Chinhoyi University of Technology

Zimbabwe

Graduate Business School

A Research Dissertation Submitted in Partial Fulfilment of the

Requirements for the Degree of

Master of Science in Supply Chain Management

EXPLORING THE EFFECTIVENESS OF REVERSE LOGISTICS IN ENSURING

SUPPLY CHAIN RESILIENCE IN THE FOOD MANUFACTURING INDUSTRY IN
ZIMBABWE.

By
Kudzai Kwashi Sibanda

(C2215366H)

Supervisor
Mr. C. Chisungo

On the Day of February 2024

TABLE OF CONTENTS

.........................................................................................................................................................1
TABLE OF CONTENTS................................................................................................................2
1.0 BACKGROUND TO THE STUDY..........................................................................................4
1.2 STATEMENT OF THE PROBLEM.........................................................................................6
1.3 RESEARCH OBJECTIVES......................................................................................................6
1.3.1 Main Objective:..................................................................................................................6
1.3. Specific Objectives:.............................................................................................................6
1.4 RESEARCH QUESTIONS.......................................................................................................6
1.5 RESEARCH HYPOTHESIS.....................................................................................................7
1.6 RESEARCH PROPOSITION...................................................................................................7
1.7 SIGNIFICANCE OF THE STUDY..........................................................................................7
1.7.2 Manufacturers and Policy Makers......................................................................................7
1.8 DELIMITATIONS OF THE STUDY.......................................................................................8
1.9 STRUCTURE OF THE DISSERTATION...............................................................................8
1.9.1Chapter One:........................................................................................................................8
1.9.2 Chapter Two:......................................................................................................................8
1.9.3 Chapter Three:....................................................................................................................8
1.9.4 Chapter Four:.......................................................................................................................9
1.9.5 Chapter Five:......................................................................................................................9
1.10 CHAPTER SUMMARY.........................................................................................................9
CHAPTER TWO: LITERATURE REVIEW................................................................................10
2.0 INTRODUCTION...................................................................................................................10
2.1 THEORETICAL FRAMEWORK...........................................................................................10
2.2 CONCEPTUAL FRAME WORK...........................................................................................12
2.2.1 Supply Chain and Supply Chain Management.................................................................12
2.2.2 Supply Chain Disruption..................................................................................................13
2.2.3 Reverse Logistics..............................................................................................................14
2.2.4 Food and Beverage Industry.............................................................................................16
2.3 LOGISTICS IN SUPPLY CHAIN MANAGEMENT............................................................18
2.4 IMPACT OF REVERSE LOGISTICS ON SUPPLY CHAIN PERFORMANCE.................19
2.5 Role of Reverse Logistics on Food Manufacturing and Supply Chain Performance..............21
2.6 RESEARCH KNOWLEDGE GAP.........................................................................................22
2.7 CHAPTER SUMMARY.........................................................................................................24
CHAPTER THREE: RESEARCH METHODOLOGY................................................................25
3.0 INTRODUCTION...................................................................................................................25
3.1 RESEARCH DESIGN.............................................................................................................25
3.2 TARGET POPULATION AND STUDY SAMPLE...............................................................27
3.3 STUDY SAMPLE...................................................................................................................27
3.4 SAMPLING.............................................................................................................................28
3.5 SAMPLING PROCEDURE....................................................................................................29
3.6 DATA COLLECTION PROCEDURE...................................................................................29
3.7 DATA COLLECTION METHODS........................................................................................30
3.8 METHOD OF ANALYSIS.....................................................................................................31
3.9 ETHICAL CONSIDERATIONS.............................................................................................32
3.10 CHAPTER SUMMARY.....................................................................................................34
REFERENCE LIST.......................................................................................................................35
1.0 BACKGROUND TO THE STUDY
Supply chain disruptions within the global marketplace are a significant problem, yet business
leaders who implement effective mitigation strategies enjoy improved business endurance and
growth (Gupta, Mau, & Marion, 2015). When a supply chain disruption occurs, a significant
negative effect on manufacturing industry(Hohenstein, Feisel, Hartmann, & Guinipero, 2015).
Managers must implement strategies that ensure supply chain resilience , reduce cost and
increase revenue because of the sophistication of supply chains (Heckmann, Comes, & Nickel,
2015). Kumar and Nambirajan (2013) stated that a supply chain manager manages the process of
coordinating among storage facilities, distributors, retailers, and suppliers that participate in the
delivery, production, and sale of products to consumers. Therefore, supply chain risk valuation is
vital to business operation (Gupta et al., 2015). The assessment of risk is a critical function of
performance. To run an efficient and effective process within the supply chain, managers
measure risk by quality, cost, and flexibility (Gupta et al., 2015).

