Abstract
Use the following guidelines when writing the abstract. Begin with a wow statement illuminating the problem under study. Identify the design (case study, phenomenological, quasi-experimental, correlation) Note: Do not mention the method (qualitative/quantitative) in the abstract. Identify the study population and geographical location. Identify the theoretical (quantitative) or conceptual framework (qualitative) that grounded the study; in APA style, theory/conceptual framework names are lower case. Describe the data collection process (e.g., interviews, surveys, questionnaires). Describe the data analysis process (e.g., modified van Kaam method to identify themes in qualitative studies or t test, ANOVA, or multiple regression in quantitative studies). Do not mention software used. Identify two or three themes that morphed from the study (qualitative). Present the statistical results for each research question (quantitative studies). Describe how these data may contribute to social change (use the word social change and identify who specifically may benefit). Ensure the first line in the abstract is not indented. Ensure abstract does not exceed one page. Use plural verbs with data (e.g., the data were). Write all numbers as digits (i.e., 1, 2, 10, 20) and not spelled out unless at the beginning of a sentence. Add an abbreviation in parentheses after spelling out a term in full only if the abbreviation is used again in the abstract.
Exploring Risks to Minimize Supply Chain Lines Disruptions during Combat Operations
by
Christopher Curtis Royal
MA Webster University, 2013
MA, Webster University, 2011
BS, Liberty University 1996
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration
Walden University
Oct 2017
Dedication
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Acknowledgments
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Table of Contents
List of Tables. v
List of Figures. vi
Section 1: Foundation of the Study. 1
Background of the Problem.. 1
Problem Statement 3
Purpose Statement 3
Nature of the Study. 4
Research Question. 4
Interview Questions. 5
Conceptual Framework. 6
Operational Definitions. 7
Assumptions, Limitations, and Delimitations. 8
Significance of the Study. 9
A review of the professional and academic literature. 9
Introduction to the chapter 9
Effective supply chain management within the military. 10
General supply chain risks. 11
Military supply chain risks and risk management initiatives. 13
Transition. 15
Section 2: The Project 16
Purpose Statement 16
Role of the Researcher 16
Participants. 16
Research Method and Design. 17
Research Method. 17
Research Design. 17
Population and Sampling (Quantitative Only) 17
Population and Sampling (Qualitative Only) 17
Ethical Research. 18
Data Collection Instruments (Quantitative Only) 18
Data Collection Instruments (Qualitative Only) 19
Data Collection Technique. 19
Data Organization Technique (Qualitative Only) 20
Data Analysis (Quantitative Only) 20
Data Analysis (Qualitative Only) 20
Study Validity (Quantitative Only) 20
Reliability and Validity (Qualitative Only) 21
Reliability. 21
Validity. 21
Transition and Summary. 21
Section 3: Application to Professional Practice and Implications for Change. 22
Introduction. 22
Presentation of the Findings (Quantitative Only) 22
Presentation of the Findings (Qualitative Only) 23
Applications to Professional Practice. 23
Implications for Social Change. 23
Recommendations for Action. 24
Recommendations for Further Research. 24
Reflections. 24
Conclusion. 24
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List of Tables
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List of Figures
Figure 1. Figure caption, sentence case………………………………………………………………….. xx
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Section 1: Foundation of the Study
In the commercial world, there is no comparison to the military logistics of the United States, both in terms of scope and size. In military logistics, soldiers are considered to be customers who eagerly wait for the products to reach them in times of need (Feldman & Keyes, 2011). Some essential products that soldiers require in the battlefield are water, food, fuel, medicine and ammunition. In fact, many soldiers’ lives are dependent on the above the mentioned products. The foundation of this study explores complications in the military supply chain witnessed during the combat operations. A customer in the military supply chain lines never owns a product completely even after the delivery which is different from that of commercial ones.
