, public information available, and other internal records in order

to triangulate the data from the participant responses.

Population and Sampling

The sample for this qualitative study was a single case study of an SME involved

in global SCM in Central Florida involving three supply chain managers. I achieved data

saturation with a sample of three supply chain managers. It was important to select the

right sampling to ensure the researcher avoids bias through their selection of a sampling

plan (Martinez-Mesa, Gonzalez-Chica, Bonamigo, Bastos, & Duquia, 2016).

MartinezMesa et al. (2016) explained that having knowledgeable experts in the field of

study offers the best results. Therefore, my goal was to find the most suitable candidates

with knowledge in the field of SCM strategy development who had achieved global

success. Leviton (2015) stated that the use of the purposive sampling rather than a

possible section of random sampling is better suited as it is based on subjective

considerations and provides a stronger test of external validity.

Researchers achieve data saturation when interview responses become redundant

and accomplished through use of sources including interviews, observations, record and

document review (Saunders et al., 2018). Adequate sampling for saturation requires the

combining of all sampling for processing and final analysis of all data collected

(Saunders et al., 2018).

The qualitative case study researcher provides rich data and quality which is more

important than quantity. Vasileiou, Barnett, Thorpe, and Young (2018) recommended

qualitative researchers consider the scope, nature, and quality of data collected to ensure

rich data collection when selecting a sampling method. This concept is supported by

Dey’s (1999) view that saturation is problematic in thinking in terms of being complete

and that conceptual depth is another appropriate term for sufficient saturation. I reached

data saturation when the respective data was captured and identified and responses to

questions fail to provide new information.

Ethical Research

I used the Walden University IRB guidelines required for researching my study

that ensure justice, benefice, and respect for persons (Office of Human Research, 2016).

After obtaining the IRB approval number (10-31-19-0689788), I requested the

participants sign a letter of cooperation as required from the participant company

executive. Following the approval from the corporation I sent the participant the informed

consent form for review and response. The participants confirmed consent by returning

the letter of cooperation form with signature signed via email. Yip, Han, and Sng (2016)

stated that all documents and communications must stipulate the right to withdraw and or

refuse to participate. I ensured that all potential interviewees understood that their

involvement was voluntary, and that they could withdraw at any time and with no penalty

immediately upon verbal or written notice. Petrova, Camilleri, and Dewing (2014)

recommended that various strategies are used to ensure confidentiality that supports data

collection, transcription, recruitment of the participants, and the final data analysis. In the

fulfillment of the case study requirements, a face-to-face interview, and a document

review was done at a time that was convenient to the participants. Yip et al. (2016)

established essential components of informed consent to include the purpose of the study,

participants’ risks, benefits, responsibilities, and rights. Das and Sil (2017) added that

honesty is critical, and the researcher should ensure adherence to all ethical requirements

in the research process. The consent form was used to support ethical requirements.

Yip et al. (2016) stipulated the importance of the Belmont Report concerning

respect, beneficence, and individual and social justice to avoid misconduct in the protocol

process. All documents have been maintained in a safe, secure location for five years to

protect the rights of all participants. Qualitative researchers do not allow for complete

anonymity because the researcher is aware of the participants, but confidentially is

provided through the document control process (Kaiser, 2009). As the researcher, I

understood the importance of following the protocols of the Belmont Report and ensured

all participants were provided the proper understanding and information before

participating in the study. To follow protocol, I have stored all electronic data using a

password safe USB drive and keep it in a secure place for five years and then destroy in

accordance with Walden University requirements. The final documents show the Walden

IRB approval number as an identifiable number for added confidentially and document

control. Mandal, Acharya, and Parija (2011) discussed the history of confidentially and

the 1948s first Nuremberg Coding system establishing voluntary contents as essential in

the research process. All required ethical measures were considered for the study,

interview, and document control process to ensure compliance with Walden University's

code of ethics and ensuring that the documents did not include identifiable information

concerning the participant's names and organization by using sequential codes and

numbers as shown above.

Data Collection

Data Collection Instruments

I acted as the primary instrument for data collection. Yin (2018) stated that a

researcher works directly in the data collected through the process of interviews and the

collection of other evidence in case study research. In qualitative interviews, the

researcher is the active instrument that collects information and has a privileged position

that can create an imbalance of power creating ethical concerns between the researcher

and participants (Raheim et al., 2016). I, as the researcher, was aware of my intentions in

the data collection process and avoided the creation of bias or unethical actions.

In this study, I conducted semistructured face-to-face interviews using openended

questions (Appendix A) as the primary source of data collection. Adhabi and Anozie

(2017) stated the qualitative researcher approach provides for unstructured, and

semistructured interview opportunities using open-ended questions in the interview

process. The interviewer was the primary data collector in the process for exploration and

justification of the phenomenon from the subject’s point of view (Adhabi & Anozie,

2017). Researchers view the semistructured interview process for added flexibility, time

to explore the issues, no rigid adherence, and significant ability to collect data required in

qualitative studies (Adhabi & Anozie, 2017)

Researchers validate their findings through cross checking and evaluation of

emerging themes to enhance the findings (Anney, 2014; Brit, Scott, Cavers, Campbell, &

Walter, 2016). Researches use member checking to enhance the credibility and

additionally provide each participant with a summary to engage and respond to the

transcripts of the interview process (Brit et al., 2016). I followed the member checking

process for validity which was done immediately after the interview and before the final

analysis of data.

Data Collection Technique

In qualitative interviews the researcher is the active instrument that collects

information and has a privileged position that can create an imbalance of power creating

ethical concerns between the researcher and the one being researched (Raheim et al.,

2016). Therefore, I as the researcher was aware of my intentions in the data collection

process and avoided the creation of bias or unethical actions.

After Walden University IRB approved my research, and I worked to develop a

relationship with potential participants and provided them with an invitation to participate

in the study. Once the participant agreed to join the study, to further build the relationship

and establish trust I sent them the informed consent form. Within the informed consent

form, I described the participant’s right to withdraw at any time and that their responses

would be kept confidential for 5 years after which time I will destroy all data. Further

within the form I indicated that the participants would receive a copy of the study results

after CAO approval. Once the participant signed and returned the informed consent form,

I scheduled an interview at a location suitable and comfortable to the participant. During

the interview I audio recorded the interviewees and made note observations. I asked the

participants semistructured open-ended questions.

In this study, I conducted semistructured face-to-face interviews using openended

questions as the primary source of data. Adhabi and Anozie (2017) stated that the

qualitative researcher may use unstructured and semistructured interview opportunities

using open-ended questions in the interview process. The interviewer is the backbone in

the primary data collection process to explore and justify the phenomenon from the

subject point of view (Adhabi & Anozie, 2017). The researcher’s use of the

semistructured interview allows for flexibility, time to explore the issues, no rigid

adherence, and significant ability to collect data required in qualitative studies (Adhabi &

Anozie, 2017).