Independent Variable: Reverse logistics

Reverse logistics has received considerable attention due to potentials of value recovery from
used or unsellable products (Wang et al., 2017). Legislations and directives, consumer awareness
and social responsibilities towards environment are also the drivers for reverse logistics (Melnyk
et al., 1999, Ferrer and Ayres, 2000, Bloemhof and van Nunen, 2005, Ravi and Shankar, 2005,
Cooper, 1994, Yang, 1995, Boks et al., 1998, Castell et al., 2004). The growing importance of
research in reverse logistics has also been highlighted by many authors (see for example, Jones,
1992, New, 1997, Ayres et al., 1997, Handfield and Nichols, 1999). The focus on reverse
logistics is on waste management, material recovery (recycling), parts recovery or product
recovery (through remanufacturing). However, as the recovered products face competition from
the new products, the investment on product recovery becomes a risky venture (Horvath et al.,
2005).

Dependent Variable: Supply chain resilience

With the growth of supply chain disturbances, there is further need for resilience in supply chains
and a wide range of strategies for improving resilience have been identified, but most attention
has been on increasing flexibility, creating redundancy, forming collaborative supply chain
relationships and improving supply chain agility. Limited research has been conducted into
choosing and implementing an appropriate set of strategies for improving supply chain resilience
(Tukamuhabwa et al., 2015). Much of the literature is conceptual, theoretical and normative; the
few available empirical studies are mainly cross-sectional and confined to a large firm,
developed country context; and, there has been limited use of theory frames to improve
understanding, Ribeiro 2017.

Reverse logistics is the process of returning products from customers to capture value or ensure
appropriate disposal (Jain & Khan, 2017). Productivity in companies has decreased because of
the increase of disruptions in the supply chain (Abdullah, Ab Halim, & Yaakub, 2014). The
increase of global sourcing and distribution with the increase of international trade causes leaders
to create new business strategies (Dubey & 2 Gunasekaran, 2015; Kiessling, Harvey, & Akdeniz,
2014). In the case of United States of America managers who conduct business outside of the
United States experience lower cost and earn more profit (Schotter & Thi My, 2013). However,
disruptions within the supply chain may cause reduction in a company’s share price (Darkow,
Weidmann, & Lorentz, 2015). Darkow et al. (2015) noted that disruptions affect supply chain
performance, designs, policies, and planned level arrangements. Leaders who limit their risk
within the supply chain make their company more controllable. Limiting or mitigating risk
within the supply chain improves a company’s competitive posture and sustains growth, leading
to quantifiable financial returns (Pettit, Croxton, & Fiksel, 2013). Shrinking the uncertainties in
the supply chain is a goal for managers, who seek to improve vital areas within the supply chain
(Pettit et al., 2013). In promoting risk strategies, managers create joint problem-solving efforts
with supply chain partners. The implementation of best practices by these managers in the supply
chain is beneficial for identifying and managing risk disruptions (Hollstein & Himpel, 2013).
Sapp (2014) noted the need for additional research on risk assessment and supply chain
management (SCM) in various global industries in developing markets to understand the
phenomenon. Dey (2016) recommended further research regarding the supply of materials,
manufacturing, operations, logistics, and delivery to the final customer. Opta (2015)
recommended future research on the effect of management strategies on supply chain
disruptions. Tukamuhabwa, Stevenson, Busby, and Zorzini (2015) noted that growing
complexities and disruptions in the supply chain cause managers to adopt risk mitigation
strategies to make decisions. However, managing product flow becomes challenging and
difficult to track, monitor, and trace within the supply chain structure (Hohenstein et al., 2015).

