Project – Supply Chain Management Practices and Operational Efficiency in Large-Scale Manufacturing Organisations: A Study of Nigerian Breweries Plc, Lagos State

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The contemporary manufacturing environment is characterised by intense competition, changing customer expectations, technological development, cost pressures, supply disruptions and increasing demand for quality products delivered at the right time and at competitive prices. These developments have made it increasingly difficult for manufacturing organisations to achieve sustainable performance by concentrating only on internal production activities. Rather, organisations are required to coordinate activities involving suppliers, procurement, production, warehousing, transportation, distributors and customers as an integrated system. This integrated approach is broadly captured by the concept of supply chain management (SCM). Supply chain management has consequently evolved from a narrow concern with purchasing and logistics into a strategic management philosophy concerned with the coordination and integration of business processes across organisational boundaries.

Supply chain management involves the systematic coordination of the flow of materials, information, finances and products from the initial suppliers of raw materials through production and distribution to the final customer. Mentzer et al. (2001) explain SCM as a systemic and strategic coordination of traditional business functions and tactics across these functions within a particular company and across businesses within the supply chain, with the objective of improving long-term performance. This definition demonstrates that SCM is not simply an operational activity but a strategic process involving relationships among different actors. Similarly, Lambert and Cooper (2000) argue that effective supply chain management requires the integration of key business processes across the supply chain so that value is created for customers and other stakeholders.

The growing importance of supply chain management is partly explained by the increasing interdependence of organisations. Manufacturing companies depend on suppliers for raw materials, packaging materials, equipment, spare parts and other production inputs. They also depend on transport providers, distributors, wholesalers, retailers and information systems to ensure that finished products reach the market efficiently. Christopher (2016) therefore views supply chain management as the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole. This perspective shifts attention from isolated organisational functions to the entire network through which value is created and delivered.

The importance of SCM is particularly pronounced in large-scale manufacturing organisations because their operations involve substantial volumes of raw materials, production inputs, finished products, inventories, suppliers and distribution activities. In such organisations, weaknesses in one part of the supply chain can affect the entire production system. For example, delayed delivery of raw materials can interrupt production schedules; inaccurate demand forecasts can create excess or inadequate inventory; poor supplier relationships can increase procurement costs; inadequate information sharing can delay decision-making; and inefficient transportation can increase lead time and distribution costs. Consequently, the effectiveness of supply chain practices can have direct implications for operational efficiency.

Operational efficiency refers broadly to the ability of an organisation to utilise its available resources to produce goods and services with minimum waste, cost and delay while maintaining the required level of quality and customer satisfaction. In manufacturing, operational efficiency can be reflected in production cost, production speed, inventory utilisation, delivery reliability, capacity utilisation, quality performance, waste reduction and the ability to meet customer demand. Bourne et al. (2000) note that performance measurement provides an important mechanism through which organisations can assess whether their strategies and operations are producing desired outcomes. Thus, operational efficiency provides an important basis for evaluating whether supply chain investments and practices are translating into improved organisational operations.

The relationship between supply chain management and organisational performance has received considerable attention in the operations and management literature. Li et al. (2006) identify strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement as important dimensions of SCM practices and demonstrate their relationship with competitive advantage and organisational performance. Their work suggests that supply chain management should not be treated as a collection of unrelated activities; rather, its various components interact to influence organisational outcomes. Similarly, Tan, Kannan, and Handfield (1998) emphasise the importance of supplier relationships, customer relationships and supply chain integration in improving organisational performance.

Strategic supplier relationship management is one of the important dimensions of SCM. Manufacturing organisations cannot achieve operational stability when relationships with suppliers are characterised by poor communication, unreliable deliveries and short-term transactional arrangements. Strategic supplier partnerships involve developing long-term relationships with selected suppliers, sharing information, jointly solving problems and coordinating activities to improve supply reliability and overall performance. Carr and Pearson (1999) found that strategic purchasing and supplier management can contribute to organisational performance by strengthening relationships and improving purchasing effectiveness. In a manufacturing environment, such relationships can help organisations secure reliable raw materials, improve quality and reduce procurement uncertainty.

