Intorduction Assignement Supply Chain Strategies to Ensure Delivery of Undamaged Goods.pdf

Section 1: Foundation of the Study

Organizational leaders implement strategies to gain competitive advantage,

increase revenue, and achieve social and economic sustainability (Khosravi, 2016). To

achieve set goals, business leaders focus on process improvement and quality in the

supply chain and logistics sector (Chopra & Meindl, 2016). The supply chain and

logistics division of an organization is a crucial element through which organizational

leaders gain competitive advantage as well as add value for stakeholders (Kulinska,

2014). However, the leaders of the supply chain and logistics division face significant

challenges with delivery efficiency and product damage in distribution (Fernie & Sparks,

2014). Douglas (2015) attributed supply chain and logistics challenges to high

dependency on logistics activities to convey materials and services for commercial,

economic, governmental, and social use. Business leaders in the United States recorded a

loss of $120 billion because of damaged goods during transit, delivery, and return of

goods in 2013 (Govindan, Soleimani, & Kannan, 2015). MacAulay and Davies (2015)

explained that business leaders suffer decreases in revenue because of customer

dissatisfaction resulting from ineffective logistics strategies.

Business process orientation is strategy that business leaders use to promote

process improvement and service quality (Thalmann & Brettel, 2017). Pulakanam

(2012) noted that organizational leaders using the business process management approach

save up to $8 million within 4 years after implementation. Business leaders in the

manufacturing sector often use a business process orientation strategy, but leaders in a

variety of sectors find value in using the strategy (McCormack & Johnson, 2016). The

success of business process orientation depends on the successful integration of the

elements into operational business activities (Rosemann & vom Brocke, 2015). Despite

the challenges in logistics operations, some leaders have applied business process

strategies to support product delivery and reduce product damage (Rokou &

Kirytopoulos, 2014). Nevertheless, significant concerns remain regarding how business

leaders can achieve competitive advantage, increase revenue, and improve sustainability

through an effective supply chain and logistics operation.

Background of the Problem

Consumers’ increased demands for innovative products, product differentiation,

and product quality have astounded the business community (Das & Rao, 2017).

However, a critical challenge remains in the business community, in that there is a need

for assurance that customers will derive maximum satisfaction from product consumption

and the safe delivery of ordered products (Ladden, Merians, & Anavim, 2016). Tanai and

Guiffrida (2014) noted that companies experience high levels of product rejection and

reverse logistics because of damaged goods delivery through an ineffective logistics

system. In addition to its importance in delivery to the final consumer, safe delivery has

become essential in business-to-business (B2B) trade. B2B trade is an integral part of

global business as organizations rely on each other to facilitate their functions

successfully (Thalmann & Brettel, 2017). In 2013, businesses located in the United

States recorded a loss of $120 billion worth of rejected goods from B2B and business-to-

consumer (B2C) trade because of delivery of damaged products (Govindan et al., 2015).

Some supply chain leaders lack strategies to ensure delivery of undamaged goods to their

customers (Chopra & Meindl, 2016; Rokou & Kirytopoulos, 2014). Marucheck, Greis,

Mena, and Cai (2011) suggested that a need exists for more research regarding strategies

to ensure the safe delivery of products to different households and businesses for the

survival of global entities. Abousaeidi, Fauzi, and Muhamad (2016) noted the need for

additional research regarding the safe delivery of products to various customers.

Verheyen (2016) also recommended further research on safe product delivery to fill the

gap in the existing body of literature. With the background of the problem provided, the

attention now shifts to the problem statement.

Problem Statement

Product rejection and reverse product delivery because of an ineffective delivery

system present significant setbacks to business leaders seeking to maximize profitability

and secure customer loyalty (Tanai & Guiffrida, 2014). In 2013, businesses located in the

United States recorded a loss of $120 billion worth of rejected goods because of the

delivery of damaged products (Govindan et al., 2015). The general business problem was

that the delivery of damaged goods resulting from poorly managed logistics operations

lowers profitability. The specific business problem was that some supply chain leaders

lack strategies to ensure the delivery of undamaged goods to their customers.

Purpose Statement

The purpose of this qualitative multiple case study was to explore the strategies

that some supply chain leaders use to ensure the delivery of undamaged goods to their

customers. The targeted population was supply chain leaders from four oil and gas

companies located in Texas because they had implemented successful strategies to ensure

the delivery of undamaged goods to their customers. The study’s implications for positive

social change include the potential to promote environmental sustainability through

reduction of material and natural resources wastage because of damaged goods.

Nature of the Study

Yin (2018) identified three principal methods of conducting a research study:

quantitative, qualitative, and mixed. The qualitative researcher uses open-ended questions

through interviews (Bellamy, Ostini, Martini, & Kairuz, 2016). I selected the qualitative

research method because I sought to use open-ended questions. The quantitative

researcher uses statistical analysis of numeric data to test for relationships or correlations

among variables (Cho & Lee, 2014). The mixed-method approach involves a

combination of both quantitative and qualitative methods (Pluye & Hong, 2014). To

explore supply chain strategies to ensure the delivery of undamaged products, I did not

conduct statistical analysis of numeric data, nor did I test for relationships; therefore, I

did not use a quantitative or a mixed-method approach. The qualitative approach was the

appropriate choice because I sought to present open-ended questions through interviews.

I considered four research designs: phenomenology, ethnography, narrative

inquiry, and case study. Conducting a phenomenological study requires exploring the

perceptions and feelings of participants in a lived experience of a particular phenomenon

(Smith-Forbes et al., 2016). I concluded that the phenomenological design was not my

best choice because I was not seeking to explore participants’ lived experiences and

feelings. Business researchers use the ethnography design to investigate an unfamiliar

culture through observation and interpretation of observations (Hohmann & Shear, 2014),

The ethnographic design was not suitable for my study because I was not to observing an

unfamiliar culture. Robert and Shenhav (2014) described the researcher using the

narrative design as concentrating on human knowledge and stories of past events to solve

problems. The narrative inquiry design was not appropriate for this study because I was

not seeking to explore participants’ stories to address the problem. Researchers use the

qualitative case study approach to explore real-life experiences and scenarios to

investigate and explore complex phenomena (Yin, 2018). The case study research design

was suitable for my research because I sought to explore a complex phenomenon through

real-life experiences.

Research Question

What strategies do supply chain leaders use to ensure the delivery of undamaged

goods to their customers?

Interview Questions

1. What strategies did you use to ensure the delivery of undamaged goods to

your customers?

2. What, if any, communication strategies did you use in facilitating the delivery

of undamaged goods?

3. What, if any, strategies did you use regarding protection of the product in

transit?

4. What, if any, loading and unloading methods did you use to ensure

undamaged products?

5. What, if any, strategies did you use regarding product storage and

warehousing?

6. What, if any, strategies did you use regarding employee training to ensure the

delivery of undamaged goods?

7. What, if any, strategies did you use regarding technology to ensure the safe

delivery of goods to customers?

8. What, if any, strategies did you use to dispose of damaged goods, and what is

the effect on sustainability?

9. What other information or advice can you offer regarding supply chain

strategies to ensure the delivery of undamaged goods?

Conceptual Framework

For this qualitative study, business process orientation theory was the conceptual

framework. Business process orientation originates from the work of Porter (1985).

Subsequently, other researchers explored business process orientation (Coombs & Hull,

1996; Davenport & Short, 1990; Grover, Jeong, Kettinger, & Teng, 1995; Walton, 1986).

The concept of business process orientation became rampant in the 1990s, when some

managers adopted the theory to increase performance and quality (Christin Jurisch, Palka,

Wolf, & Krcmar, 2014). The ideology behind the process orientation concept, according

to Porter, addresses the means by which organizations can enhance service and product

performance and quality (McCormack & Johnson, 2016). McCormack (2001) conducted

empirical research to examine the link between enhanced business performance and

business process orientation. The results of McCormack’s research indicated that

business process orientation is an essential means to reduce organizational conflicts and

encouragement of work collaboration within the firm while improving service and

product performance and quality. Nadarajah and Kadir (2016) conducted research and

concluded that business process orientation positively relates to customer satisfaction,

product quality, delivery quality, and delivery efficiency. The rationale for choosing the

business process orientation theory was that it provided a potential lens for viewing the

strategies that the subject organizations employed to improve service and product

performance, especially in the product delivery aspect of the logistics operation.

Operational Definitions

Lean: Lean is a management approach to improve manufacturing efficiency and

product quality by (a) identifying what the customer values, (b) identifying and

streamlining the value stream, and (c) eliminating waste in the business operation (Hu,

Mason, Williams, & Found, 2015).

Logistics Performance Index (LPI): The LPI is an interactive benchmark on

indicators that identify challenges and opportunities in trade logistics capacity across

countries (Arvis, Mustra, Ojala, Shepherd, & Saslavsky, 2014). The logistics

performance indicator consists of supply chain infrastructure, logistics services, customs

and border procurements, and supply chain reliability (Arvis et al., 2014).

Process improvement: Process improvement is a managerial method for analyzing

performance problems and setting up systems to ensure good performance (Yousfi, de

Freitas, Dey, & Saidi, 2016). Process improvement is a continuous assessment of quality

and efforts to increase organizational performance, quality, and efficiency (Yousfi et al.,

2016).

Assumptions, Limitations, and Delimitations

Assumptions

Leedy and Omrod (2016) described assumptions as practical expectations that

researchers expect to be true, but for which they lack a means of verification. Pilcher and

Cortazzi (2016) further expressed that acknowledging assumptions is critical in studies to

ensure ethical research. An assumption in this study was that the participating supply

chain leaders in the oil and gas industry in Texas possessed the knowledge and

understanding of the strategies necessary to ensure the delivery of undamaged products to

their customers. I assumed that the participants provided accurate, complete, and honest

answers to all questions asked during the interview. Lastly, I assumed that the company

records and documents reviewed were accurate and complete.

Limitations

Limitations are potential weaknesses in a study that are out of the control of the

researcher (Henderson, 2014). Merriam and Tisdell (2015) expressed that limitations can

affect the results and findings of a study. A significant limitation in this study was that

the legitimacy of the data collected at the interview depended on the opinions and

experience of the leaders of four companies in the oil and gas industry and therefore did

not account for the views of all supply chain leaders in the oil and gas sector. The sample

population’s restriction to four supply chain leaders in Texas was a potential weakness in

this study because of the limited diversity of data from a small sample population.

Furthermore, because of the limited scope of the study, limited, if any, transferability of

the findings to other organizations or industries exists. The possibility of the reluctance of

the supply chain leaders to disclose strategic information and documentation was also a

limitation; therefore, I relied on the disclosed information and documentation.

Delimitations

Delimitations are boundaries of a study within the researcher’s control (Crossman

& Kazdin, 2016). Social scientists use delimitations to limit the scope of their studies

(Marshall & Rossman, 2014). The geographic location of Texas was a delimiting factor

in this study. Additionally, the target population of supply chain leaders in four

companies in the oil and gas industry was a delimitation. The criteria for selecting the

participants, which indicated that they needed to be leaders who had successfully

implemented strategies to ensure the delivery of undamaged goods to their customers,

was also a delimitation. The focus of the research question and interview questions,

which was on strategies to ensure safe delivery of products, was likewise a delimitation; I

did not address other internal or external factors that might affect logistics operations in

the organizations.

Significance of the Study

The importance of a study includes the potential benefits that the business and

social environment will gain from it (Polcin, Mericle, Callahan, Harvey, & Jason, 2016).

The potential value of this study resides in the identification of strategies to ensure the

delivery of undamaged products and, in so doing, enhance the wellbeing of the social

community and the soundness of the natural environment. The study may contribute to

beneficial business practices and to positive social change.

Contribution to Business Practice

The major priority of a business entity is to gain a competitive advantage over its

competitors in its industry (Gouillart, 2014). Researchers indicate that effective logistics

management has become an area through which companies reduce costs and promote

efficiency within their value chain (Kulinska, 2014). The findings from this study

identify potential business operation principles and strategies to reduce the cost of

inbound and outbound logistics. The findings may enable business leaders to improve

service efficiency, delivery dependability, and service quality while increasing customer

loyalty and lowering logistics costs.

Implications for Social Change

Logistics and supply chain management leaders focus on ensuring that the social

community’s well-being improves through an adequate product transportation and

delivery system (Dörnhöfer, Schröder, & Günthner, 2016). The delivery of undamaged

products can make goods available for healthy social and economic development (Brown

& Guiffrida, 2014; Dörnhöfer et al., 2016). The availability and safe delivery of products

of different categories to each separate household or business can contribute to the

standard of living of a social community (Catherine, 2015). The implications for social

change include the potential to control and reduce natural resources wastage, material

wastage, and environmental pollution caused by destroying materials from damaged

products. An additional potential societal benefit is the smooth and safe transit of

undamaged commodities to the people in the community. Undamaged goods delivered to

people at the time of need potentially foster the well-being of the community regarding

health, safety, and nourishment while improving the natural environment.

A Review of the Professional and Academic Literature

Consumers’ increased demands for innovative products, product differentiation,

and product quality have astounded the business community (Das & Rao, 2017).

However, a critical challenge remains in the business community, in that there is a need

for assurance that customers derive maximum satisfaction from product consumption and

the safe delivery of ordered products (Ladden et al., 2016). The business and social

community have experienced significant losses because of damaged products in transit,

including oil and gas spillage (Govindan et al., 2015). The purpose of this qualitative

multiple case study was to explore the strategies that some supply chain leaders use to

ensure the delivery of undamaged goods to their customers.

The review of literature is a section for critical analysis and synthesis of past and

current literature, including peer-reviewed articles, textbooks, company documents, and

public documents (Yin, 2018). This literature review section includes analysis of the

topics of business process orientation, logistics performance and challenges, process and

service improvement, packaging for the delivery of undamaged goods, integration of

business process orientation in supply chain management, and logistics. The sources used

for the research were from reputable university library databases, supply chain and

logistics management institutional archives, and professional association databases. The

articles gathered for this review contained information on trends in challenges, problem

resolution, theories, and theoretical applications to business practices.

I have organized the review of literature section into three major segments:

(a) theory—business process orientation, (b) supporting theory, and (c) application to

business practice. Each category includes various topics. Under the theory segments, I

discuss (a) business process orientation, (b) elements of business process orientation, and

theory, I include (a) total quality management, (b) total quality management and logistics

service, and (c) total quality management, service, and process improvement. Under the

application to business practice segment, the topics are (a) logistics performance and

challenges, (b) impact of information technology on logistics performance management,

section with a summary and transition statement.

I searched various online professional and academic databases using different

phrases and sentence to extract articles, company documents, dissertations, and other

literature relevant to this study. The professional and academic databases used included

ProQuest, EBSCOhost, Google Scholar, JSTOR, and Sage. Another key source for

literature retrieval was the Walden University Library databases, including Business

Source Complete, ABI/INFORMS Complete, ProQuest, SAGE Premier, and

ScienceDirect. Keywords and phrases used in searching for articles included delivery of

undamaged goods, safe delivery of goods, product delivery system, logistics performance,

service improvement and performance, business process orientation, process orientation,

service improvement, and safe transportation.

I used 279 sources for this study: 246 peer-reviewed sources and 33 nonpeer-

reviewed sources, equating to 88% peer-reviewed sources. I used 247 current sources and

31 noncurrent sources, equating to 89% current sources. One hundred and ninety-six

sources are unique to the literature review.

Business Process Orientation

McCormack and Johnson (2016) noted that business process orientation is the

means by which organizational leaders can enhance the service, product performance,

and quality of a company. McCormack (2001) conducted empirical research to examine

the link between enhanced business performance and business process orientation. The

results of McCormack’s research indicated that business process orientation is an

essential means to reduce organizational conflicts and encourage collaboration within a

firm while improving service, product performance, and quality. Nadarajah and Kadir

(2016) concluded that business process orientation positively relates to customer

satisfaction, product quality, delivery quality, and delivery efficiency. Business process

orientation originates in the work of Porter (1985). Subsequently, other researchers

studied business process orientation (Coombs & Hull, 1996; Davenport & Short, 1990;

Grover et al., 1995; Walton, 1986). The concept of business process orientation became

widespread in the 1990s, when some managers adopted the theory to increase

performance and quality (Jurisch et al., 2014).

Organizational leaders in the 21st century realized that one means of enhancing

competitive advantage is to adopt the business process orientation concept to achieve

operational and strategic excellence (Thalmann & Brettel, 2017). The focus of business

process orientation ideology is on documenting, managing, monitoring, and improving

process and service performance for better output (Roeser & Kern, 2015). Randelovic,

Milojevic, and Radosavljevic (2018) identified process management as a factor of

business process orientation that involves documenting measurement results for feedback

and reference purposes. Business leaders use process measurement to measure the

characteristics of the process output to help identify mistakes and areas for improvement

in the process activities (Lahajnar & Rožanec, 2016). Organizational leaders adopting

business process orientation are keen on improving process efficiency and performance

by breaking down structural barriers, improving communication for solving business

issues, and increasing customer value and satisfaction (Dijkman, Lammers, & de Jong,

2016). The primary difference between business-process-orientation-driven organizations

and functionally driven organizations is that whereas functionally driven organizational

leaders focus on meeting targets, business-process-orientation-driven organizational

leaders focus on increasing customer value and meeting customers’ needs (Jalali,

Ouyang, Wohed, & Johannesson, 2017).

In the traditional functional work system, each department has different specific

duties. In contrast, in the business process orientation system, each department has a

specific service or product (Kwieciñski & Matusz-Protasiewicz, 2017). Roeser and Kern

(2015) explained that in the traditional functional work system, the inquiry of a customer

might pass through the entire organization for a solution, whereas the first point of

contact may have the solution for a similar inquiry in the business process orientation

working environment. Hernaus, Vuksic, and Štemberger (2016) noted that the managers

of a functional work system face the problems of lack of agility, lack of responsibility,

and poor concern for customer value and expected outcomes. In a process orientation

work system, high responsibility exists regarding customer value and expected outcomes,

with a sense of efficiency because each department has different sets of products and

services (Roeser & Kern, 2015).

Leaders of functionally oriented businesses focus on functional processes, such as

purchasing, sales, operations, and production; however, leaders of business process

orientation companies focus on the processes of system planning, strategic planning, and

order processing (Van Looy, De Backer, & Poels, 2014). Functional operation business

leaders organize and coordinate operational functions based organizational hierarchies

and job duties (Kwieciñski & Matusz-Protasiewicz, 2017). In a functional work system,

integration of operational functions occurs away from the actual work area, which leads

to poor integration between functions (Glykas, Valiris, Kokkinaki, & Koutsoukou, 2018).

An organizational leader using the business process orientation system organizes and

coordinates to promote interaction between functions, such as matrix organizations,

which leads to high performance in meeting targets (Glykas et al., 2018; Roeser & Kern,

2015; Van Looy et al., 2014).

Optimization in a business process orientation organization affects the entire

company, leading to increasing operational efficiency and organizational performance

(Roeser & Kern, 2015). In contrast, optimization in a functional operation work system

affects individual functions yet results in poor coordination of all organizational functions

(Kwieciñski & Matusz-Protasiewicz, 2017). Glykas et al. (2018) explained that planning

in functional operation companies involves department managers focusing on their

allocated functions and objectives with little concern for other functional departments, yet

in a business process orientation company, department managers share common goals.

Jalali et al. (2017) continued that leaders who use business process orientation as a

strategy achieve a higher level of performance in comparison to functional operation

companies.

Khosravi (2016) noted that to implement business process orientation, leaders

should regroup organizational activities to achieve rapid, increased operational

improvement and organizational performance. Other researchers have used the word

process interchangeably with value activities, indicating that firms should use the power

of modern information technology (IT) to reengineer their business process in a strategy

called business process reengineering (Davenport & Short, 1990; Khosravi, 2016).

Although business process reengineering has potential, a series of arguments has emerged

for and against it. AbdEllatif and Farhan (2017) argued that most project leaders who

operate using business process reengineering experience project failure. Adkar (2016)

confirmed that 60% to 80% of business process reengineering projects fail, resulting in

project abandonment. Ghorbanian, Ostadi, and Chaharsooghi (2015) concluded that

business process reengineering is a good theoretical approach that lacks practicality.

Lacity, Khan, and Yan (2016) contended that leaders are more effective in approaching

process orientation is in a gradual manner than in attempting complete organizational

reengineering projects. Roeser and Kern (2015) suggested that after a new structure has

been defined, the old structure should remain place and fade out gradually over a period.

Ghareeb, Ellatif, and El Bakry (2016) posited that people should prepare for an extended

period to practice the change before adopting it. Business leaders use an effective process

strategy to promote performance through process improvement (Capodaglio & Callegari,

2018).

Since 1990, business process orientation and business process management have

become topics for researchers and business leaders to understand how to increase

business performance through process efficiency and improvement (Khosravi, 2016).