Not all products that enter the market are consumed and some, for various reasons, have to be
returned back to the manufacturers. The Reverse logistics study will endeavour to address
product returns, repairs and maintenance, product reuse, end of life returns and recycling and
dismantling owing to the challenges being first in the food manufacturing sector in Zimbabwe.

1.2 STATEMENT OF THE PROBLEM

The general business problem was that ineffective strategic reverse logistics processes
exacerbate supply chain disruptions and lower business profitability. There has been an
enormous rise in product returns and this increase continues to grow at a fast rate mainly due to
lower sales affected by socio-economic factors like lower disposable incomes. The specific
business problem was that some supply chain managers lack reverse logistics strategies to
control cost through risk mitigation. Products are being damaged through poor packaging
materials, poor handling and poor transportation methods. As such, this has led to a rise in
product returns thereby resulting in some financial loss in revenue. Lack of adequate and
effective systems has led to longer processing time of returns as well as longer lead times in
processing returns resulting in customer complaints. This has led to further deterioration of food
commodities whilst waiting for decision making.

1.3 RESEARCH OBJECTIVES

1.3.1 Main Objective:
 The main objective of this study will be to determine how an effective reverse logistics
strategy ensures supply chain resilience in the food manufacturing industry in Zimbabwe.

1.3. Specific Objectives:

1. To offer solutions that can be implemented to improve reverse logistics systems in the
manufacturing of dry food commodities such as maize meal and rice.

2. To improve supply chain resilience in the food manufacturing industry in Zimbabwe through
managing product returns.

3. To provide knowledge on how reverse logistics can improve on supply chain resilience.
1.4 RESEARCH QUESTIONS
1. How does effective reverse logistics ensure resilience in food manufacturing supply chains in
Zimbabwe?

2. What solutions can be put in place to improve reverse logistics systems in the food
manufacturing sector in Zimbabwe?

3. How can managing product returns improve supply chain resilience in food manufacturing in
Zimbabwe?

4. What information gaps need to be closed to build awareness and knowledge towards supply
chain resilience through effective reverse logistics improvements?

1.5 RESEARCH HYPOTHESIS

H1: Reverse logistics determines supply chain resilience through effective product returns
management (Cannella, S. et al., 2016).

H2: There is a positive association between resource commitment and reverse logistics
performance in achieving supply chain resilience (Daugherty P. J. et al 2001)

H3: Reverse Logistics enhances effectiveness of the supply chain processes. (Helms, M. et al
2024)

H4: The Importance of Reverse Logistics impacts supply chain resilience (Cannella, S. et al.
2016).

1.6 RESEARCH PROPOSITION

The development of closed-loop supply chains through reverse logistics can improve the overall
efficiency and sustainability of the food manufacturing industry in Zimbabwe.

1.7 SIGNIFICANCE OF THE STUDY

1.7.1 Retailers

By implementing effective reverse logistics systems, the study will show that retailers will
benefit through the proper management of unsellable products thereby improving inventory
control through a reduction in over-stocking. This will guarantee that the retailers will offer the
best products to their customers thereby retaining customer loyalty which will improve revenue
through more sales.

1.7.2 Manufacturers and Policy Makers

Through this study, effective reverse logistics will highlight benefits to manufacturers through
enhancing process improvements resulting in less defective products coming out of production
processes, hence less revenue is wasted with reworks or reclamation of defective or damaged
product. More time, effort and money will be spent on forward logistics which is the
manufacturers’ core business and generates more revenue. Policy makers will benefit through
learning how reverse logistics will improve cross-functional co-operation for environmental
improvements, total quality environmental management and evaluating various reclamation and
salvage activities.

1.7.3 Academic/Theoretical Practice

This research will endeavor to identify and close existing gaps and also identify areas needing
further study on the topic of reverse logistics and its contribution to supply chain resilience
which will support and improve on past academic research on the topic.

1.8 DELIMITATIONS OF THE STUDY

The focus of the study was to be restricted to Reverse Logistics applications and its impact on
supply chain resilience in the food manufacturing sector in Zimbabwe. The study was carried out
over a period of four months (February to May 2024) targeting mainly organizations in the dry
food manufacturing sector.

