Current Issues And Challenges Of Supply Chain Management
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATIONCurrent issues and challenges of supply chain managementALES GROZNIK, PETER TRKMANFaculty of EconomicsUniversity of LjubljanaKardeljeva ploscad 17, 1000 LjubljanaSLOVENIAales.groznik@ef.uni-lj.si; peter.trkman@ef.uni-lj.siAbstract: Efficient supply chain management is crucial for survival and success in a turbulent world. Current economiccrisis increases its importance even further. The paper reviews latest findings in the most relevant areas, namely theimportance of a proper supply chain strategy that is a pre-condition for business process renovation and mitigation ofsupply chain connected risks. Performance measurement is also a pre-condition for proper management. Supply chainframeworks and standards that provide guidelines in facing those challenges are reviewed. Finally, the benefits ofsupply chain informatization are shown.Key-Words: Supply chain management, business renovation, IT, supply chain risks, supply chain frameworksis a matter of survival as purchased goods and servicesaccount for up to 80 per cent of sales revenue [7], whilein the public sector there is an ever-increasing demandfor savings in the procurement process [8].However, there is (in line with the contingency theory)no single best way of organizing/leading the supplychain that is effective in all situations and there is nouniversal set of choices that is optimal for all SCs(adapted from [9], [10]). In order to optimize the SC thefollowing five configuration components are critical:operations strategy, outsourcing strategy, channelstrategy, customer service strategy and asset network[11]. The four main approaches towards production aremake to stock, make to order (see e.g. [12] for acomprehensive review of make to order SC challenges),configure to order and engineer to order [11] – theyconsiderably affect the correct strategy.According to Aberdeen Research the top challengesfacing the modern supply chains are the lack on with external partners and lack ofalignment between business goals and informationtechnology [13]. Our paper will deal with each of thosechallenges.1 IntroductionIt has often been claimed that in the modern world thecompetition is no longer between single companies butbetween supply chains [1], [2]. Anecdotic evidence alsosupports this claim (e.g. the problems in automotiveindustry due to supplier failures or the infamous NokiaEriksson-Phillips example [3]). However, most of thepapers are focused on mathematical methods for supplychain optimization instead of an overview of businessrelated challenges connected to supply chainsThe challenge for firms today is namely not just to takeup a supply chain management (SCM) initiative but toimplement it successfully. An informatics perspective isvital since information flow is an integral part of SCMand material flow is closely dependent on informationflow. But SCM initiative can be a failure unless one isaware of the issues that may arise during its planning orimplementation [4].However, SCM is, at best, still emergent in terms of boththeory and practice [5], therefore both further researchand classification of previous research efforts is needed.This paper mainly contributes to the second purpose;namely it presents several important issues in SCM.2 Current issues in SCM2.2 Business renovation in SCMAfter successful strategy preparation, companies have toidentify areas of possible improvement in quality ofproduct or service, lead times or operational costs. Thisstep takes an integral view of all organisations involvedinto the supply chain in order to renovate theiroperations towards supply chain excellence. BusinessRenovation (BR) or business process renovation andinformatisation efforts integrate the radically strategicmethod of Business Process Re-engineering (BPR) and2.1 Strategic insightsEarlier purchasing was wedded to routine in manycompanies. For the last two decades though, no companycan allow purchasing to lag behind other departments inadjusting to worldwide changes [6]. The recognition ofthe SCM as a key and vital area, both in the private andpublic sectors, has focused attention on its effectiveness.In a number of organizations, cost-effective supply chainISSN: 1790-5117243ISBN: 978-960-474-064-2