Although it is widespread in use, no single definition exists for business process

orientation (Musa, Othman, & Al-Rahimi, 2013). Daveport and Short (1990) and

Movahedi, Miri-Lavassani, and Kumar (2016) described business process orientation as

the input that initiates the process and the output as the result of the process. Hussein et

al. (2014) and Llewellyn and Armistead (2000) explained that business process

orientation is a set of interrelated activities. Mekonnen and Naod (2017) defined business

process orientation as the concept that leaders use to focus on the value of the customers

as well as the stakeholders of a business. Tobias and Eva-Maria (2015) concluded that

business process orientation is a horizontal sequence of activities that transforms an input

(need) to an output (result) to meet the needs of customers and stakeholders. Researchers

have used several themes or phrases to qualify business process management (Alotaibi,

2016; Faisal & Zillur, 2015; Sanders Jones & Linderman, 2014; Vesna, Vugec, & Lovrić,

2017). Alotaibi (2016) and Vesna, Vugec, and Lovrić (2017) used the theme of strategic

management process to explain business process orientation. Other scholars have used

the phrases operational delivery processes and supportive administrative processes to

describe business process orientation (Faisal & Zillur, 2015; Sanders Jones & Linderman,

2014).

Elements of Business Process Orientation

Gartner (2010) conducted a study with chief information officers on the

effectiveness and significance of business process orientation. Gartner identified that

despite the effectiveness and significance of business process orientation, the process-

centered organizational leader faces pressure to deliver results because of increased

expectations from consumers and stakeholders. Researchers should identify a framework

of business process management that applies to the organization’s project and program

management, vendor management, complexity management, standard management, and

strategic management (Gartner, 2010; Rosemann & vom Brocke, 2015).

Researchers have used a variety of approaches to study business process

orientation that have resulted in the emergence of a set of well-defined elements that

constitute a holistic understanding and application of business process management

(Mens & Ravesteyn, 2016; Rosemann & vom Brocke, 2015; Schmiedel, vom Brocke, &

Recker, 2015). Rosemann and vom Brocke (2015) identified six core elements of

business process management that process-centered organizational leaders should focus

on for a successful business process orientation culture. The six core elements of business

process orientation are strategic alignment, governance, methods, IT, people, and culture

(Rosemann & vom Brocke, 2015; Van Looy et al., 2014).

Strategic alignment is the relationship and link between organizational processes

and organizational priorities to foster continuous and effective enterprise performance

(Mens & Ravesteyn, 2016). Business process orientation should align with the

organizational strategy for leaders to manage, measure, design, and execute

organizational priorities at different operational levels (Rosemann & vom Brocke, 2015).

The affected areas of capability include process improvement planning, strategy and

process capability linkage, enterprise process architecture, process measures, customers,

and stakeholders (Van Looy et al., 2014).

Organizational governance under the business process orientation approach

depicts appropriate accountability and transparency of functions, roles, and

responsibilities (Trkman, 2013). Operations, projects, accounts, or portfolios are subject

to adequate accountability and transparency at all levels of operation (Van Looy et al.,

2014). Governance under business process orientation also extends to motivation,

decision making, and reward to guide process action (Schmiedel et al., 2015). The

capability areas of governance include process management decision making, process

roles and responsibilities, process metrics linkages, process-related standards, and process

management compliance (Trkman, 2013).

Methods under business process orientation are the sets of tools and techniques

that leaders and managers use to improve effectiveness, quality, and efficiency of

activities related to products’ life cycle (De Bruin & Doebeli, 2015). Leaders use tools

that emerged from the concept of business process orientation, such as Six Sigma, to

improve product quality and the product life cycle (De Bruin & Doebeli, 2015;

Rosemann & vom Brocke, 2015). The capability areas include process design and

modeling, process implementation and execution, process monitoring and control,

process improvement and innovation, and process program and project management (Van

Looy et al., 2014).

IT is a significant element of business process management (Rosemann & vom

Brocke, 2015). IT within business process management involves software applications,

hardware, and information systems integrated into business process orientation for

leaders to use in support of all process activities of a product’s life cycle (Mens &

Ravesteyn, 2016). Leaders use IT, in relation to business process orientation, to focus on

the specific need of each product life cycle from the viewpoint of customization,

appropriateness of automated process, and solution (Mens & Ravesteyn, 2016). The

capability areas of IT within business process orientation include process design and

modeling, process implementation and execution, process monitoring and control,

process improvement and innovation, and process program and project management

(Rosemann & Vom Brocke, 2015).

People are another vital element of business process management, in that human

labor and resources, including skills, knowledge, and abilities as a team or individuals,

constitute a needed resource for leaders to enhance process management activities for

increased organizational performance (Trkman, 2013). People capture the capabilities

that reflect human capital and development of human capital, such as employee

development, training, and collaboration (De Bruin & Doebeli, 2015). Tang, Dawal, and

Olugu (2018) noted that effective training programs result in increased performance,

specialization, and job satisfaction. Employee training increases employee engagement

and improves the safety culture and operational performance in the oil and gas industry

(Hamid, Javed, Sarfraz, & Iltaf, 2018). The capabilities area of business process

orientation under the element of people includes process skill and expertise, process

management and knowledge, process education, process collaboration, and process

management leadership (Rosemann & vom Brocke, 2015).

Culture, as related to business process orientation, is the collective beliefs and

values incorporated by the process-centered organization (De Bruin & Doebeli, 2015).

The culture of the business significantly affects the success of the process-centered

organization (De Bruin & Doebeli, 2015). Business leaders use the culture to facilitate an

environment that complements business process orientation initiatives and systems to

enhance the longevity and commitment to the business process orientation ideology

(Chopra & Meindl, 2016; Rosemann & vom Brocke, 2015). The capability area of culture

includes responsiveness to process change, values, beliefs, attitudes, behaviors,

leadership attention to process, and process management social network (Trkman, 2013).

Business Process Orientation and Supply Chain Management

Researchers defined supply chain management (SCM) as the management of the

inflow and outflow of materials and personnel (Badenhorst-Weiss, Biljon, & Ambe,

2017). Other researchers defined SCM as a strategic system (Davenport & Short, 1990;

Khosravi, 2016; Mekonnen & Naod, 2017; Rokou & Kirytopoulos, 2014). In essence,

some organization leaders shifted from recognizing the supply chain as a departmental

activity to the concentration of supply chain capabilities to ensure efficiency and

performance (De Villiers, Nieman, & Niemann, 2017). Therefore, such organizational

leaders provide essential management resources in the internal process and within their

partners to develop the supply chain capabilities (Badenhorst-Weiss et al., 2017). Hence,

a need exists to focus on the supply chain process functions characterized by the detailed

and specific attention to value creation, customer satisfaction, continuous improvement

relationship, collaboration, and quality performance (Chopra & Meindl, 2016). Business

leaders implement business process orientation to focus on improving organizational

performance, customer satisfaction, and safety consciousness (Kasim, Haračić, & Haračić

2018). Researchers explained that value creation, customer satisfaction, continuous

improvement, relationships, collaboration, and quality performance are key elements of

the process function of SCM to ensure organizational performance (Aitken, Stephenson,

& Brinkworth, 2014; Badenhorst-Weiss et al., 2017; Chopra & Meindl, 2016; De Villiers

et al., 2017). Organizational leaders who developed the internal and external process

functions capabilities are in a better situation to lower the cost of production and increase

process efficiency (Aitken et al., 2014).

Concerning business process orientation, SCM, and supply chain collaboration,

researchers suggested that business process management and SCM are important for

improving the performance and competitiveness of an organization (Aitken et al., 2015;

Chopra & Meindl, 2016). Liao, Hu, and Ding (2017) described collaboration as a joint

initiative by autonomous organizational leaders engaging in strategic planning to enhance

operational performance, and reduce the cost of inventory, distribution, and

transportation. Rokou and Kirytopoulos (2014) expressed that organizational leaders who

focus on business process orientation practices have an enhanced ability to support

collaborative in conjunction with the supply chain partners. Supply chain leaders use a

collaboration process to ensure effective product delivery operation, thereby reducing

delivery inefficiencies, the large cost of overruns, delays, and the delivery of undamaged

products (Ding, Huang, & Tang, 2018; Leon, Ahiaga-Dagbui, Fleming, & Laing, 2017).

Green and Jackson (2015) noted the benefits of using business process orientation in the

oil and gas sector to improve supply chain functions. A significant positive relationship

exists between the internal SCM resources and process management resources, which in

turn positively affects the supply chain process and execution (Christin Jurisch et al.,

2014; Rokou & Kirytopoulos, 2014). Some researchers argued about the lack of adequate

empirical research that categorically links capabilities of business process orientation and

SCM (Pradabwong, Braziotis, Pawar, & Tannock, 2015; Ramanathan & Gunasekaran,

2014). Fahimnia, Tangb, Davarzanic, and Sarkis (2015) concurred that a need exists to

test for the link between intraorganization development and supply chain collaborative to

understand the benefits the two concepts may bring to an organization. However, Ponis et

al. (2015) carried out a study to test the interrelationship between SCM and business

process orientation. The research by Ponis et al. indicated an evidential interrelationship

between SCM and business process orientation.

Total Quality Management

Total quality management (TQM) is one of the strategies that organizational

leaders use to ensure quality and to gain a competitive advantage (Tan, Phuah, Phuah, &

Tan, 2014). Research on TQM gained attraction since 2008 because of the practical

nature and acceptance in the business world (Song, Turson, Ganguly, & Yu, 2017).

Despite the popularity and usage of the TQM approach, researchers have difficulty on a

uniform definition for the approach (Zeng, Phan, & Matsui, 2014). Rahman and Talib

(2015) defined TQM as the systematic approach for promoting organizational

performance. Zeng et al. (2014) defined TQM as a holistic management philosophy

leaders use to seek continuous improvement in all functions of an organization. TQM is a

multidimensional and multidivisional construct as scholars integrate the idea into various

business and management activity (Yu et al., 2013). Researchers studied the integration

of TQM into the supply chain, discovering that the adoption of TQM in supply chain

management promotes process quality and increased organizational performance

(Rahman & Talib, 2015; Yu et al., 2013; Zeng et al., 2014).

TQM is a holistic management approach that leaders use to help focus on meeting

customers’ requirements, service quality, and performance (Talib, Ali, & Idris, 2014).

TQM philosophy involves employee engagement and enhancement of internal and

external capabilities to promote continuous improvement (Zeng et al., 2014). García-

Bernal and García-Casarejos (2014) and Song et al. (2017) described TQM as a science-

based approach that leaders use for training of all employees of the organization about the

functionality of their jobs, processes, and systems in a scientific method. García-Bernal

and Ramírez-Alesón (2015) explained that TQM is a comprehensive management

approach that business leaders use as a source of technological innovation to bring about

an increase in productivity and financial performance. Calabrese and Corbò (2015)

described TQM as an approach leaders use for improving the effectiveness, flexibility,

and performance of an organization, meeting customer requirements, and organizing and

involving every department in the process. TQM is the integrated approach that leaders

use to emphasize quality management principles, tools, and techniques for efficiency and

continuous improvement to achieve customer satisfaction (Aquilani, Silvestri, Ruggieri,

& Gatti, 2017).

Researchers conducted many types of studies to explore or examine the link and

relationship between TQM and organizational performance (Kaynak & Darling, 2013).

Scholars use different performance parameters, including financial, operational, and

quality performance, to examine the effectiveness of TQM (Chardine-Baumann

& Botta-Genoulaz, 2014). However, some researchers found that the effect of TQM on

the different performance parameters remained inconsistent (Aquilani et al., 2017). Other

scholars established that a significant relationship exists between TQM and

organizational performance (Chardine-Baumann & Botta-Genoulaz, 2014; Kaynak &

Darling, 2013; Tan et al., 2014).

Quality is the primary determinant to gain an advantage in the competitive

business environment (Akhter, 2014). Quality performance and quality management have

become a priority for the global business leaders to gain a competitive advantage

(Calabrese & Corbò, 2015). Kaynak and Darling (2013) identified some key indicators of

quality performance to include service quality, product quality, increased productivity,

efficient product delivery, and undamaged product delivery to customers (García-Bernal

& García-Casarejos, 2015). Akhter (2014) identified employee involvement as a crucial

activity in TQM because employee involvement allows the engineering of the human

aspect of the quality system. Also, customer value creation, customer focus, and process

management are equal components of TQM and business process management (Kaynak

& Darling, 2013; Tan et al., 2014). Arunachalam et al. (2017) proclaimed that the

implementation of quality performance strategies in TQM must meet the customers’

requirements.

Another area of concentration of TQM is process management that involves every

internal and external input and output of production and service operation (Akhter, 2014).

For example, to ensure quality oil and gas products, engineers conduct inspection for the

removal of contaminates and dissolved organic matter within oil and gas (Agarwal, Koch,

Sridhar, & Al-Hashem, 2018; Riley, Ahoor, Regnery, & Cath, 2018). Researchers

indicated that leaders use process management to promote production, distribution and

delivery of quality products, and customer service (Calabrese & Corbò, 2015). Yu et al.

(2013) showed that a significant and positive relationship existed between process

management on product quality and customer satisfaction.

Scholars in the academic community argued about the similarities and differences

in business process orientation and TQM. Aquilani et al. (2017) reported that no

significant relationship exists between continual improvement and quality performance.

Alternatively, Patil and Wongsurawat (2015) identified that a significant relationship

exists between IT integration, quality data analysis, and TQM. However, the components

of business process orientation include integration of IT and statistical analysis (Lacity &

Willcocks, 2014; Patil & Wongsurawat, 2015). Spasojevic

Brkic and Tomic (2016)

confirmed the existence of a significant relationship between process improvement,

quality management, and organizational performance. A strong positive correlation exists

between process management and TQM (Calvo-Mora, 2015; Can Kutlu & Kadaifci,

2014; Spasojevic

Brkic & Tomic, 2016).

Total quality management and logistics service. Chiarini and Vagnoni (2017)

noted the application of the principles of TQM by supply chain leaders leads to improved

logistics service. The fundamental elements of TQM, which include customer value

creation, employee involvement, process orientation, and quality service, are all essential

for the effective and enhanced performance of the supply chain and logistics service

(Benton 2014; Fu, Chou, Chen, & Wang, 2015; Munir Ahmad & Elhuni, 2014). Leaders

who adopt TQM principles into the supply chain and logistics operations promote

effectiveness and social recognition (Kumar, 2014).

Leaders apply the philosophy of TQM to logistics service to bring about customer

satisfaction through efficiency and the delivery of undamaged products and services

(Hietschold, Reinhardt, & Gurtner, 2014; Zimon, 2016). Logistics efficiency through

TQM also affects the low cost of logistics activities with increased quality performance

(Calvo-Mora et al., 2015). Furthermore, Psomas and Jaca (2016) explained business

leaders who integrate TQM into logistics and supply chain activities allow the use of

modern quality management instruments, as well as the integration of individual supply

chain functions to improve the competitiveness of the organization. Zimon (2016) also

expressed supply chain leaders who integrate the TQM philosophy into logistics

operations promote employee involvement. Quality management and process of service

are decisive and crucial factors for customer value creation and customer satisfaction

(Kopecki, Bakunowicz, & Lis, 2016). Regardless of the initial quality of the product, the

transportation and handling process of the product affects the overall quality of the

product and affects the perception and satisfaction of the customers (Bellah, Zelbst, &

Green, 2013).

Customer value and continuous improvement are emergent elements from the

concept of TQM (Calvo-Mora et al., 2015). Customers derive value from the use of

products because of effective logistics processes and services (Calvo-Mora et al., 2015).

Furthermore, business leaders promote the development of the company regarding the

principle of sustainable partnerships through integrating TQM into their logistics services

(Titov et al., 2015). Prajogo, Oke, and Olhager (2016) examined the relationship

between supply chain collaboration and the application of TQM principles.

Prajogo et al. discovered strengthened relationships between corporate leaders

who apply the approach of TQM and their suppliers because of the mutual learning

process. Zimon (2017) confirmed a positive relationship exists between logistics

operations, quality management, and organizational performance. Leaders apply TQM

principles to logistics services to promote the smooth functioning of logistics

infrastructures (Danyen & Callychurn, 2015; Zsidisin & Ritchie, 2008). Organizational

leaders could improve internal quality and capabilities by investing in TQM programs

(Bellah et al., 2013).

The outbound and inbound logistics are aspects of supply chain management

prone to quality and efficiency fluctuations (Tan et al., 2014). Therefore, the application

of TQM and ideology can improve logistics processes through staff commitment and

involvement, a focus on the customers, effective and longterm collaboration, and

continuous process improvement. Effective quality logistics service is possible through

the application and integration of TQM to logistics operations (Othman, Kaliani

Sundram, Mohamed Sayuti, & Shamsul Bahrin, 2016). Allen (2017) noted the effective

implementation of quality management practices is an essential element of the logistics

strategy of leaders in the oil and gas industry.

Total quality management, service, and process improvement. Organizational

leaders became more customer-centric to meet the ever increasing customer demands and

attain customer satisfaction because of operating in a competitive global business

environment (Chang, 2016). The 2008 financial recession, rapid economic change, and

changing customer expectations caused pressure on business leaders to deliver service

with superior quality, low cost, and in alignment with meeting customer expectations

(Brown, 2013). Product and service quality emerged as a crucial business strategy that

brings about the adoption of concepts, such as TQM and business process management

(Calvo-Mora et al., 2015; Dima, Grabara, & Modrak, 2014).

Organizational leaders recognized the value of integrating the philosophy of TQM

into their quality management process to improve operational effectiveness

(Brandenburg, Govindan, Sarkis, & Seuring, 2013; Psomas & Jaca, 2016). Consequently,

the adoption of TQM at all level of operations has become a good source for

organizational leaders to achieve a competitive advantage (Bellah et al., 2013; Titov et

al., 2015). Business leaders who adopt the TQM philosophy accelerate the quality of their

logistics operations to meet customer expectations (Fu et al., 2015). To address the issues

of quality and cost, and to achieve customer satisfaction, organizational leaders allocated

substantial efforts and resources for the adoption and implementation of TQM (Brkic,

Dondur, Klarin, & Golubovic, 2016; Faisal & Talib, 2016).

The concept of the TQM evolved through four main levels namely (a) quality

inspection, (b) quality control, (c) quality assurance, and (d) TQM (Zimon, 2017). In the

21st century, the approach of TQM is a comprehensive concept in which business leaders

combine the business ideas and practices of the Western and Eastern global regions to

facilitate the three core areas of management, which are process management, human

resources management, and strategic management (Chang, 2016; Titov et al., 2015;

Zimon, 2017).

Effective implementation of TQM practices by business leaders improves service

quality and extends to process improvement in an efficient and cost effective manner

(Titov et al., 2015). Researchers revealed that leaders in the service industry implemented

TQM to boost process improvement, which resulted in quality improvement, integrity

assessment, compliance to regulatory and organizational performance (Dellana & Kros,

2014; Iqbal, Waheed, Tesfamariam, & Sadiq, 2018; Luczak & Wolniak, 2016).

Researchers identified that the application of TQM by business leaders is a beneficial

strategy for process improvement in the operational performance, financial performance,

employee involvement, and customer satisfaction (Choudhry et al., 2014; Zimon, 2017).

Calabrese and Corbò (2015) identified a significant deficiency in the application of TQM

in the service sector. Prajogo et al. (2016) agreed that a lag exists in the implementation

of TQM practices in the service sector compared to the manufacturing industry. Although

the successful implementation of TQM in manufacturing companies brought about an

increase in quality, process improvement, and organization performance, leaders in

service organizations still need to perfect the tactical and strategic implementation of

TQM to gain a competitive advantage (International Monetary Fund [IMF], 2016; IMF,

2017; Zimon, 2017). Since 1990, tremendous growth occurred in the service sector

around the globe (IMF, 2016). In 2016, the service sector contributed 69.046% to the

world gross domestic product (GDP) compared to 64% in 2000 and 58% in 1995 (IMF,

2016). Most countries experienced more growth in the service sector in the 2000s than in

the 1990s (Chang, 2016; Zimon, 2017). Othman et al. (2016) advised that global

organizational leaders must take advantage of the growth of the service industry through

adopting quality management strategies to achieve a competitive advantage. The rising

and fluctuating cost of essential products, such as energy and building materials, is

another reason why service company leaders should adopt TQM to facilitate high quality

coupled with low service cost to their customers (Chiarini & Vagnoni, 2017; Lacity &

Willcocks, 2014).