1.9 STRUCTURE OF THE DISSERTATION

This dissertation consists of five chapters.
1.9.1Chapter One:
Chapter one presents an overview of the study. It provides background information that situates
the study in a specific context. The importance of the study is highlighted by means of a problem
statement. Finally, the aim, key objectives and research questions are outlined.
1.9.2 Chapter Two:
This chapter begins by reviewing the relevant literature on reverse logistics an supply chain
resilience. The literature review is presented chronologically in terms of the
1.9.3 Chapter Three:
This chapter documents the research methodologies employed by the researcher in this study. It
describes the steps followed to collect data for the study interviews and focus group discussions
were used to gather information from the participants. The data was analyzed using thematic
analysis and as well as statistical or numerical analysis.
1.9.4 Chapter Four:

This chapter presents the study’s findings using narratives and direct quotations from the
participants, supported by photographs. Using scientific methods the study findings are presented
using graphs, charts and tables.
1.9.5 Chapter Five:
The final chapter discusses the findings presented in Chapter 4. The chapter will give a summary
of the study looking at the main background issues, objectives, justification, methodology and
findings of the study. The chapter ends with a conclusion as well as well as recommendations for
future research. The final sections contain the references and documents used in the study

1.10 CHAPTER SUMMARY

The chapter introduced the study on exploring the effectiveness of reverse logistics in ensuring
supply chain resilience in the food manufacturing industry in Zimbabwe. The chapter provided
the background of the study, the general overview of statement of the problem. The chapter
specified the purpose, objectives and questions of the study, limitations and delimitations. The
chapter also gave a synopsis of the dissertation structure. The chapter also explained why
researching on this topic was significant. The next chapter will review related literature which
delineates the views of other researchers on reverse logistics an supply chain resilience in-lieu
with the food manufacturing industry in Zimbabwe
CHAPTER TWO: LITERATURE REVIEW

2.0 INTRODUCTION
The concept of reverse logistics has gained significant attention in recent years as organizations
seek to improve their supply chain resilience and sustainability. The food manufacturing
industry, in particular, faces unique challenges in managing its supply chain due to the perishable
nature of its products and the need to ensure food safety and quality. Effective reverse logistics
strategies can play a crucial role in addressing these challenges by enabling the efficient and
effective management of product returns, recycling, and waste reduction. Recent scholars have
emphasized the importance of reverse logistics in achieving circular economy goals. Mishra et
al. (2023) conducted a systematic literature review on the implementation of circular economy
through reverse logistics and closed-loop supply chains, highlighting the need for further
research in areas such as retail reverse logistics, pharmaceutical industries, and resource
recycling industry.

The impact of Industry 4.0 technologies on supply chain resilience has also been explored.
Researchers have found that the adoption of Industry 4.0 technologies such as the Internet of
Things (IoT), Big Data Analytics (BDA), and Artificial Intelligence (AI) can enhance supply
chain resilience by improving visibility, agility, and collaboration. This literature review aims to
provide a comprehensive overview of the existing research on reverse logistics and supply chain
resilience in the food manufacturing industry, including the benefits and challenges of
implementing reverse logistics strategies, the various approaches and frameworks used to design
and implement reverse logistics systems, and the impact of reverse logistics on supply chain
resilience and sustainability. The review will also identify gaps in the existing literature and
provide a foundation for the research questions and objectives of this study.

2.1 THEORETICAL FRAMEWORK

Resource Dependence Theory Researchers and business leaders use RDT to explain how
companies reduce interdependence in the internal and external environment as well as reduce
uncertainty in business decisions (Hillman, Withers, & Collins, 2009). I used this theory as the
conceptual framework in this research study. Pfeffer and Salancik (1978), creators of RDT, noted
five areas that company leaders can focus on to minimize disruptions: (a) mergers, (b) joint
ventures, (c) board of directors, (d) political action, and (e) executive succession. Researchers
can recognize external factors of a company by using RDT (Hillman et al., 2009). Proponents of
RDT have noted that a company’s existence is contingent on its capability to obtain critical
resources from its external environment (Xia, Ma, Lu, & Yiu, 2014). Xia et al. (2014) explained
how the management of these organizations sought to decrease uncertainty in the availability of
resources. Xia et al. commented that the methods that company leaders use to ensure the low
availability of resources involve interacting directly with other companies through information
exchange, friendship, or goods or reducing attrition in vital resources. The use of the RTD
assumes that companies are somewhat reliant on resources from their external environment
(Gaffney, Kedia, & Clampit, 2013). Supply chain managers try to create strategies that will
reduce dependency on external environments that have forces that could restrict a company’s
management from performing (Gaffney et al., 2013). Gaffney et al. (2013) noted that the use of
RDT helps managers respond to external environments by collaborating with other groups within
the organization and contending with rivals in the global market.

