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THE DEVELOPMENT OF A FRAMEWORK FOR AN INTEGRATED LOGISTICS SUPPORT SYSTEM WITHIN A HIGH TECHNOLOGY INDUSTRY IN A DEVELOPING COUNTRY by KEITH RICHARD LAMBERT submitted in accordance with the requirements for the degree of DOCTOR OF BUSINESS LEADERSHIP at the UNIVERSITY OF SOUTH AFRICA PROMOTER: DR M. M. MARSHALL March 2008 ABSTRACT Competitive and high-risk environments require complex high technology systems, which need to be supported and maintained over their respective life cycles. These systems often have a significant consequence of failure, and require complex management systems to achieve their operational objectives. Significant leadership and management challenges exist, not only in South Africa, but also in other developing countries, where systems may be utilised beyond the lifespan they were designed for and are susceptible to obsolescence. This study was conducted by following a structured process; the research consisted of three stages. The first stage dealt with the research problem, including the delimitations of the study. The second stage was further divided into three phases. The first phase deconstructed the appropriate literature, which included the interpretation of numerous definitions of logistics, integrated logistics support, and the integrated logistics support elements. In addition, the research was grounded in the fields of operations management, supply chain management and integrated logistics support. The second phase focused on the deconstruction of six case studies from four different high technology complex systems. From the analysis of the first two phases followed the third phase of research, which focused on the identification of areas requiring further research. Further research was conducted by means of a questionnaire, the results of which were analysed for variable dependency and variable association. The third stage of the research included the collation and analysis of the findings of the first two stages of research. The analysis utilised the principles of Mode 2 research and design science research, whereby an ILS framework and associated grounded technological rules have been recommended. These recommendations are robust in nature, as they can be applied in the most challenging environment and circumstances as identified. Furthermore, by grounding the theory in the disciplines of operations management, supply chain management and integrated logistics support, the reliability, validity, relevance, and applicability of the study could be substantiated. This implied that the generated theoretical knowledge could be transferred to and applied in practice, and as such, an organisation can reap substantial value added benefits, and gain considerable competitive advantage in the market place by applying this developed ILS framework and associated ILS grounded technological rules. i KEY TERMS Integrated logistics support (ILS); integrated logistics support system (ILSS); high technology; developing country; systems beyond designed life; obsolescence; operations management; training, manpower and personnel; maintenance; technical data and documentation; support and test equipment (S&TE); supply support; packaging, handling, storage, and transportation (PHS&T); reliability, availability, and maintainability (RAM); supply chain (network); supply chain management. ii DECLARATION OF OWN WORK “I declare that THE DEVELOPMENT OF A FRAMEWORK FOR AN INTEGRATED LOGISTICS SUPPORT SYSTEM WITHIN A HIGH TECHNOLOGY INDUSTRY IN A DEVELOPING COUNTRY is my own work and that all the sources that I have used or quoted have been indicated and acknowledged by means of complete references.” Keith Richard Lambert Date Student no.: 3088-783-6 iii ‘Always bear in mind that your own resolution to succeed is more important than any other.’ – Abraham Lincoln. ‘Do not go where the path may lead, go instead where there is no path and leave a trail.’ – Ralph Waldo Emerson. PREFACE During the process of completing this doctoral degree, many people have asked me why I want to complete a doctoral degree and why anyone in their right mind would want to do so. From the start to the finish of the process the answers have differed. The answers differed for various reasons depending on the stage of my life I was in at the time. My reasons were self-actualisation fulfilment, contribution to the body of knowledge of management and leadership theory, and last but not least because I enjoy a challenge. It was a seminal, life-changing experience, as you not only grow as a person, but also learn a lot about yourself. There have been many challenges during the process of completing this degree; despite these challenges it was worth the effort, time and sacrifices that had to be made. Fortunately there were many encouraging words along the way. ‘I'm doing it because I choose it. And if it's not working, I can make a change.’ – Alanis Morissette. ‘As long as I have the feelings that I can improve and I will learn and be better I will continue.’ – Ayrton Senna. ‘In reading the lives of great men, I found that the victory they won was over themselves. Self discipline, with all of them, was first.’ – Harry S Truman. iv ‘Really big people are, above everything else, courteous, considerate and generous – not just to some people in some circumstances – but to everyone all the time.’ – Thomas J. Watson. ACKNOWLEDGEMENTS • First and foremost my gratitude goes to my parents and brother whom encouraged me in all my ventures. • My appreciation goes to my promoter, Dr Ria Marshall for her guidance, mental stimulation, and patience. • Chris Els, his wife Dorothy and their son Christopher for their motivation, and support. Chris also assisted with questionnaire distribution and collection. • Dr Natasja Holtzhausen for her patience and support while I was in the final stages of completing this thesis. • Lt Col Arthur Ahrens for permission and assisting with the distribution of questionnaires. • All the respondents whom were interviewed, and who were willing to completed the pilot study questionnaire as well as the final questionnaire. Without whom the quantitative study of this thesis would not have been possible. • Lt Col Jan Augustin, Messrs Hugo Coppejans; Dave Watts; Johan Botha, Johan Steyn; Raoul Hodges; Bertie Liebenberg and Jan de Koster for assisting with the distribution of the questionnaires. • Mrs. Lorraine Grobler, subject librarian, for her support. • Mrs. Lynette Smith, and Ms. Cathy Lourens for their valuable assistance. • Dr. D. Levey and Ms. Hanlie van Heerden whom assisted with the language editing. • Professional military and industrial panel for their contribution during the final result discussion. • Prof. Rene Pellissier for her valuable insight. • Finally to my friends, colleagues and acquaintances, who assisted with information, and who motivated me during this degree. Additional acknowledgements are provided in Appendix J. ‘As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them.’ – John F. Kennedy v THE LOGISTICIAN ‘Logisticians are a sad and embittered race of men who are very much in demand in war, and who sink resentfully into obscurity in peace. They deal only in facts, but must work for men who merchant in theories. They emerge during war because war is very much a fact. They disappear in peace because peace is mostly theory. The people who merchant in theories, and who employ logisticians in war and ignore them in peace, are generals. Generals are a happily blessed race who radiate confidence and power. They feed only on ambrosia and drink only nectar. In peace, they stride confidently and can invade a world simply by sweeping their hands grandly over a map, pointing their fingers decisively up terrain corridors, and blocking defiles and obstacles with the sides of their hands. In war, they must stride more slowly because each general has a logistician riding on his back and he knows that, at any moment, the logistician may lean forward and whisper: “No, you can’t do that.” Generals fear logisticians in war and, in peace, generals try to forget logisticians. Romping along beside generals are strategists and tacticians. Logisticians despise strategists and tacticians. Strategists and tacticians do not know about logisticians until they grow up to be generals – which they normally do. Sometimes a logistician becomes a general. If he does, he must associate with generals whom he hates; he has a retinue of strategists and tacticians whom he despises; and, on his back, is a logistician whom he fears. This is why logisticians who become generals always have ulcers and cannot eat their ambrosia.’ – Author unknown, Made available by Major William K. Bawden, RCAF. (Bowersox, Closs and Helferich. 1986:iii). ‘My logisticians are a humorless lot…they know that if my campaign fails, they are the first ones I will slay.’ – Alexander (Logistics World, 2005). ‘Behind every great leader there was an even greater logistician.’ – M. Cox (Logistics World, 2005). vi THE DEVELOPMENT OF A FRAMEWORK FOR AN INTEGRATED LOGISTICS SUPPORT SYSTEM WITHIN A HIGH TECHNOLOGY INDUSTRY IN A DEVELOPING COUNTRY TABLE OF CONTENTS CHAPTER 1 THE PROBLEM AND ITS SETTING ..........................................................................1 1.1 INTRODUCTION .........................................................................................................1 1.2 STATEMENT OF THE PROBLEM..............................................................................3 1.3 SCOPE OF

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