Procurement management is another critical component of supply chain management. Manufacturing companies spend considerable resources acquiring raw materials, packaging materials, equipment, spare parts and other inputs. Effective procurement involves supplier selection, price negotiation, quality assurance, order processing, purchasing planning and timely acquisition of required materials. Poor procurement practices can increase costs and expose manufacturing organisations to production interruptions. In contrast, strategic procurement can enhance cost control, supplier reliability and availability of production inputs. Carter and Narasimhan (1996) argue that procurement has strategic implications for organisational performance because purchasing decisions affect cost, quality, flexibility and supply continuity.

Inventory management also plays a central role in manufacturing operations. Organisations need sufficient stocks of raw materials and finished goods to maintain production and meet customer demand. However, excessive inventory ties down capital, increases storage expenses and exposes materials to deterioration, obsolescence and damage. Inadequate inventory, on the other hand, may result in stock-outs and production interruptions. Effective inventory management therefore seeks to balance availability and cost. Christopher (2016) argues that inventory reduction and improved flow are important objectives of efficient supply chain management because unnecessary inventory often conceals inefficiencies within the supply system.

Information sharing is equally important because supply chain decisions depend heavily on accurate, timely and relevant information. Suppliers need information about production requirements; manufacturers need information about supplier capacity and customer demand; distributors need information about product availability; and customers require accurate information about product delivery. Information sharing can therefore improve coordination, reduce uncertainty and support better planning. Lee, So, and Tang (2000) demonstrate that information sharing can influence supply chain performance by improving coordination among supply chain participants. Similarly, Devaraj, Krajewski, and Wei (2007) show that information technology and supply chain integration can support improved operational outcomes.

Logistics and transportation management constitute another significant dimension of SCM. Manufacturing operations require the movement of raw materials from suppliers to production facilities and finished goods from factories to distributors and customers. Inefficient transportation can increase costs, extend delivery times and create uncertainty in production and distribution schedules. Effective logistics management involves route planning, transportation coordination, warehousing, order fulfilment and distribution. Mentzer et al. (2001) emphasise that the integration of logistics and other supply chain functions is essential for achieving improved overall performance.

The importance of these practices becomes even more pronounced in developing economies such as Nigeria. Nigerian manufacturing organisations operate within an environment characterised by infrastructure constraints, fluctuating operating costs, transportation challenges, foreign exchange pressures, energy-related challenges, changing consumer demand and supply disruptions. These conditions make efficient supply chain coordination particularly important. Manufacturing firms must therefore develop supply systems capable of responding to uncertainty while maintaining cost efficiency and product availability.

Empirical studies in Nigeria have provided evidence of the importance of SCM practices to manufacturing performance. Adebiyi et al. (2021), in a study of professionals from selected manufacturing firms in Lagos, examined strategic partnership, customer relationship management, information sharing, material flow management, lean production and participative design/engineering. The study reported positive effects of several supply chain practices on manufacturing efficiency, customer satisfaction and innovation performance. In particular, material flow management was found to have a positive effect on manufacturing efficiency. This finding is relevant because efficient movement of materials is central to large-scale manufacturing operations.

Similarly, Omigie and Kubeyinje (2022) investigated supply chain management and performance among selected manufacturing organisations in Nigeria. Their study focused on procurement outsourcing, information flow management and order-process management and found positive and statistically significant relationships between these practices and organisational performance. The findings suggest that supply chain practices can contribute to improved manufacturing performance when organisations deliberately coordinate procurement, information and order-processing activities.

Omigie and Oguns-Obasohan (2023) further examined procurement outsourcing and order-process management among quoted manufacturing firms in Nigeria. Their results indicated that procurement outsourcing and order-process management had positive and statistically significant relationships with operational performance. The study recommended continuous evaluation of order-processing systems and stronger information-flow management. This evidence reinforces the argument that the effectiveness of supply chain practices extends beyond procurement alone to include the speed, reliability and flexibility with which customer orders are processed.

Research specifically involving food, beverages and brewery firms also demonstrates the importance of supply-related activities. Agorzie, Ekpudu, and Adewumi (2020) examined materials management practices among selected quoted food, beverages and breweries firms in Southwestern Nigeria. Their findings indicated that materials handling, materials cost control, procurement, materials planning and inventory management were widely adopted among the firms studied and that materials management practices significantly affected operational performance. The study also identified challenges such as inadequate power supply, transportation problems, shortage of trained personnel, weak vendor relationships and poor information technology. These challenges are particularly relevant to the present study because they demonstrate the operational consequences of supply-related constraints within the Nigerian food and beverage manufacturing environment.