Yin (2018) stated that data collection techniques should include record reviews,

observation, mapping, use of data collection software, analysis, and interpretation. The

proper use of data collection steps for analysis to ensure oversight and conclusions were

critical and I ensured all ethical actions were taken during the interview process. Case

study design has five components: (a) a study’s questions; (b) its propositions, if any; (c)

its unit(s) of analysis; (d),the logic linking the data to the propositions; and (e) the criteria

for interpreting the finding.

In the interview protocol (Appendix B) I outlined the primary data collection tool

used in this study to gather information during the interview process using a series of

open-ended questions. Sutton and Austin (2015) stated that the ability to establish

research questions that allow for the collection of data and thoughts and feelings is part of

the qualitative research process. Advantages of the interview process is the opportunity to

observe behaviors, environments, attitudes, and expressions (Opdenakker, 2006).

Disadvantages of the interview process are cost, results that could be influenced by the

dynamics of the environment, time allowance, and interactions between interviewees

(Hox & Boeije, 2005). Secondary information considered in the form of observation and

nonverbal communications were also critical in the process. Mehrabian (1972) in the

development of the 7%-38%-55% analysis stated that 7% of communication represent

words spoken, 38% the tone of words spoken, and 55% actual body movement.

Mehrabian (1972) concluded that 93% of all communication is nonverbal. Therefore, I

applied active listening skills during the interview process and took personal notes to

support added information. The interview was face-to-face allowing for observation of

words, movement, and body language and as indicated can provide both advantages and

disadvantages.

After the interview process, I used member checking to ensure proper

interpretation of all data in the transcribing review. Brit et al. (2016) stated that member

checking is critical for accuracy and validation. It was essential to exercise caution in my

data analysis to avoid bias interpretation that could impact the results. Smith and Noble

(2014) instructed researchers to not allow personal beliefs to interfere or influence

information collected by selective hearing and interpretation. I used the member checking

process to enhance the validity of my research by allowing the participants an opportunity

to review a one to two-page summary of the interview for correctness. I manually

recorded the data for reflections and accuracy important in the analysis and coding of

themes. Researchers use manual processes as an effective and efficient way to record,

code themes, and provide structure in qualitative data analysis. I used the manual analysis

process to support my data collection to comply with all the requirements outlined in the

interview process to ensure avoidance of bias and deliverance of valid and accurate

results.

Data Organization Technique

I used a manual data system for the collection of data, storage, and retrieval to

support my case study. I used the advice of Yin (2018) who advocated all data involved

in the research process be stored and controlled, categorized, and organized. Yin (2018)

stated electronic and hard copies of data in an organized manner ensures retrieval and

easy access. Yin (2018) recommended organization of research information to ensure

confidentially. I used a password-controlled USB device, rather than a hard drive and

stored in a secure place for the required 5-year period after which I will destroy. Any

physical data gained in the research process was placed in a locked, secure cabinet file

and will be destroyed by shredding five years after CAO approval.

Data Analysis

The researcher in the data analysis process interprets gathered notes, transcripts,

coding, and observes observations to transform into interpretation (Seers, 2011). Seers

(2011) stated that themes are developed from an understanding of patterns when

information is categorized, ensuring the original data are maintained for depth and

richness to support final decisions and analysis. I used methodological triangulation to

identify the themes from the data gathered in the document and interview process.

Researchers using methodological triangulation enhance the interpretation of analysis and

findings using multiple sources to determine the phenomena under study (Bekhet &

Zauszniewski, 2012). I followed the steps for data analysis and took the data and coded

the concepts and ideas from the interview process into a manual process for evaluation. I

identified themes with coding nodes, for the participant and organization using P1, O1, to

protect the identities involved. Coding is critical and essential to classify and organize the

information for analysis to ensure understanding of the phenomena (Van Kaam, 1959). I

used the five-step data analysis recommended by Yin (2018) incorporating (a) compiling

data, (b) disassemble data, (c) reassemble data, (d) interpret the meaning, and (e)

conclusion of the data analysis. Qualitative researchers using triangulation ensure data

themes and organizational documents are aligned for validity in the data analysis process.

I used manual color coding to identify repetitive information from data collected. My

goal in the data analysis was to align the data from all sources to understand and

demonstrate strategies that SMEs used in SCM for profitability and present a detailed

presentation to support future research.

The researcher uses member checking to support the establishment of trust (Brit et

al., 2016). Koelsch (2013) stated that validation in qualitative research is critical for

researchers and supports change for problematic social conditions, thoughts, and

behaviors needed to ensure subjective truth in the interview process. Korstjens and Moser

(2018) stated that critical points in quality criteria for qualitative research credibility

involve transparency, continuous data analysis, and editing for confirmability. As the

researcher, I ensured quality criteria to develop a protocol for fair treatment by

identifying patterns in the data analysis. Yin (2018) stated that triangulation of evidence

collected should align. I crossed all collection points and used member checking for

evaluation of data themes to cover how strategies and costing decisions are made. Yin

(2018) stated that by aligning matching patterns validity in analysis is strengthened and

predicted patterns emerge.

During data analysis the researcher interprets gathered notes, transcripts, coding

and observation gathered in the research process to transform into interpretation (Seers,

2011). Seers (2011) stated that themes are developed from interpretation of patterns when

information is categorized ensuring the original data is maintained for depth and richness

to support final decisions and analysis. Researchers can use software tools such as NVivo

to develop a coding system to help identify and classify patterns of significance from the

interview process (Xu & Storr, 2012). I used methodological triangulation to identify the

themes from the data gathered in the document and interview process. Qualitative

researchers rely on methodological triangulation to enhance and interpret the analysis and

findings using multiple sources to identify the phenomena under study (Bekhet &

Zauszniewski, 2012). In my study, I relied on the interview protocol (Appendix B) and

asked the questions listed in Appendix A and any follow up questions as needed.

Reliability and Validity

Reliability

In qualitative research the researcher determines reliability by exploring the data

for consistency and repeatability in meaning and findings to access trustworthiness in

conclusion (Krefting, 1991). The researcher determines the reliability through the actual

interview questions to support the collection of data that accurately accesses the

qualitative research process (Leung, 2015). Leung (2015) stated that reliability is

enhanced with data comparison, use of tables, constant comparisons, and comprehensive

analysis for accuracy. Yin (2018) stated that dependability in case studies comes from

auditable documents which researchers use to enhance reliability for consistency and

stability. I triangulated the data using member check summary from the interview and

documents collected from the organization. Data saturation is critical to enhance

reliability in the final analysis and supports analytical coding to strengthen the credibility

of the research results. In order to ensure reliability, I ensured all efforts were made in the

interview and data collection process to avoid errors in data classifications, coding, and

misinterpretations in the final analysis.