Background of the Problem
The United States is one of the largest military forces around the world. Its land-based operations require a huge amount of equipment for sustenance on the battlefield. Some of the important equipment that is required on the battlefield includes; vehicles, cannons, weapons and uniforms (D’Ippolito, 2014). However, the United States’ Army faces critical problems in the supply chain lines. The supply chain lines consist of equipment, infrastructure, a set of processes and personnel. The supply chain of the United States’ Army should be fortified enough to meet day-to-day operational requirements (Badakhsh et al, 2014). For America, almost 11,000 destinations are involved in supply chain lines which include air base, garrisons (aboard and home), ships, etc. The armed forces of the United States are aiming to adopt the best practices from successful global companies. Military forces are engaged in a theater of operations which is comparatively bigger than commercial supply chain operations (McCoy, 2016). Besides, military forces cannot predict appropriately the time when the demand for Supply Chain Lines or equipment will increase abruptly on the battlefield.
Most of the point-of-sales in military operations demand frequent response several times a day (Kovac & Spens, 2014). Some of the point-of-sales include units, army, air bases and ships. As a result, the military force of America has to stock a large amount of equipment to fulfill abrupt rise in demand. There is the existence of the several equipments without which the military forces will not be able to sustain in the warfront for even a fraction of a second. This equipment includes spare parts of aircraft and vehicles, hospital supplies and heavy industrial equipment (Lenzini, 2016). Military expenditure structure was changed right after the end of World War II. The federal government of the United States implemented various policies pertaining to outsourcing in military forces’ supply chain. The Supply Chain system of the United States’ military was substantially expensive during World War I and World War II. With time, Supply Chain Lines of the United States’ Army changed and thus opted for more effective and efficient mechanisms outsourcing (D’Ippolito, 2014). The military forces of the United States embraced distribution based Supply Chain Lines and left behind conventional Supply Chains system for more efficiency.
Problem Statement
Due to the growing demand for U.S Military Forces and their increased participation in combat operations, exploring risk and disruptions of supply chain lines during combat operations is crucial (Badakhsh et al, 2014).The disruptions were detrimental for an efficient and lean fighting force on the battlefield (Khan et al, 2014). The general business problem is that the disruptions to supply chain lines could cost service members their lives. The specific business problem is that military supply chain manager’s fight in a complex world in which risks to Supply Chain Lines are unable to sustain on a complex battlefield.
Purpose Statement
The purpose of this qualitative case study is to explore how military supply chain managers’ deal with disruptions related to Supply Chain Lines (Tracy, 2013). This case study will interview Military Officers and Non Commissioned Officers who have experienced the outcome of Supply Chain Lines disruptions during combat operations. The targeted population will include military personnel who have experienced the use of Supply Chain Lines risk in Afghanistan and Iraq. Results of this study have the potential to change the way in which soldiers can implement practical creative Supply Chain solutions and possibly save lives during combat operations (Feldman & Keyes, 2012). The targeted population will consist of Military Logistics Personnel in various locations Fort Bragg North Carolina, MacDill Air Force Base, and Japan-Armed Forces Support Battalion- North East Asia. The implications for positive social change could be the potential of having an effect on a military level on how the United States Military gets the right product into the right service member’s area of responsibility. The value added given is that Service members are more flexible on the battlefield and are able to come up with Supply Chain solutions in their area of responsibility. This will save money, time, lives, and manpower.
Nature of the Study
The Qualitative research case study is the best way to explore supply chain lines disruptions on a complex battlefield. The information can be ascertained by military personnel that can explain the full picture of perceptions, attitudes, and lived experiences of supply chain personnel during combat operations (Tracy, 2013). The focus of the study is exploring personal experiences in combat operations applying practical solutions to Supply Chain Lines instead of evaluating numerical values of returns. The Qualitative research will give an opportunity to get a better picture of the opinion and personal vision of the subject.
The choice for this qualitative case study design is that the research is appropriate for a qualitative method since complexities of Supply Chain Lines are intense during combat operations of goods and services, particularly in areas of responsibility becomes crucial (Haley, 2014). The concepts and theories in supply chain lines cover various aspects of inventory management, use of information technology in supply chain lines, and integration of different theater operations within Military Supply Chain Lines.
