Value chain practices and management at the Kenya Meat Commission
Muhoro, Stella W
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The main purpose of the study determined how the value chain practices affect management at Kenya Meat Commission. The study was guided by the following specific objectives: to establish the various value chain practices at Kenya meat commission; to establish the relationship existing between value chain practices and management at Kenya Meat Commission and to establish the factors affecting the relationship between value chain and management at the Kenya Meat Commission. The study was carried out through a case study design where the unit of study was sought to find out the value chain analysis at KMC. The study made use of both primary and secondary data. The target population for this study was senior employees of Kenya Meat Commission. The respondents were the Managing Commissioner, Chief Finance Officer, Production Manager, Sales and Marketing Manager, Livestock Manager, Quality Controller, Human Resources and Administration Manager, Engineering Manager, Procurement Manager. The secondary data was obtained from the KMC‘s documented strategies and any other relevant information about the KMC. The findings of the study established that the organizations have a number of areas of strategies that can be adopted and maximized for the purpose of ensuring that their work continues into the foreseeable future. Implementation of value chain practices and management faces challenges that limit the focus on quick initial benefits from the implementation and sustaining value in subsequent future functionality releases can help in obtaining longer-term commitment to automation and change. Cross-value chain strategies establish competitive advantage that can be reached only by managing the entire value chain as a whole including all involved functions. Value chain is characterized by classical separation and thinking in organizational units instead of processes, since not processes but activities are listed by organizational function. The role the livestock, procurement and quality controller played in the implementation of value chain strategies was in the approval of the quality of livestock that is best for meat production. The management practice suggested by the engineering department involved value chain business process integration involves collaborative work between buyers and suppliers, joint product development, common systems, and shared information. The recommendations of the study were that the organizational learning should take place through individuals and their interactions in the organization and managers of organizations or governments should identify those internal processes that enable them to meet the expectations of customers in the target markets and those of the shareholders and seek to establish these into the organizational culture; the mission and vision of the organization should address inherent culture and value system of the organization in order to succeed in its implementation. The firm‘s resources should have four fundamental characteristics in order to create sustainable competitive advantage. Managers should create an environment where knowledge can be developed and transmitted to all in the organization.
University of Nairobi