Validity

The qualitative researcher establishes the use of validity through the use of the

right tools and processes by choosing the correct methodology and design for data

analysis that achieves the desired outcome (Leung, 2015). Yin (2018) explained that

through the triangulation of resources, the researcher can achieve rigor and quality in

research. Internal and external validity determined by the researcher in case studies

requires the use of multiple resources. Leung (2015) explained that researchers

experience difficulties to assess the validity of qualitative research due to the various

philosophical perspectives from social interaction involving culture, context, and the

impact on data collection and analysis. Quality case studies support validity by using

techniques that involve use of transcribed notes, interviews, member checking, and rigor;

all helping to establish credibility, transferability, dependability, and confirmability

(Zucker, 2009). I used a semistructured interview and documentary evidence as the two

primary sources to support my qualitative case study to promote value and believability

in the findings.

Data saturation is critical in the research process for richness and final reporting of

results. Based on the above, I identified the qualitative method as the best approach for

data collection to provide meaningful responses from the interview and document

reviews in the discovery process. My plan in the interview process was to extract as much

information as possible from interviewees to ensure no new themes develop to reach data

saturation.

Credibility. The qualitative researcher establishes trustworthiness of their

findings through four aspects one of which is credibility. Researchers establish credibility

through triangulation and member checking to gain a better understanding of the

phenomenon (Anney, 2014). Researchers improve the credibility of their research

through an investment in time, participation, observation, and multiple methods of data

sources (Nowell, Noris, White, & Moules, 2017). The use of well-established research

methods, such as prior comparable projects, and development of strategies that contribute

to trustworthiness, such as the development of connections with participants to support

confidence allows for more open and honest participation from the interview participants

(Nowell et al., 2017). I enhanced my findings by seeking the right candidate, creating

personal engagement, and using methods of observations to allow for triangulation

methods.

Confirmability. Korstjens and Moser (2018) explained that researchers use

confirmability to achieve neutrality in the audit trail. Researchers obtain neutrality when

credibility, dependability, and transferability all align as audited records and documents

create confirmation of trustworthiness (Cope, 2014). Anney (2014) explained that

confirmability is the degree to which the researcher can collaborate results. The results

cannot merely be interpretations but actual findings. Confirmability is achieved in the

audit trail using visible evidence obtained in reflective documents, data collection, and

analysis (Anney, 2014). The use of a reflective journal supports personal reflections,

assessment, and perceptions required by the researcher (Sutton & Austin, 2015). I used an

audit trail and reflective journaling to establish confirmability of the results of the study.

Korstjens and Moser (2018) stated that the creation of a strategy for engagement

to allow for prolonged observation in the interview process tests for possible

misinformation and supports gathering of rich data and confirmability. I was mindful of

my personal biases and how it might influence my interpretations. I used a manual

process to identify the emerging themes which will further distance my work from

personal biases.

Transferability. Researchers use transferability to obtain and develop meaningful

insights through the application of their research findings to other groups or settings

(Korstjens & Moser, 2018). Korstjens and Moser (2018) described how experiences and

behavior provide added context that is meaningful to collected data content critical in the

analysis stage. Transferability by the researcher allows for the transfer of original

findings under investigation, enabling judgment for the reader (Yilmaz, 2013).

Transferring the context and events of the inquiry to enhance and enrich the results

provides for transferability in qualitative studies. (Yilmaz, 2013). The qualitative

researcher creates trustworthiness in the research process through transferability also

requires the components of credibility, dependability, and confirmability to create

trustworthiness in the qualitative research process (Nowell et al., 2017).

According to Anney (2014), the researcher’s role is critical to facilitate

transferability to ensure the creation of thick, rich sampling. To address transferability in

my research I used collected data as evidence, combined with recording, all

communications, and documentation review relative to my research to support external

future research. It is important that transferability be applied so future researchers can

make informed decisions based on sufficient information and findings. Anney (2014)

stated the importance of sufficient information in the chain of evidence be reviewed to

ensure readers can transfer data for insight and applications to future research.

Transition and Summary

The purpose of this qualitative case study was to explore how SMEs seek to

achieve profitability in global SCM. In the introduction, I provided a foundation of the

qualitative case study, design, framework, and problem statement. I also reviewed the

research discussion points that are critical to support global market conditions and the

application of these conditions to global organizations involved in SCM. In Section 2, I

reviewed the construction of the study process elements. The discussion on the role of the

researcher covered valuable assessment of how the research would be collected, handled,

recorded, and analyzed. In Section 2, I covered essential and critical analysis of how the

researcher methods and design would support sampling, reliability, and credibility. In

Section 3, I conclude the study presenting the case study findings and how they affect

social change, as well as recommendations, reflections, for future study opportunities.

Section 3: Application for Professional Practice and Implications for Social Change

Introduction

The purpose of this qualitative single case study was to explore the successful

strategies that SME supply chain managers use to create cost efficiencies to remain

profitable. The sample consisted of one SME in Florida that had implemented strategies

to improve profitability. The case study participants were employees in positions of

upper-level management consisting of CEO, vice president, and director of supply chain

operations, each with over 10 years of experience in global SCM. The code names for the

participants in this study are P1, P2, and P3. Each interview began with the participant's

name, company name, and position. This section includes the detailed findings of the

research questions and application to professional practice, recommendations for actions

and future research, and my reflections with final concluding remarks.

For the data collection process, I used an interview protocol (see Appendix B) to

create a level of trustworthiness involving three SCM experts all from the same

organization, who were asked the same six questions (see Appendix A) in the interview

process. I also reviewed documents provided by the participants. In the analysis, several

themes emerged: (a) leadership and organizational culture, (b) visibility, (c) policies and

processes, and (d) production and product sourcing, all areas that are critical in the

strategic planning process ultimately impacting an organization’s profitability. Each

participant had different input based on their position, skills, and experience that helped

the case study achieve data saturation. The discussion points created connection points

across various levels of the organization, providing an in-depth insight into organizational

leadership, culture, systems, and processes impacting SME strategies for cost efficiencies.

Presentation of Findings

The research question was as follows: What successful strategies do SME supply

chain managers use to create cost efficiencies to remain profitable? Upon receipt of the

IRB approval, I recruited one SME in Central Florida and interviewed three top executive

managers from the organization, using a semistructured interview process and openended

questions. Researchers use open-ended questions in semistructured interviews for the

collection of rich data using experienced participants to gain knowledge and development

of information to reach data saturation (Weller et al., 2018). In the presentation of

findings, I discuss the participants’ responses to the questions designed for this study,

themes that emerged, and data from the reports provided. In the findings, I elaborate on

the themes that emerged, confirmation of data accuracy from participant review, and

triangulation of data.

