| Abstract: | On-Time Delivery is an order fulfillment metric in which the supplier delivers the complete order at the right time. Coordinating the buyer’s and supplier’s demand planning processes can greatly increase On-Time Product Delivery percentages. BerhanenaSelam Printing Enterprise is one of a huge governmental organization in Ethiopia. However, the company usually faces a problem of not able to delivery its products on time. Therefore the general objective of this research is to identify the root causes of on- time product delivery problems in the Enterprise. While its specific objectives are:- to identify evidence for the dalliance of Jobs in the company,and to identify job delay factors. In doing the identification work top factors/causes of delay have been identified through a literature survey.
Data was collected through questionnaire and personal observation prepared based on various scholars work. The validity of the instrument was checked by the company’s production professionals.Qualitative approach with descriptive method was used in this paper.Descriptive statistics and mean were utilized to analyze the data. Interpretation is made on the mean, frequency, and percentage of the data.
Findings of the research indicated that the root causes on-timely product delivery problem of Berhanenaselam printing Enterrprise are:-Obsolete technology, Shortage of equipment, Inadequate modern equipment, Inadequate production of raw material in the country, Low efficiency of equipment, Frequent equipment breakdowns, Ineffective project planning and scheduling, Shortage of printing materials, and Escalation of material prices.
Based on the major findings what is implied is discussed and recommendations are given to each delay factors.
The problems are not specifically happen in one section of the production department but they would be indicated in each section in one or in other way.Therefore, the company should see each of the root causes and take corrective actions on each to improve on-timely product delivery. |