The originators of the RDT developed two key facets: efforts to manage the external
environment by organizational managers and the organization’s power (Xia et al., 2014). Within
RDT, there is emphasis on (a) the importance of a company’s capacity to obtain and sustain
resources, (b) a company’s presence within other groups that affect its access to vital resources,
and (c) company leaders’ efforts to reduce the company’s dependency while making other
organizations dependent upon it (Gaffney et al., 2013). As Xia et al. (2014) noted, one of the
principles of RDT is that company leaders have the right to control resources on which other
companies must depend, which is called constraint absorption. Hillman et al. (2009) explained
that with the use of RDT, supply chain managers try to mitigate uncertainty and their dependence
on the external environment, noting that the use of RDT significantly influences strategic
management decisions that depend on pressures in the external environment. Supply chain
managers can act to decrease or remove external factors that can cause uncertainty and
dependency even though managers have the possibility of being constrained by the external
environment (Hillman et al., 2009). RDT is a helpful tool for leaders seeking to create strategies
to manage external factors; however, further research related to RDT would be beneficial
(Hillman et al., 2009). Khieng and Dahles (2014) posited that RDT is a theoretical tool used by
supply chain managers to manage their work environment and operations. Three assumptions
that emanate from RDT are that (a) companies generate strategies to attain objectives and
independence, (b) leaders use social framework elements, and (c) power is significant in
managing organizational decisions (Khieng & Dahles, 2014).

By using RDT, sound leadership will minimize levels of contingency and uncertainty factors
(Ribeiro & Colauto, 2016). Akingbola (2012) posited the RDT centers on three aspects: (a) how
critical a resource is to the performance of an organization, (b) the level of control that
employees have over the allocation of resources, and (c) the existence of substitutes or
alternatives to resources. Leaders use these aspects to recognize the level of dependence between
the external environment and their organization (Akingbola, 2012). The key assumption of RDT
is that leaders do not have control over the resources that they need; however, they gain access to
the resources by working with others (Amalou-Döpke & Süß, 2014). System theorists can
explain the functioning of supply chain management. Locatelli, Mancini, and Romano (2014)
described a system as an adaptive entity that can survive changes in the environment in which it
functions. Researchers have suggested that for professionals to understand and improve the
supply chain, they must use a system perspective (Krause, Luzzini, & Lawson, 2018). Stacey
(2011) stated that system theory indicates that each part of a system is important to the others
and that each part must perform perfectly. RDT and systems theory are similar in that they have
parts that are dependent on each other.

2.1.2 The Link Between RDT and Research Variables

Resource Dependence Theory (RDT) provides a framework for understanding how organizations
manage their dependencies on external resources (Pfeffer & Salancik, 1978). In the context of
supply chain management, RDT can be applied to understand the relationship between reverse
logistics and supply chain resilience (Chopra & Meindl, 2013). Reverse logistics, the
independent variable, refers to the process of planning, implementing, and controlling the
efficient and effective inbound flow of goods, products, and related information from the point of
consumption to the point of origin (Rogers & Tibben-Lembke, 1999). By implementing reverse
logistics, organizations can reduce their dependence on external resources, improve their control
over the supply chain, and increase their ability to respond to changes in the market (Mentzer et
al., 2001). This can lead to increased supply chain resilience, the dependent variable, which
refers to the ability of a supply chain to withstand or recover quickly from disruptions, such as
natural disasters, supplier failures, or changes in demand (Sheffi, 2005).