Business scholars conducted studies to examine what constitutes TQM,

challenges of TQM, and critical factors for successful implementation of TQM (Christin

Jurisch et al., 2014; Mellat-Parast & Spillan, 2014). However, different researchers

offered a variety of opinions regarding the critical success factors of TQM (Hayati

Habibah, Mohd Ali, & Idris, 2014; Movahedi et al., 2016). Ahmed and Yusof (2016)

defined critical success factors as concepts leaders use to promote increased

competitiveness. Antony and Douglas (2015) identified eight critical success factors for

both service and manufacturing organization to include the role of management, quality,

leadership policy, the role of quality department, training, product or service design,

supplier quality management, process management, quality data and reporting, and

employee relations. Matsoso and Benedict (2015) identified eight critical success factors

of TQM for the service industry to include customer focus, management support,

employee involvement, employee empowerment, employee training, process

improvement, service design, quality improvement reward, benchmarking, and

organizational clinginess. Mellat-Parast and Spillan (2014) suggested additional critical

success factors, such as human resources management, design and management of

processes, management commitment and visionary leadership, information analysis,

benchmarking, continuous improvement, employee satisfaction, and customer

satisfaction. Some supply chain managers use inspections, maintenance, and monitoring

to facilitate quality logistics operations (Naevestad, Hesjevoll, & Phillips, 2018)

Logistics Performance and Challenges

Logistics performance has become the center of competitiveness for both local

and international organizations as well as for global economic growth (Kamukama,

Tumwine, Opiso, & Korutaro Nkundabanyanga, 2014). Supply chain leaders in the oil

and gas industry face significant logistics challenges regarding the assurance of the safe

delivery of products to the customer (Klass & Meinhardt, 2014). Supply chain leaders

classify logistics capabilities as one of the pillars of organizational performance and

economic development (Dubey, Singh, & Gupta, 2015). Business leaders and

policymakers identified the need to enforce and enhance sustainable logistics

infrastructures and capabilities in developed countries, while the developing and

underdeveloped countries’ business leaders strive to implement policies to foster logistics

performance domestically and internationally (De Villiers et al., 2017). Efficient and

effective logistics connects organizations to the domestic and international markets

through supply chain networks (Fernie & Sparks, 2014). Organizations identified as low

logistics performance companies incur a higher cost because of transportation cost and

unreliable supply chain networks; however, organizations with high logistics

performance rankings enjoy low cost and competitive advantage (Khan et al., 2017;

McIvor, 2016).

Jhawar, Garg, and Khera (2017) suggested that logistics performance depends on

the firm’s strategy, culture, and capabilities. In contrast, Arvis et al. (2016) explained that

logistics performance depends on the environmental infrastructure, such as the road and

rail system. Arvis et al. continued that developed countries enjoy higher quality logistics

service than the underdeveloped countries because of the better road network and reliable

railways system. However, a clear distinction exists between infrastructure and the

quality of logistics service (Bensassi et al., 2015). Jhawar et al. (2017) noted quality

logistics service remains achievable regardless of the availability or quality of a country

or region’s infrastructure.

Researchers agreed on the prominent need for effective logistics management to

increase organizational performance (Burlando, Cristea, & Lee, 2015; Zawawi, Wahab,

& Al Mamun, 2017). The growth in the e-commerce market has also been a driving

factor for the prominent role of logistics in organizations (Zawawi et al., 2017). Logistics

management is a catalyst for the development of industrialization of many countries, such

as Germany, China, United Kingdom, and Netherlands (Kamukama et al., 2014). Global

organizational leaders invest significant resources in enhancing logistics operations for

sustainable global competitiveness in the international trade. Martí, Martín, and Puertas

(2017) identified many emerging e-businesses and traditional businesses struggle because

of neglect of the logistics management. Logistics management includes transportation of

goods, movement of documents, financing, distribution, and delivery of goods (Hübner,

Kuhn, & Wollenburg, 2016; Jhawar et al., 2017).

The logistics market is a service market that spans from the point of raw materials

extraction, production, storage, distribution, delivery, and aftersales service (Kazimírová,

Busa, & Puskás, 2015). The logistics sector of most developed countries, such as United

States, Germany, China, and the United Kingdom, operates nonstop because their

economies rely on the logistics sector (Jazairy, Lenhardt, & von Haartman, 2017).

Business leaders rely on effective logistics for operational efficiency and organizational

success (Martí et al., 2017; McIvor, 2016). In the United Kingdom, the logistics sector

contributes over $90 billion gross value added to the economy (Office of National

Statistics, 2017). Millions of people enjoy gainful employment in the logistics section,

with over 2.2 million individuals in the United Kingdom (Albino, Berardi, & Dangelico,

2014).

Zinn and Goldsby (2017) described the supply chain as sets of operations directly

involved in the upstream and downstream flow of commodities, service, finance,

documents, and information from the extraction point to final usage by consumers.

Logistics is an integral component of supply chain management (Dubey et al., 2013). The

Council of Supply Chain Management Professionals (2014) noted that logistics

management is an element of the supply chain defined by efficient and effective

planning, implementing, storage, distribution, and delivery of goods, services, and

information from extraction point to consumption point to achieve customer satisfaction.

Researchers identified logistics as the most expensive element of the supply chain in the

domestic and international trade arena (Parola, Satta, & Panayides, 2015).

In the academic world, scholars defined logistics as the systematic flow of goods

and services from the origin to the end user (Dubey et al., 2013; Jazairy et al., 2017;

Martí et al., 2017). The term logistics first emerge from a military context (Karagöz &

Akgün, 2015). The European Committee for Standardization defined logistics as the

systematic approach for the planning, execution, and control that involves movement and

placement of people and goods, and other supportive activities related to such movement

within a system to achieve specific objectives (Wang, Jie, & Abareshi, 2015). Gleissner

and Femerling (2013) described the purpose of logistics is to plan, organize, coordinate,

and implement the bridging of distance and time within a system; defining system as a

dynamic unit of interconnected elements connected for a specific purpose.

Business leaders use the primary functions of logistics in production and

distribution of goods; however, the functions of logistics changed since the mid-1950s

(Leonczuk, 2016). Since the 1960s, the function of logistics significantly increased from

a unidimensional operational support system to a multidimensional operational and

process support system leaders use for value creation and the optimization of economic

activities (Kazimírová et al., 2015). Yu et al. (2013) identified characteristics of effective

logistics functions to include customer focus, cost benefit, efficiency, product value,

quality, and placement. The widened scope of logistics comprises a series of activities

including transportation (Fernie & Sparks, 2014). Supply chain managers use logistics

functions to add value to the goods and service delivered to customers (Gleissner &

Femerling, 2013). Douglas (2015) explained that business managers recognize logistics

as a performance component that is relevant for business competitiveness and increased

organizational performance.

A logistics service system consists of different components ranging from order

processing, storage and warehousing, and transportation (Marchesini & Alcântara, 2016).

Supply chain managers use each component of logistics to support the information and

other services needed for the effective logistics operation (Brekalo, Albers, & Delfmann,

2013). An order process is a significant component of logistics service (Sakai,

Kawamura, & Hyodo, 2017). Order processing involves processing and monitoring the

order from origination to final delivery (Kamukama et al., 2014). Order processing also

includes reverse logistics, processing of shipping documents, and processing packing

slips and invoices (Sakai et al., 2017). Logistics experts make extensive use of storage

and warehousing within the supply chain (Amaral & Aghezzaf, 2015). Transportation is

the logistics component that supply chain managers use to bridge the distance between

storage and the final customer (Marchesini & Alcântara, 2016; Puertas, Martí, & García,

2014).

Logistics performance. Chow, Heaver, Henriksson (1994) indicated the

difficulty in defining logistics performance because of how different organizational

leaders measure performance. Logistics performance is a subset of the larger

organizational performance framework (Yang, 2015). Some researchers used

organizational efficiency and effectiveness as the measure of performance (Arvis et al.,

2014; Puertas et al., 2014). Yang (2015) noted that many organizational leaders measure

efficiency, effectiveness, quality, productivity, quality of work life, innovation, and

profitability as the means to measure performance. Vaisová (2017) suggested that a

relationship exists between logistics management and customer value creation; therefore,

defining logistics performance occurs through measuring customer satisfaction. Vaisová

further identified that other factors aside customer satisfaction may also constitute the

definition of logistics performance. A definition of logistics performance is when

organizational leaders meet the set goals which may include cost efficiency, sales growth,

profitability, keeping promises, working conditions, social responsibility, fair pricing,

customer satisfaction, on-time delivery, flexibility, product availability, and safe delivery

(Marti et al., 2017; Martí & Puertas, 2017; Sahu et al., 2017; Vaisová, 2017).

Sahu et al. (2017) argued that logistics performance is a multidimensional

concept. Zhang, Linderman, and Schroeder (2014) noted organizational leaders measure

logistics performance by employee satisfaction, customer satisfaction, and the company’s

rate of return. Kromer and Overbeck (2014) identified performance measures, such as net

income and return on investment, are useful means of measuring logistics performance

regarding profitability if the organization categorizes logistics as a profit center. Yang

(2015) attested that profitability is an effective measurement of logistics performance.

However, Zhang et al. (2014) argued that using accounting elements to measure logistics

performance is good in the short run, but may not be sufficient for a long-term gauge.

Bühler, Wallenburg, and Wieland (2016) indicated that accounting data might not be

comparable between organizations as firms use different accounting practices and

procedures. Takele and Reddy (2017) suggested that accounting firms classify financial

data as confidential, which may lead to reluctance in releasing the financial data on the

performance measurement’s purpose.

A common measure used for measuring logistics performance is the input-output

ratio commonly known as productivity and performance indicator (Karagöz & Akgün,

2015). Business leaders and academicians claim the input-output ratio as a useful means

of measuring logistics performance (Brekalo et al., 2013). Logistics experts use the input-

output ratio to measure productivity factors in the supply chain, such as the rate and

number of shipments per vehicle mile (Karagöz & Akgün, 2015).

Another measuring tool used for measuring logistics performance is the order

cycle or lead-time variability (Gleissner & Femerling, 2013). One common issue in

identifying a perfect means of measuring logistics performances is the difficulty in

measuring customer satisfaction (Douglas, 2015). The difficulty in capturing customer

satisfaction is the primary reason why logistics performance remains difficult to measure

(Jhawar et al., 2017). Mittal et al. (2017) suggested that to understand customer

satisfaction, a need exists to combine the hard and soft means of measuring logistics

performance because customer satisfaction is the optimum indicator of effective logistics

performance.

Despite the difficulty in identifying the best way to measure logistics

performance, researchers indicated a significant relationship exists between logistics

performance and organizational performance (Sahu et al., 2017). Sari and Yanginlar

(2015), in their research to test the relationship between green logistics performance and

organizational performance, found that logistics performance directly relates to

organizational performance. Leuschner, Carter, Goldsby, and Rogers (2014) analyzed the

effect of logistics on organizational performance and discovered the existence of a

positive, significant relationship between logistics performance and organizational

performance.

Logistics performance challenges. Despite the potential benefit of implementing

logistics management practices, leaders of supply chains face challenges (Sahu et al.,

2017). A need exists for organizational leaders to realize the productivity, performance,

and service enhancements that result from implementing effective logistics practices

(Brekalo & Albers, 2016). Logistics performance management is about the seven Rs of

logistics, which are getting the right product to the right customer, in the right quantity, in

the right condition, at the right place, at the right time, and at the right amount (Coyle,

Thomchick, & Ruamsook, 2015). Logistics performance management covers a wide

range of logistics processes that includes inbound and outbound transportation, fleet

management, warehousing, inventory management, material handling, order fulfillment,

supply and demand planning, third-party logistics management, and logistics network

management (Brekalo et al., 2013).

Gleissner and Femerling (2013) described that business leaders use logistics

performance management to promote effectiveness and efficiency in the logistics

operation by identifying performance metrics and variables to improve organizational

performance. Ivan Su, Cui, and Hertz (2017) argued that challenges in logistics

performance management vary according to the size of the business, the environment of

the operation, and the available infrastructure in the region. Regardless of type of

business, location of the business, or availability of suitable infrastructure, three common

challenges for effective logistics performance exists: (a) ineffective strategy, (b) unclear

definition of performance metrics, and (c) lack of technology (Ahi & Searcy, 2013; Sari

& Yanginlar, 2015).

Ineffective strategy. The lack of a proficient and accurate logistics performance

strategy is a crucial challenge to effective and efficient logistics operations (Sari &

Yanginlar, 2015). Bakar, Azlan, Jaafar, Faisol, and Muhammad (2014) noted that some

organizational leaders set a performance goal, but fail to attain the goal because of an

ineffective logistics strategy. To ensure superior logistics performance, business leaders

must ensure a proper layout of logistics performance processes (Zimon, 2017).

The Center for Transportation and Logistics (CTL) indicated that effective

logistics performance management depends on the consistent flow of events that includes

measurement, decision-making, and action (CTL, 2014). Once a proper logistics strategy

is in place, supply chain and logistics leaders should identify deficient areas, set goals to

mitigate the issues, and set processes to take action (Sahu et al., 2017). Business leaders

use business process management applications to ensure accuracy and improvement in

logistics processes (Leuschner et al., 2014). For example, issues with product damage at

delivery could be because of poor packaging strategy, labeling issues, or negligence on

the part of the transporter (Jafari, 2015). The integration of business process management

in logistics performance management would allow supply chain leaders to measure the

causes, set new goals for product delivery improvement, and set process functions which

may include training of transport drivers, safe packaging, and accurate labeling measures

(Singh, Singh, Antle, Topper, & Grewal, 2014).

Ambiguous definitions of performance metrics is another challenge that supply

chain leaders face in implementing a logistics strategy (Hwang, Myung, & Sun, 2017).

Although many performance metrics exist, leaders use each metric to provide a different

view of the logistics operation (Dörnhöfer & Günthner, 2017). Prioritizing and properly

defining the metric becomes vital for effective and efficient logistics operation (Hwang et

al., 2017). Ashenbaum and Maltz (2017) encouraged supply chain leaders to use metrics

that align with the logistics and the organizational strategy. Dubey, Singh, and Gupta

(2015) outlined some characteristics of logistics performance metrics, including easy to

understand, easy to define, quantitative in nature, relevant and aligned with performance,

motivational, and easy for data collection, analysis, and interpretation. Kamukama et al.

(2014) identified three basic logistics performance metrics to include time of delivery,

cost of delivery, and quality of delivery. Other logistics performance metrics may include

total order per period, shipment per hour, customer service components, service

reliability (Dubey et al., 2015). Dubey et al. emphasized the importance for an

organizational leader to understand and choose which logistics performance metrics

would accurately reflect the set goals and desired performance level. However, firms may

not achieve customer satisfaction, cost reduction, increased shareholders value, and

improved organizational performance if accurate performance metrics are not well-

defined (Kamukama et al., 2014). In the absence of defined performance metrics

regarding logistics, implementing an effective logistics strategy is not possible

(Kamukama et al., 2014).

Lack of technology. Some organizational leaders face challenges regarding the

lack of technology within the supply chain infrastructure (Ahi & Searcy, 2013). Supply

chain leaders struggle to keep pace with the rapid change and development in information

and communication technology (Lin et al., 2014). Business leaders need an effective IT

infrastructure to support their logistics operations (Coyle et al., 2015). Patil and

Wongsurawat (2015) indicated that organizational leaders struggle to integrate existing

technologies with newly introduced technology. As a result, some leaders deem a

complete change of IT infrastructure as the only viable option, which adds significant

costs to the supply chain operation (Coyle et al., 2015; Patil & Wongsurawat, 2015).

Although large companies might have adequate capital to afford new technologies and

customized logistics systems, small business leaders tend to suffer because of a lack of

technology (Wiengarten, Pagell, Ahmed, & Gimenez, 2014). IT has a significant effect

on logistics performance (Karagöz & Akgün, 2015; Lin & Lin, 2014). In the absence of

up-to-date IT within the supply chain, business performance diminishes (Lin & Lin,

2014).

Impact of Information Technology on Logistics Performance Management

As the global community became more interdependent and interconnected,

leaders of the supply chain and logistics industry sought strategies in IT to bridge the

gap(s) between the flow of information, goods, and services to enhance an effective

supply chain network (Lin, Choy, Ho, Chung, & Lam, 2014). Furthermore, researchers

investigated the benefit of IT in logistics operations, concluding that the integration of

technology into the logistics functions fosters efficiency of logistics processes and

promotes the utilization of supply chain resources while reducing operational costs

(Krstic & Kahrovic, 2015). Leaders must integrate IT and other related technologies into

the business operation to attain a sustainable competitive advantage (Lin et al., 2014).

The application of information communication technology alongside other new

technologies becomes a critical factor for logistics companies. Gunasekaran,

Subramanian, and Papadopoulos (2017) emphasized that through the integration of

informatics into logistics management practices, supply chain leaders could better

coordinate and synchronize the upstream and downstream logistics operation. Lin et al.

(2014) described that the benefits of IT in logistics management include improved

efficiency, cost reduction, service quality, flexibility, and customer satisfaction. Business

leaders use the application of IT to business operation to promote efficiency and increase

productivity (Quwaider & Jararweh, 2016).

Karagöz and Akgün (2015) explained that IT capabilities have a significant effect

on logistics capabilities and the performance of logistics providers. Supply chain leaders

use IT to improve their capabilities in the creation of technical and market knowledge to

facilitate internal and external information flow (Zhao et al., 2009). Because of the

activities in logistics operations, such as customer service, order processing, inventory

management, transportation, distribution, warehouse management, packaging, production

planning, purchasing, and procurement, the requirement for a high rate of information

and communication flow exists (Karagöz & Akgün, 2015). Pinzariu (2014) discovered

that IT has a significant effect on financial performance and logistics performance.

According to Zhou and Wang (2016), in a turbulent and competitive market, IT is a

crucial variable for differentiation of logistics services, and a catalyst for mitigating

failure in the supply chain management. Karagöz and Akgün (2015) concluded that

technological innovation and logistics capabilities positively relate to the use of IT

facilitates logistics performance by improving delivery performance, service quality, and

cost reduction.

Supply chain leaders use IT to create an avenue for electronic commerce,

transactions with suppliers, inventory management, real-time tracking of shipments, order

placement, and the exchange of payments through the Internet (Zhou & Wang, 2016).

Prokopovic, Prokopovic, and Jelic (2016) divided IT into two segments: (a) externally

focused application, and (b) internally focused application. Prokopovic et al. defined the

internal applications to include firm-level planning systems for improved internal

efficiencies, order management, and logistics operations. The external applications

include information sharing technologies, supply chain visibility, and linking suppliers to

customers (Prokopovic et al., 2016). Lin et al. (2014) described that supply chain leaders

enhance their capabilities through IT to improve customer loyalty and commitment,

financial performance, delivery quality and efficiency, collaborative relationships, and

corporate branding.

Service quality. Service quality improves when supply chain leaders make

effective use of IT. Supply chain leaders use IT to improve service quality in the different

support functions, such as orders, deliveries, shipment, and inventory management (Zhou

& Wang, 2016). Logistics experts improve the ordering process, delivery process, supply

chain visibility, real-time tracking and monitoring, and the coordination between supply

chain partners using IT (Lin et al., 2014). Service quality improves because of enhanced

visibility, tracing and tracking of shipments, and up-to-date supply chain information

(Lin et al., 2014). The Internet of Things, such as the use of drone technology, is a means

for supply chain manager to offer safe and reliable transportation of undamaged products

because of the ability to operate at a granular level and provide rich information

(Thibaud, Chi, Zhou, & Piramuthu, 2018). Maintaining customer satisfaction is an

essential function of supply chain leaders (Zhou & Wang, 2016). Logistics providers

measure service quality through key performance indicators, such as customer

satisfaction rate, customer acceptance and rejection rates, delivery time, and delivery

quality (Lin et al., 2014).

Competitive advantage. Wagner and Hollenbeck (2014) described a competitive

advantage exists when a company possesses capabilities to create value that exceed the

capabilities of the competitors. Binti Mohd, Wahab, Mamun, Ahmad, and Fazal (2017)

classified competitive advantage into two classes, namely internal and external

capabilities. Morgan, Richey, and Autry (2016) defined the internal capabilities as

variables, such as management resources, research and development resources, and

financial resources. External capabilities involve the mutual relationship between the

organization and the suppliers, and between the organization and the customers (Morgan

et al., 2016). Business leaders use IT to enhance competitive advantage in three primary

ways, which are cost control, customer relationship management, and corporate branding

(Lin et al., 2014). With the adoption of IT into logistics service, supply chain leaders

enjoy increased operational efficiency and cost reductions (Karagöz & Akgün, 2015).

Business leaders improve their potential to gain and maintain a competitive advantage

through increased operational efficiency, lowering costs, and increasing customer value

through effective logistics services (Wagner & Hollenbeck, 2014).

Product Transportation

Transportation of goods constitutes the major activity in logistics operations for

economic, social, and business sectors (Amaral & Aghezzaf, 2015). Business,

government, and social leaders use transportation as a means of dispatching and

delivering products to the end user (Cascetta, Carteni, Pagliara, & Montanino, 2015;

Jacyna, 2013). Logistics providers depend on the transportation system of their operation

to convey products from the supplier to the warehousing and from the warehouse to the

consumers (Dodgson, Gann, MacAulay, & Davies, 2015). Transportation is a vital

component of every supply chain (Cascetta et al., 2015; Erkul, Yitmen, & Çelik, 2016).