The literature, however, does not suggest that all supply chain practices produce identical outcomes in every context. Shobayo (2017), using panel data from Nigerian manufacturing companies, reported that supply chain management as measured through supply chain strategy and flexibility did not have a statistically significant overall effect on operational performance in the firms studied. This contrasting result indicates that the relationship between SCM and operational efficiency may depend on the specific practices adopted, the organisation’s capabilities, the operating environment and the manner in which supply chain activities are integrated. Such differences justify further empirical investigation at the organisational level.

Nigerian Breweries Plc provides a particularly relevant context for examining this relationship. Nigerian Breweries Plc is one of Nigeria’s major brewing companies and has operated in the country for several decades. The company was incorporated in 1946 and subsequently became Nigerian Breweries Plc; its principal activities include the brewing, marketing and sale of lager, stout, non-alcoholic malt drinks and soft drinks. The company is a subsidiary of HEINEKEN N.V. and maintains its head office in Lagos.

The scale and nature of Nigerian Breweries’ activities make supply chain management strategically important. Brewing operations require the continuous availability of raw materials, packaging materials, utilities, production equipment, spare parts and other inputs. The production process also generates finished products that must be stored, transported and distributed through extensive market channels. Consequently, the organisation must coordinate procurement, supplier relationships, inventory, production planning, warehousing, transportation, order processing and information flows.

The Lagos environment provides an important setting for this study because Lagos is one of Nigeria’s major commercial and industrial centres and serves as a major hub for manufacturing, distribution and trade. Nigerian Breweries’ head office is located at Iganmu, Lagos, while the wider Lagos industrial environment provides access to suppliers, distributors, transportation networks and consumer markets. The concentration of business and logistics activities in Lagos also means that firms operating there encounter both opportunities and operational challenges associated with congestion, transportation costs, infrastructure and market demand.

For Nigerian Breweries Plc, efficient supply chain management can therefore be expected to influence the ability to maintain uninterrupted production, manage inventory, control costs, fulfil customer orders and deliver products to the market. Where procurement is efficient, materials can be obtained at the right quality, quantity, price and time. Where supplier relationships are strong, the organisation can improve reliability and responsiveness. Effective inventory management can reduce unnecessary holding costs while ensuring production continuity. Efficient logistics can reduce delivery delays and transportation costs, while information sharing can enhance coordination among supply chain participants.

The company’s published financial reporting also demonstrates the importance of monitoring its large-scale business activities and operating environment. Nigerian Breweries maintains an investor-relations archive containing annual reports and financial statements, including its 2024 Annual Report and Accounts. Such corporate reporting provides evidence that the company operates within a complex environment in which operational, financial and strategic performance require continuous monitoring.

Against this background, the present study focuses on Supply Chain Management Practices and Operational Efficiency in Large-Scale Manufacturing Organisations: A Study of Nigerian Breweries Plc, Lagos State. The study is designed to examine whether and to what extent key supply chain practices influence operational efficiency within the selected organisation. The study concentrates on supply chain practices such as procurement management, supplier relationship management, inventory management and information sharing, while operational efficiency is considered in terms of cost efficiency, production efficiency, delivery performance and resource utilisation. By focusing on a major manufacturing organisation in Nigeria, the study seeks to provide organisation-specific evidence that can complement broader studies of supply chain management in Nigerian manufacturing.

1.2 Statement of the Problem

Large-scale manufacturing organisations depend on complex supply networks to transform raw materials into finished products and distribute those products to customers. The efficiency of these organisations is consequently influenced not only by the effectiveness of their production systems but also by the reliability of the supply chain supporting those systems. When raw materials arrive late, suppliers fail to meet specifications, inventory levels are poorly managed, information is delayed or transportation systems are inefficient, manufacturing operations can experience higher costs, production delays, wastage and difficulties in meeting customer requirements. Supply chain management therefore represents a critical component of operational efficiency.

Despite the strategic importance of supply chain management, many manufacturing organisations in developing economies continue to encounter challenges in coordinating supply activities. In Nigeria, manufacturers operate in an environment characterised by infrastructure deficiencies, transportation difficulties, rising input costs, foreign exchange volatility, energy challenges and market uncertainty. These conditions can make the procurement and movement of materials more expensive and unpredictable. The resulting disruptions can affect production schedules, inventory decisions, order fulfilment and ultimately the organisation’s ability to operate efficiently.