Research Question
Based on the business problem statement and the purpose statement, the following research questions will drive the methodology of the proposed qualitative case study.
Sub question 1: How would military supply chain managers explore and identify risk to reduce disruptions in Supply Chain lines during Combat Operations?
Sub question 2: How would military supply chain managers execute disruptions in supply chain lines?
Sub question 3: How would military supply chain manager’s plan for an efficient strategy for supply chain lines during combat operations?
Sub question 4: How would military supply chain manager’s change the way the military implements supply chain risk disruptions during combat operations?
Interview Questions
The following interview questions are based on the research questions cited with the overarching primary research question that will be answered by the interview questions.
- How does Military Supply Managers identify strategies that will reduce disruptions associated with internal and external supplies?
- What is the potential supply risk during combat operation?
- How do you select and mitigate supply chain disruptions during combat operations?
- How do Military Supply Chain managers mitigate and address shortfalls with suppliers?
- How does the military organize, structure, and resource on what materials will be used in high-risk combat operations?
Conceptual Framework
The conceptual framework that will be utilized in this study is that of the fundamental model. The model has been depicted to be a critical tool for understanding the complexities of Supply Chain Lines. This conceptual framework gives a base of overview of the various components of Supply Chain Management that are inherent in combat operations that exist in Supply Chain Lines. As stated, Military Supply Chain Lines components are proposed by du Toit in which it encompasses risk and disruption strategies. Different components of supply chain management (SCM) are depicted by different internal and external objectives and the relationships between solving specific problems of supply chain lines during combat operations (du Toit & Vlok 2014).
The fundamental framework theory for the proposed research will provide a foundation on the risk and disruptions of Supply Chain Lines during combat operations (du Toit & Vlok 2014). The Military Supply Chain Lines (SCL) begins with organizing effective problem-solving techniques, which are implemented using management plans. The objective considered by the framework in Supply Chain Lines comprises three key components namely: SCL participants, SCL support functions and SCL life-cycle activities during combat operations. Performance measurements also constitute an essential part of the framework, since it serves as a feedback loop vis-à-vis continuous improvement, which significantly impact SCL strategy and management (Talluri et al, 2013). The various components of SCL are affected by Military SC enablers whose effects are felt across support functions, activities, as well as SC participants.
Operational Definitions
- Competitive Advantage: A company, business or an organization has a competitive advantage within its industry or market when it is in a situation where it can deliver a product or service more effectively and efficiently compared to its competitors (Khan, Jaber & Ahmad, 2014).
- Disruptions: Disruptions generally refer to problems that will prevent an effective service delivery or provision of a product. In the context of supply chain management, disruptions can be defined as events or activities that will interrupt effective delivery of materials to an organization or business (Dittman, 2014).
- Performance: Performance in the supply chain line refers to the process of delivering materials to the destination where they will be used. In this regard, performance refers to task or activity accomplishment.
- Risk Mitigation: Risk mitigation refers to the process of putting in place measures that can help an organization to reduce the possibility of occurrence of an unwanted event (Dittman, 2014).
- Risk: Risk refers to the probability of an event that can lead to loss of value occurring during combat operations.
- Supply Chain Lines: Supply chain line can be defined as a complex system that incorporates several organizations, people, activities, information and resources that facilitate the movement of a product from the supplier to the customer (Khan, Jaber & Ahmad, 2014).
- Supply Chain Management: Generally, supply chain management can be defined as art and science that involves planning, organisation, coordination, directing and controlling activities and resources that enhances the process of product development and delivery to the customers (Feldman & Keyes, 2012). In this regard, supply chain management encompasses extraction of raw materials from the source, transporting the raw materials to the manufacturing plant and transforming the materials into finished products that enhance customer’s satisfaction.
- Theater of operations (TO): Theater of operations refers to a subarea in a war where active military or combat operations are taking place (Dittman, 2014).