Supply chain leaders use transportation as a means to reduce cost, promote customer

satisfaction, and increase a competitive advantage (Dodgson et al., 2015; MacAulay &

Davies, 2015). Transportation service providers can significantly increase supply chain

cost as well as cause product damage (Cascetta et al., 2015). The impact of transportation

on supply chain performance has received attention from the academic researchers and

business leaders (Amaral & Aghezzaf, 2015; Cascetta et al., 2015).

Effective transportation service providers help business leaders gain market share,

yet transporting goods remains a challenge for supply chain leaders (Jie, Subramanian,

Ning, & Edwards, 2015). Kaewunruen, Sussman, and Matsumoto (2016) described that

transportation and transit systems face significant challenges at the intersection of social,

technical, and economic systems, in conjunction with their adaptive and sustainable

integration to natural and built environments. Kaewunruen et al. continued that to meet

the economic, social, and business needs; the need exists for rapid development,

improvement, restoration, and renewal of mixed transportation modes for business

leaders to focus on customer satisfaction in the transportation and transit system around

the world. Wang et al. (2015) described that the effective transportation of information

and materials is a critical element of a business leader’s ability to create a sustainable

competitive advantage.

Jie et al. (2015) identified that maintaining efficient transportation systems is a

key component of customer relationship strategies and necessary for business leaders to

promote customer loyalty and maintain customer satisfaction. Babu, Tabassum, and

Hassan (2016) confirmed that the safe and timely transportation of goods to the

customers is an effective means of achieving a competitive advantage through customer

satisfaction. Badu et al. examined how to uphold safe transportation of goods through

transportation risk management, noting that managing supply chain risk requires leaders

to manage transportation risk. Advancements in IT, such as the real-time data, resulted in

improved safety performance in monitoring, maintenance, and transportation of

hazardous products (Schuster, 2018).

Battarra, Cordeau, and Iori (2014) researched to examine the different categories

of the problems in the pick-up and delivery of products to and from customers,

commenting that poor transportation service equates to poor customer service. Supply

chain leaders place more emphasis on product transportation because of globalization and

the rapid growth in technology (Paraskevas & Hatzigayos, 2016). Yang (2016) noted the

importance of the Internet and technology for supply chain leaders to engage in forward

and reverse logistics. Felemban and Sheikh (2014) explained that the integration growth

of mobile technologies, data acquisition, and big data analytics into the supply chain and

logistics channels increased the potential to provide efficiency and safe transportation

infrastructure. Ensuring quality in product delivery service remains achievable with the

use of wireless sensor networks, mobile phones, crowdsourcing, radio-frequency

identification, and Bluetooth technologies (Felemban & Sheikh, 2014; Huo, Zao, & Lai,

2014).

As transportation and transit system providers continue to take a significant role

in the supply chain and logistics operations, researchers discovered a series of challenges

logistics providers encounter (Felemban & Sheikh, 2014; Kaewunruen et al., 2016;

Wang, Jie, & Abareshi, 2015). Felemban and Sheikh (2014) argued that integration of

intelligent transport systems through the application of IT is a vital means of mitigating

logistics challenges. Wang et al. (2015) suggested that enhancing the logistics capabilities

through technology could reduce the challenges faced by logistics operators. The

movement of goods from suppliers or distribution center to a customer’s location is a

crucial process for business leaders to secure customer loyalty, goodwill, cost reduction,

and a marketplace advantage (Jie et al., 2015; Kim & Lee, 2014). Badu et al. (2016)

demonstrated that the problems in transportation of goods go beyond the internal

operations of the business. Badu et al. identified external issues, such as traffic

congestion, political crises, and natural disasters, as challenges faced by logistics

providers. Batterra et al. (2014) argued that issues in the transportation of products are of

three categories: (a) many-to-many, (b) one-to-many-to–one, and (c) one-to-one

transportation problems. Batterra et al. concluded that with the availability of information

and communication technology, business leaders have tools available to overcome the

challenges. Hubner, Kuhn, and Wollenburg (2016) explained that the growth of online

sales prompted the creation of new logistics models for supply chain managers, such as

integrated fulfillment centers. Developing and maintaining safe and efficient product

delivery systems remain a vital means for business leaders to improve performance,

ensure customer satisfaction, and increased the sustainability of their business (Kolinski

& Sliwczynski, 2016).

Boyer, Prud'homme, and Chung (2009) noted the increase in direct shipment of

products to the end use customer because on online ordering as well as the logistics

challenges of ensuring the delivery of undamaged goods. Shipping products to

consumers’ homes pose a different logistics challenge to delivering vast quality products

to a retail location (Kim & Lee, 2014). Boyer et al. evaluated the challenges logistics

experts face regarding direct-to-consumer product delivery, such as vehicle routing,

scheduling, and consumer density. Boyer et al. noted that greater consumer density

improved routing efficiency.

Zhang, Saito, and Nagaoka (2016) described that protecting products from shock

and vibration damage remains a challenge for transportation providers. Logistics

managers identified vibration as a major cause of product damage, such as resonance

damage, abrasion damage, leaks, and breakage during transportation of goods to end

users (Kim & Less, 2014). The consequences of such damage include consumer

dissatisfaction, increase cost, wastage, and potential environmental pollution (Kim &

Lee, 2014; Zhang et al., 2016). Zhang et al. proposed a new package design method

called the hybrid damping package design, which supply chain leaders could use to

analyze and improve the results of a vibration test through digital simulation. Improving

the cushioning and antivibration of the packaging design is a means for a supply chain

manager to reduce product damage during handling, loading, transport, and unloading

(Zhang et al., 2016). Singh et al. (2014) explained deficiencies in product packaging of

items, such as appliances, furniture, televisions, doors, windows, paints, and chemicals.

With the increased shipment of products directly to the end use customer, business

leaders must evaluate the packaging design to ensure that products arrive without damage

(Boyer et al., 2009). Ensuring the delivery of undamaged goods to end users remains a

vital means of reducing transportation and production cost and achieving customer

satisfaction (Felemban & Sheikh, 2014).

Transportation of Oil and Gas Products

Researchers gave little attention to the safe transportation of oil and gas products

before the 1990s (Cascetta et al., 2015; Erkul et al., 2016). However, the 2010 crisis of oil

spillage and oil truck accidents resulted in researchers conducting studies on the safe

transportation of oil and gas products (Klass & Meinhardt, 2014). Ahmad, Rezaei,

Tavasszy, and de Brito (2016) described the need for research on the logistics operations

in the oil and gas industry because of the vital importance of the industry for economic

development and social activities. Business leaders in the oil and gas industry not only

transport oil and gas, but a wide variety of oil and gas field parts, components, and

supplies (Ahmad et al., 2016).

Ahmad et al. (2016) identified that leaders in the oil and gas industry need to

implement sustainable, supply chain and logistics strategies to remain viable.

Furthermore, Ahmad et al. discussed the commitment and readiness of business leaders to

implement sustainability strategies in the upstream and downstream supply chains within

the industry. The internal factors that affect sustainability and supply chain functions

include supplier management, production management, product stewardship, and

logistics management (Ahmad et al., 2016). Ahmad et al. examined the relationship

between internal organizational factors of commitment to sustainability, management

readiness, and supply chain sustainability strategies. Ahmad et al. discovered weaknesses

among the readiness measures, noting the need for improvement. Ahmad et al. also

highlighted the primary importance of supplier and logistics management to the

achievement of sustainable oil and gas supply chains.

Singh et al. (2015) conducted a study to determine cost effective means of

transporting oil and gas, considering the different methods of carrying the products,

which includes pipelines and tankers. In determining the most cost effective means of

transporting oil and gas, a need exists to evaluate the economic impact of oil and gas

transportation infrastructure and the impact of refinery flow on the economy (Cascetta et

al., 2015). Singh et al. identified the oil and gas industry as a major contributor to the

global economy. Leaders in the oil and gas industry significantly contribute the

profitability of their companies through the safe movement of oil and gas products (Singh

et al., 2015). Business leaders evaluated the various means of transporting oil and gas to

determine which mode of transport is cost effective in regards to safe transportation of

delivery of the energy products (Singh et al., 2015). Singh et al. ascertained that the

pipeline is the most cost effective means of transporting oil and gas with a reasonable

measure of safety and security.

Green and Jackson (2015) reviewed past literature to determine the safest means

of transporting oil and gas, considering pipeline and rail. Green and Jackson described

that different modes of oil and gas transportation pose different risks, even though all

means of oil and gas transport have very profound safe delivery rates. More spills

occurred when transporting oil by rail and truck than by pipeline; therefore, pipeline

delivery is the safest mode of transportation (Kim, Chung, Kim, & Lee, 2015). Green and

Jackson concluded that the rising oil and natural gas production in the United States and

Canada outpaces the transportation capacity of the pipeline infrastructure. The lack of

pipeline capacity caused leader in the oil and gas industry to revert to higher risk

transportation modes, such as rail and truck transport (Green & Jackson, 2015).

Supply chain leaders in the oil and gas industry facilitate delivery of a vast variety

of products to their customers for industrial use, commercial use, and retail sale to

consumers (Ahmad et al., 2016). Business leaders must ensure the safe delivery of

undamaged oil and gas products to their customers to sustain their businesses, meet

customer expectations, and protect the environment (Allen, 2017). Leaders not only have

a responsibility to their shareholders, but also to society regarding protecting the natural

environment and maintaining safe living conditions in the communities they operate and

transport oil and gas products (Allen, 2017). O'Connell (2018) described how leaders use

employee training to promote employee confidence and motivation and foster operational

performance in the distribution of transportation of hazardous materials. Educating

employees on safety matters promotes safety, the climate of the work environment, and

safety consciousness in the drivers (Dahl & Kongsvik, 2018).

The challenge of how to ensure safe and cost effective transportation of oil and

gas products is an opportunity for additional research on the topic and an opportunity for

industry leaders to recognize effective strategies to ensure the safe delivery of undamaged

products (Kim et al., 2015).

Transition

In Section 1, I described the background of the problem and presented the

problem statement, purpose statement, nature of the study, research question, and

interview questions. I introduced the conceptual framework, the definition of terms,

assumptions, limitations, and delimitations, the significance of the study, and included a

review of the professional and academic literature. The conceptual framework for this

study is business process orientation. In the review of the professional and academic

literature, I described the concepts of business process orientation, TQM, SCM, and

logistics management in the oil and gas industry.

In Section 2, I described the research methodology, process, and procedures. I

restated the purpose of the study, described my role as the researcher, and discussed the

sampling method. Furthermore, I explained the participants’ eligibility criteria, research

method and design, population and sampling, and research ethics. I described the data

collection instruments and techniques, data analysis procedures, and the means to ensure

dependability, credibility, and confirmability of the data as well as the findings. I

explained the proposed procedures to reach data saturation.

In Section 3, I restated the purpose statement and continued with a summary of

the findings. I discussed the application of the findings to professional practices and

presented the implications for social change. I concluded with recommendations for

further research, some personal reflections, and a concluding statement.

Section 2: The Project

In Section 2, I discuss the processes, techniques, and method of the research. I

restate the purpose of this study, address my role as the researcher, and explain the

eligibility criteria and sampling method for participants. I explain the ethical standards

for this study as well as data organization and analytical techniques. I conclude with a

description of the proposed plan to achieve dependability of the data and credibility of the

findings. I end Section 2 with a brief introduction to Section 3.

Purpose Statement

The purpose of this qualitative multiple case study was to explore the strategies

that some supply chain leaders used to ensure the delivery of undamaged goods to their

customers. The targeted population was four supply chain leaders from four oil and gas

companies located in Texas because they had implemented successful strategies to ensure

the delivery of undamaged goods to their customers. The study’s implications for positive

social change include the potential to promote environmental sustainability through

reduction of materials and natural resources wastage because of damaged goods.

Role of the Researcher

Yin (2018) described the researcher as the primary person responsible for

developing and executing a study. In a qualitative study, the role of the researcher is

important, as the researcher engages in initiating, investigating, and critically analyzing

theories and phenomena (Bamu, Schauwer, & Hove, 2016). My duty, as the sole architect

of this study, was to prepare, coordinate, and conduct the research. I was the primary

instrument of data collection, and my role included collecting, analyzing, interpreting,

and reporting the data used for the study. My role started with constructing the research

question, which emerged from recommendations for further research by previous

researchers. My role extended to coordinating and conducting the data collection process,

in which I was the primary instrument with minimal bias. Bamu et al. (2016) indicated

that a researcher's decisions should be intelligent and logical for a study to be successful.

Furthermore, the accuracy of a qualitative research study depends on the experience and

ability of the researcher to conduct critical analysis and draw comprehensible conclusions

from the results of gathered data (Takyi, 2015). Yin (2018) identified four key roles of

the researcher as (a) asking relevant questions, (b) interpreting responses, (c)

understanding the research problem, and (d) presenting unbiased results.

My role as the researcher also extended to identifying and selecting the

participants for the research. Willis and Templeton (2016) explained that to mitigate bias

and enable accurate results in a study, a researcher should avoid participants with whom a

current or prior personal or professional relationship exists. I had no current or prior

professional or personal relationship with the participants chosen for the study. I chose

participants based on their experience and successful application of strategies to ensure

the delivery of undamaged goods. I observed a significant difference in logistics

operations in Africa, Europe, and the United States. This observation triggered my

interest in exploring strategies that supply chain leaders in the United States used to

achieve delivery of undamaged goods. From my experience residing in different

environments with diverse cultures and logistics infrastructures, as well as in my 4 years

of employment as a supply chain analyst, I had observed the impact of logistics service

on the business and social community in various countries. I became interested in

understanding the role of logistics in environmental development, social well-being, and

business profitability. Texas is known for high oil production, producing an average of

3,638,000 barrels of crude oil per day, more than one-third of the total output in the

United States (Chiroma, Abdulkareem, & Herawan, 2015). Therefore, I chose Texas

because of the numerous oil and gas companies and the presence of oil and natural gas

logistics services. Fusch and Ness (2015) suggested that a researcher should be familiar

with the geographical location of a study. I had visited Texas on occasions to attend

conferences on oil and gas extraction, production, and distribution. Hence, I was familiar

with the areas of Texas.

The Belmont Report (1979) provides codes of conduct for carrying out research.

Its guidelines include the following: (a) researchers must minimize risk while

maximizing benefits, (b) researchers must respect participants, and (c) researchers must

be fair in distributing risks and benefits (Cugini, 2015). One of my crucial roles as the

researcher was ensuring that I observed the codes of conduct included in the Belmont

Report. I ensured that the participants were not exposed to any more than minimal risk

while I gained the benefits of information from them. Moreover, I respected the

participants regardless of gender, race, and culture, and I observed all privacy and

confidentiality rules. I observed the maximum ethical standards in conducting this

research study, recruiting and interviewing participants, and mitigating my personal

biases. Jerolmack and Khan (2014) explained that researchers obtain informed consent

from participants to uphold moral and ethical research standards. I ensured ethical

interviews by obtaining informed consent from the participants prior to their

commencement.

Yin (2018) described the difficulty of remaining unbiased throughout the data

collection process. Bias is a critical concern in research because of the possibility of

collecting data that reflect the researcher’s view (Harvey, 2015). Yin (2018) highlighted

the importance of ensuring that the data interpretation reflects the opinion of the

participants and not that of the researcher. I conducted the data collection process in

fairness, remaining nonjudgmental, ensuring that the views of the participants remained

apparent, and avoiding the expression of my own opinion in favor of the participants’

views. Researchers often use member checking, interview protocols, and transcript

validation to check bias in studies (Harvey, 2015). To mitigate bias in the data collection

process, I audio recorded the interviews to ensure an accurate transcript of the

participants’ responses, followed a set interview protocol (see Appendix A), and used

member checking to allow the participants an opportunity to validate my interpretations

of their interview responses.

Researchers use interview protocols for accurate and effective interviewing

(Leedy & Ormrod, 2013). The purpose of a researcher using an interview protocol is to

maintain a consistent process across all interviews conducted (Yin, 2018). During

interviews, participants tend to provide information outside the context of a study; using

an interview protocol helps to build a boundary to avoid collecting ambiguous

information (Spencer, Basualdo-Delmonico, Walsh, & Drew, 2017). I used the interview

protocol shown in Appendix B, which I adapted from Yin (2018), to ensure consistency

throughout all interviews, provide guidelines during the interview process, and screen for

ambiguous information.

Participants

Hem, Pedersen, Norvoll, and Molewijk (2015) contended that the eligibility

requirement for participation in a qualitative research study is thorough understanding of

the phenomenon of interest. For this study, the participants were supply chain leaders

with a valuable understanding of the phenomenon. Hyett, Kenny, and Dickson-Swift

(2014) emphasized the importance of ensuring that participants possess the knowledge

that a researcher needs to answer the research question. Research participants should

possess in-depth knowledge, understanding, and experience of the phenomenon for the

researcher to attain data saturation and develop credible findings (Hyett et al., 2014). The

chosen participants met these eligibility requirements: (a) served as supply chain leaders

in the oil and gas industry in Texas, (b) possessed an understanding of the phenomenon,

and (c) had applied a strategy to ensure the delivery of undamaged goods to their

customers. Researchers should verify that the eligibility requirements for participants

align with the research question (Yin, 2018). The eligibility criteria for participants

aligned with the research question for this study.

Researchers in an academic setting must meet the ethical standards and

requirements set forth by their university’s Institutional Review Board (IRB) to gain

access to participants (Hyett et al., 2014). For this study, the Walden University IRB set

ethical requirements and granted approval to proceed with the participants. Yin (2018)

noted that the appropriate standard in research is to preinform participants of the purpose,

goal, risk, impacts, and confidentiality of research. Researchers use different means to

gain access to participants, such as social media, blogs, e-mail, fax, and telephone calls

(Mealer & Jones, 2014). Bunn et al. (2014) suggested the use of Facebook, LinkedIn, and

other web-based social networking applications as ways to recruit participants. I adopted

the use of Linkedin, Facebook, public directories, and trade magazines to identify

potential participants. I contacted the business owner, chief executive officer, managing

director, or authorized representative of each company for permission to speak to the

supply chain leaders. Furthermore, I conducted face-to-face interviews unless participants

preferred a virtual interview.

Researchers use various methods to establish relationships and trust with

participants. Mealer and Jones (2014) identified methods of building professional

relationships with participants as including personal and professional networking. Ertürk

and Vurgun (2014) proposed that the way to build trust and establish a relationship with a

participant is to make an appointment to explain the purpose of the study. One benefit of

briefing participants on the purpose of a study is that it creates a relaxed, open

environment and conveys trustworthiness, which may enable the participants to provide

quality information regarding the phenomenon (Ertürk & Vurgun, 2014; Mealer & Jones,

2014). In this research, I used personal and professional networking as a way of

establishing relationships. I used Facebook and LinkedIn as well as e-mail to seek out

potential participants. I used private e-mail to make contact with participants.

Additionally, I made appointments to brief participants on the purpose of the study, the

interview process, and the interview questions.

To align participants with the overarching research question, researchers ensure

that the chosen participants have experience in the phenomenon (Yin, 2018). Etikan

(2016) proposed that researchers should choose participants with explicit knowledge and

understanding of the area of study to ensure alignment between the participants and the

research questions. To ensure alignment between the research question and the

participants, I chose four supply chain leaders by reviewing their roles and

responsibilities in their organizations.

Research Method and Design

A researcher chooses a research method based on the study’s purpose, problem

statement, and research question (Petrescu & Lauer, 2017). Yin (2018) identified the

three main research methods as qualitative, quantitative, and mixed method. The

qualitative research method was the most appropriate for this research because I sought to

explore strategies based on supply chain leaders’ experience and knowledge.

Research Method

The chosen research method for the study was the qualitative method.

Researchers using the qualitative method gain in-depth and rich understandings of

phenomena (Petrescu & Lauer, 2017). Furthermore, researchers adopt the qualitative

method to ask open-ended questions to explore the knowledge and experience of

participants on particular phenomena (Yin, 2018). Researchers often use the qualitative

method as an analytical technique and a structured approach for examining and building

on existing theories and literature (Henry & Foss, 2015). Yin (2012) commented that the

qualitative method is appropriate for exploring complex phenomena and unknown

variables. Henry and Foss (2015) commented that the qualitative method is suitable for

researchers gathering information from participants regarding their attitudes, experiences,

knowledge, understanding, and feelings. Researchers use open-ended questions for

exploring strategies based on participants’ experience and knowledge (De Ceunynck,

Kusumastuti, Hannes, Janssens, & Wets, 2013). De Ceunynck et al. (2013) confirmed

that the qualitative method with the use of open-ended questions is a suitable approach

for researchers seeking to illustrate and describe participants’ experiences and knowledge

on topics of interest. I used a qualitative study to explore the strategies that supply chain

leaders used to achieve delivery of undamaged products to their customers. The

qualitative method was the appropriate approach because I sought to collect rich data

from the participants and gain an in-depth understanding of the phenomenon.