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATION A business model acts as a basis for identifyingoutsourcing opportunities: using a business model thecore parts of a business system can be identified. Otherparts considered less important can be delegated toexternal suppliers.The main purpose of developing and analysing businessmodels is to find revenue and value generators inside areversible value chain, or a business model's valuenetwork .more progressive methods of Continuous ProcessImprovement (CPI) with appropriate IT infrastructurestrategies. BPR is a thorough re-engineering strategy thatcritically examines current business policies, practicesand procedures, rethinks them and then redesigns themission-critical products, processes and services [14].BPR seeks improvements by elevating efficiency andeffectiveness of the business process that exist withinand across organizations. On the opposite, CPI refers tominor and specific changes that one makes in an existingbusiness process [15]. CPI relies on building afundamental understanding of customers’ requirements,process capability, and the root cause of any gapsbetween them by developing culture of continuousimprovement in the areas of reliability, process cycletimes, costs in terms of less total resource consumption,quality, and productivity. Six Sigma and Total QualityManagement (TQM) are examples of approaches to CPI.BR argues for a balanced approach between radicalchanges and continuous improvements. According toJacobson [16], we view business renovation as anumbrella concept for strategic IS planning, and bothBPR and CPI since thorough and effective renovationshould combine both, radical shifts (BPR) with thosethat permanently increase business efficiency andeffectiveness (CPI).Since direct changes can have a detrimental result,companies develop business models [17]. A businessmodel is an abstraction of a business that shows howbusiness components are related to each other and howthey operate. Its ultimate purpose is to provide a clearpicture of the company’s current state and to determineits vision for the future. There are several reasonsproducing business models [18]: A business model helps us understand thebusiness: one of the primary goals of business modellingis to increase understanding of the business and tofacilitate communication about the business. A business model is a basis for creating suitableinformation systems: descriptions of the business arevery useful in identifying the information systemsnecessary to support the business. Business models alsoact as a basis for engineering requirements when aparticular information system is being designed. A business model is a basis for improving thecurrent business structure and operation: as it shows aclear picture of the business current state, a businessmodel can be used to identify the changes necessary toimprove the business. A business model provides a polygon forexperiments: a business model can be used toexperiment with new business concepts and to study theimplications of changes for the business structure oroperation.ISSN: 1790-51172.3 Supply chain risksThe risk of disruptions caused by both factors within SCand outside environmental forces is a topic of increasedimportance. Supply chain risk management is therefore afield of escalating importance and is aimed at developingapproaches to the identification, assessment, analysisand treatment of areas of vulnerability and risk in SCs[19]. Various trends that enhance exposure to risks, suchas the increased use of outsourcing, globalisation,reduction of the supplier base; reduced buffers, increaseddemand for on-time deliveries or shorter product lifecycles [20] are increasing the importance of SCRM. Therecently developed model ([21], shown in Figure 1)sheds more light on the prediction of suppliers’connected risks. It is based on the premise that differentsuppliers (and their second and third tier suppliers)operate in different markets and environments; thereforetheir turbulence and the forces influencing a supplieralso differ. While a certain supplier strategy (e.g.ordering large batches to decrease procurement costs ents) may be acceptable in a non-turbulentenvironment, it may be detrimental in a more turbulentone (e.g. in the presence of quick technological advancessuch as microprocessors or large commodity priceswings). Considering all of this, the same supplierattributes, strategy and structure may pose considerablydifferent risks of disruption. Therefore, a comprehensiveapproach to SCRM has to include supplier-associatedturbulence as well as various sources of uncertainty dueto supplier attributes such as strategy, structure andperformance.In order to distinguish between the different kinds ofrisks, the sources of uncertainty were separated into twodifferent constructs [21]:- endogenous uncertainty: the source of uncertainty/riskis inside the SC and can lead to changing relationshipsbetween focal firm and suppliers, the most notable kindsare market and technology turbulence. Marketturbulence is likely to arise from the heterogeneity andrapid changes in the composition of customers in themarket and their preferences [22]. It means continuouschanges in customers’ preferences/demands, in244ISBN: 978-960-474-064-2