Assumptions, Limitations, and Delimitations
The assumptions of scarcity of supply chain studies conducted on military organizations during combat, the case study will assume that similar supply chain management processes and strategies apply to the military just as in the case of private entities (Dittman, 2014). The study will only consider the qualitative aspect of the problem. For instance, the study explores Limitations of risks associated with the supply chain lines but do not determine the influence of specific risks on supply chain management (Khan, Jaber & Ahmad, 2014). Lastly, the Delimitations study will not include quantitative aspects of the problem and will mainly focus on the supply chain challenges associated with the military during combat (Talluri et al, 2013) .
Significance of the Study
The findings from this study will help the military supply chain managers to come up with ways of making the supply chain more efficient and effective in the delivery of business processes. This study will not only be of benefit to the military but will also help private firms to determine the risks that their businesses are likely to be faced with within their supply chain. Furthermore, the study will give an insight to the logistics operators on the inherent risks associated with various processes or operations thus helping these businesses in designing effective supply chain management models
Military operations in most cases intend to alleviate the security threats to humanity thus improving the quality of life within the society. The success of these operations greatly depends on the effectiveness of the supply chain processes. By determining the risks associated with various levels of the supply chain systems, military leaders or administrators are able to come up with plants that will make combat operations more effective. As a result, this study shall have contributed to a safer and more secure environment across the world.
A review of the professional and academic literature
Introduction to the chapter
This chapter reviewed related works that have already been on the topic of risks associated with supply chain lines to the military. Using a fundamental framework, the researcher explored various risks that could hamper effectiveness and efficiency of the supply chain lines within the military at the theater of operations.
Effective supply chain management within the military
The goal of the military operations is to defeat the enemy and ensure a safer and more secure environment to the humanity. However, this goal can only be realized if the military operations are both efficient and effectiveness. Efficiency and effectiveness of military are critical success measures of military operations (Davids, Beeres & van Fenema, 2013). Nevertheless, these two measures can only be achieved if the supply chain operations are also effective and efficient. In other words, military organizations gain a competitive advantage over its enemy when it can get its supplies on time and using cheaper strategies compared to its enemies. In this regard, the effectiveness of the supply chain refers to the ability of the supply chain activities to enhance satisfaction of the customers. On the other hand, the efficiency of the supply chain refers to the ability of supply chain activities or operations to deliver materials in a cost effective and timely manner (Davids, Beeres & van Fenema, 2013). In the case of military operations, supply chain operations should be able to improve the chances of the military defeating the enemy on time and within the budget.
Lean supply chain strategy is one of the strategies that have been identified as the most effective across the world by various military organizations including the United States and the United Kingdom military (Arif-Uz-Zaman & Ahsan, 2014). In addition, Australia and the United States military uses outsourcing strategy to augment their strategy as a way of keeping the cost of supply chain management low. For instance, the strategic sourcing and supplier relationship management initiative by the United States army involve identification of strategic suppliers and working closely with the identified suppliers to improve performance. Furthermore, this strategy ensures that the United States realizes a cost advantage by shedding off some of the non-strategic suppliers so as to remain with a leaner supply chain network that is cheap and easier to manage (Arif-Uz-Zaman & Ahsan, 2014). Regardless of the supply chain strategy, various scholars noted that risks are inevitable and therefore managers should improve their efforts to mitigate these rather than try to avoid them.
General Supply Chain Risks
Basically, supply chain risks are defined as the possibility and effect of an event or activity at any point within the supply chain. These events or activities can occur at any point from the source of raw materials to the end use of customers. Besides, the supply chain is a comprehensive system that involves several participants, support functions, and life-cycle activities; therefore, risks must be expected at one point or the other. According to previous studies, risks that hinder the effectiveness and efficiency of the supply chain can either be internal or external (Sarakinis & Carlson, 2013). These internal and external risks within the supply chain are caused by factors which are within the organization’s control or factors which are beyond the organization’s control. These factors can be categorized into environmental risk factors, industry factors, organizational factors, problem-specific factors and the decision-maker related factors. In the case of private entities, normal day-to-day operational challenges like changes in customer demand, unexpected transit delays, shortages of warehouse and production problems among others are realistic sources of risks for businesses.