Quantitative researchers identify variables, collect data, and conduct statistical

analysis of numeric data to discover social and cultural relationships between variables

(Goertzen, 2017). The quantitative researcher focuses on determining relationships,

association, and trends between dependent and independent variables (Siddiqui &

Fitzgerald, 2014). Siddiqui and Fitzgerald (2014) noted that answering the research

question in a quantitative research study occurs through testing null and alternate

hypotheses to establish relationships and trends between variables. Goertzen (2017)

confirmed that the quantitative method is suitable for statistically analyzing information

to answer research questions. The quantitative method was not appropriate for this study

because I was not testing for relationships, association, or trends among variables using

statistical analysis to answer the research question.

A mixed-method researcher combines the use of qualitative and quantitative

approaches in a single study (Nguyen, 2013). Venkatesh, Brown, and Sullivan (2016)

described the researcher within a mixed method approach as using open-ended questions

to explore strategies and statistical analysis to test for correlation and relationships.

Marshall and Rossman (2014) explained that researchers often use the mixed method

approach to combine qualitative and quantitative methods to test for relationships and to

explore participants’ experience and knowledge. For this study, no need existed for the

use of statistical analysis, in that I did not seek to examine relationships, associations, or

correlations to answer the research question. I used deep and rich understanding gathered

from participants’ experience and knowledge of the phenomenon, coupled with literature

and company information, to respond to the research question. Morse and Cheek (2014)

explained that using mixed methods may consume more time than conducting a single-

method study. Because of limited time availability, I did not use a combination of

quantitative and qualitative methods for this research.

Research Design

Research designs receiving consideration for this study were ethnographic,

phenomenological, narrative inquiry, and case study. The case study design was the best

fit for this study due to its attributes. Yin (2012) described case study design as suitable

for a study when the researcher seeks to understand a phenomenon in a business

operation or organizational process. A case study researcher places a distinctive focus on

a particular population or system to extract accurate information on the phenomenon

(Kratochwill et al., 2013). Furthermore, researchers often use case study design to

explore solutions to business problems (Yin, 2018). The case study design was the most

appropriate for this study. Yin (2018) described researchers using the case study design to

explore information based on participants’ experience and knowledge. A case study

researcher conducts an in-depth investigation of issues with one participant at a given

time (Yin, 2018). Gremyr and Raharjo (2013) explained that case study design is

appropriate when the researcher seeks to explore strategies based on the knowledge and

experience of participants. Case study was best for my study because I sought to explore

strategies that supply chain leaders use to ensure the delivery of undamaged products to

their customers.

Researchers use ethnographic design to study the entire culture of a group of

people to explore their behaviors, beliefs, experiences, and norms (Hammersley, 2015).

Hammersley (2015) explained that researchers use ethnographic design to study the

culture of a group in the field of anthropology. Gaggiotti, Kostera, and Krzyworzeka

(2017) noted that social scientists often use ethnographic design to focus on the

construction and maintenance of culture. Ethnographic researchers used multiple means

of data collection and lengthened contact with members of a culture (Gaggiotti et al.,

2017). Consequently, ethnographic design was not suitable for exploring strategies that

supply chain leaders use to ensure the delivery of undamaged goods to customers. I was

not seeking to study culture in the field of anthropology or to explore the culture of a

group.

I considered a phenomenological design but rejected this option because of its

lack of suitability and alignment with the research question. Kruth (2014) explained that

researchers use phenomenological design to explore and understand lived experiences

through the views of people. Researchers conducting phenomenological-design studies

collect rich data from participants’ lived experiences over an extended period to gain a

thorough understanding of a phenomenon (Kruth, 2014). Participants are often

interviewed multiple times for the researcher to gain a complete understanding of the

phenomenon (Kruth, 2014). The use of the phenomenological design involves the

researcher gathering information from the perspectives of participants, which may pose

additional challenges compared to other positivist-oriented designs (Nguyen 2013). The

phenomenological design was not suitable for this research study because I was not

seeking to explore the lived experiences of participants. I sought to gain insight into

strategies used by supply chain leaders, not the perspectives and views of people

experiencing a phenomenon.

De Loo, Cooper, and Manochin (2015) described that narrative inquirers focus on

storytelling by participants, interpretation, and discussion of events to understand the life

of an individual, group, or system. Researchers use the narrative design to explore a

series of personal, past events of the participant and extract information from the

participant’s story to solve a problem (Paschen & Ison, 2014). The purpose of using a

narrative research design is to focus on an individual’s story (Bellamy et al., 2016). The

narrative research design was not appropriate for this research study because I was not

using the participants’ events or storytelling as a means of collecting data or answering

the research question.

Researchers conducting a qualitative case study must attain data saturation (Fusch

& Ness, 2015; Yin, 2018). Data saturation is the means for a researcher to ensure

dependability, credibility, and confirmability of the data as well as the quality of the

entire study (Yu, Abdullah, & Saat, 2014). Fusch and Ness (2015) identified some

attributes of data saturation to include no new ideas, no new information, no new themes,

no new coding, and the ability to replicate the study. Yin (2018) explained that data

saturation occurs when information collected is at the saturation point in which no new

themes or information emerges. Fusch and Ness further identified the different methods

of reaching data saturation in the data collection process to include member checking and

triangulation. I used methodological triangulation and member checking as the means of

achieving data saturation. Methodological triangulation occurs when a researcher is using

multiple sources of data to validate the information gathered from the interviews (Fusch

& Ness, 2015). Yin (2012) confirmed that researchers affirm the dependability,

credibility, and confirmability of the study through collecting data from multiple sources

and reaching data saturation.

Population and Sampling

Sampling Method

Sampling is the process of selecting the population for the research (Yin, 2018).

Sampling can vary depending on the research design and method (Nicholas, Raufdeen, &

Reza, 2016). For this study, I used the purposeful sampling method. Purposeful sampling

is a technique widely used in qualitative research for the identification and selection of

participants with rich information (Nicholas et al., 2015). Purposeful sampling involves

identifying and selecting individuals or groups of individuals who are knowledgeable and

experienced about the phenomenon of interest (Gill, 2014). Wilson (2014) referred to the

purposeful sampling method as nonprobability in nature, in which the researcher

specifically choose the population to uncover knowledge, experience, and understanding

of the phenomenon. Researchers commonly use the purposeful sampling method in a

case study research study to explore strategies and discover the fundamental truth about a

phenomenon (Cypress, 2015). Purposeful sampling is an appropriate sampling method

when the targeted population exceeds the number of participants required for the

minimum sample size (Brandenburg et al., 2015; Etikan, 2016). Researchers use

purposeful sampling when the participants must meet strict eligibility requirements

(Benoot, Hannes, & Bilsen, 2016; Demerouti & Rispens, 2014; Duan, Chen, Jaroniec, &

Qiao, 2015). Furthermore, researchers use purposeful sampling to select a population that

aligns with the research question (Benoot et al., 2016). The purposeful sampling method

is the most suitable sampling method for my research study because I targeted an

appropriate population who possessed an in-depth understanding of strategies to ensure

the delivery of undamaged products to customers. Also, I used the purposeful sampling

method to narrow the targeted population to a sample population who aligns with my

overarching research question.

Population

A research population is a collection of a large group of individuals with similar

characteristics that constitute the focus of the research query (Nicholas et al., 2015). The

targeted population is the selected group of individuals that the researcher identifies as

people who potentially possess the knowledge needed to answer the research question

(Venkatesh et al., 2016). For this study, the targeted population is 15 supply chain leaders

in the oil and gas industry; consisting of directors, chief executive officers, chief

operating officers, and managers. Because of the number of people in the targeted

population, time constraint, diverse experience, and understanding of the researched

phenomenon, I adopted the purposeful sampling method to narrow the targeted

population to a final sample population of four participants.

Eligibility Criteria

The eligibility criteria for choosing the participants were supply chain leaders in

the oil and gas industry located in Texas who successfully used a strategy to ensure the

delivery of undamaged products to their customers. Yin (2018) emphasized how research

participants are vital elements of a qualitative study. The accuracy of the research

findings depends on the information provided by the participants (Yin, 2018).

Researchers must ensure that the criteria for selecting the participants include knowledge

and familiarity with the area and environment of study (Hyett et al., 2014). To ensure

research dependability and authenticity, researchers use participants who possess the in-

depth knowledge, experience, and understanding of the phenomenon (Hyett et al., 2014;

Patton 2015). In conducting business research to solve a business issue, researchers

investigated and interviewed business professionals who have successfully solved a

similar problem using a particular strategy or model (Etikan, 2016). To ensure the

selected participants meet the eligibility criteria, I identified supply chain leaders who

successfully implemented strategies to ensure the delivery of undamaged products to the

customers.

Sample Size

Researchers use different sampling sizes based on the research question, purpose,

and design (Kruth, 2015). In conducting a qualitative case study, researchers use a small

sample size ranging from one to 10 participants (Gremyr & Raharjo, 2013). Yin (2018)

explained that a researcher using case study design might require only one participant,

based on the research question and purpose of the study. Andersson, Hilletofth,

Manfredsson, and Hilmola (2014) used a sample size of three to explore strategies and

functionalities in the production line. Gremyr and Raharjo (2013) used a sample size of

seven in a multiple case study to explore knowledge and experience of healthcare leaders.

Opata (2015) used a sample size of 10 to explore how supply chain and logistics

managers mitigate risk in the supply chain industry. Yin (2018) argued that sample size

in a qualitative study is not as essential as the sampling procedure that the researcher uses

to ensure the collection of rich, in-depth data from the participants. For this study, I used

a sample size of four supply chain leaders in the oil and gas industry who successfully

implemented strategies to ensure the delivery of undamaged products to their customers.

Interview Setting

Researchers should choose an appropriate interview setting to facilitate an

environment conducive to providing participants with comfort and confidentiality (Yin,

2018). Recognizing that the participants might reveal proprietary information during the

interview, the setting should be private (Patton, 2015). I set up interview appointments

with each of the four participants based on their availability and preference to allow their

comfort and no obstruction of personal plans. To set up the appointments, I made initial

contact through a telephone call to enhance familiarity with the participants and followed

up with e-mails for confirmation and reminders. Researchers should consider conducting

the interviews in an off-site setting to reduce office distractions (Patton, 2015). I

conducted the interviews in the conference room of a public library to avoid office

distractions. Yin (2018) suggested that researchers use an interview protocol to guide the

construct of the interview and maintain the discussion within the context of the research

question and research phenomenon. Researchers use an interview protocol to help build

boundaries and avoid collecting ambiguous information (Leedy & Ormrod, 2013;

Spencer et al., 2017). I used the interview protocol as a guideline for the interviews and

kept the conversation within the context of the research question (see Appendix A).

Data Saturation

Data saturation occurs when no new themes, concepts, or findings emerge during

the data analysis process (Cypress, 2015). Fusch and Ness (2015) described data

saturation as the point in which the researcher discovers no new concepts during the

interview process. Data saturation is a vital milestone in a qualitative study for the

researcher to ensure dependable and credible findings (Fusch & Ness, 2015). Researchers

use member checking as a means of validating data collected during the interview (Yin,

2012). During the member checking process, the participants can determine if the

researcher accurately recorded and reported their responses to the interview questions

(Fusch & Ness, 2015). Cypress (2017) described member checking as an optimal means

of assessing the validity of a qualitative study because the first step of many researchers

is to understand the participants’ worldview. Researchers use member checking to obtain

rich, in-depth data, and enhance the academic rigor of the research study (Yin, 2018).

Furthermore, the researcher often uses triangulation and member checking to reach data

saturation in the research (Fusch & Ness, 2015; Yu et al., 2014). To reach data saturation

in my research, I used member checking and methodological triangulation to validate the

information and ensure accuracy, allowed the participants to validate an interpreted

summary of the interview transcripts, offer corrections if needed, and gathered additional

data until no new themes occur. Using member checking, I understood the participants’

worldview about the phenomenon. I used member checking and methodological

triangulation to enhance the quality of the data collection process as well as data rigor

and saturation.

Ethical Research

Informed consent is a crucial principle to ensure ethical research (Oroya,

Stromskag, & Gjengedala, 2013). The consent form should contain a description

regarding the mitigation of risks, the expected commitment from the participants, and the

purpose of the study (Corbin & Strauss, 2015; Hem et al., 2015). The informed consent

form is also used to inform the participants about their rights (Hem et al., 2015). The

informed consent form contains an explanation of the nature of the research, the expected

commitment from the participants, the participants’ rights, and the minimal risk

associated with the study. The participants’ rights include refusing to answer questions

they find uncomfortable, terminate the interview, or withdraw from research study (Hays,

Wood, Dahl, & Kirk-Jenkins, 2016; Hem et al., 2015; Hyett et al., 2014). Researchers

should seek voluntary participants and offer no incentives for participation (Ekekwe,

2014; Ellegood, 2014). I obtained informed consent from the participants to communicate

their rights to them, provided an estimated time commitment, and explained the purpose

of the study. I used voluntary participants, offering no incentives as inducements for

participation in this study. I used the informed consent form to inform the participants of

the risk involved in the research, noting that participation involves minimal risk.

Ethics are norms for conduct that distinguish between acceptable and

unacceptable behavior (Resnik, Rasmussen, & Kissling, 2015). Because researchers

collect data, interview people, and analyze data, a vital responsibility exists for

researchers to protect the research participants and guard against any misconduct,

misrepresentation, or privacy violation (Ekuma & Akobo, 2015; Tormo-carbó, Seguí-

mas, & Oltra, 2016). Researchers must maintain ethical standards to protect the safety,

dignity, rights, and confidentiality of the participants (U.S. Department of Health and

Human Services, 1979). The construct of ethical research consists of principles and

protocols that include privacy and confidentiality, data storage, prevention of conflict of

interest, aversion of harm, participants’ rights, and informed consent (Jordan & Gray,

2014). The IRB approves the research before allowing a researcher to collect data to

ensure the safety and protection of participants (Ekuma & Akobo, 2015; Patton, 2015).

My research was subject to review and approval by the Walden University IRB before

data collection to ensure the study was safe and protective for participants. The Walden

IRB approval number is 07-03-18-0639490.

Privacy, confidentiality, data storage, and protection are important principles of

ethical research (Patton, 2015). Researchers should store the informed consent forms,

interview recordings, and interview transcripts on a password protected Universal Serial

Bus (USB) drive or in a lockable file storage cabinet (Corbin & Strauss, 2015). I used a

password protected USB drive to store the informed consent forms, interview recordings,

and interview transcripts, and keep the USB drive safe in a lockable file cabinet in my

home office. I will later destroy the USB drive with all information 5 years after

completing the study by deleting each file. I will mechanically shred all paper documents

and erase all audio recordings of the interviews 5 years after the completion of the study.

To ensure privacy and confidentiality protection of the participants, researchers use one-

on-one interviews in a private setting (Patton, 2015). Excluding names and coding are

other ways of protecting the participants to ensure the privacy and confidentiality of the

participants’ identity and information (Corbin & Strauss, 2015; Jordan & Gray, 2014). I

excluded the names, addresses, and personal data of the participants from the published

study and used the coding of P1, P2, P3, P4, and P5 to identify the participants in a way

to protect their privacy and confidentiality.

Data Collection Instrument

The researcher is the primary instrument of data collection and is responsible for

executing and developing the study (Yin, 2018). As the researcher, I was the primary

instrument of data collection. However, academics and business leaders use multiple

instruments of data collection to ensure validity, reliability, and dependability of study

(Corbin & Strauss, 2015; Merriam & Tidsell, 2015). Researchers often use the multiple

instruments of data collection, such as company’s records, company’s newsletters,

employees’ handbooks, archived public records, peer-reviewed articles, and

semistructured interviews to explore and gain more understanding of a phenomenon

(Merriam & Tisdell, 2015; Spencer et al., 2017). Bolineni (2016) used semistructured

interviews and a second instrument of data collection, including peer-reviewed articles,

company newsletters, and company handbooks to explore the management strategies that

leaders in the India pharmaceutical industry use. The semistructured interview is a

standard instrument of data collection used in a qualitative case study (Yin, 2018).

Researchers use the semistructured interview as an instrument of data collection to focus

on a particular theme and explore knowledge, understanding, and experience of the

participants regarding the phenomenon (Nguyen, 2013; Spencer et al., 2017). In addition

to myself as the primary instrument of data collection, I used semistructured interviews as

a data collection instrument.

In addition to semistructured interviews, I used document review as a data

collection instrument, collected secondary data from peer-reviewed articles, publicly

available company records, such as quarterly or annual reports, company website data,

publications, and other information posted on the Internet to gain more understanding and

knowledge about strategies supply chain leaders use to ensure the delivery of undamaged

products to their customers.

The primary objective of using documents, such as a company’s newsletters,

company’s handbooks, archived public records, and articles, as secondary sources of data

is to understand the perception and idea of the participant (Merriam & Tisdell, 2015;

Spencer et al., 2017). Semistructured interviews, as an instrument of data collection, are

appropriate when a researcher seeks to explore detail understanding of a phenomenon

through the knowledge and experience of the participants (Bolineni, 2016; Leedy &

Ormrod, 2013; Yin, 2018). I used the semistructured interview as a data collection

instrument to gather detailed knowledge from the participants to understand the

phenomenon under study. The interview protocol is a guideline for the interview process

that researchers use to coordinate a smooth, efficient, and accurate interview (De

Ceunynck et al., 2013; Gremyr & Raharjo, 2013; Leedy & Ormrod, 2013). Researchers

use an interview protocol as a boundary as they seek to identify the known and the

unknown issues in the research context (Leedy & Ormrod, 2013). However, as

participants could provide information out of the research setting, researchers use the

interview protocol as an instrument of the boundary to avoid collecting ambiguous

information (Bolineni, 2016; Corbin & Strauss, 2015). I used an interview protocol to

ensure a smooth, efficient, and accurate interview process (see Appendix A). The

interview protocol was my instrument of the boundary to avoid collecting ambiguous

information from the participants.

Dependability, credibility, confirmability, and transferability are important

objectives a researcher should meet to ensure the reliability and validity of the study (Birt

et al., 2016). Researchers enhance the dependability of the study by ensuring that the

design of the interview questions is appropriate to answer the research question (Jap,

2012; Marshall & Rossman, 2014). Researchers use open-ended questions to explore the

experience of the participants in a way to enhance the dependability of the research

(Falchikov, 2013; Sattari, Serwint, Neal, Chen, & Levine 2013). Furthermore, Yin (2018)

suggested that researchers enhance the dependability of the study by documenting the

research process, including the interview process, data collection instrument, techniques,

and data analysis technique. I used open-end questions to explore the experience and

understanding of the participants in regards to the phenomenon. Furthermore, I

documented all research processes and procedures, including the interview process, data

collection instrument and techniques, and data analysis procedures to enhance the

dependability of the study.

Another crucial objective that researchers need to ensure is the credibility of the

study (Yin, 2018). Scholars use methodological triangulation, which involves the use of

multiple sources of data, to gain insight into the topic (Fusch & Ness, 2015; Hem et al.,

2015; Yin, 2018). Researchers use methodological triangulation to provide evidence for

the data collected at the interview and other secondary data in a way to enhance the

credibility of the study (Birt et al., 2016; Fusch & Ness, 2015). I used methodological

triangulation to improve the credibility of the study. Researchers use member checking to

ensure confirmability of the study (Fusch & Ness, 2015; Yu et al., 2014). Researchers use

member checking to allow the participants an opportunity to review a summary of the

interview transcripts, confirm that the researcher accurately interpreted their responses

during the interview, and provide additional information not gathered during the initial

interview (Fusch & Ness, 2015; Gill, 2014; Nguyen, 2013). I used member checking to

ensure confirmability of the study.

Data Collection Technique

Researchers use multiple techniques in the data collection process of a qualitative

case study (Hem et al., 2015; Nicholas et al., 2016; Yin, 2012). In a case study,

researchers use data collection techniques, such as interviewing, multiple source

documents, and audio recordings to ensure reliable, efficient, and effective data collection

(Gremyr & Raharjo, 2013; Hyett et al., 2014). The interview is a primary technique used

by researchers conducting a case study (Sinden et al., 2013). The interview technique

involves setting up a meeting to question the participants and explore their knowledge,

understanding, and experience of a phenomenon (Brandenburg et al., 2015; Patton,

2015). Researchers often use the semistructured interview technique to allow flexibility,

improved dialog with participants, and the ability to ask to follow up questions to gain an

in-depth understanding of the researcher topic (Brandenburg et al., 2015; Patton, 2015;

Yin, 2018). Scholars construct the interview protocol to serve as a guide and boundary

during the interview to enable an efficient and accurate interview process without

ambiguous information (Bolineni, 2016; Spencer et al., 2017). The semistructured

interview was my primary technique for collecting data. I contacted the potential

participants through telephone calls and e-mails to introduce myself, provided the

purpose of the study, and asked them to participate in this study. I e-mailed each person

who agreed to participate an informed consent form, which contained information

regarding participants’ rights, the risks involved with participating in the study,

confidentiality, sample interview questions, time commitment, and the purpose of the

study. I conducted a face-to-face interview with the participant in the participant’s

preferred office using an interview protocol (see Appendix A). During the interviews, I

asked open-ended questions and took reflective notes. I audio recorded each interview.

