Issue #2 (Volume 5 2016)

The purpose of this paper is to appraise the conventional business model of broadband growth and penetration, underscore the shortcomings of such models to introduce a socio-technical based model as a more real and sustainable solution to low broadband uptake. Recent studies on both conventional business model and socio-technical model approach to broadband growth and penetration are reviewed. The socio-technical systems theory (STST) itself is critiqued, and postulates founded by first proponents are questioned for possible refinement. Finally, the potency of the STST approach to broadband is brought to light. The importance and complexities of broadband are discussed. The paper culminates in a proposed framework for broadband growth and penetration which can be used as a decision making tool by policy makers. This resulting proposed framework integrates the conventional business model and the socio-technical model, as well as the attributes and repercussions of a socio-technical environment.

Keywords: socio-technical systems theory, broadband, conventional business model, sustainable, repercussions, attributes.
JEL Classification: 033, 040

Supply chain management is strategic to the quest for service delivery excellence in South African municipalities. The supply chain journey in South African municipalities started in 2005 with reforms to introduce internationally accepted procurement best practices. The previous system failed the country due to deficiencies and malpractices resulting from the interpretation, implementation and governance of the preference procurement policy. Today (2016), supply chain management has become a talking point on which citizens are raising major concerns and it is perceived as being handled in a way that financially benefits few individuals. Laws and regulations governing municipal supply chain management are intentionally ignored or flouted by municipal officials resulting in corruption, fruitless, wasteful and unauthorized expenditure. In an effort to address these challenges, the National Treasury continuously provides guidance in terms of policy revision, clarity in the provisions of the supply chain management policy, as well as training to supply chain management officials. This article provides an insight into supply chain management practices in a municipal context in South Africa. It highlights the status, challenges and way forward for the implementation of supply chain management in a municipal environment.

Keywords: insight, supply chain management, municipality, public procurement, South Africa.
JEL Classification: M38

The aim of the study is to demonstrate how best a municipal stock control can be applied in conformity with strategic requirements of the Chartered Institute of Management Accounting (CIMA). A quantitative research method was applied. The questionnaire was formulated based on information obtained from the literature, and was distributed to only one KwaZulu-Natal (KZN) local government department. The sample consisted of 82 respondents, selected using a census sampling method. The results indicate that the stores department lack CIMA stock control strategies, leading to poor stock control policy formulation and application. Staff experience and the effect of municipal stock control policy have shown a positive and significant relationship at .000* level. Proper documentation of strategic stock control and staff experience has also shown a positive significant relationship at .004* level. Moreover, the municipal strategic stock control framework has been proposed at the end of this paper and is subject to further experiments by the scholars.

Keywords: stock control, stock control policy, stock control strategies.
JEL Classification: H54, M40

Small and medium enterprises (SMEs), which, over the years, were in charge of supplying goods to rural areas and townships, are fast losing markets to large business. Modern customers want value-for-money through high-quality products at low prices, greater convenience, and a wide range of choices. Large enterprises are capable of meeting these demands. Hence, they have a competitive advantage over the SMEs. In addition, large corporations can deliver the convenience of one-stop-shopping. This paper exposes SMEs options useful for offseting the might of large business. It highlights the available routes for strength creation. One option is to step aside temporarily while running the SMEs, but preparing fully for future competition. Another option is to fill the gaps left by large companies while preparing to contest face-to-face. Recommendations are that SMEs should exploit available empowerment opportunities and, then, use methods of advantage to work in the presence of large businesses. SMEs can delay direct competition until the time is right.

Keywords: competition, empowerment, large enterprises, SEDA, SMEs.
JEL Classification: D41, D51, D83.