The external supply chain risks are caused by the events that take place either within the upstream or downstream of the supply chain (Girth, 2014; Queensland Government, 2016). Some of the external supply chain risks include demand related risks caused by fluctuation in demand or changes in consumer taste, environmental risks like terror threat or changes in regulations, business risks such as inflation, changes in interest rates and the high cost of capital among others. On the other hand, internal supply chain risks arise from the activities of the business operations and management (Queensland Government, 2016; Gereffi & Lee, 2012). Internal supply chain risks therefore include manufacturing risks such as a disruption in the production process, business risks which are attributed to the management decisions, reporting procedures and business processes and planning and control risks that can arise from lack of sufficient assessment of the project or ineffective management. Additionally, Queensland Government (2016) intimated that risks can also arise from the contingency processes put in place to mitigate certain risks and can also be a result of the organization culture. In the case of internal supply chain risks, organizations are presented with numerous mitigation and avoidance opportunities. However, external risks are difficult to control therefore organizations tend to develop a supply chain strategy that is not exposed to many of the risks e.g. a lean supply chain strategy (Dittman, 2014).
Military supply chain risks and risk management initiatives
Just like in the case of the private sector or public limited companies, military supply chain risks also arise from the internal events and external events. According to the previous studies, military risks arose from the demand fluctuations, funding uncertainty and long lead times problems (Dittman, 2014). Furthermore, some studies had associated military risks to lack of effective technical plans, expired contracts of suppliers, reparability of the materials and problems associated with single sourcing. Elsewhere, the outsourcing strategy that has been adopted by several governments has also been found to have some embedded risks. For example, the telecommunications materials outsourced by the United States military from China poses a threat to the military regarding the quality of these materials (Loredo, Raffensberger, & Moore, 2015). There is fear that foreign-supplied materials can be defective or counterfeit as the foreign country may want to limit the effectiveness of the recipient military organisation. Furthermore, some of the materials required by the military have supply chains which are complex and dispersed that when outsourced, the military organization may not be in a position to know the origin of these materials.
In spite of the risks highlighted by various studies, exposure of military organizations to risks compared to business organizations tend to be small. For instance, studies showed that private organizations were exposed to risks more than non-profit organizations since profitability is based on risk taking (Sarakinis & Carlson, 2013). In the case of military organizations like the US Army, partners were strictly evaluated in order to determine their ability and capacity to deliver the materials without fair and at a fair price. For example, a survey conducted on the risk exposure of the US military showed that out of 9300 parts, just a few hundred of the parts were exposed to significant risks (Sarakinis & Carlson, 2013). Comparing this low level of risks with the large quantity of inventory that military organizations keep, it was found that risk exposure regarding supply of most materials were insignificant. Despite the low-risk exposure, the US Army has put in place various risk mitigation initiatives mainly targeted at the identified high-risk suppliers. Loredo, Raffensberger and Moore (2015) outlined that this mitigation strategy involve seeking new sources of supply, determine the reparability of a part and developing a more comprehensive contingency plan to protect supplies during natural hazards.
Elsewhere, some studies had recommended that military organizations should create an integrated supplier management process to mitigate internal risks and some external risks just like it is done in the private sector (Church & Schwartz, 2013). An integrated supply chain strategy involves assessing the needs of the customers, the internal operations as well as the resources and capabilities of the supplier and establishing a link between these stakeholders (Ruriani, 2015). Using this strategy, the military can be able to improve their demand planning and forecasting processes while at the same time reduce the internal lead times especially among their riskiest suppliers (Alu.army.mil., 2016; Chae, Olson & Sheu, 2014). In the case of repairable materials, the military will be able to improve the repair cycle and source for the material when it is needed (Sarakinis & Carlson, 2013). Consequently, this approach will help the management to focus on large volume and value suppliers while at the same time reduce risks which are usually associated with the contracting process. For instance, the administrative lead time of contracting is usually long exposing the organization to the risk of depleted materials. According to Boyens, Bartol, Moorthy and Paulsen (2015), such risks can now be monitored over a long period of time using an integrated supply chain system augmented with various enterprise requirement planning (ERP) technologies.