An audio recording is another important technique for use in the data collection

process (Oroya et al., 2013). Researchers use an audio recording to ensure transcript

accuracy and to remember all shared information by the participants (Oroya et al., 2013;

Patton, 2015). The audio recording is the means by which the researcher relistens to the

information to ensure data credibility and rigor (Oroya et al., 2013). Documenting the

data collection process and keeping a reflective journal is another technique for data

collection (Hyett et al., 2014). Researchers use documentation to record and describe

nonverbal communication, such as gestures, expressions, and other behavioral

observations (Hyett et al., 2014). Also, researchers use documenting and journalizing for

tracking the pre-data, data collection, and post data collection periods (Bellamy et al.,

2016; Hem et al., 2015). Qualitative case study researchers often request and use

company documents as another source of information and a technique of data collection

(Rohde et al., 2014). Researchers use company documents to qualify the information

collected from interviews, and enhance the dependability, credibility, and, and

confirmability of the data (Daker-White, Donovan, & Campbell, 2014; Rohde et al.,

2014). I used a Samsung phone voice recorder to record the interviews. Recording the

interview facilitates transcription accuracy and repetitive listening. I documented the

nonverbal communication and kept a reflective journal of the data collection process to

enhance data credibility and rigor. Furthermore, I reviewed supporting, publicly available

company documents, such as company quarterly or annual reports, company website

data, company publications, and other information posted on the Internet to engage in

methodogolocial triangulation.

A significant advantage of the semistructured interview as a data collection

technique is that the researcher collects rich and in-depth information from the

participants’ experience and understanding of a phenomenon (Malone, Nicholl & Tracey,

2014). The semistructured interview as data collection technique is a means for the

investigator to enhance the quality of the research (Elo et al., 2014; Nicholas et al., 2016).

Furthermore, researchers used semistructured interviews to allow participants to feel

comfortable, with no pressure or tension, but with freedom of expression as they provide

rich information to answer the research question (Corbin & Strauss, 2015). Conversely,

one common disadvantage of using the semistructured interview as a data collection

technique is the vulnerability to bias (Merriam & Tisdell, 2015; Yin, 2012). In a

semistructured interview, both the participants and the researcher remain vulnerable to

bias in the data collection process because of personal opinions, worldviews, or

perceptions (Corbin & Strauss, 2015; Merriam & Tisdell, 2015). To avoid bias in a study,

researchers use member checking to allow participants the opportunity to review an

interpretative summary of their interview responses, validate or refute the interpretation,

and ensure the information does not contain the personal opinions of the researcher

(Darawsheh, 2014; Sinden et al., 2013). I used member checking to mitigate the bias

disadvantage that emerged from using the semistructured interview as a data collection

technique.

The advantage of using a voice recorder as a data collection technique is that

recording the interview is a means for the researcher to listen to the interview and

accurately transcribe the interview (Oroya et al., 2013). However, the disadvantage of

using a voice recorder as a data collection technique is that a voice recording is

vulnerable to damage or loss if not properly handled and stored (Oroya et al., 2013). The

advantage of using data documentation and journalizing as a data collection technique is

the researcher maintains documented evidence of the nonverbal communication of the

participants as well as documentation of the process before data collection, during data

collection, and after data collection (Nguyen, 2013). Keeping a journal and documenting

the research process is a technique that makes tracking changes easy and cost-effective

(Yin, 2012). Interviewing and taking notes at the same time may lead to omissions by the

researcher (Oroya et al., 2013).

An advantage of using company documents as a data collection technique is the

researcher can use the data to triangulate the interview data (Rohde et al., 2014).

Reviewing company documents is a means for researchers to confirm or refute the

information gathered from participants during interviews (Yin, 2018). Disadvantages of

reviewing company documents include inaccurate, incomplete, or inaccessible documents

(Rohde et al., 2014; Daker-White et al., 2014).

Member checking is an approach that researchers use to ensure the credibility,

dependability, and confirmability of the data in qualitative research (Fusch & Ness, 2015;

Sinden et al., 2013). To use member checking, the researcher provides the participants an

interpreted summary of the transcribed interview to correct, amend, confirm, or include

further information (Corbin & Strauss, 2015; Sinden et al., 2013). I used member

checking to ensure the credibility, dependability, and confirmability of the data. I

engaged the participant in member checking in 30-45 minutes sessions to allow the

participants make corrections, amendments, or additions, and confirm the accuracy of the

data collected during the interviews.

A pilot study is a small-scale study conducted before the main study to evaluate

the procedures, instruments, and methods that the researcher intends to use for the main

or larger study (Hazzi & Maldaon, 2015; Yin, 2018). The primary purpose of conducting

a pilot study is to check the feasibility of proposed plan to conduct a larger study and

determine the perfect data collection instrument needed for the larger study (Hazzi &

Maldaon, 2015). Researchers deploy a pilot study when conducting an unlimited scope

case study or when a large number of participants are required (Elliott & Drummond,

2017). I was not conducting a pilot study because I was conducting a limited scope case

study. Researchers need not conduct a pilot or preliminary study to test methods and

procedures when conducting a limited scope case study (Elliott & Drummond, 2017;

Ingham-Broomfield, 2015; Yin, 2018). Since I was conducting a limited scope case

study, I did not need a preliminary study to test the method and procedures in preparation

for a larger study.

Data Organization Technique

Researchers conducting a qualitative research study gather volumes of data;

therefore, data organization is a paramount process (Yin, 2018). Yin (2012) emphasized

the importance of creating mediums, methods, and techniques for organizing and

documenting data. Researchers use a variety of data organization techniques, such as

digital voice recorder, NVivo software, journal logging, electronic files in Microsoft

Word and Excel, and paper files (Gill, 2014; Jap, 2012; Mealer & Jones, 2014).

Researchers use password-protected accounts in Google Drive, Dropbox, or Zotero

library to house and organize the data (Hyett et al., 2014). NVivo software is a useful

application for storing and cataloging data files for safe storage and easy access (Gill,

2014). Researchers use Microsoft Word and Excel for an easy filing of documents by

folder (Kelly & McAllister, 2013). Scholars should keep all physical copies of organized

data stored in a secured location for safeguarding, while all electronic data should remain

in password-protected files (Kelly & McAllister, 2013). I used journal logging, Microsoft

Word, Microsoft Excel, and NVivo 11 to organize the collected data. I housed the data

using a secured Dropbox account and a password-protected USB drive. I organized the

data in Microsoft Word and Excel using dedicated folders and labeled files. I used the

NVivo 11 software for organizing the interview data into nodes in preparation for data

analysis. I kept all physical data organized and stored in a locked cabinet in my home

office for 5 years. All electronic files remained on a password-protected USB drive stored

in a locked cabinet in my home office for 5 years. After 5 years, I will shred all paper

research documents and delete all electronic files.

Reflective journalizing and research logs are useful techniques that researchers

use to track the data collection process, collected data, data organization, and data

analysis (Musa et al., 2014). Researchers use the journalizing method to keep and

maintain an audit trail and annotate rich detail of the data (Mealer & Jones, 2014; Patton,

2015). I used reflective journalizing and a research log to keep and maintain an audit trail

as well as to annotate the important details of the data. Data documentation and

organization are vital in the research process to ensure credibility and transferability of

the study (Marshall & Rossman, 2016).

Data Analysis

Data analysis is the systematic review of the data collected, interpretation of the

data, and the unveiling of underlying meanings from the data (Nguyen, 2013).

Researchers use data analysis techniques to search for patterns and relationships within

the data (Yin, 2012). In a qualitative case study, researchers use data analysis to provide

explanation, understanding, and interpretation of data regarding the phenomenon (Corbin

& Strauss, 2015). Data analysis techniques involve preparing, organizing, analyzing,

interpreting, and identifying themes from collected information (Sattari et al., 2013).

Commonly, researchers use methodological triangulation, coding, and thematic analysis

as data analysis techniques (Duc, Mockus, Hackbarth, & Palframan, 2014).

Methodological triangulation is a process researchers use during data analysis

when conducting a qualitative case study (Fusch & Ness, 2015). Methodological

triangulation involves reviewing another source of data to validate the information

collected from primary data regarding the researched phenomenon (Bhattacharya,

Bhattacharyya, Minwalla, & Yarom, 2014; Duc et al., 2014; Fusch & Ness, 2015).

Researchers use methodological triangulation to reference and validate the data collected

from the participants as well as to promote the credibility of the data collection process

(Birt et al., 2016; Fusch & Ness, 2015). I used methodological triangulation during the

analyzing of data by reviewing data from various sources to validate and promote the

credibility of the data collected and the data collection process. I followed Yin’s (2018)

five-step data analysis process of compiling, disassembling, reassembling, interpreting,

and concluding the data.

Compiling Data

The compiling phase involves organizing the data to create a database (Kelly &

McAlister, 2013). Researchers collect data from multiple sources to use methodological

triangulation as a means of data analysis and data compilation (Darawsheh, 2014).

Researchers use different sources of data for data compilation, including company

records, public records, peer-reviewed articles, and information gathered from interviews

(Stone, 2013; Yin, 2018). I compiled data collected from semistructured interviews,

member checking, company’s documents, journal logging, and observations. I used

Microsoft File Explorer to create an offline file database and One Drive to create an

online database. I created folders and files in the databases to compile data.

Disassembling Data

The disassembling phase involves dividing the compiled data into fragments and

labels (Bengtsson, 2016). After proper compilation of data to create a database,

researchers categorize and label data in different parameters, such as date, time, source of

information, and themes (Brandenburg et al., 2015; Cypress, 2015). Researchers

disassemble data manually and electronically (Hem et al., 2015). I used both manual and

electronic measures to separate data into groups and segments. I reviewed and compiled

all data collected from the interviews, organizational documents, and archive. I used

bracketing to set aside predisposition and biases in the collected data. Kelly and

McAlister (2013) explained that bracketing, a crucial tool in the coding process to ensure

rigor, is a way by which researchers mitigate predispositions and biases. I used

bracketing in the data review to mitigate bias and to enhance the rigor of this study.

Business researchers use manual disassembling as coding means to identify themes (Birt

et al., 2016). I identified themes from the bracketed data by highlighting statements that

possess similarities. To reduce confusion and use proper organization techniques,

researchers use color-coding to identify different emerging themes (Moore & Prentice,

2013). I used different color-coding to identify the emerging themes and to organize the

data. Researchers use tables from Microsoft Word and NVivo software to categorize and

label the compiled data (Birt et al., 2016). I used Microsoft Word and NVivo 11 to

classify and label the organized data.

Reassembling Data

The reassembling process involves clustering and categorizing the labels into

sequences and groups (Moore & Prentice, 2013). During the reassembling phase, the

researcher can classify the information into different segments and clusters to identify

links, alignments, and relationships within the data (Bengtsson, 2016). Researchers use

NVivo 11 software to reassemble data to determine links and alignment in the

disassembled data (Brandenburg et al., 2015; Corbin & Strauss, 2015). NVivo 11 is a

computer application that researchers use for grouping data in clusters and automatic

coding of the data (Stomki et al., 2014). Researchers upload data into the NVivo 11

application to allow automatic processing of the data to identify alignments, trends, and

emerging themes (Woods, Paulus, Atkins, & Macklin, 2016). I used NVivo 11 to

reassemble data to identify the connections, patterns, and alignments in the data. I

uploaded the raw data from the USB drive into the NVivo 11 application to automatically

process the data to detect trends and patterns, and to establish key themes.

Interpreting Data

In the interpretation stage of data analysis, the researcher creates narratives from

the sequences and groups to form conclusions (Chowdhury, 2015). Interpretation in data

analysis is the process of assigning meaning to the reassembled data and determining

conclusions, significance, and the implications of the findings (Woods et al., 2016).

Researchers use critical thinking to find meaning from the reassembled data

(Brandenburg et al., 2015). Furthermore, researchers collect data from multiple sources

and use methodological triangulation to confirm the interpretation of the reassembled

data (Lin et al., 2014). The focus of data interpretation is to relate the established themes

to the conceptual framework and the literature review as well as to generate new ideas

and knowledge (Yin, 2108). I used methodological triangulation and critical thinking to

determine, validate, conduct a narrative analysis, and interpret the reassembled data. I

focused on the emerging themes and new ideas that align with the literature review and

business process orientation theory.

Software Plan

NVivo 11 is an electronic application used for grouping raw qualitative data into

clusters, categories, and themes (Chowdhury, 2015). Researchers use NVivo 11 to code

data, perform structural analysis, retrieve and compare data, and display data for

interpretation in an automated mode (Chowdhury, 2015; Musa et al., 2013; Woods et al.,

2016). I used the NVivo 11 software application to categorize the collected data, perform

structural data analysis, retrieve, compare, and visualize data for interpretation. First, I

uploaded the interview transcripts into the NVivo 11 application to obtain computerized

results for data disassembling and reassembling. Secondly, I used the NVivo 11 to

compare and contrast the automated result to identify emerging patterns and themes.

Finally, I used the NVivo 11 application to group the themes and tracked the ideas from

the findings. Researchers use NVivo 11 application to organize data, analyze volumes of

information into segments, and identify themes (Chodhury et al., 2014; Yin, 2018). Using

NVivo 11 provides efficiency and quality data analysis (Oliveira, Bitencourt, Zanardo

dos Santos, & Teixeira, 2016). Brandenburg et al. (2015) selected NVivo 11 software in

the data analysis process for organizing and coding the data. NVivo 11 software is a

means to organize, store, code, and manage collected data, which improves research

dependability (Merriam & Tisdell, 2015). Researcher preferred using NVivo 11 in a

qualitative study because of the compatibility with Microsoft Office application

(Chowdhury, 2015). NVivo 11 is suitable for analyzing large data generated from

qualitative research (Woods et al., 2016). Researchers also prefer the NVivo 11

application because of the low cost (Woods et al., 2016). I used NVivo 11 to organize,

analyze, and identify themes from the data collected. I chose NVivo 11 because of the

low cost and compatibility with Microsoft Office software.

Key Themes

Researchers using the qualitative approach conduct data analysis to identify key

themes, develop the findings of the study, and relate the key themes to the conceptual

framework and the existing body of literature (Lin et al., 2014). Noting how the key

themes and findings confirm or refute the findings of previous researchers is an important

activity of a researcher (Cho & Lee, 2014; Lin et al., 2014). Detecting and classifying

reoccurring words, phrases, and ideas drawn from the interview and secondary data are

ways researchers identify key themes (Cho & Lee, 2014). I identified key themes through

detecting and classifying the reoccurring ideas, phrases, and words drawn from the

participants’ interview responses, additional information gathered in member-checking

sessions and secondary data sources. I compared and contrasted the emergent themes to

the published findings of other researchers through the lens of the business process

orientation theory.

Reliability and Validity

Researchers conducting a qualitative case study strive for dependability,

credibility, and confirmability of the data and the findings of the study (Yin, 2018).

Whereas a researcher conducting a quantitative research study seeks the concepts of

reliability and validity, the researcher using a qualitative approach seeks trustworthy,

accurate, rich data to develop credible findings of the study (Yin, 2018). Collecting

dependable, credible, saturated data is means for researchers to enhance the ability of

readers and future researchers in transferring the findings to other context, settings, or

cases (Birt et al., 2016).

Dependability

One primary objective of a researcher conducting a qualitative case study is to

ensure the dependability of the data (Yin, 2018). Dependability in a qualitative study is

the stability and trustworthiness of research (Elo et al., 2014). Dependability is an

evaluation of the quality of the integrated processes of data collection, data analysis, and

the entire research process (Elo et al., 2014; Peyrovi & Hadjmohammadi, 2015).

Researchers use methodological triangulation and member checking as a method of

strengthening the dependability of the study (Cypress, 2017; White, Oelke, & Friesen,

2012). In the use of member checking, the researcher provides the participants with an

interpreted summary of the interview transcript (Li et al., 2013). The researchers provide

participants an opportunity to validate the accuracy of the interpretation and asks the

participants if they have any additional information (Li et al., 2013; Moore & Prentice

2013; Peyrovi & Hadjmohammadi, 2015). Researchers use methodological triangulation

to validate and reference the collected information as a means of ensuring the

dependability of the data as well as the findings of the study (Fusch & Ness, 2015; Prion

& Adamson, 2014). I used member checking and methodological triangulation to

strengthen the dependability of this research.

Credibility

Credibility in qualitative research refers to the overall believability of a study or

the degree to which research outcomes are accurate (Hays et al., 2016). Credibility is the

truthfulness of the data and believability of the findings of the study (Prion & Adamson,

2014). Cypress (2017) noted that the credibility of a study is the confidence in the

findings. Researchers strengthen credibility by providing an accurate description and

interpretation of the information gathered from the participants (Moore & Prentice, 2013;

Nicholas et al., 2016). Methodological triangulation of multiple data sources and member

checking are means of ensuring credibility in a study (Hyett et al., 2014; Jap, 2012; Yin,

2018). Researchers also use purposive sampling and an audit trail to strengthen the

credibility of a qualitative study (Etikan, 2016; Kelly & McAllister 2013). I used

purposive sampling, member checking, and methodological triangulation to enhance the

credibility of my study.

Confirmability

Confirmability of a qualitative research project is the degree of accuracy of the

study as corroborated by future researchers (Darawsheh, 2014). The concept of

conformability in a qualitative study depicts the accuracy and genuineness of the study's

processes and findings (Moore & Prentice, 2013). To strengthen confirmability of the

study, researchers document the procedures and processes of data collection and analysis

to ensure objectivity and accuracy (Elo et al., 2014; Moore & Prentice, 2013).

Researchers also use an audit trail to enhance the confirmability of the study through

documented inspection of the data, documenting all data collection and analysis

procedures, and documenting the procedures used to mitigate personal biases (Peyrovi &

Hadjmohammadi, 2015). Detailed documentation of research processes and procedures is

a means of improving the confirmability of the findings (Darawsheh, 2014). For this

study, I documented all the research processes and procedures, including data collection,

analysis, and interpretation to maintain an audit trail as a means of ensuring

confirmability.

Transferability

Transferability in qualitative research is the degree to which the findings apply or

transfer to other cases or settings (Birt et al., 2016). A researcher might improve the

opportunity for transferability of the findings by collecting dependable and credible data

(Kihn & Ihantola, 2015). Future researchers determine how applicable the findings are to

other cases or studies (Kihn & Ihantola, 2015; Marshall & Rossman, 2016). Morse (2015)

argued that rigor in a qualitative study is the concern of external evaluators who judge the

quality of the research. Researchers enhance the transferability of the finding by strictly

adhering to the data collection and analysis technique for the research design (Kihn &

Ihantola, 2015; Morse, 2015; Teusner, 2016). Researchers use an interview protocol to

curb bias in the interview process and to collect rich information as a means to improve

the dependability, credibility, confirmability of the data; therefore, enhancing the ability

of future researchers to transfer the findings to other cases (Teusner, 2016). To enhance

the transferability of this study, I adhered to the proposed data collection and analysis

techniques to collect in-depth and rich data. I used the interview protocol as a guide

during the interview process to curb bias and enable collecting rich information without

ambiguity (see Appendix A).

Data Saturation

Researchers conducting a qualitative case study must reach data saturation to

ensure dependable, credible data (Yin, 2018). Characteristics of data saturation in a

qualitative research study include no new themes, no new data, no new coding, and the

ability to replicate the study (Fusch & Ness, 2015). Researchers attain data saturation

when no new data or themes emerge from additional data collection efforts (Yu et al.,

2014). Researchers use methodological triangulation and member checking to reach data

saturation in a qualitative case study (Fusch & Ness, 2015). Methodological triangulation

involves the use of multiple sources of data, including semistructured interviews, peer-

reviewed articles, company documents, and nonintrusive participant observations for the

researcher to compare and validate collected data (Suarez-Barraza & Miguel-Davila,

2013; Yu et al., 2014). Researchers use member checking to acquire rich and in-depth

information to reach data saturation (Fusch & Ness, 2015; Yin, 2018). Researchers use

member checking to allow participants an opportunity to review a summary of the

interview transcript, check the summary for accuracy, make corrections, and confirm the

researcher’s interpretation of their interview responses (Cypress, 2015; Nicholas et al.,

2016). I used methodological triangulation and member checking to reach data saturation

in this study. I used semistructured interviews, publicly available company documents,

peer-reviewed articles, and nonintrusive participant observations as data sources for

comparison and validation. I engaged participants in member checking to correct, amend,

and confirm the accuracy of the interview data as a way of reaching data saturation.