One major problem concerns procurement management. Manufacturing organisations require reliable supplies of raw materials and other production inputs. Where procurement processes are inefficient, organisations may experience delays, poor supplier selection, unfavourable purchasing costs, inconsistent material quality and supply interruptions. Procurement decisions can also affect the amount of working capital committed to inventory and the reliability of production schedules. Although procurement outsourcing and related supply chain practices have been shown to improve performance in some Nigerian manufacturing firms, the extent to which procurement management contributes to operational efficiency within a specific large-scale brewery organisation requires further empirical examination.

A second problem relates to supplier relationship management. Traditional purchasing relationships based largely on price may fail to provide the collaboration and reliability required in complex manufacturing systems. A manufacturing organisation that maintains weak relationships with suppliers may have limited ability to obtain timely information about supply constraints, negotiate emergency deliveries or jointly resolve quality problems. Effective supplier relationships, on the other hand, can promote reliability, quality improvement, innovation and responsiveness. Although previous studies have established the importance of strategic supplier partnerships, there remains a need to determine how such relationships contribute to operational efficiency in the Nigerian brewing context.

A third problem is inventory management. Manufacturing companies must maintain adequate levels of raw materials, work-in-progress and finished goods. Excessive inventory can increase storage costs, tie down financial resources and expose products or materials to damage and obsolescence. Insufficient inventory can lead to stock-outs, production stoppages and inability to satisfy customers. The challenge is therefore to establish an inventory system that supports production continuity while minimising unnecessary costs. Studies of food, beverage and brewery firms in Southwestern Nigeria have found significant relationships between materials management practices and operational performance, but organisation-specific evidence from Nigerian Breweries Plc in Lagos remains limited.

Another problem concerns information sharing and coordination. Modern supply chains depend on timely information regarding customer demand, production schedules, inventory positions, supplier capacity, transportation and order status. Inadequate or inaccurate information can lead to poor forecasting, excess inventory, stock-outs and delayed decision-making. Although empirical research has demonstrated the importance of information sharing in supply chain performance, the practical effectiveness of information flow within individual Nigerian manufacturing organisations remains an important issue for investigation.

Logistics and delivery performance also present operational challenges. For a large-scale beverage manufacturer, producing goods is only one stage of the supply chain. Finished products must be stored, transported and delivered to distributors and customers. Transportation delays, poor route coordination, congestion and rising logistics costs may reduce the efficiency with which products reach the market. In an environment where customer expectations increasingly emphasise availability and timely delivery, inefficient logistics can negatively affect competitiveness and customer satisfaction.

The problem is further complicated by inconsistent empirical findings. While Adebiyi et al. (2021) found positive relationships between several supply chain practices and manufacturing performance in Lagos, Omigie and Kubeyinje (2022) reported positive and significant effects of procurement outsourcing, information flow management and order-process management on performance among Nigerian manufacturing organisations. Omigie and Oguns-Obasohan (2023) similarly found positive effects of procurement outsourcing and order-process management on operational performance. However, Shobayo (2017) reported that supply chain management did not have a statistically significant overall effect on operational performance in the manufacturing companies examined. These differences suggest that the effects of SCM may not be universal and that organisational context matters.

There is also a contextual gap in the existing literature. A number of Nigerian studies have examined manufacturing firms collectively, firms in specific geographical areas or multiple food and beverage organisations. For example, Adebiyi et al. (2021) examined professionals across five manufacturing firms in Lagos, while Agorzie et al. (2020) studied selected food, beverages and breweries firms in Southwestern Nigeria. Omigie and Kubeyinje (2022) focused on selected quoted manufacturing organisations, while Omigie and Oguns-Obasohan (2023) investigated quoted manufacturing firms in Edo and Delta States. These studies provide valuable evidence but do not specifically explain how supply chain management practices influence operational efficiency within Nigerian Breweries Plc in Lagos State.

The lack of organisation-specific evidence is important because large manufacturing companies differ in their supply chain structures, product characteristics, supplier networks, technologies, operational processes and market requirements. Findings obtained from several firms cannot automatically be assumed to represent the situation in a particular large-scale brewery. Nigerian Breweries Plc operates within a specialised beverage production and distribution environment that requires the coordinated management of raw materials, packaging inputs, production activities, inventories and distribution channels. Consequently, a focused case study can provide a more detailed understanding of the relationship between SCM practices and operational efficiency within this organisational setting.