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATIONwhich one to implement and to what extent. Theadoption of frameworks and standards causesstandardization of business operations that is incontradiction with agile supply chain strategies and leanbusiness models. From the business model point of viewthe most relevant is the Supply-Chain OperationsReference (SCOR) model that was developed by theSupply-Chain Council (SCC) to assist organisations inincreasing the effectiveness of their supply chains, and toprovide a process-based approach to SCM [28]. TheSCOR model (Figure 2) provides a common processoriented language for communicating among supplychain partners in the following decision areas: PLAN,SOURCE, MAKE, DELIVER and RETURN.price/cost structures, and in the composition ofcompetitors [23]. Technological turbulence refers to thedegree to which technology changes over time within anindustry and the effects of those changes on the industry[24]. Technological turbulence arises from changes inthe underlying technologies of products or services andtheir rates of obsolescence [22]. Technical dynamicsincludes how fast the related technology is changing, aswell as breakthroughs in the manufacturing process, andmass production techniques [25];- exogenous uncertainty: the source of uncertainty/risk isfrom outside the SC. These risks are further divided intothe two most notable kinds; namely discrete events (e.g.terrorist attacks, contagious diseases, workers’ strikes)and continuous risks (e.g. inflation rate, consumer priceindex changes).Figure 2: SCOR frameworkFigure 1: Conceptual model for suppliers’ connectedrisksSupplier AttributesFinancial PerformanceHuman Resource FactorsOperational FactorsCultureRelationship FactorsMarket TurbulenceNew productsPrice sensitivityLevel of competitionDemand swingsNew customers v. repeatTechnology TurbulenceRapid changesHigh tech SC Strategyand StructureSC typelean, agile, hybridSuppliers TypesBusiness StructureGeographic LocationRisk of SupplierNon Performanceor Disruptionin a SCContinuousInterest ratesCPIGDPCommodity pricesDiscreteTerrorismDisastersStrikesSource: [21]The current approaches only offer a limited estimation ofthe risk of supplier non-performance. The proposedapproach (see [21] for more details) enables theestimation of the risks and helps the company to make amore informed decision as to how much risk it is willingto take and which risks will it mitigate (either withdual/multiple sourcing or with the change of supplier).Dual sourcing is namely an important topic – while itmay increase the costs due to activities connected withsupplier search and qualification it can considerablydecrease the costs of supplier non-performance or evenbankruptcy (see e.g. [26], [27]).Source: Supply Chain Council, www.supply-chain.orgResearching the link between frameworks or standardsand supply chain performance is scarce. Lockamy &McCormack [29] have studied the link between SCORplanning practices and supply chain performance andshown that the supply chain planning practices related toprocess integration, collaboration, teaming, processmeasurement, process documentation and processownership have been shown to be important to supplychain performance, but lack broad implementation bysupply chain partners. This suggests that integratedsupply chain management may be more difficult tooperationalize in practice than the popular supply chainpress or consultants would have one to believe.This study also suggests is that some of the bestpractices proposed as mechanisms for improving overallsupply chain management performance may not have thedegree of impact often presented in the literature. Some2.4 Supply chain frameworks and standardsIn order to streamline businesses and bridge the supplychain risks, different frameworks and standards (SCOR,GS1, MMOG/LE, ISO 9001, ISO 14001, BS OHSAS18001, BS 25999, ISO/IEC 27001, etc) have beendeveloped. The organizations are facing the challengeISSN: 1790-5117245ISBN: 978-960-474-064-2