Transition and Summary

In Section 2, I described the research methodology, process, and procedures. I

restated the purpose of the study, described my role as the researcher, and discussed the

sampling method. I explained the participants’ eligibility criteria, research method and

design, population and sampling, and research ethics. I described the data collection

instruments and techniques, data analysis procedures, and the means to ensure

dependability, credibility, and confirmability of the data as well as the findings. I

explained the proposed procedures to reach data saturation.

In Section 3, I discussed the findings and results of this research study in the

application to business practices and implications for social change. I described personal

reflections and make recommendations for business practices and future research.

Section 3: Application to Professional Practice and Implications for Change

Introduction

The purpose of this qualitative multiple case study was to explore the strategies

that some supply chain leaders use in ensuring the delivery of undamaged goods to their

customers. I collected data from interviews with supply chain and logistics leaders, as

well as from publicly published company documents including periodic bulletins,

newsletters, safety reports, and journals. I interviewed four supply chain leaders from

Houston, Texas who had implemented strategies to ensure delivery of undamaged

products, particularly oil and gas. I engaged the participants in member checking to

ensure the credibility of the interview data. I engaged in methodological triangulation to

crosscheck the interview data with company documents. I reached data saturation when

no new themes or patterns emerged. Four themes emerged from the analyzed data: (a)

process strategy, (b) inspection strategy, (c) employee training strategy, and (d) IT

strategy. Significant alignment existed between the findings of this study and the

elements of business process orientation.

Presentation of the Findings

The overreaching research question was the following: What strategies do supply

chain leaders use to ensure delivery of undamaged goods? I used semistructured

interviews to explore the experience, knowledge, and understanding of the participants

regarding the delivery of undamaged oil and gas to customers. Each participant had over

30 years of experience in the logistics and supply chain of the oil and gas sector and had

adopted strategies to ensure the safe delivery of undamaged oil and gas products from

exploration fields to refineries, depots, industrial customers, and gas stations for

commercial and domestic use. Each participant also had knowledge and experience in the

means of transporting undamaged oil and gas products. To ensure participants’ privacy

and confidentiality, I used alphanumeric codes P1, P2, P3, and P4 to represent the

participants. Table 1 below shows a list of themes, along with the number of occurrences

per participant.

Table 1

Emerging Themes and Number of Occurrences per Participant

Themes P1

Total

Process strategy 39 36

147

Inspection strategy 27 22

IT strategy 16 9 15

Employee training strategy 6 13

8 13

326

Table 2 displays the key themes and the percentage of use among the companies.

Table 2

Strategies Used to Deliver Undamaged Oil and Gas Products

Strategy Percentage of use by companies

Process strategy 100%

Inspection strategy 100%

IT strategy 100%

Employee training strategy 100%

Theme 1: Process Strategy

Process strategy was a key theme that emerged from the analyzed data. The

process strategy appeared as a significant aspect in most operations that involves

transportation, distribution, and storage of oil and gas. All participants emphasized the

processes involved in the transportation and distribution of oil and gas. Table 3 displays

the subthemes under the theme of process strategy.

Table 3

Subthemes of Process Strategy

Subtheme Percentage of use by companies

Operational efficiency 100%

Adherence to government regulations 100%

Safety 100%

Collaboration 100%

P3 noted that because of the volatility, combustibility, and flammability of oil and

gas products, supply chain leaders lay significant emphasis on the processes of storage,

loading and offloading, and transportation. The process theme was also evident under

other themes. For example, P1 spoke about the process in relation to inspection strategy

and IT strategy. P2 commented that the process under the inspection strategy and training

strategy. P3 explained that because of the features of oil and gas as highly flammable

products,

We had designed a process for laying the pipelines and transporting oil through

the pipelines. We ensure all measurement is accurate, use the right clamps and

rings, and ensure the pipelines have accurate distance from each other. Failure to

do any of this right can lead to a disaster, such as oil spillage or explosion.

I confirmed P3’s statement about process strategy by reviewing company newsletters that

contained information indicating that to ensure safe oil transportation through the

pipeline, the pipeline diameter must be large enough to allow the maximum volume to

pass with minimal resistance for optimal efficiency. There is a need for high velocity to

keep the pipe free of corrosion or debris that can plug it. The pipes are usually made of

high-quality carbon steel, produced to specific standards, tested, and quality checked

from the raw steel state to the finished product. Additionally, the pipes’ joints are

designed in approximately 40-foot lengths to ensure the easy flow of gas. Pipes

transporting certain types of fluids must contain special corrosion-resistant alloys.

Heavier (thicker) oil may need heating to maintain a consistent flow. Depending on the

distance that the fluid needs to travel, the pipeline may need to be insulated or equipped

with additional pumps or heating stations to keep the product flowing (as indicated in

P3’s company newsletter). This finding confirms the research of Capodaglio and

Callegari (2018), who noted that leaders use an effective process strategy to promote

performance through process improvement. All participants noted the need to pay close

attention to the operational process details to ensure the delivery of undamaged oil and

gas products.

Aside from the organizational processes implemented for the accurate

transportation and distribution of oil and gas, the government has defined some processes

that oil and gas companies must follow. P4 described processes stipulated by government

agents to follow in moving, storing, or disposing of oil and gas, regardless of the means

of transportation used. Government agencies determining these processes include the

Texas Department of Transportation (DOT), Occupational Safety and Health

Administration (OSHA), and Environmental Protection Agency (EPA); these agencies

have standardized processes for storage and transportation of oil and gas through either

vessel tanker, pipeline, train tanker, or truck tanker. Some government agencies have also

outlined processes to follow in case of spillage or leakage of oil pipelines and tankers. P1

emphasized the processes involved in the disposal of caroused or spilled oil, either at the

plant or during transportation. P2 identified that government-regulated processes exist

that must take effect in the event of an oil spill or gas leak, including notifying the

controlling government agency, such as the EPA. The process also includes

documentation of the event, reporting of the event to the necessary department, and the

disposal of the actual damaged product. P3 noted, “We document all incidents and

accidents that occur on the work field and during transportation. The EPA manual

stipulates the systematic procedure for notifying, documenting, and disposal of caroused

and spilled oil.” The annual report published by P1’s company described the process of

safeguarding the oil pipelines with the use of IT and collaboration with third-party

companies.

These findings confirm the research of Roeser and Kern (2015), who noted that

process orientation ideology involves monitoring, documentation, managing, and process

and service improvement to enable quality output. This finding also aligns with the work

of Nadarajah and Kadir (2016), who contended that a focus on the process of operation

promotes product quality, delivery quality, and environmental safety, thereby bringing

about competitive advantage through customer satisfaction and environmental

sustainability.

Collaboration was a subtheme that emerged under the process strategy theme.

Collaboration may take the form of a joint initiative by autonomous organizations

engaging in strategic planning to enhance operational performance and reduce the cost of

inventory, distribution, and transportation (Liao et al., 2017). Collaboration goes beyond

daily business operations, in that it has the aim of delivering a significant improvement

over a long period. Collaboration is a common process in the oil and gas industry because

supply chain collaboration fosters low costs for transportation, operations, and

distribution. P1 described collaboration as a crucial strategy to ensure monitoring and

maintenance of oil pipelines. P1 stated, “Our organization uses a trusted third party

company; we follow a well-defined process in choosing the best company to award the

monitoring and maintenance contract.” I confirmed P1’s statement regarding

collaboration by reviewing the company’s safety newsletter and noting that the pipeline

design contractor must take into consideration a number of issues, including the volume

of oil or gas transported, the soil strength and stability of the seafloor, and environmental

conditions such as water depth, temperatures, marine life, and shipping activities in the

area. P1 noted, “We must ensure the integrity of the pipeline to avoid product as well as

environmental contamination.” The contracting companies are responsible for the safety

and reliability of their pipeline systems. The pipeline undergoes rigorous audit and

inspection by a host of agencies (as noted in P1’s company safety newsletter). P3

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described the organization as relying on a third-party logistics company to provide safe

product delivery to service stations and gas stations. P3 noted that the personnel of the

third-party company understood the safety culture and policy of the organization and

adhered to policies to promote accident-free delivery. P3 stated, “We believe they are

professional in what they do. Therefore we trust them to have a standardized policy in

accordance with the DOT regulation.”

Organizations may use different processes in selecting a third-party company,

depending on their needs. P4 commented,

We have been using the same company in building, installing and maintaining our

pipelines for over 15 years, the collaboration synergy has become a virtuous

circle, they understand us and know what we want, and we allow them to use their

professionalism and expertise in doing the job.

Oil and gas leaders also use a collaboration process in managing assets such as

technology infrastructure. P3 described the organization as using a third-party company

to facilitate IT infrastructures. P3 gave an example of a technology called C-Link, which

was used for tracking and monitoring trucks and tankers in transit. According to P3, “C-

Link is manufactured, installed, and facilitated by a third party company; however, our

company has been using the technology for years to ensure safe transportation of high

quality oil and gas products.”

These findings confirm the research of Ding et al. (2018), in that oil and gas

companies use collaboration processes to ensure effective product delivery, thereby

reducing delivery inefficiencies, the large cost of overruns, delays, and delivery of

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damaged products. These findings confirm the research of Liao et al. (2017), who, in

their study to determine the relationship between collaboration innovation and supply

chain effectiveness, noted that the collaboration process promotes competitive advantage

through effective product delivery by moderating the supply chain echelons. Moreover,

these findings agree with the research of Leon et al. (2017), in that collaboration is a vital

instrument for effective and efficient product delivery operation as business leaders use a

collaboration strategy to enhance the monitoring of the oil and gas delivery system.

The use of business process orientation involves a focus change from business

functionality to business process with emphasis on creating added value for stakeholders

and the social environment (Ding et al., 2018). The idea of business process orientation

represents the understanding of the details in the flow of the business, which is the first

step in building an organizational process structure (De Villiers et al., 2017). The

participants noted the understanding involved in the daily flow of operation in

transportation and distribution of oil and gas, with a focus on the safety of the product,

employees, and the social environment. The use of business process orientation also

involves constant analyses and improvement of processes to achieve an increase in

production quality, efficiency, and overall business performance (Mekonnen & Naod,

2017). The participants indicated the systematic process analyses and pursuit of process

improvement through various rigorous processes involved the integration of third party

inspectors, IT integration, and employee training. Documentation and record keeping in

relation to business process activities constituted a critical factor in process orientation

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(Leon et al., 2017). All participants emphasized the importance of keeping up-to-date

documentation and accurate record keeping of business process activities.

Organizational leaders who place priority on the safe delivery of products align

their business process with their strategy (Badenhorst-Weiss et al., 2017). All participants

indicated that a major goal of their organizations was to ensure the delivery of

undamaged oil and gas products and the safety of the social environment, the workers,

and the product, which aligns with business process orientation. Process standardization

is also an element of business process management that leaders use to ensure a reliable

delivery process (Prajogo et al., 2016). The idea of business process orientation entails

the organization developing a standardized process to produce quality output. All

participants indicated the use of business-process strategies such as collaboration to

promote standardization and the capability to produce quality output of safe storage,

transportation, and distribution of oil and gas products.

Theme 2: Inspection Strategy

All participants used an inspection strategy to ensure the delivery of undamaged

products. All the participants emphasized the impact of conducting inspections to

promote the delivery of undamaged oil and gas products in an environmentally safe

manner. Table 4 displays the subthemes of the inspection strategy.

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Table 4

Subthemes of Inspection Strategy

Subtheme Percentage of use by companies

Internal inspectors 100%

Third-party inspectors 25%

Tanker inspections 100%

Storage and pipeline inspections 100%

According to all participants, an inspection takes place in every aspect of the

transportation and distribution of oil and gas products, through either external inspectors,

such as government agents, or internal inspectors, which involve the use of technology or

human effort. All participants noted that inspections are essential to the oil and gas

industry as well as to individual organizations because the use of an effective inspection

process helps to reduce occurrences of accidents, damaged goods, and environmental

contamination. All participants also emphasized that some supply chain leaders use

regular inspections to note and correct incidents before they develop into accidents or

hazards.

Inspection involves periodic checks of equipment and staff to ensure safety

compliance. Experts certified in a particular line of duty commonly do inspections

depending on their specialization. P4 commented, “We have specialized internal experts

that carry out periodic inspections on oil tankers on both the parking tarmac and loading

tarmac.” Equipment such as tanker trucks undergo inspection to ensure the safety of the

products, the equipment, and the driver(s). P2 explained that an inspection officer records

all inspections

on an inspection sheet and submits it to the safety department for

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evaluation and record keeping. P4 continued by noting that the inspection team inspects

the oil tankers, the tractors, the tires, and the load in the tankers. Every inspection must

meet certain criteria as stipulated by the Texas DOT and OSHA. P1 indicated that the

organization used third-party experts alongside its internal safety department to inspect

the pipelines and other equipment used in securing the pipelines. P1 stated,

We promote a healthy culture, our goal is to ensure the safety of the public and

the workers, and the products we transport. This is why we use third-party experts

to help with the inspection, we have been using them for long, and they are

responsible for keeping the equipment in good order.

P2 noted, “If we find out any incident, we document, report, and suggest a plan or

solution to rectify the incident.” P1 stated that the third-party team documented every

noticed incident, made a report, and provided a solution plan.

The participants also use inspection in the case of oil spillage or leakage to

determine the cause and provide a stoppage solution. P1 commented that in case of

leakages or spillage, the third party company provides plans and suggestions on how to

fix the accident; they contact the occupation safety and health administration and other

interested government agents of the accidents. P3 indicated that they conduct regular

inspection through their internal safety department and use an external company to

conduct a periodic inspection of the entire plants to avoid leakage or spillage. P3 stated,

“We emphasize on accurate and regular inspection to our safety department; we try to

avoid creating any form of attention to the OSHA, as well as the Texas DOT. P2 noted,

“We conduct a detailed inspection of the oil and gas storage tanker, the truck tankers, and

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all other equipment to ensure there is no leak or blunt bolt that can cause spillage.” P4

noted, “In case of spillage or leakage up to a particular volume, we call on the EPA.”

Aside from the tankers and pipelines, periodic inspection extends to the storage

tanks and the products to ensure the undamaged products. P3 continued, “We also test the

oil in the storage tankers periodically to check for corrosions as well during loading or

offloading of the gas in the truck tankers.” We ensure and encourage all our workers to

adhere to the safety policy, complete all necessary inspection, document the inspection,

and report any incidents. P2 explained that periodic and up-to-date inspection is crucial to

ensuring the safety of the tankers and the product while on transit and in storage. P2

stated, “We engage in different nondestructive testing from loading of the consignment to

the delivery station, which includes visual inspection, acoustic emissions inspection,

thermography inspection, radiography inspection, and ultrasonic inspection.”

The personnel involved in the transportation of oil and gas also undergo

inspections, which is a requirement by the Texas DOT. P2 commented, “We ensure our

drivers are healthy enough to drive the trucks; they undergo periodic drug and alcohol

testing and we provide the results to the DOT.” Similar to P2’s comment, P4 indicated

that drivers undergo various test to ensure drivers comply with the rules and regulation of

drivers’ health as stipulated by the Texas DOT. P3 described that to ensure drivers

comply with the policies regarding alcohol or drug use, the organization’s safety and

compliance agent uses random medical test selection to encourage drivers to abstain from

using alcohol and drug. P3 continued that with the help of government agents, a third-

party company, and the organizational safety inspection policy is a vital process in the

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daily operation of transporting and distribution of oil and gas. I validated the participants’

responses through a review of operational safety handbooks and employee safety

handbooks. Supply chain managers use inspections, maintenance, and monitoring of oil

and gas equipment either within the plant or in transit help to promote a safe environment

as well as delivery of undamaged oil and gas products (Naevestad et al., 2018).

The safety or inspection officer record and document the inspections for audit,

compliance, and reference purposes. P2 noted, “Every inspection is either recorded

manually by our workers or stored on the system. However, the safety team pulls this

electronically stored data on regular basis to ensure the equipment is in good working

order.” The inspection forms include vital information, such as the date, time, and reason

for the inspection. The inspection form also indicates the positive and negative aspects of

the specific inspections. P4 stated. “Our safety team keeps a detailed log of time and date

of inspection to ensure that all inspection and maintenance are in due time.” Some

organizational safety teams use technology for inspection purpose. P3 stated, “We use

drone technology to monitor the storage tankers, the pipelines, and the trucks. The drone

has been very helpful because now we can detect any upcoming problem as the machine

keeps an accurate record of time, date, and due time for maintenance.” The increase in IT

has helped with accurate and efficient inspection process even from a far distance. P3

commented, “We use the drone to monitor the tankers in transit. The drone lets us know

the location of the tanker, the route, and delivery time. This way we can monitor the

driver all the way from loading to delivery to the station and advice of the prefer route or

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alert any foreseen issue.” Supply chain leaders encourage a safe environment, personnel,

and equipment since the government agents can inspect the facilities at any time.

The findings of this study align with the research of Iqbal et al. (2018) in that

inspection is an instrument of integrity assessment to ensure compliance with specific

regulatory requirements. Iqbal et al. attributed inspection strategy to integrity

management program and described that inspection ensure deminimum risks to the

product, public, and the environment. These findings also confirm the findings of

Agarwal et al. (2018), who noted in their study of life cycle costing analysis that an

inspection strategy is a means of minimizing damaged oil and gas through corrosion. The

findings of this study also align with the research of Riley et al. (2018), who noted that

the removal of contaminates and dissolved organic matter within oil products occurs

because of the results obtained from the inspections. Riley et al. confirmed that supply

chain leaders use an inspection strategy to help ensure product quality and safe

transportation of oil and gas products.

Process measurement is a significant element of business process orientation that

defined the importance of critical control point (Mekonnen & Naod, 2017). The idea of

process measurement is to measure the characteristics of the process output during

process realization to help identify mistakes and areas of improvement in the process

activities (Lahajnar & Rožanec, 2016). Inspection strategy involves measuring the

characteristics of the business process to correct mistakes, curb disasters, and indicate the

area of improvement. Participants emphasized the importance of inspections in the

processes of transporting and distributing oil and gas products as a means of correcting

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errors, identifying maintenance needed, enhance monitoring, and reduce hazards. Process

measurement also involves documenting of measurement results for feedback and

reference purposes (Ranđelović et al., 2018). Participants indicated that inspection

officers collate and document inspection results for feedback and reference purposes. All

participants described that they select qualified candidates, such as the inspection officer

or safety leader, to manage the internal inspection process.

Theme 3: Information Technology Strategy

IT strategy was another significant emergent theme from the data. The oil and gas

industry benefited immensely from the advancement of IT. All participants emphasized

that the use technology promoted the efficiency and effectiveness in the day-to-day

operations of the oil and gas industry. Table 5 displays the primary subthemes of the

technology strategy.

Table 5

Subthemes of Information Technology Strategy

Subtheme Percentage of use by companies

Drone technology 50%

Hifi technology 25%

RFID technology 25%

Monitoring technology 100%

P1 used the word “awesome” to describe the impact of IT in ensuring the delivery

of undamaged oil and gas products. P1 described that technology has always been good

since the introduction of the computer system, but the drone technology has been

“awesome.” All participants noted how advancements in IT had a positive effect on

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operational performance, delivery systems, maintaining safety, and monitoring. P1

commented, “I remember when our people use to drive hundreds of miles to manually

check on the pipeline for leaks, loose clamps, or anything that could contaminate the oil

in the pipeline. Now the with the drone technology, we have efficiency in monitoring and

maintenance.” In agreement with P1’s statement, P4 noted, “We use IT in most areas of

operation. Some years ago, most of our work was done manually, but now with the help

of IT, we are advancing to automation in many areas of operation.” P1 and P4 noted how

IT and advanced drone technology has had a positive effect on the cost and the

effectiveness of monitoring.

P1 identified an ultrasound technology used called the Hifi, which is an

ultrasound and fiber optic technology to detect vandalism, cracks, or burning. The

participants used technology, such as the ultrasound and drone technology, to help ensure

the safety of the transportation equipment regardless of the distance to the plant. The

participants’ use of IT also helps in documenting, recording, and updating records

effectively and efficiently. P4 described that the use of radio-frequency identification

(RFID) has helped in keeping inspection and maintenance log. Rather than keeping an

inspection log manually, logisticians use RFID to keep an accurate, clear inspection and

maintenance log.