The problem addressed by this study, therefore, is the insufficient empirical understanding of the extent to which supply chain management practices contribute to operational efficiency in Nigerian Breweries Plc, Lagos State. Specifically, there is a need to establish whether procurement management, supplier relationship management, inventory management and information sharing significantly influence the efficiency of the organisation’s operations. Addressing this problem can provide useful evidence for managers seeking to improve supply chain coordination, reduce operational costs, minimise delays, improve resource utilisation and strengthen the overall competitiveness of large-scale manufacturing organisations in Nigeria.

1.3 Aim of the Study

The main aim of this study is to examine the relationship between supply chain management practices and operational efficiency in large-scale manufacturing organisations, using Nigerian Breweries Plc, Lagos State, as the case study.

1.4 Objectives of the Study

The specific objectives are to:

1. examine the effect of procurement management on operational efficiency in Nigerian Breweries Plc, Lagos State;
2. assess the influence of supplier relationship management on operational efficiency in Nigerian Breweries Plc, Lagos State;
3. determine the effect of inventory management on operational efficiency in Nigerian Breweries Plc, Lagos State; and
4. examine the influence of information sharing on operational efficiency in Nigerian Breweries Plc, Lagos State.

1.5 Research Questions

The following research questions will guide the study:

1. To what extent does procurement management affect operational efficiency in Nigerian Breweries Plc, Lagos State?
2. What influence does supplier relationship management have on operational efficiency in Nigerian Breweries Plc, Lagos State?
3. To what extent does inventory management affect operational efficiency in Nigerian Breweries Plc, Lagos State?
4. What influence does information sharing have on operational efficiency in Nigerian Breweries Plc, Lagos State?

1.6 Research Hypothesis

The following null hypothesis will be tested at the 0.05 level of significance:

H₀: Supply chain management practices have no significant effect on operational efficiency in Nigerian Breweries Plc, Lagos State.

1.7 Significance of the Study

This study is expected to be significant to the management of Nigerian Breweries Plc because it will provide empirical evidence concerning the relationship between supply chain management practices and operational efficiency. The findings may assist management in identifying supply chain areas requiring improvement and in determining whether procurement, supplier relationships, inventory control and information sharing are contributing adequately to efficient operations. Such evidence can support more informed managerial decisions concerning supply chain investments and operational improvement.

The study will also be useful to procurement and supply chain managers. Effective procurement requires more than simply purchasing materials at the lowest possible price. Managers need to consider quality, reliability, delivery time, supplier capability and total acquisition costs. The findings of this study may help supply chain managers understand the operational implications of procurement decisions and strengthen procurement strategies that support production continuity.

Supplier relationship managers may benefit from the findings because the study will provide evidence concerning the importance of maintaining effective relationships with suppliers. Where supplier relationships contribute positively to operational efficiency, managers may be encouraged to develop more collaborative arrangements involving information sharing, quality improvement, joint problem-solving and long-term planning.

The study will also be valuable to inventory and warehouse managers. Inventory represents a significant operational and financial consideration in manufacturing. Evidence concerning the relationship between inventory management and operational efficiency may assist managers in developing appropriate stock-control mechanisms, reducing unnecessary inventory costs and maintaining sufficient materials to prevent production interruptions.

Production managers may benefit from a clearer understanding of how supply chain practices affect production efficiency. Production operations depend heavily on the availability and quality of materials, accurate production information and timely coordination with procurement and logistics functions. The study may therefore encourage stronger integration between supply chain and production activities.

The study will further be relevant to logistics and distribution managers. Efficient production does not necessarily guarantee market success if finished goods cannot be delivered to customers efficiently. Findings concerning supply chain practices and operational efficiency may provide useful information for improving delivery planning, coordination and responsiveness.

For policymakers and industry regulators, the study may provide evidence concerning the operational challenges faced by large-scale manufacturing organisations in Nigeria. If infrastructure, transportation, information systems or other external factors emerge as significant constraints, the findings could contribute to discussions concerning policies that support manufacturing competitiveness and efficient supply networks.

