Extraordinary project structure since small producers experience

unique circumstances.

Centralised due to

the size of these small  producers and

their form of ownership.

Decentralised structure since small producers are

geographically scattered.

The same structure as the large manufacturing organisation to

ensure alignment.

In terms of both cost and delivery, Supplier A moved down one

position.

In terms of both cost and delivery, Supplier A moved to third

position.

In terms of cost, Supplier A went up one position and stayed in

the same position in terms of delivery.

In terms of cost, Supplier

A, moved up one position and for delivery shared first position with Supplier C.

Reliability

of mushroom supply and availability from local suppliers

Quality

control and consistency of menu items

Flexibility

to adapt menu offerings to accommodate ingredient shortages

Cost-effectiveness and budget

considerations

Selecting

suppliers who have implemented measures to reduce their carbon footprint, even

if it results in higher product costs.

Prioritising

suppliers with green certifications that focus on energy efficiency and waste

reduction, while still ensuring cost-effectiveness.

Choosing

suppliers who have set ambitious carbon reduction targets and are actively

working towards achieving them, even if they are not yet fully realised.

Consolidating

purchases to streamline operations and reduce transportation emissions, even if

it involves overlooking potential suppliers with better environmental

practices.

The transition to local suppliers will result in a

significant increase in the complexity of logistics and distribution.

Local suppliers are more likely to have advanced

technology and innovative practices compared to international suppliers.

Local suppliers are less likely to be affected by global

economic fluctuations and market trends.

Ensuring

that local suppliers can meet the same quality and volume standards as the

previous international suppliers.

Technology

has enabled purchasing departments to use data-driven tools for tasks such as

verifying credentials and tracking contract compliance, reducing the need for

manual effort and human error.

The integration of technology in purchasing and

supply processes has increased the reliance on human judgment for strategic

decisions and supplier development.

Technology has simplified the purchasing process

to such an extent that it has reduced the need for detailed analysis of

supplier performance.

Technology has made it more challenging to

incorporate qualitative factors such as supplier reliability and BBBEE into the

purchasing process.

The marketing capability of the dark store employees to actively promote

the retailer’s products on social media platforms.

The design capability of the dark store supplier to offer storage

space that will accommodate the retailer’s products.

The capability of the dark store personnel to develop

new, advanced products.

The capability of the dark store picking personnel to determine the

price of the products using new systems.