Transition
This section described the need for the research to explore supply chain risks in combat operations. The researcher intends to realize the aim of this study by adopting a qualitative case study approach which will examine various categories of risks within the military supply chain lines. For instance, the researcher will identify risks and mitigation strategies associated with supply chain participants, activities and support functions. The rest of the sections include the research methodology and the results and discussions sections i.e. project and applications to professional practice and social change. In the project section, the researcher will describe the research design and procedures while in the last section, the researcher discusses the findings of this study with an aim of establishing how it can be applied to professional practice and social change.
Section 2: The Project
Provide a one or two paragraph introduction to Section 2. This introduction should provide a clear outline of the Project section.
Purpose Statement
Simply cut and paste the Purpose Statement from Section 1.
Role of the Researcher
Describe the role of the researcher in the data collection process in this subsection. Follow the guidance on requirements for this section in the DBA rubric.
Participants
Describe the sample adequately. Remember, the sample is the subset selected from the broader population. Thus, it may differ from the targeted population discussed in Section 1. Detail the major demographic characteristics, for example the type of business, leader, manager, or title of the participants within the business. As a rule, describe the groups as specifically as possible, with emphasis on characteristics that may have bearing on the interpretation of results/findings. Follow the guidance on requirements for this section provided in the DBA rubric.
Research Method and Design
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Research Method
This section is an extension of the Nature of the Study in Section 1. The first paragraph of the Nature of the Study section required a description and justification of the methodology. Here you will extend that conversation by providing more information and additional resources. Be sure to include at least three sources for each decision you make.
Research Design
This section is an extension of the Nature of the Study in Section 1. The second paragraph of the Nature of the Study section required a description and justification of the design. Here you will extend that conversation by providing more information and additional resources. Be sure to include at least three sources for each decision you make.
Population and Sampling (Quantitative Only)
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Population and Sampling (Qualitative Only)
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Ethical Research
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Data Collection Instruments (Quantitative Only)
You will describe each instrument’s purpose, intended populations, scales, scoring process, time needed to complete, and so on. This section will also address the psychometric issues surrounding the instrument, reliability and validity—this is very important. You will need to report the reliability and validity coefficients. Where possible, include the details of the reliability measures employed (e.g., test-retest, equivalent or alternate form, split-half, and internal consistency).
Validity should address content validity, criterion-related validity, and construct validity. State briefly what these measures are report their coefficients.
You will need to address any special requirements of the purchaser. You will need to gain permission from the test publisher to use some instruments. Permission may be requested by sending a formal letter or e-mail to the publisher. You may also need to complete a training course or obtain your chair’s signature to acquire the instrument—be sure to include this information.
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Data Collection Instruments (Qualitative Only)
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Data Collection Technique
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Data Organization Technique (Qualitative Only)
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Data Analysis (Quantitative Only)
Data analysis involves discussing the statistical test(s) you will use to answer each research question and justifying its/their selection. Indicate the nature of the scale for each variable (e.g., nominal, ordinal, interval, and ratio). Why is the selected statistical test more appropriate than another? (Hint: The statistical test is usually selected due to the nature of the question and scale of measurement of the variables you defined.) Describe how you will deal with discrepant cases (e.g., missing data, data that cannot be interpreted). Identify the software that will be used to analyze the data.
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Data Analysis (Qualitative Only)
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Study Validity (Quantitative Only)
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Reliability and Validity (Qualitative Only)
Reliability
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Validity
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Transition and Summary
End with a transition that contains a summary of key points and provides an overview of Section 3. Do not include any new information in the summary
This is the end of the proposal.