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATIONbest practices help to improve supply chain performanceonly in specific decision areas.paper) they can be used to compare differentconfigurations of business processes [38].2.6Figure 3: Main metrics for supply chain performancemeasurementPerformance measurement in SCMA well known-saying is that: ‘You Can’t Manage WhatYou Can’t Measure’. Therefore all frameworks andresearch efforts emphasize the importance ofperformance measurement. The starting point forperformance measurement is that the metrics should: be directly related to the manufacturing strategy, primarily use non-financial measures, vary between locations, change over time, as needs change, be simple and easy to use, provide fast feedback to operators and managers, be intended to foster improvement rather than justmonitor[30].Performance measurement focuses on two connected butstill separable areas, namely the measurement ofperformance of each supplier and the measurement ofsupply chain as a whole. The classic metrics for supplierperformance measurement are replenishment lead time,on-time performance, supply flexibility, deliveryfrequency, quality, viability, information coordinationcapability etc. [31]. According to the recent survey themost important measures are quality of delivered goods,on time delivery and flexibility of supply [32]. Sincebalanced scorecard [33] is in general one of the mostwidely used models for performance measurement itsapplication to supply chain area has also been proposed.Such an example is presented in [34] who derived theobjectives for SCM from financial, customer, businessprocess (both internal and external) and learning andgrowth perspective. As shownperformancemeasurement is closely connected with processrenovation outlined in the previous section (see e.g. [35]as an example of performance metrics for each of thesupply chain processes.Different performance measures can also be used atvarious decision areas of the SCOR model; for examplesupplier delivery performance and purchase order timeare suitable metric for “SOURCE” while utilization ofresources or percentage of defects are more relevant for“MAKE” phase (see e.g. [32] for more details). Thereview of customer and internal facing metrics is alsoshown in figure 3.One of the increasingly popular approaches for bothmeasurement of effectiveness and prediction of changesdue to renovation of supply processes is the use ofsimulations. They enable the preparation of the modelsof current and desired state [36] and can be used toestimate the risks of different events [37]. In connectionwith business process modeling (see chapter 2.2. of thisISSN: 1790-5117Source: [43]2.7Supply chain informatizationFinal issue in SCM is supply chain informatizationwhich is by far an easy task. Information technology isan important enabler of effective supply chainmanagement. Much of the current interest in SCM ismotivated by the possibilities that are introduced by theabundance of data and the savings inherent insophisticated analysis of these data (see e.g. [39] forseveral successful case studies). The innovativeopportunities coming to the fore with e-business havealso increased the interest in IT. From technologicalperspective SCM spans over internal as well as externalsystems, which facilitates information transfer betweenvarious organizations. In addition, SCM typicallyincludes many functional areas within an organizationand is affected by the way the various groupscommunicate and interact.According to Simchi-Levi [40] ultimate goals (Figure 4)of IT are to collect, access and analyze information. Inpractice that SCM systems have to:- collect information on each product from production todelivery or purchase point and provide completevisibility for all parties involved,- access any data in the system from single-point-ofcontact,- analyze, plan activities, and make trade-offs based oninformation from the entire supply chain.In order to achieve these goals major issues (Figure 4) ininformatization are standardization, infrastructure ebusiness, supply chain components and integration.Standardization is vital for IT since it allows systems towork together and is a key feasibility factor of SCMimplementation. Infrastructure is a basic component ofsystem capabilities without which some of the goals246ISBN: 978-960-474-064-2
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATIONintegration," Supply Chain Management - AnInternational Journal, vol. 12, pp. 116-128, 2007.[2]S. Li, S. S. Rao, T. S. Ragu-Nathan, and B.Ragu-Nathan, "Development and validation of ameasurement instrument for studying supply chainmanagement practices," Journal of OperationsManagement, vol. 23, pp. 618-641, 2005.[3]S. Chopra and M. S. Sodhi, "Managing Riskto Avoid Supply-Chain Breakdown," SloanManagement Review, vol. 46, pp. 53-61, 2004.[4]S. Varma, S. Wadhwa, and S. G.Deshmukh,"Implementingsupplychainmanagement in a firm: issues and remedies," AsiaPacific Journal of Marketing and Logistics, vol. 18,pp. 223-243, 2006.[5]J. Storey, C. Emberson, J. Godsell, and A.Harrison, "Supply chain management: theory,practice and future challenges " InternationalJournal of Operations & Production Management,vol. 26, pp. 754-774, 2006.[6]P. Kraljic, "Purchasing must become supplymanagement," Harvard Business Review, vol. 61, pp.109-117, 1983.