Theme 1: Leadership and Organizational Culture

All three participants mentioned the importance of how leadership interacts with

organizational systems that impact the end-to-end processes and cultural development

and/or changes needed and the impact on efficiencies that drive cost efficiencies for

success. P2 provided examples and insight on leadership philosophy on market growth,

the agility of product to market, and lack of cost controls through SCM. P2 stated that

leadership lacks understanding of how SCM impacts profits and how delays in the

decision-making process impact SCM cost efficiencies and operations. Ziaullah et al.

(2015) stated that the supply chain is a competitive weapon in the global arena requiring

collaboration and partnerships for competitive gains to understand its power and position

for profitability. Collaboration internally and externally provides the exchange of critical

information and data sharing for success in the current complexity of global market share

gain for profitability. Walden, Lie, Pandolfo, and Nemme (2019) stated that leaders of

SMEs must adopt empowering leadership strategies and processes that engage ideas

through the use of collaboration. The use of collective input helps organizations

overcome the challenges of conventional practices hindering project design and

implementation toward digital technology development required to compete in today’s

globalized market effectively. P2 stated, “barriers internally with leadership are impacting

organizational culture and partnership relationship development.” The development of

trust is critical and a part of the problem in the process. Not providing insight and

information creates internal chaos and prevents creation of strategies aligned with all

departments for streamlining processes to create efficiencies for organizational success

and profitability. The idea and application of the chaos theory in leadership are due to

systems that lack knowledge and understanding, and the impact on decisionmaking,

vision, and the ability to strategically ensure all followers understand the image leads to

organizational chaos. The chaos theory implies how multiple events in complex channels

challenge performance and profitability and how critical strategic planning and exchange

of information are in the process (Wilding, 1998). The application of the chaos theory to

complex systems is critical for change to influence and ensure the creation of

transformation for success (Reigeluth, 2019). Organizational leaders must realize that

chaos is not a leadership style as it creates a system of discord, lack of consistency, and

creates high-stress environments promoting burn out, negativity, and poor financial

results (Wheatley, 1994). Therefore, it becomes more critical for leaders to identify

system dynamics that will contribute to positive transformation (Reigeluth, 2019).

P1 stated, “leadership must have goals that are pushed down into the organization

to properly communicate and manage process results, oversight, and system and process

developments critical for organizational success.” Leadership skills must have a strong

foundation in knowledge and intelligence in supply chain decision-making to improve,

promote, and transfer systems, value, and economic prosperity to all partners in the links.

Information that provides a balance of data concerning relationships with purchasing,

manufacturing, planning, inventory control, distribution, and delivery provides insight for

success (Sorbi et al., 2017). P3 stated that “common sense is required for solutions to

move goods between various global markets.” Complex global trade systems require

managerial experience that ensures procedures are structured to meet all organizational

goals. Managers of SMEs face challenges in global trade due to increasingly competitive

market pressures and trade wars demanding SCM system changes to avoid loss of profits.

The silo mentality, whether by company, department, or individual, controls

information critical to operations and creates a “no trust” environment negating growth

and expansion. The “I win” mentality must turn into a win-win mentality as an

organization cannot effectively operate in isolation without consumption by its

competitors (Donnellon, 1993). Partners who learn, develop knowledge, and build trust

through communication lead to strength, cooperation, and co-creation of value that aligns

goals, incentives, sharing of resources, and exchange of knowledge (Cao & Zhang,

2013). Collaborative cultures are robust and vital in the supply chain process for success.

Global market changes require that managers and operational executives develop unique

and new ways of thinking about SCM concepts, theories, and methods requiring the use

of forward-thinking ideas (Magner & Yadau, 2017). Walden et al. (2019) stated that

leaders of SMEs must adopt empowering leadership strategies and processes that engage

ideas through the use of collective input in order to overcome the challenges of

conventional practices hindering project design and implementation of digital technology

development required to compete in today’s globalized market effectively.

Theme 2: Visibility

P2 stated that “most strategies have been reactive through trial and error due to not

having a direct line of sight into net margins leaving little visibility into organizational

costs.” The purpose of transformation is to achieve all the benefits of visibility from

access to internal records that provide leaders keen insight into total operational costs to

expanded technology that leads organizational processes towards more significant market

share, better customer service, and higher profits. Bag, Wood, Xu, Dhamija, and Kayikci

(2019) indicated that digitalization and big data analytics create operational excellence

that supports sustainable supply chain performance, management capabilities, green

product development, and employee development critical for SME operational

innovativeness. SME leaders face many challenges in global SCM due to (a) a lack of

reliable channel partners, (b) unskilled labor, (c) limited technology, (d) insufficient

access to finances, (e) government roadblocks, (f) regulations, and (g) corruption, which

all affect growth and profitability (Beske et al., 2014).

P1 stated, “culture change driving the importance of having skilled

individuals/people to achieve known corporate strategies will be critical for process

improvement, planning, management, and continuous improvement.” Leaders in SCM

can transform organizational processes with strategic planning to make better use of

resources and assets to increase product demand, shareholder value, and profits (Wisner

et al., 2015). The use of intelligent logistics will require capable, skilled management

personnel who can work with and understand artificial intelligence and big data analysis

(Dong & Zhou, 2019).

P2 stated that continued work to enhance systems involving “suppliers, quality

measurements, product quality, logistics, carriers, and warehouse locations and inventory

control are key performance indicators that must be reviewed for enhancement and create

key metric data for leadership review.” Also, P2 stated that these key indicators would

support development in customer service, service policy, product flow, and forecasting

critical to driving the lowest cost, right quantity, and delivery time. O’Byrne (2016)

discussed how supply chain performance and success are inextricably linked, describing

how poorly established channels increase costs and decrease profitability while

highperforming channels contribute to growth and healthy profits. Large, medium, and

small business leaders have high SCM expenditures and will fail without strategic plans,

adequate design, and an understanding of the process. Strategy, network design, service

performance, cost control, supplier performance, ethical procurement, and corporate

responsibility, supported by excellent inventory management systems, are the seven keys

to success (O’Byrne, 2016). Strategies that align the use of skills can overcome

challenges that provide more significant success.

P1 stated, “upper management buy-in” critical to barrier changes for the

development of change needed to move SMEs forward. Business leaders who collaborate

involving SCM techniques take advantage of continuous improvements, fewer problems

with supply chain disruptions, and the exchange of knowledge that enhances production

and services (Banomyong, 2010). Additionally, collaboration in partnerships works to

lower costs, expand technology, level risks, and reduce investment (Banomyong, 2010).

Alliances in SCM are essential for ethics and the creation of designs that provide shared

visions supporting future growth and expanded market shares for all partners opening

new marketing and sharing of raw materials for better pricing, negotiations, and ensuring

a win-win for all parties (Banomyong, 2010).