Section 3: Application to Professional Practice and Implications for Change
Introduction
Begin with the purpose of the study. Do not repeat the entire purpose statement; typically the first sentence of the purpose statement will suffice. Provide a brief summary of the findings, not to exceed one page.
Presentation of the Findings (Quantitative Only)
Describe the statistical test(s), the variables, and the purpose of the test(s) and how they relate to the hypotheses. Present relevant descriptive statistics (i.e., mean, standard deviation for scale variables; frequencies, and percentages for nominal variables). Provide evaluation of statistical assumptions. Report inferential statistical analyses results, organized by research question, in APA statistical notation/format. Include alpha level chosen for the test, test value, p (significance) values, effect size, degrees of freedom, confidence intervals (when appropriate), and so on. Include appropriate tables and figures to illustrate results, as per the current edition of the Publication Manual of the American Psychological Association. Consult the Instructions for the DBA Template document for correct APA style for formatting and labeling tables and figures. Summarize answers to research questions. Describe in what ways findings confirm, disconfirm, or extend knowledge of the theoretical framework and relationship(s) among variables by comparing the findings with other peer-reviewed studies from the literature review. Includes studies addressed during the proposal stage and studies added since writing the proposal. Tie findings or dispute findings to the existing literature on effective business practice. Analyze and interpret the findings in the context of the theoretical framework, as appropriate. Ensure interpretations do not exceed the data, findings, and scope.
Presentation of the Findings (Qualitative Only)
List the overarching research question. Identifies each theme, and analyzes and discuss findings in relation to the themes. Describe in what ways findings confirm, disconfirm, or extend knowledge in the discipline by comparing the findings with other peer-reviewed studies from the literature review; includes literature added since writing the proposal. Tie findings to the conceptual framework, and tie findings or dispute findings to the existing literature on effective business practice.
Applications to Professional Practice
Provide a detailed discussion on the applicability of the findings with respect to the professional practice of business. This major subsection provides a rich academic argument why and how the findings are relevant to improved business practice.
Implications for Social Change
The implications are expressed in terms of tangible improvements to individuals, communities, organizations, institutions, cultures, or societies, as the finding could affect social change/behavior.
Recommendations for Action
Recommendations (a) should flow logically from the conclusions and contain steps to useful action, (b) state who needs to pay attention to the results, and (c) indicate how the results might be disseminated via literature conferences, training, and so on.
Recommendations for Further Research
List recommendations for further study related to improved practice in business. Identify how limitations identified in Section 1, Limitations, can be addressed in future research.
Reflections
Include a reflection on your experience within the DBA Doctoral Study process, in which you discuss possible personal biases or preconceived ideas and values, the possible effects of those on the participants or the situation, and changes in your thinking after completing the study.
Conclusion
The work closes with a strong concluding statement making the take-home message clear to the reader.
References
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Arif-Uz-Zaman, K., & Ahsan, A. (2014). Lean supply chain performance measurement. International Journal of Productivity and Performance Management, 63(5), 588- 612.
Ayiro, L. P. (2012). A functional approach to educational research methods and statistics: Qualitative, quantitative, and mixed methods approaches. New York, NY: Jossey.
Badakhsh, S., Rashidi, A., & Akbari, A. (2014). Multi period distribution planning problem of cross docking network. American Academic & Scholarly Research Journal, 6(4).
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Insert appendix here. Appendices are ordered with letters rather than numbers. If there is but one appendix, it has no letter designation.
The appendices must adhere to the same margin specifications as the body of the dissertation. Photocopied or previously printed material may have to be shifted on the page or reduced in size to fit within the area bounded by the margins.
If the only thing in an appendix is a table, the table title serves as the title of the appendix; no label is needed for the table itself. If you have text in addition to a table or tables in an appendix, label the table with the letter of the appendix (e.g., Table A1, Table A2, Table B1, and so on). These tables would be listed in the List of Tables at the end of the Table of Contents.
If you include in an appendix any prepublished materials that are not in the public domain, you must also include permission to do so.
Template updated 7/14/15.