[7]M. Quayle, "A study of supply chainmanagement practice in UK industrial SMEs,"Supply Chain Management - An InternationalJournal, vol. 8, pp. 79-86, 2003.[8]A. Groznik and P. Trkman, "Upstreamsupply chain management in e-government: the caseof Slovenia," Government Information Quarterly,vol. In press, 2008.[9]F. Fiedler, "A Contingency Model ofLeadership Effectiveness," in Advances inExperimental Social Psychology. vol. 1 New York:Academic Press, 1964, pp. 149-190.[10]A. Gingsberg and N. Venkatraman,"Contingency perspectives of organisational strategy:a critical review of the empirical research," Academyof Management Review, vol. 10, p. 421?434, 1985.[11]S. Cohen and J. Roussel, Strategic supplychain management: the five disciplines for topperformance. New York, NJ: McGraw-Hill, 2005.[12]A. Gunasekaran and E. W. T. Ngai, "Buildto-order supply chain management: a literaturereview and framework for development," Journal ofOperations Management, vol. 23, pp. 423-451, 2005.[13]V. Sadlovska and N. Viswanathan, "SupplyChain Intelligence," Aberdeen Research 2008.[14]B. Prasad, "Hybrid re-engineering strategiesfor process improvement," Business ProcessManagement Journal, vol. 5, pp. 178-197, 1999.[15]P. Harmon, Business Process Change: AManager's Guide to Improving, Redesigning, andAutomating Processes. San Francisco: MorganKaufmann, 2003.[16]I. Jacobson, The Object Advantage.Workingham: Addison - Wesley, 1995.[17]A. Kovacic, K. Marjan, and A. Groznik,"Business process renovation: re-thinking toward ebusiness," in 7th international conference on Re-cannot be achieved. E-business is an emerging area ofbusiness conduct that provides cost-effective way ofSCM. Supply chain components are various systems thatare involved directly in supply chain planning. These aretypically systems that combine short-term and long-termdecision support system elements.Figure 4: Goals and means of SCM – an IT viewSource: [40]The goal of SCM software s to increase flows throughcollaboration. However, increasing collaboration is notmerely a matter of making a tool available. Participantsmust be encouraged to use the tool share information tomake its use effective. Ruppel [41] compared adoptionof three information technologies (i.e. group decisionsupport systems, EDI and e-business) that can be used toimprove information flows and the factors that affecttheir adoption and use. Comparison indicates that thedecision to adopt one of these technologies does notguarantee its effective use. Those who wish to championthe use of tools have a complex task to perform not justto foster adoption, but also to encourage successfulimplementation.4 ConclusionThe paper has tackled a vital challenge to provide acomprehensive review of several inter-connectedchallenges in supply chain management. Onlycontinuous efforts in each of the mentioned areas assurethe efficient and successful. Nevertheless, optimaldecision making is not possible since the choice set is toocomplex and generally unknown, for due to the largenumber of possibilities and uncertainties. Therefore SCM»optimization« involves a small number of choices at eachstep of exploration [42]. We hope that our paper is a smallbut significant contribution in this questReferences:[1]P. Trkman, M. Indihar Štemberger, J. Jaklič,and A. Groznik, "Process approach to supply chainISSN: 1790-5117247ISBN: 978-960-474-064-2
Proceedings of the 10th WSEAS International Conference on AUTOMATION & INFORMATIONtechnologies for information systems, Lyon, 2001.[18]H. E. Eriksson and M. Penker, BusinessModeling with UML: Business Patterns at Work.New York: Wiley, 2000.[19]D. Neiger, K. Rotaru, and L. Churilov,"Supply Chain Risk Identification with ValueFocused Process Engineering," Journal ofOperations Management, vol. In Press, AcceptedManuscript, 2008.[20]A. Norrman and U. Jansson, "Ericsson’sproactive supply chain risk management approachafter a serious sub-supplier accident," InternationalJournal of Physical Distribution & LogisticsManagement, vol. 34, pp. 434-456, 2004.[21]P. Trkman and K. McCormack, "Aconceptual model for managing supply chain risk inturbulent environment," International Journal ofProduction Economics, in press, 2009.[22]D. Kandemir, A. Yaprak, and T. asurement, and Impact on Market Performance,"Academy of Marketing Science Journal, vol. 34, p.324, 2006.[23]R. Calantone, R. Garcia, and C. Droge,"The Effects of Environmental Turbulence on NewProduct Development Strategy Planning," Journal ofProduct Innovation Management, vol. 20, pp. 90103, 2003.[24]P. Chatterjee, "Interfirm alliances in onlineretailing," Journal of Business Research, vol. 57, pp.714-723, 2004.[25]L.-L. Hsu and M. Chen, "Impacts of ERPsystems on the integrated-interaction performance ofmanufacturingandmarketing,"IndustrialManagement & Data Systems, vol. 104, pp. 42-55,2004.