The implementation of reverse logistics can help organizations manage their dependencies on
external resources, such as suppliers, customers, and recyclers (Kumar & Malgeant, 2006). By
taking control of the reverse flow of goods and products, organizations can reduce their reliance
on external parties and improve their ability to respond to changes in the market (Autry, 2005).
This can lead to increased supply chain resilience, as organizations are better equipped to
withstand disruptions and changes in the market (Christopher & Lee, 2004). Furthermore, the
effective management of reverse logistics can also lead to cost savings, improved customer
satisfaction, and increased competitiveness (Daugherty et al., 2002). The relationship between
reverse logistics and supply chain resilience can be understood through the lens of Resource
Dependence Theory (Pfeffer & Salancik, 1978). By implementing reverse logistics,
organizations can manage their dependencies on external resources, improve their control over
the supply chain, and increase their supply chain resilience (Mentzer et al., 2001). This can lead
to improved performance, increased competitiveness, and long-term success (Chopra & Meindl,
2013).

Resource allocation and dependence are crucial components of reverse logistics, and their
effective management is essential for supply chain resilience and sustainability (Mentzer et al.,
2001). Organizations depend on external resources such as suppliers, customers, and recyclers to
manage the flow of returned products, recyclables, and waste (Pfeffer & Salancik, 1978).
Effective resource allocation is critical to manage this flow efficiently, and organizations need to
allocate resources such as transportation, storage, and labor to handle returns, recyclables, and
waste (Chopra & Meindl, 2013). National Foods, a leading food manufacturer in Zimbabwe, is a
good example of a company that has implemented effective resource allocation and dependence
in its reverse logistics operations. The company has established a robust returns management
system that enables it to efficiently manage the flow of returned products from its customers
(National Foods, 2022). This system is critical in ensuring that the company minimizes waste
and maximizes the value of its products.
Supply chain resilience is critical to organizations, and effective resource allocation and
dependence are essential to maintain resilience (Sheffi, 2005). Organizations need to allocate
resources effectively to manage disruptions and dependencies on external resources, and to
maintain supply chain resilience (Christopher & Lee, 2004). National Foods has implemented a
risk management strategy that enables it to identify potential risks and develop contingency plans
to mitigate them (National Foods, 2022). This strategy has enabled the company to maintain
supply chain resilience and ensure that its products are available to customers despite
disruptions. Closed-loop supply chains involve the reuse and recycling of products and materials,
and effective resource allocation and dependence are critical to manage this process (Kumar &
Malgeant, 2006). National Foods has implemented a closed-loop supply chain for its packaging
materials, which enables it to reuse and recycle materials and minimize waste (National Foods,
2022). This approach has enabled the company to reduce its environmental impact and improve
its supply chain resilience. In conclusion, resource allocation and dependence are critical
components of reverse logistics, and their effective management is essential for supply chain
resilience and sustainability. National Foods has demonstrated effective resource allocation and
dependence in its reverse logistics operations, enabling it to maintain supply chain resilience and
minimize waste.

2.2 CONCEPTUAL FRAME WORK

2.2.1 Supply Chain and Supply Chain Management
Supply Chain and Supply Chain Management is the transport of services and products from the
primary site of manufacture to the end user is all-inclusive within a supply chain (Sharma, 2013).
Elements exist within the supply chain for management to create strategies that will bring about
supply chain resilience. Supply chain management incorporates logistical functions, participant
organization, and customer management (Ho et al., 2015). Several components involved in the
supply chain activities are manufacturers, raw materials, final product producers, wholesalers,
retailers, and distributors (Sharma, 2013). Harsasi and Minrohayati (2017) posited that SCM is a
set of activities and decisions used to integrate manufacturers, suppliers, transporters,
warehouses, and retailers effectively to guarantee that providing the right service or product
occurs in the exact quantities needed to precise locations at appropriate times to satisfy
consumers. Rakovska and Stratieva (2018), in agreement with Harsasi and Minrohayati, noted
that to meet customers’ demand because of competitiveness within the supply chain,
coordination of the flow of materials and the integration of other firms must take place.
Collaboration and integration with customers and a firm’s partners are critical to an effective
supply chain (Kumar & Nambirajan, 2013).