The development of roadmaps to establish strategies require initiatives to

determine goals and what specific functions are required for organizational success

(Tummala & Schoenherr, 2008). The roadmaps and strategy frameworks should include

elements assessment of sustainability, manufacturing, sourcing, quality product controls,

service controls, engineering, financial capabilities, customer service demands, exchange

of information for expanded awareness, and supply chain cost analysis to optimize

operational efficiencies (Reefke & Sundaram, 2010). Established roadmaps guide the end

purpose even if changes are made along the way to obtain the final goal and insight to

leaders when problems occur and how challenges are dealt with, providing knowledge

critical to organizational visibility, avoiding severe disruptions, thus leading to positive

change and efficiencies (Reefke & Sundaram, 2010). The nature of organizational

culture, work, and interaction of leadership if changing requiring leadership change

(Saloni, 2019). It’s not just about naming a system internally “chaotic” but understanding

how to apply, motive, and develop employees with visible steps that improve productivity

and service quality. Leadership must create new stabilities and patterns that lead to

change for the span of organizations life to meet future goals that avoid chaotic systems

of instability (Thietart & Forgues, 1995). Visibility is required throughout every aspect of

the organization so leaders can gain stronger bonds with the real purpose and life of the

organization balancing power with clarity to ensure the emergent of many possibilities

avoiding chaos to create predictable order that leads to profitability and stronger bonds

with followers (Wheatley, 1993).

Theme 3: Policies and Processes

Walters and Helman (2019) examined partnerships finding the pathway to cash

flow, revenue growth, and competitive value varied depending on the organization's

ability to achieve objectives from strategic partnering that ensures cost-effective

opportunities. P2 stated, "assessment in every area of the current business model has been

critical for strategy and process developments." Before an organization can create

performance measurement goals, it must have controls over its internal processes. P1

stated that "internal operations must first be aligned before external partners can be

aligned." Further stating that people, leadership, and systems must have strategy

alignment through assessment overviews that monitor, manage, and seek improvement to

strengthen weaknesses in systems to drive continuous improvement. The next generation

of tools in SCM will require widespread adoption of planning and training with skilled

transportation professionals to implement future SCM models bringing significant

change, challenges, and opportunities to the transportation industry (Kochar, 2019). Once

process controls have been established internal metrics can be provided to leadership

covering cost, quality, delivery, responsiveness, environment, and technology needs to

establish continuous improvement strategy processes and programs to ensure everyone

involved understands the requirements (Kochar, 2019). Relationships with the most

significant value exhibit characteristics of joint resourcing, trust, and the development of

personal relationships leveraging the team's expertise and technologies to create

competitive advantage based on commitment, collaboration, and coordination

(Simatupang & Sridharan, 2002). P1 stated, "processes drive lean management" and

support long term planning development. Organizational leaders who apply lean

approaches with active communication channels interchangeable with technological

systems that provide high visibility increase performance and link strategic and

operational activities leading to the better establishment of key performance indicators

(Bucolo, Wrigley, & Matthews, 2012). Therefore, changing business models in current

management require balanced decision-making critical to managing chaos (Michelman,

2016). Leaders in SCM can transform organizational processes with strategic planning to

make better use of resources and assets to increase product demand, shareholder value,

and profits (Wisner et al., 2015). Trust is critical to avoid chaos and create strategies that

align with processes that control and create efficiencies for organizational success and

profitability.

P3 stated, “that the development of global websites for delivery and customer

service is critical to avoid global market expansion disruptions.” Information technology

has changed the world, and the gathering of information affects every aspect of the

environment, structure, and culture. Organizations using technology create visibility that

lowers costs and enhances performance. Information technology creates a platform for

world-class performance, changing global market landscapes, societies, economies, and

politics as a strategic tool that enhances competitive advantages (Berisha-Shaqiri, 2015).

Since 911 global security has taken on new heights of organizational requirements and

concern. All global companies must now consider risks and potential disruptions in the

supply chain and what actions will be taken if one occurs. Technology developments

create higher risks due to potential cyber-attacks on cross-border e-commerce but

imperative for promotion of products globally (Mou, Cui, & Kurcz, 2019).

Additionally, risks grow due to language barriers, regulations, customs laws, trade

complexities and tariff shifts among nations, and government instability (Mou et al.,

2019). The creation of strategies and standardized management systems using collected

data analysis can be critical for supply chain operations due to the many changing factors.

Useful supply chain risk management (SCRM) systems can have positive impact to

control risks and budget potential known risks (Zimon & Madzik, 2019). Christopher

(2004) stated that the mitigation of risk due to turbulent market conditions can be

increased through the development of business models that adopt lean practices that

improves end-to-end visibility. P2 stated, "current operations require more time

overseeing poor performance," due to lack of established controls and procedures

throughout various levels of the organization impacting levels of oversight requirements.

Poor processes and policies require new efforts of change that identify options and

strategies that will lead to controls and modification of behaviors and attitudes that derail

management plans through internal chaos. (Chang & Lin, 2019) state that policy change

is critical not only for company growth but for an individual’s health and the avoidance

of diseases from overworked-related and psychological factors that become occupational

related hazards. The development and oversight of the right processes from end-to-end

the SME business model are critical to understanding disruptions and finding solutions.

Nichols (2018) noted that choosing business solutions and mapping for the

comprehensive business management that structure processes and workflow is essential

for SMEs to reach their full potential.

Theme 4: Production and Product Sourcing

P3 stated, “no risk-free business growth” under lessons learned in global

expansion. Adding “no one divisional voice can drive decision making.” Savvy SME

leaders must be culturally aware of the various ways in which business leaders from

different countries conduct business on how to communicate to ensure the best

development of trust (Tripp, 2016). In many cases, it takes long periods of relationship

development, building confidence before any final business decisions are made

depending on the country and the individuals involved. The global impact of many key

elements of country politics, governments, use of the environment, and cultural trends

can have severe impacts on many critical areas of life and systems (Goryakin, Lobstein,

James, & Suhrcke, 2015). In SCM, these impacts involve production, duties, marketing,

packaging, product formulas, and website development for sales. The world’s changing

interaction with these elements can force immediate changes on global supply routes due

to lack of access, increased costs, duty shifts, and country political instability. The

development of multicultural global teams requires strategic processes using state-of-

theart communication technologies, exchange of knowledge, job exchange, shared values,

and understanding of the corporate vision and mission (Gassmann, 2001).