The study will contribute to academic knowledge by extending the literature on supply chain management and operational efficiency in Nigeria. Existing Nigerian research has examined SCM across manufacturing firms, quoted firms and food and beverage organisations, but organisation-specific evidence focusing on Nigerian Breweries Plc in Lagos State is relatively limited. The study will therefore provide an additional empirical perspective on the subject.

Finally, the study will serve as a useful reference for future researchers in supply chain management, operations management, procurement, logistics, manufacturing management and related fields. It may provide a basis for comparative studies involving other large-scale manufacturing organisations or different industrial sectors in Nigeria.

1.8 Scope of the Study

The study focuses on supply chain management practices and operational efficiency in large-scale manufacturing organisations, using Nigerian Breweries Plc, Lagos State, as the case study.

Conceptually, the study is limited to four major supply chain management practices: procurement management, supplier relationship management, inventory management and information sharing. These dimensions are selected because they represent important activities through which manufacturing organisations coordinate the acquisition, movement, storage and exchange of resources and information.

The dependent variable is operational efficiency. For the purpose of this study, operational efficiency will be considered in relation to cost efficiency, production efficiency, delivery performance and effective utilisation of organisational resources.

Geographically, the study is restricted to Nigerian Breweries Plc in Lagos State. The study does not attempt to examine every Nigerian Breweries location or every manufacturing organisation in Nigeria. The choice of Lagos is justified by its importance as a major commercial and industrial environment and by the relevance of Nigerian Breweries’ Lagos operations to the study.

In terms of respondents, the study will focus on employees whose responsibilities are directly or indirectly connected with supply chain and operational activities. These may include personnel in procurement, production, warehouse/store, logistics, distribution, inventory, operations and related managerial functions.

The study is concerned primarily with the relationship between supply chain management practices and operational efficiency. It does not attempt to provide a comprehensive assessment of financial performance, marketing performance, employee performance or corporate social responsibility except where such issues are directly relevant to the supply chain and operational context.

1.9 Operational Definition of Terms

Supply Chain Management (SCM): The strategic and coordinated management of activities and relationships involved in the movement of materials, information, products and related resources from suppliers through production and distribution to final customers.

Supply Chain Management Practices: The specific managerial activities used by an organisation to coordinate and control its supply chain. In this study, they comprise procurement management, supplier relationship management, inventory management and information sharing.

Procurement Management: The systematic process of identifying organisational material requirements, selecting suppliers, negotiating purchasing arrangements, acquiring materials and ensuring that required inputs are obtained at the appropriate quality, quantity, cost and time.

Supplier Relationship Management: The process of developing, maintaining and coordinating relationships with suppliers in order to improve reliability, quality, communication, responsiveness and long-term supply performance.

Inventory Management: The planning, control and monitoring of raw materials, work-in-progress and finished products to ensure adequate availability while minimising unnecessary holding costs, wastage and stock-outs.

Information Sharing: The exchange of timely, accurate and relevant information among supply chain partners and organisational departments to support planning, coordination, decision-making and operational control.

Operational Efficiency: The ability of an organisation to achieve its production and service objectives with optimal use of available resources, minimum unnecessary costs, reduced waste, appropriate quality and timely delivery.

Manufacturing Organisation: An organisation engaged in the transformation of raw materials and other inputs into finished or semi-finished products through organised production processes.

Large-Scale Manufacturing Organisation: A manufacturing organisation characterised by substantial production capacity, significant workforce, extensive use of production resources, relatively large supplier and distribution networks and the production of goods for broad markets.

Procurement Efficiency: The extent to which an organisation acquires required materials and services at appropriate cost, quality and time while minimising procurement delays and unnecessary expenditure.

Supplier Performance: The extent to which suppliers consistently meet agreed requirements concerning quality, quantity, price, reliability and delivery time.

Inventory Efficiency: The ability of an organisation to maintain adequate inventory levels to support production and customer demand without excessive stockholding, wastage or stock-outs.

Information Flow: The movement and exchange of relevant operational and supply-chain information between departments, suppliers, distributors and other supply-chain participants.

Nigerian Breweries Plc: A major Nigerian brewing company involved in the brewing, marketing and sale of alcoholic and non-alcoholic beverages, and the organisational case selected for this study.

Project – Supply Chain Management Practices and Operational Efficiency in Large-Scale Manufacturing Organisations: A Study of Nigerian Breweries Plc, Lagos State