The advancement in information communication technology is a positive factor

for transportation quality as logisticians can easily track deliveries, monitor trucks,

tankers, and pipelines, and receive real-time information. P3 stated, “IT has made life

much easy when tracking the trucks for location, and estimating the time of delivery,

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routing, and general logistics operation.” P3 noted how the use if IT has helped the

company maintain compliance with the routing policy as stipulated by the DOT. Supply

chain leaders use technology to enhance communication between the truck drivers and

the logisticians with issues, such as re-routing and re-direction. P2 and P3 noted that they

not only must ensure delivery of uncontaminated products, they must also ensure the

safety of the environment. P2 stated, “With IT application, we can monitor the drivers,

help the drivers with the route. For example, the DOT does not allow hazardous products

transported through the main city, and in the past, we had difficulty finding the safest

route for the truck drivers to avoid any fines.” P3 described that the use of C-Link

improved safe routing, “because now we can re-route the truck drivers easily, we can

send messages to truck drivers, and it also makes investigation easy.” The C-Link is an

application installed in the truck through which the logisticians can track, monitor, check

for maintenance updates for the truck, and communicate with the driver. The use of drone

technology also helps in monitoring the transportation equipment. P3 highlighted the use

of drone technology in ensuring no damage or contamination occurs to the products or

the environment during transit. P2 also indicated that using IT for tracking and

monitoring equipment is helpful in ensuring the delivery of oil and gas products. P2

stated, “With the use of our IT application intercom, we can easily track and monitor our

equipment.” P4 commented, “We use an automated tracking device RFID to monitor all

means of transportation. The tanker, for example, goes on the offshore for many weeks,

and we only hope it arrives safely. With the help of the tracking device, we know where

the tanker is, and when it is arriving the shore.” I reviewed the company’s annual report

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provided by P4 and confirmed that the use of RFID enhanced the effective

communication between transporters and the operational center. P4 stated, “Using RFID

enables us to communicate with the crew, which is a good thing.” P1 indicated the

prospect of blockchain technology to help in a safe, efficient, and low cost logistics

operation.

Although, all the participants proclaimed the positive aspects of implementing an

IT strategy, P1, P2, and P4 noted that IT could not replace the need for capable

employees. P1 stated,

I cannot say the IT is at the peak when it comes to depending on it for safety and

the delivery of uncontaminated products; I think companies are still researching

and investing in IT development. We cannot say we are there yet, but the prospect

is encouraging.

P4 described that the use of IT in the delivery of oil and gas products is essential, yet

noted that product delivery in good condition remains contingent on qualified people. P2

noted that the use of IT could advance the human effort in ensuring transportation of

uncontaminated oil and gas products; however, IT cannot replace the human effort when

dealing with hazardous and flammable products, such as oil and gas.

These findings align with the research of Thibaud et al. (2018), who confirmed

that the rise of the Internet of Things, such as the use of drone technology to offer safe

and reliable transportation of undamaged oil and gas products because of the ability to

operate at a granular level and provide rich information. Thibaud et al. continued that the

increase of IT brought about transportation intelligence, which resulted in the safe

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transportation of undamaged oil and gas products. These findings also confirm the

research of Schuster (2018) who described that advancements in IT, such as the real-time

data, resulted in improved safety performance in monitoring, maintenance, and

transportation of hazardous products. Schuster also confirmed that the use of Internet of

Things helps identify the driver’s compliance with the policies and regulation described

by the organization. Supply chain leaders receiving real-time data also help in tracking

drives route, delivery time, and rest time, resulting in reduced damage to oil and gas

products (Schuster, 2018). These findings also align with the study of Perisic et al. (2018)

in that the use of IT, such as master meter system used in some oil and gas companies,

helps in monitoring and disposition of asphaltic material in oil or liquids in the natural

gas.

Effective business leaders adopt up-to-date IT systems into their business

operations to implement business process orientation (Badenhorst-Weiss et al., 2017;

Prajogo et al., 2016). Supply chain leaders’ adoption of IT will enhance operational

efficiency, reduce workers’ fatigue, and promote quality output (Ranđelović et al., 2018).

IT adoption includes the use of software packages related to business process and the

Internet of Things. Participants identified the use of IT, including Internet of Things, in

the daily operation of transportation and distribution of oil and gas to ensure delivery of

undamaged goods. Participants identified the use of IT in the monitoring, tracking,

inspection, and documenting the delivery of oil and gas products.

To implement business process orientation, organizational leaders should invest in

IT to remain competitive in a dynamic business environment (Thibaud et al., 2018). All

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participants indicated their organizations’ willingness to make significant investments in

IT to promote the safe delivery of undamaged products. Participants highlighted their

involvement in integrated IT infrastructure and asset management with third-party

organizations to enhance delivery of uncontaminated oil and gas products.

Theme 4: Employee Training Strategy

The fourth theme that emerged was employee training. All the participants

stressed the importance of employee training in ensuring delivery of undamaged

products. All participants also highlighted that employees, such as the truck drivers or

any worker that has direct contact with the product, must undergo training and

certification according to the Texas DOT and OSHA. Table 6 displays the subthemes of

employee training strategy.

Table 6

Subthemes of Employee Training Strategy

Subtheme Percentage of use by companies

Texas DOT training 100%

OSHA training 100%

Hazardous material training 100%

According to P1,

We ensure all staff is well trained and certified before they are allowed on the

field of operation. Some supply chain leaders ensure workers training starts from

the employee orientation, and after that, there are mandatory periodic training for

each employee to work in the field.

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P2 stated, “We train all truck drivers according to the DOT.” P2 continued that during the

training, drivers get copies of the policies and regulations they must carry with them in

the truck at all time. P4 described that all employees undergo periodic up-to-date training

on new policies introduced by the Texas DOT. Aside from training, drivers receive a

copy of the policies and documents associated with transportation, handling, and disposal

of hazardous material. P3 also emphasized that every truck driver must carry the Texas

DOT policy, the OSHA booklet, the hazardous material compliance pocketbook, the

safety regulation pocketbook, and the cargo securement handbook.

The Texas DOT mandates specific period of rest for truck drivers transporting

hazardous materials. P4 commented, “We train staff on company’s standard of operation,

hours of duty for the drivers, and other training as directed by the DOT or the

management.” Participants also indicated that the employers are also responsible for

complying with the training to remain certified. According to P3, all truck drivers must

be Hazmat and tanker endorsed on their commercial driver’s license and each driver is

responsible for staying in compliance with the training, and a crucial factor in employee

training is self-development. Drivers are required to know and understand the basic rules

and regulation for transporting oil and gas. P2 indicated that OSHA officials expect all

workers to be familiar with the basic rules of logging, handling, disposal, or use of the

hazardous material. P2 noted, “We ensure that we provide periodic training to staff.” P1

continued that the staff training is important in ensuring safety. The drivers and plant

engineers undergo training on how to handle situations, such as spillage and fire

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breakout. The use of safety training helps the drivers to make the right judgment in every

situation; the training is for the protection of the drivers and the environment.

These findings align with the findings of O'Connell (2018) in that effective

employee training promotes employee confidence and motivation, and fosters operation

performance in the distribution of transportation of hazardous materials. These findings

also confirm the research of Dahl and Kongsvik (2018) in that the use of proactive

education of employees on safety matters promotes safety, climate of the work

environment, and safety consciousness in the drivers. In addition, these findings confirm

the research of Hamid et al. (2018), who noted that the use of employee training increases

employee engagement, improves the safety culture and operational performance in the oil

and gas industry, and facilitates the delivery of undamaged oil and gas products.

Business process orientation theorists noted that employee management is crucial

to increase business performance and productivity (Naevestad et al., 2018). Employee

management involves empowering the employee through training which would trigger

employee specialization. Under the concept of business process orientation, the employee

appears as a significant factor that determines the success or failure of the organization

(Hamid et al., 2018). Participants emphasized employee training as a means of ensuring

transportation and delivery of undamaged oil and gas products. In addition, participants

indicated that safety professionals train specific teams to specialize in inspection,

monitoring, and maintenance of the oil and gas operations and the equipment involved in

the operations. Despite the importance of IT advancement, such as robotic and drone

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technology, human effort as employed for business operations, especially in the oil and

gas industry, is vital to business success.

Alignment of the Findings With Business Process Orientation

In this study, through the lens of business process orientation, I explored the

strategies that supply chain leaders use to ensure delivery of undamaged goods to the

customers. The four themes that emerged from the data analysis were (a) process

strategy, (b) inspection strategy, (c) IT strategy, and (d) employee training strategy. All

four strategies align with the elements of business process orientation. Ranđelović et al.

(2018) described the elements of business process orientation as critical factors that

business leaders must initiate for successful implementation of process orientation.

Ranđelović et al. identified elements of business process orientation to include strategic

process alignment and process measurement, IT and IT investment, employee training

and management, and standardization of processes that involve strategies to monitor and

maintain business operations, such as inspection strategy. Kasim et al. (2018) described

that business leaders implement business process orientation to focus on improving

organization performance, customer satisfaction, and safety consciousness. Kasim et al.

identified that the factors of process orientation include adequate IT resources, employee

awareness, process focus, and systems for continuous improvement. Other researchers

identified various factors that supply chain leaders need for successful implementation of

business process orientation to include process strategy, process measurement,

governance, IT, and employee management (Mens & Ravesteyn, 2016; Rosemann &

vom Brocke, 2015; Schmiedel et al., 2015). Rosemann and vom Brooke (2015) described

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the six core elements of business process orientation are strategic alignment, governance,

methods, IT, people, and culture.

Applications to Professional Practice

Business leaders seek for different means of achieving and sustaining competitive

advantage and increased profitability. Ensuring delivery of undamaged products to the

customer has become a significant way through which business leaders can achieve these

organizational goals. From this study, I identified four strategies that supply chain leaders

use to ensure delivery of undamaged oil and gas to the customers. Application of the four

strategies may increase customers satisfaction and loyalty, reduce the cost of logistics,

and increase overall supply chain performance.

Adoption of process strategy may help supply chain managers to focus on

business processes and procedure rather than functionality by position. Randelović et al.

(2018) indicated that organizational leaders who focus on the processes of business

operations provide much value to the stakeholders, especially the customers. Application

of process strategy to the business operation may facilitate attention to the details of the

business activity, which may result into increase in service and product quality. Attentive

focus on every detail of business operation may eradicate waste and promote quality

(Randelović et al., 2018). Supply chain leaders might use the findings of this study to

define and realign the objectives of the organization, which should include ensuring the

safe transportation of undamaged products. Adoption of process strategy in supply chain

operations might also help in promoting customer value through employee performance

improvement and specialization. Business leaders use process orientation strategy to

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promote safety and security measures through documentation of processes, procedures,

and facilitating compliance (Capodaglio & Callegari, 2018).

The use of an inspection strategy involves periodic monitoring and maintenance

of the plant and the equipment used for supply chain and logistics operations. Supply

chain leaders might use the inspection strategy to promote the organizational safety

culture. Effective inspections can reduce the occurrences of hazard and accidents (Riley

et al., 2018). Periodic inspections through monitoring and maintenance might mitigate

equipment failure, human error, and damaged products while promoting a safe, social

environment. Business leaders might also use inspection strategy to reduce cost. Some

business leaders suffer high cost because of fines, damages, court cases, and restitution

fees due to oil spillages, truck accidents, or industrial and mechanical damage. The

application of an inspection strategy within supply chain operations might help mitigate

the high cost of operations, promote a safe working environment, a cleaner natural

environment, and the delivery of undamaged products (Dahl & Kongsvik, 2018). In

addition, supply chain leaders might implement an inspection strategy to promote service

and product quality that may facilitate customer satisfaction and loyalty.

The application of IT to the business operation has proven to promote efficiency

and increase productivity (Quwaider & Jararweh, 2016). Other benefits that come with

the integration of IT, such as Internet of Things include cost reductions and enhancement

of other business operations. The application of IT strategy by business leaders might

enhance other business operations by facilitating operation efficiency, process

improvement, service quality, and effective operations. Supply chain leaders might apply

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the findings regarding an IT strategy to enhance the communication network of logistics

infrastructure. Supply chain leaders might apply the IT strategy to enhance monitoring,

tracking, and maintenance of equipment regardless of the location. The application of an

IT strategy might enhance a safe working environment, promote process standardization,

transparency, and agility, and overall organizational performance (Thibaud et al., 2018).

Employee training is crucial for smooth business operations. Effective employee

training and development could improve the employee’s performance (Capodaglio &

Callegari, 2018). Employee training is the bridging gap between the current performance

and the standard desired performance (Radosavljevic, 2015). Supply chain leaders can

provide training through coaching, mentoring, peer cooperation, and subordination

(Hamid et al., 2018). Supply chain leaders might apply the employee training strategy to

improve the employees’ skills as well as to direct the attention of the employees to safety

consciousness. Business leaders might use the employee training strategy to encourage,

motivate, and provide needed knowledge and understanding for improved performance.

Adoption of an employee training strategy might increase employee performance that

could promote increase performance. Tang et al. (2018) noted that employees of

organizations with effective training programs show higher performance than employees

of companies that fail to provide adequate training. Supply chain leaders might also apply

the employee training strategy as means of intervention, correction, and assessment,

which could facilitate increased efficiencies in process, curb mistakes, enhance quick

thinking to solve problems, promote safe business operations, and facilitate the delivery

of undamaged goods.

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Implications for Social Change

Safeguarding the wellbeing of the social community and the environment has

become a significant goal in some organizations. Some organizational leaders aligned the

structure and design of their operations with a commitment to sustainability (Epstein,

2018). Supply chain leaders might use the findings of this study to gain practical and

crucial knowledge on the societal benefit of ensuring the delivery of undamaged

products.

The delivery of undamaged oil and gas products to industrial, commercial, and

residential customers might result in a safer environment, improved living conditions,

and a heathier society. The application of the findings of this study by supply chain

leaders in the oil and gas industry might reduce the contamination of products, reduce the

environmental damage caused by oil or gas spills or leaks, and improve transportation

and storage facilities. Protecting the environment and people from contaminated oil and

gas products is an essential function of leaders in the oil and gas industry.

The delivery of undamaged oil and gas products through a proper tracking

process, appropriate inspections, and a consciousness of the logistics providers to protect

the oil and gas from corrosion, spillage, pollution, might result in a healthier natural

environment. The application of this study by business leaders may provide knowledge

and understanding on how to safeguard the human natural habitat from the disposition of

spilled and damaged oil and gas products.

The use of IT provided by logistics providers to the customers to track the

condition of oil and gas products during transit is also a means to foster the standard of

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living of the social community as customers can plan based on the awareness of the

delivery of their undamaged products. The application of IT to the transportation and

delivery of oil and gas products might also help in safeguarding the social and natural

environment from hazards, accidents, or disasters through efficient and effective

monitoring, tracking and maintenance of the different means of transporting the oil and

gas.

Recommendations for Action

Leaders in the competitive and demanding business environment seek increased

operational performance to enhance competitiveness. In most industries, business leaders

use logistics and the supply chain for improved performance and competitiveness. As

customers remain a vital stakeholder to achieve competitiveness, there comes the need to

ensure customer satisfaction through delivery of undamaged products to the customers.

The inadequate management of a business process systematic approach results in

inefficiency, low productivity, unnecessary processes, and customer dissatisfaction. From

this case study research, some recommendations emerged that supply chain leaders might

use to ensure delivery of undamaged goods to the customers to promote customer

satisfaction and competitiveness.

I recommend to the supply chain leaders to adopt the process orientation strategy

in the logistics operation to facilitate effectiveness, efficiency, and safety culture in

storage, transportation, and distribution of products. I recommend that business leaders

integrate an inspection strategy in the daily operational processes to encourage the

efficient and accurate monitoring and maintenance of the business facilities and

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equipment. The use of daily inspection practices might result in a minimization of risks,

reduce the probability of an environmental disaster, and improve the delivery of

undamaged products. I recommend to the business leaders to invest in up-to-date IT

infrastructure to mitigate inefficiency, mitigate location and distance barriers, promote

efficient and accurate communications to increase productivity. I recommend supply

chain leaders empower their employees with accurate and up-to-date training and

information as introduced by different government agents to facilitate compliance with

state and federal laws as well as promote a culture of safety, customer satisfaction, and

delivery of products in good condition.

The findings of this research are beneficial to business leaders, supply chain

managers, and logistics leaders in different industries, such as the agriculture,

pharmaceutical, transportation, and manufacturing industry. The application of the

findings of this study might help to reduce the cost of logistics operations, promote a safe

working environment as well the social and natural environment, and increase customer

satisfaction through the delivery of undamaged goods.

I will submit this study for publication within the ProQuest database. I intend to

present the findings of this study at conferences, such as the oil and gas supply chain and

procurement summit, SCOPE supply chain conference, and supply chain management

conferences. I intend to submit articles for publication with scholarly journals, such as the

Journal of Supply Chain Management, the Journal of Business Logistics, and the Oil and

Gas Journal.

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Recommendations for Further Research

The purpose of this study was to explore strategies that supply chain leaders use

to ensure delivery of undamaged products to customers. I used a qualitative multiple case

study to explore the phenomenon from the perspective of participants in the oil and gas

industry. The sample population restricted to four supply chain leaders in Texas was

limitation of this study. To overcome this limitation, I recommend future researchers use

a larger sample size of supply chain leaders to conduct qualitative research in other oil

and gas producing regions regarding the delivery of undamaged products. In this study, I

reviewed publicly available company documents to engage in methodological

triangulation. I recommend future researchers seek proprietary company documents from

business owners and leaders to overcome this limitation. Future researchers might use

select business owners in the oil and gas industry as participants to expand the scope of

this study. A recommendation for further case study research is to extend the research to

other industries, such the agriculture, perishable foods, and pharmaceutical industry. The

possibility of broadening the scope of this study and using a larger sample size might

promote transferability.

I recommend future researchers conduct quantitative, correlational research to

examine the relationships between variables, such as the quality of oil and gas products

delivered, the type of transportation mode, the distance traveled in the supply chain, and

the number of accidents resulting in product and environmental contamination. This

study was of limited scope and sample size. Researchers conducting a quantitative

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method study might expand the scope and sample size; therefore, overcoming some of

the limitations of this study.

In this study, I used business process orientation as the conceptual framework to

understand the strategies supply chain leaders used to ensure delivery of undamaged

products. A recommendation for further research is to explore the delivery of undamaged

goods through the lens of the resource-based view, strategic choice theory, or

transactional cost analysis theory. I recommend further researchers explore the

organizational, societal, and consumer cost implications of the delivery of damaged

goods.

Reflections

My lived experiences in Africa, Europe, and the United States triggered my

interest to understand how some business leaders ensure the delivery of undamaged

goods through the safe operation of the supply chain and logistics operations while

upholding performance and customer satisfaction. The numerous accidents and incidents

of oil and gas transportation I witnessed were also factors for my desire to understand

how business leaders strive to deliver oil and gas products in good condition in an

environmentally safe manner. Furthermore, numerous instances of delivery of damaged

goods crowned my intention to seek and understand the strategies business leaders use to

ensure delivery of undamaged goods.

I began the research with an open mind and a mindset of acquiring knowledge and

gaining an understanding from successful business leaders who used a strategy in

promoting safe product delivery, especially in the oil and gas industry. I approached the

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research with little to no bias, and I had no presumed thoughts or experienced any

surprises about the emerging themes. The overall experience of the doctoral research was

exciting, voluminous, and momentous. I used four participants in a qualitative multiple

case study to explore strategies some supply chain leader use to ensure the delivery of

undamaged goods in the oil and gas industry. I intend to use the findings to promote the

delivery of undamaged goods, especially oil and gas products, in a safe, reliable manner.

Conclusion

Some business leaders experienced low profitability and customer dissatisfaction

because of product rejection from delivery of damaged products to customers. Delivery

of damaged good to customers posed a significant threat to organizational

competitiveness and performance. However, some business leaders used the integration

of business process orientation to supply chain and logistics operations to refocus the

organizational goal of ensuring the delivery of undamaged goods, and the safe storage,

transportation, and distribution of oil and gas products. The accurate application of

business process orientation to supply chain and logistics operation might promote

logistics performance through process view, adequate and accurate inspection,

employment education, and investment in up-to-date IT.

For this qualitative multiple case study, I collected data from four participants

from the oil and gas industry in Houston, Texas. I explored the participants’ knowledge

and understanding of delivery of undamaged oil and gas products through semistructured

interviews and publicly published company documents. I used the Yin’s (2018) five-step

process of data analysis and used NVivo 11 for data transcription and organization. I used

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an audit trail to ensure data saturation and used methodological triangulation to ensure

the credibility of the findings.

Supply chain leaders in the oil and gas industry face significant logistical

challenges regarding the efficient and safe delivery of undamaged products to their

customers. From the finding of the study, four themes emerged: process strategy,

inspection strategy, employee training strategy, and IT strategy. Business and supply

chain leaders might use the findings and recommendations from this study to promote

competitiveness, customer loyalty, delivery dependability, logistics performance, service

quality, and profitability. The implications for positive social change include the potential

for supply chain leaders to reduce material wastage and environmental pollution through

the safe delivery of undamaged oil and gas products to customers.

Intorduction Assignement Supply Chain Strategies to Ensure Delivery of Undamaged Goods.pdf

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