P3 added that “proactive versus reactive steps are required to calculate risks for

global growth, ensuring the best possible partners to avoid disruptions, delays, and added

costs in new market entry.” Organizational leaders involved in global expansions must

use strategies to enhance communication that involves effective communication, setting

ground rules, the establishment of a clear vision, and respect with new strategic partners

to create positive returns, customer service, and product development to gain new market

share. Business leaders who collaborate with team leaders across divisions take advantage

of continuous improvements, fewer problems with supply chain disruptions, and the

exchange of knowledge that enhances production and services (Banomyong, 2010)

Additionally, collaboration in partnerships work to lower costs, expand technology, level

risks, and reduce investment (Banomyong, 2010). Wilding (1998) stated that thriving on

chaos describes responsive or reactive structures, and small change amplified impacting

the more extensive system as the “butterfly effect,” creating a tornado of events leading

to misunderstanding and behavior complexities. Predictable systems, practices, policies,

and related developments are required to ensure on-time production and inventory

controls to ensure service levels. Alliances in SCM are essential for ethics and the

creation of designs that provide shared visions supporting future growth and expanded

market shares for all partners (Banomyong, 2010). Positive supply chain partnerships

create new opportunities and ignite the opening of new markets with the sharing of raw

material for better pricing and negotiations, ensuring a win-win for all parties

(Banomyong, 2010).

P2 stated, “it is difficult to manage the flow of inventory and costs due to

leadership ideas of agility and lack of understanding of flow to market.” It is critical that

SMEs balance customer demand, the agility of speed to market with new product trends,

production, purchasing and marketing, and the ability to accurately track demand activity

with forecasting. The use of strategies that support matching supply and demand is

critical to avoid stockouts, loss of sales, and dissatisfied customers. Forecasting is a vital

element of demand management for planning and making critical business decisions

impacting costs and profitability (Acar & Gardner, 2012). The goal of forecasting is to

minimize any deviations between actual demand and the forecast to predict the right

future of distribution needs that impacts partners, labor, and customers. When the right

forecasting plans exist, organizations experience the benefits of lower inventories, better

production planning, reduced transport costs, improved customer service, and reduced

stockouts (Acar & Gardner, 2012). The balance is critical as poor communication and

collaboration between all partners in the channel internally and externally, resulting in

higher costs, material shortages, inability to react to market conditions, and lost sales. All

of these elements impact the budget organizational reputation, macroeconomic

developments, ability to compete, market position, and profitability (Kuenzel,

Papageorgiou, & Christofides, 2019). The creation of techniques using strategies that

include methods of surveys, salesforce knowledge, avoidance of high-risk considerations,

better visibility into inventory ensures maximum service levels. Collaboration, Planning,

forecasting, and replenishment (CPFR) concepts enhance supply chain integration for

visibility and replenishment using shared information for efficient and continuous

processes supporting all trading partners (Caridi, Cigolini, & De Marco, 2007). The use

of CPFR has many benefits, including stronger relationships, joint planning, customer

purchasing patterns, and key performance metrics, all increasing revenues (Caridi et al.,

2007).

All three mentioned the importance of external partners and that sometimes the

price is not the only critical factor in the final decision-making process. Change in the

country can impact sourcing, production, formula’s, inventory, order quantities, and sales

all impacting costs and final costs to customers. Strategies for each country requires

understanding of each global market condition demanding more time, engagement,

involvement, oversight, and knowledge to avoid disruptions impacting the customer. P2

stated, “leadership must be flexible” to ensure changes in controls, processes, systems,

workflows, and accountability to open up barriers impacting opportunities. Information

gathering can be a useful tool supporting the development of cultural environments,

structure, processes, and organizational decision-making. The visibility furthers the

creation of controls and performance standards needed for superior efficiencies driving

world-class production performance, new sourcing opportunities, expanded global

partnerships built on trust, and competitive advantage.

Application to Professional Practice

The current status of the global market is creating chaos in the decision-making

process for SCM leaders. Innovative strategies are critical to the future of SCM. SMEs

face unique struggles due to lack of technology, financing, and skilled labor to

successfully ensure changes and profitability. SCM must be more experienced in various

aspects of logistics than ever before, involved in the education process continues, and

willing to have a flexible team for success. Chaos does not keep supply chain managers

from success; it just amplifies the importance of having an intended destination but

willingness to make changes along the path to get there. This study confirms that SCM

practices are critical to organizational performance enhancement. Organizations that

create practices can significantly improve internal and external relationships achieving

better performance. Jermsittiparsert and Rungsrisawat (2019) stated that information

sharing helps integration of global business activities to increase competitive advantage,

effectively manage to change global business marketing, and ensure long-term success.

It is better to work towards future proactivity that we choose, not one that we wait

to see based on historic waves (Winston, 2019). Green, Zelbst, Meacham, and Bhadauria

(2012) stated that integration of business practices that support the entire supply chain

from manufacturing, logistics to systems must ensure green SCM applications. A new

world, that SMEs must embrace and understand developing critical connections, and

collaborations, and partnerships critical for survival. Strategy development that targets

performance models including marketing, finances, and supply chain create a positive

impact on value creation and process development resulting in stronger sales and market

share growth for return on investment leading to higher profits (Green, Whitten, &

Inman, 2008). When decisions and organizational information flow throughout all

organizational levels driving collaboration, focus, and new mindsets that consider all

departments equal, ultimately ensuring improved customer service.

This case study results have sufficient importance to SMEs operating globally and

the many challenges that occur both internally and externally along the SCM path.

Logistics links all processes from materials, manufacturing to supply chain partners,

finances, and even human resources are critical to ensure improved customer service.

Strategy involvement and leaders that work to create value-driven performance results are

ultimately those that create a platform that is difficult for competitors to duplicate.

Strategy development must include technological platforms that link efficient processes

supporting modern systems to reduce costs and time (Farshchi & Haghighi, 2015). This

case study supported the fact that many SMEs do not have in place strategic processes

throughout the organization internally or externally for success. The future of success in

SME business practice development will come from leadership that fully understands

how sharing of information from top down and development of teams that work towards

common goals are the ones that will grow and provide the best customer service. The idea

of holding onto old business relationships that once worked but are no longer working are

detrimental to growth. Business strategy development for success continues to change

demanding new ideas, new partners, new product development, and strong leaders who

are engaged at all levels of an organization. The results of this case study are critical for

SMEs to wake up and see that change is not ahead of us; it is here now. Strategies to

combat changes using proactive steps, not just looking at one or five years down the road

but ten years, are required to prepare and defend their competitive position for survival.

Open minds and highly skilled and trained employees must work with leaders to prepare

for the new tomorrow that has now arrived.