[26]Y. Sheffi, "Supply Chain Managementunder the Threat of International Terrorism," TheInternational Journal of Logistics Management, vol.12, pp. 1-11, 2001.[27]D. Wang and Y. Zhao, "Decision-makingfor the optimal number of suppliers consideringtrade-off between supplier management cost andsupply failure risk," in IEEE InternationalConference onIndustrial Engineering andEngineering Management, Singapore, 2007, pp.1664-1668.[28]G. Stewart, "Supply-chain operationsreference model (SCOR): the first nagement," Logistics Information Management,vol. 10, pp. 62-67, 1997.[29]A. Lockamy and K. McCormack, "LinkingSCOR planning practices to supply chainperformance: An exploratory study," InternationalJournal of Operations & Production Management,vol. 24, pp. 1192-1218, 2004.[30]F. Persson and J. Olhager, "Performancesimulation of supply chain designs," InternationalJournal of Production Economics, vol. 77, pp. 231-ISSN: 1790-5117245, 2002.[31]S. Chopra and P. Meindl, Supply ChainManagement: strategy, planning and operation.Upper Saddle River, New Jersey: Pearson PrenticeHall, 2007.[32]A. Gunasekaran, C. Patel, and R. E.McGaughey, "A framework for supply chainperformance measurement," International Journal ofProduction Economics, vol. 87, pp. 333-347, 2004.[33]R. S. Kaplan and D. P. Norton, "Using thebalanced scorecard as a strategic managementsystem," Harvard Business Review, vol. 74, pp. 7585, 1996.[34]J. H. Park, J. K. Lee, and J. S. Yoo, "Aframework for designing the balanced supply chainscorecard," European Journal of InformationSystems, vol. 14, pp. 335-346, 2005.[35]A. Theeranuphattana and J. Tang, "Aconceptual model of performance measurement forsupply chains: Alternative considerations," Journalof Manufacturing Technology Management, vol. 19,pp. 125-148, 2008.[36]M. Caridi, S. Cavalieri, G. Diazzi, and C.Pirovano, "Assessing the impact of e-Procurementstrategies through the use of business processmodelling and simulation techniques," ProductionPlanning & Control, vol. 15, pp. 647-661, 2004.[37]S.-H. Cho and S. Eppinger, "A SimulationBased Process Model for Managing Complex DesignProjects," IEEE Transactions on EngineeringManagement, vol. 52, pp. 316-328, 2005.[38]A. Roeder and B. Tibken, "A methodologyfor modeling inter-company supply chains and forevaluating a method of integrated product andprocess documentation," European Journal onOperational Research, vol. 169, pp. 1010-1029,2006.[39]T. Davenport, "Competing on Analytics,"Harvard Business Review, vol. 84, pp. 150-151,2006.[40]D. Simchi-Levi, P. Kaminsky, and E.Simchi-Levi, Designing and Managing the SupplyChain: McGraw-Hill, 2000.[41]C. Ruppel, "An information systemsperspective of supply chain tool compatibility: theroles of technology fit and relationships," BusinessProcess Management Journal, vol. 10, pp. 311-323,2004.[42]G. Lee, "Relevance of organizationalcapabilities and its dynamics: what to learn fromentrants’ product portfolios about the determinants ofentry timing," Strategic Management Journal, vol.29, pp. 1257-1280, 2008.[43] K. Lai, E. Ngai, T. Cheng: Measures forevaluating supply chain performance in transportlogistics. Transportation Research Part E: Logisticsand Transportation Review, vol. 38, no. 6, pp.439456, 2002.248ISBN: 978-960-474-064-2
From the business model point of view the most relevant is the Supply-Chain Operations Reference (SCOR) model that was developed by the Supply-Chain Council (SCC) to assist organisations in increasing the effectiveness of their supply chains, and to provide a process-based approach to SCM [28]. The SCOR model (Figure 2) provides a common process
Evaluation, Assessment, and Testing FEATURED ARTICLE 3 How Much is Learning Measurement Worth? Daniel A. Wagner, Andrew Babson, and Katie M. Murray . Current Issues in Comparative Education. 2 Current Issues in Comparative Education CURRENT ISSUES IN COMPARATIVE EDUCATION Volume 14, Issue 1 (Fall 2011)
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Chapter Chapter 5 5 Ethical and Social Issues in the Digital FirmEthical and Social Issues in the Digital Firm UNDERSTANDING ETHICAL AND SOCIAL ISSUES RELATED TO SYSTEMS Key Technology Trends Raise Ethical Issues (Continued) Rapidly declining data storage costs: Lowers the tf ti h ti ldtb Key Technology Trends Raise Ethical Issues (Continued)
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1. To identify challenges perceived by SMEs to be faced by them in accessing credit facilities from Stanbic Bank. 2. To identify challenges perceived by employees of Stanbic Bank to be facing SMEs in accessing credit facilities from their bank. 3. To assess the relationship between challenges perceived by SMEs and challenges