Implications for Social Change

The levels of change across our globe have reached a new level. The human race

is being challenged at every corner of the globe and impacting governments,

communities, organizations, and individuals. Governments and politics are shifting trade

with tariff wars impacting how cargo is moving globally, shifting supply chain partners,

raw material sourcing, manufacturing locations, and the final price to consumers in

communities across the globe. Trade is a significant factor as nothing happens without

first the idea of a product, then design, need for raw materials, the decision on where to

the manufacturer, how to ship, how to distribute, and finally, who will consume. Many

individuals and organizations are impacted along the way, creating a channel and link of

organizations impacting both large and small companies. The impact of technology has

had both positive and negative impacts on society. Technological changes have severely

impacted the SMEs, and due to the rapid fast-paced changes happening globally, many

are going to be left behind without the right partnerships. In global trade, 3PL

organizations have worked to connect the points to support global SMEs, but it is not

enough due to the changing ability to gain access to manufacturers and raw materials that

impact the bottom-line for profitability. New channels are required to sustain the growth

and needs of SMEs to ensure they continue to grow due to the value they have on

economies, communities, and individuals.

The goal of this research was to provide strategies that will enhance and give

insight into how these goals can be accomplished and give newly added insight into

direction companies must take to bring about change and business connections and

communications for the catastrophic changes getting ready to take place globally in all

industry sectors. The changes will be profound and require collaboration, cooperation,

and communication at new levels bringing all levels of SCM under a new order. For those

that embrace the future and look for new ways to connect they will find themselves

involved in grander opportunities that will provide new links and partners adding

stability, connections for more significant impacts on the environment, sustainability, use

of materials and pricing that will support social needs for growth and profitability never

seen in our prior history. Organizations and institutions will continue to need to look for

new business models that incorporate social responsibility methods to eliminate risk and

backlash from consumers (Cruz, 2009). The need to protect the environment is at the

forefront as individuals, cultures, and societies push harder for solutions and strategies for

the integration of environmental, social responsibility.

Supply chains continue to become more complex as globalization expands, and

companies look for ways to combat issues in countries involving reduced labor, working

conditions, wages, and product quality. In reverse, globalization can offer enormous

opportunities for developing countries forcing government systems to change to support

new business opportunities. The push requires developing countries to change for gain,

which is enormous for individuals who are working under poor conditions and low

wages, and in many countries, little to no job opportunities forcing them to leave their

homes for work. In the expansion, companies must understand risks and impact on brand

name and global reputation that can severely impact the bottom-line. Amini (2016)

stressed that the prioritization of skills and knowledge becomes critical to fulfillment in

the development and oversight of strategies when working to achieve success in global

expansion. Corporate social responsibility risks will continue to be rise with global

expansion; requiring established corporate global ethic practices to avoid personal

interests, adverse and even destructive consequences can result (Amini, 2016).

Leadership skills must consider communication, cultural, social, spiritual, ethical and

emotional intelligence, conflict management, political behavior, and performance

assessment based on country location (Amini, 2016). Shakerian, Dehnavi, and Shateri

(2016) stated that knowledge management becomes the vital element in managing supply

due to the impact each decision can have on an organization.

We are living in an amazing time of change requiring a new vision from

leadership working to bring about new ways of doing business, supporting the

development of SMEs that have always been the cornerstone of economic growth and

social change. The evolution and development of strategies and practices to compete in

dynamic international markets, ensuring value and profit involve critical coordination and

information sharing. Organizations must work with highly skilled and knowledgeable

individuals in the decision-making process due to potential future implications, which

could be negative or positive (Habib, 2014). The right organizations will require the right

individuals to support these processes, ensuring positive impacts across cultural

communities and societies for change that benefits many. It is an exciting time for those

who see have a vision and want to push forward ensuring a safer and healthier future in

our rapidly changing world where visionaries are needed to prepare and protect our

nations, land, societies, businesses, people, and future generations.

Recommendations for Action

Supply chain managers must take the role of alignment with partners seriously.

Technology is going to play a critical role in future logistics, and organizations without

visibility are not going to be positioned for success. Proactive and advanced initiatives are

required to set organizations apart from others as industry leaders, creating reliable

services for competitive advantage, engaging in full collaboration with continuity plans to

quickly recover from supply chain disruptions. Organizations with proactive initiatives

create management that oversees security, avoiding exposure to risks, and actively

participate in learning and training to enhance employee skills and knowledge.

Organizations using advanced initiatives focus on the development of products that

increase revenues, enhance cash flows, provide added working capital for growth, and

increase service and customer levels in the process. Organizations that do not have

proactive or advanced strategies end up reacting to global disruptions delaying

decisionmaking due to lack of visibility and ultimately end up with costs and losses

impacting the entire organization and reputation.

Integration of processes and strategy development create value through

coordinated efforts of all channel partners with trust that shares information in

collaborative relationships improving services and saving costs. The benefits of the

jointly managed process with trading partners are significant. The use of mapping

processes and networks supports partner performance measurement reviews, established

review of marketing, manufacturing, and logistics strategies that become the foundation

for annual reviews. Raw material sourcing and collaboration with other partners to lower

costs will become critical for price control against growing competitors. Global

expansion and changing trade agreements will continue to impact manufacturing location

and distribution points for price line controls in expansion initiatives. Also, annual

reviews are necessary as partners, growth, new product, new market, and service levels

are continuously changing, demanding review, updating, and analysis for continued

growth and profitability.

Business owners, managers, and desk-level operations all need to pay attention to

process development and application to ensure data collection, follow-up, and

communication to the right internal and external partners. Collaboration and

communications jointly managed can avoid costly disruptions. The collection of data

using advanced technology processes supports established contractual arrangements and

agreements. Bosche, Crawford, Jackson, Schallehn, and Schorling (2018) expected the

realization of integration of systems involving software and hardware and data from the

IOTs to grow to $520 billion by 2021. Lowering of barriers in cheaper investments in

cloud-based technology for operations and systems will bring more organizations

together for enterprise success. Cloud-based providers allow a more straightforward

implementation creating tremendous opportunities as SMEs can interface current systems

with added security and partner platform integrations collecting data to support strategic

processes to enhance, engage, and grow businesses using end-to-end solutions that drive

profits and support return on investments (Bosche et al., 2018). The use of acquisitions

for future access to end-to-end systems can be a link to growth, vendor expansion,

partnership development, and expansion of sustainability policies that will be critical for

profitability and competitive advantage.

My recommendation for leaders of SMEs are (a) investment in education, (b)

training, (c) shared knowledge, (d) development of strategy’s with flexibility, (e) expand

partnerships in the SCM channels from production and manufacturing to logistics, and

finally (f) development in human resources that ensures the best person is hired for a

position. The establishment of these objectives will become critical parts of

organizational success. Future employees will be required to work along-side

collaborative robotics, a significant change from the animate showcased on GM’s floor in

1961 (Satell, 2016). Collaborative robots will be critical to supply chain operations

working with precision and accuracy along-side humans. Lean manufacturing will

intertwine robots to manufacture just-in-time methods to switch off and adjust orders

instantly, avoiding overproduction, and saving millions in inventory (Satell, 2016).

Flexibility with safety allowing training and skills of operational staff to take on entirely

new roles from the manufacturing facility through distribution to the drones making the

final delivery to end customers. Technology advancements preforming grunt work will

require collaborative work human assistance at new levels driving new demands inhuman

work knowledge critical to productivity and future economies.

Leaders of SMEs need to work closely with organizational managers developing

trust for long-term relationships that are critical for survival and competition for global

market expansion. Many organizations start at one point and expand due to many

economic changes or market demands but at some point to take on new expanded growth

and succeed in becoming a global brand name they must be willing to take on new

internal and external risks, with controls and consideration of risks to move forward. If

SMEs must take on new levels of thought and allowances for collaborations and the

development of trust, with an understanding of risk, for expanded growth requiring

insight and willingness for ingenuity sometimes only seen by another generation. As P3

stated there is no such thing as “risk free” and everything comes at price but without

change, open minds, new strategies, visions, goals, and the constant oversight and

determination of leaders to achieve them they will never been realized. Metcalf (2019)

states leadership skills required for 2020 will be humbling for those who help

organizational succeed demanding mission-driven commitment driving goals and actions

with purpose, being a 360-degree thinker, drawing knowledge from others, promoting

friendly cultures with values and authenticity that inspires through challenges for

organizational gain. Also, ensuring collaboration to solve problems and create

marketleading solutions. These attitudes and actions will transform competitive space and

provide process leadership and continuous innovation. Use of these leadership skills

along with the essential qualities of integrity, enthusiasm, loyalty and decisiveness (Fries,

2018) in SME organizations will drive growth into the future leaving a legacy’s for

generations to come.

Recommendations for Further Research

The purpose of this study was to explore strategies that SMEs need for

profitability. The case study data collection supported the importance of the study and the

importance of further research to overcome any limitations within this study. Future

researchers might consider conducting studies involving multiple cases against the

findings of this single case study with a different population and multiple participants to

gain greater insight into findings for future consideration. Limitations in this study and

the need for added research could potentially uncover information not obtained in this

study that could be critical to the success of another organization critical to their ongoing

success and profitability. Additionally, I recommend the use of other research methods

for an opportunity to collect more in-depth data concerning SME strategies that would

create stronger partners, strategies, and profitability. Finally, a quantitative study could

provide additional insight into how SME's strategy developments determine profits or

losses through organizational structures in SCM oversight. Many areas of supply chain

still need to be researched as it’s an area many organizational leaders do not understand.

The lack of understanding of the supply chain process directly impacts the entire

organization. Until leaders fully embrace and work to implement strategies that partner

with all department's success will continue to be limited, creating added risks and

challenges as part of the day to day operations — the results loss of profits and market

share.

Leaders of SMEs, consultants, global institutions and organizations, and

community economic development centers could all benefit from the findings of this

study. The participants in this study could all benefit through the creation of successful

strategies incorporating the four themes: (a) leadership and organizational culture, (b)

visibility, (c) policies and processes, and (d) production and product sourcing. I believe

that leaders could be more successful through the alignment of these four themes

identified in this study to establish and create profitability through structure and

established controls involving trust, communication, and full organizational involvement

and collaboration.

Future SCM teams will need to work closely with all divisions of a company to

ensure success. Active supply chain managers will have greater success through the

continuous efforts of research that supports the needs of SMEs. The competitive

advantage of using tower control concepts and strong partnering teams will change and

enhance opportunities as new products flood the market globally. Border operations open

up seamlessly into new country markets, offering more significant opportunities for the

economy of scale and distribution of wealth. Further investigation into the use of

strategies that incorporate tower control concepts that extend technology, distribution,

financing, raw material pricing for competitiveness, and oversight are critical to ensure

success and would bring added benefits to the study of SMEs involved in global SCM.

These studies would provide insight into specific challenges that impact profitability and

growth.

Reflections

At the end of this challenging journey of education, unlike anything ever

experienced in the BA or MBA programs, I know the completion of this journey has not

been without overcoming one of the most significant challenges of my life. The

completion of this program required I expand my knowledge of SCM in an unbiased and

ethical manner.

My love for SCM has its roots in my family blood as we built the first ships for

the kings of England in Norfolk, Virginia, where I was born and continued to remain the

lifeblood of my family for many generations. As a woman in the family and not being so

interested in working on ships my personal love was law and so I became interested in the

area of trade law. At the very beginning of my career in global SCM, I obtained my

license as a U.S. Customs Broker under the Department of Homeland Security by

studying and passing a test involving the trade regulations.

At the time of establishing my own international global transportation company, I

begin to have a vision of a future business model that would impact the success of many

SMEs. The model required to future use of advanced technology not available in trade

and logistics but was in the process of development. It was critical for the business model

and support of major evolving health concerns in society due to mental illness, foods

loaded with chemicals, the saddened state of our global environment, need for pure

medicines, and many other issues involving social reform that demand change to ensure a

better future of the health and mind of our society. It’s now time to move forward and

create the next level of success in my life that I have worked hard for and desire to see

become a reality. The case study provided a greater insight into the challenge’s society is

facing and areas that seriously need reform critical to the future of our communities and

country. In this process of change in thinking I hope to not only have an impact on the

success of many small companies in global supply chain but through the vision impact

social change to enhance the lives and health of families and communities through

economic growth changing and giving hope to many who are looking for direction,

opportunity, and a better tomorrow.

Conclusion

The purpose of this qualitative single case study was to explore strategies supply

chain managers use to achieve profitability. I obtained a participant through purposeful

sampling to identify possible candidates and gathered data through semistructured

interviews with three experienced supply chain managers from one global supplier

organization. Each individual of the qualified participant provided answers to the six

designated questions and provided data to support the information. The information and

data collected allowed for enhanced reliability, use of member checking, and data

analysis that support the development of four themes (a) leadership (b) visibility, (c)

processes, (d) production, and product sourcing.

Each theme is critical in the development of strategies critical for SMEs to create

and maintain profitability that leads to long term stability and success. The creation and

implementation of strategies can be difficult and time-consuming due to the many

challenges SMEs face with skilled labor, finances, and creation of relationships critical

for long term success both internally and externally. The success of SMEs evolves around

the skills of individuals; therefore, SMEs must provide stable working conditions that

contribute to individuals, which ultimately creates satisfied customers, community

growth, and stable economies, improving social conditions for everyone. Leaders must be

savvy as they play a crucial role in more than just the company’s bottom-line as they

represent how business success and profitability can impact the surrounding community.

When SMEs win communities, society, and economic conditions thrive, changing lives,

homes, individuals, and communities.

Achieving Profitability in Global Small Business Supply Chain Management

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