The purpose of using SCM is to reduce costs while integrating processes and using resources
efficiently (Kluczek, 2017). A leader’s objective in using SCM strategies is to improve
effectiveness in gathering product data and moving goods from manufacturer to consumer
(Ivanov, Sokolov, & Solovyeva, 2016). Nel, de Goede, and Niemann (2018) posited that SCM is
a social software platform that promises inter- and 20 intraorganizational alignment and
information sharing to guarantee exceptional performance and building competitive advantage
by integrating transactions and resources through traditional means. The primary activities of
SCM serve to improve the flexibility of activities within the supply chain, improve service
collaboration with supply chain partners, and minimize costs (Tarofder, Marthandan, Mohan, &
Tarofder, 2013). Fawcett, Magnan, and McCarter (2008) noted that company leaders have
difficulty in creating successful strategic alliance plans, which poses challenges related to
integration and collaboration within the supply chain.

Reverse logistics is a crucial component of the overall supply chain, as it manages the flow of
products from customers back to manufacturers or suppliers. This process involves the backward
movement of goods, which can occur due to various reasons such as product returns, defects, or
customer dissatisfaction. Effective reverse logistics management is essential to reduce waste,
conserve resources, and minimize environmental impacts. The reverse logistics process begins
with the procurement of raw materials, which is the starting point of the forward supply chain.
The forward supply chain involves the manufacturing of products, storage, and delivery to the
end user. In contrast, reverse logistics involves the management of product returns, waste
management, remanufacturing, refurbishing, recycling, reclamation, restocking, repurposing, and
upcycling. Each of these processes plays a vital role in recovering value from returned products
and minimizing waste.
Product returns are a significant aspect of reverse logistics, as they can occur due to defects,
wrong orders, or customer dissatisfaction. Effective management of product returns involves the
inspection, testing, and refurbishing of products to determine their condition and potential for
resale or recycling. Waste management is another critical component of reverse logistics, as it
involves the disposal of hazardous materials, recycling, and reuse of products. Remanufacturing,
refurbishing, and recycling are also essential processes that help to recover value from returned
products and reduce waste. In addition to these processes, reclamation, restocking, repurposing,
and upcycling are also important aspects of reverse logistics. Reclamation involves the recovery
of valuable materials from waste products, while restocking involves the replenishment of
inventory levels with returned products. Repurposing involves the use of products for a different
purpose than their original intention, while upcycling involves the transformation of waste
products into new products of greater value.

Resource Availability and RL and Supply Chain Resilience

The availability of resources plays a crucial role in the effectiveness of reverse logistics and
supply chain resilience (Mentzer et al., 2001). Financial resources, in particular, are essential for
investing in the necessary infrastructure and technology to manage returns, recyclables, and
waste efficiently (Chopra & Meindl, 2013). National Foods, a leading food manufacturer in
Zimbabwe, may struggle to invest in these resources due to limited financial capabilities,
hindering its ability to implement effective reverse logistics and supply chain resilience strategies
(National Foods, 2022).

Technological resources, such as data analytics and automation, can also enhance reverse
logistics and supply chain resilience by improving the efficiency and accuracy of returns
management and waste reduction (Kumar & Malgeant, 2006). Companies like National Foods
can benefit from investing in technology to streamline their reverse logistics processes, reducing
costs and improving customer satisfaction (Christopher & Lee, 2004). However, the lack of
technological resources can hinder the implementation of effective reverse logistics and supply
chain resilience strategies, making it difficult for companies to remain competitive in the market
(Sheffi, 2005).

Human resources are also essential for effective reverse logistics and supply chain resilience
(Pfeffer & Salancik, 1978). Adequate training and expertise in reverse logistics and supply chain
resilience are necessary to ensure that employees have the necessary skills to manage returns,
recyclables, and waste effectively (Mentzer et al., 2001). Companies like National Foods may
need to invest in employee training and development programs to ensure that their staff have the
necessary skills to manage reverse logistics and supply chain resilience effectively (National
Foods, 2022).

Infrastructure resources, such as transportation networks and warehousing facilities, can also
impact the efficiency of reverse logistics and supply chain resilience (Chopra & Meindl, 2013).
Companies like National Foods may need to invest in infrastructure development to ensure that
they have the necessary resources to manage returns, recyclables, and waste effectively (National
Foods, 2022). Information resources, such as data and information on returns, recyclables, and
waste, can also help companies like National Foods to identify areas for improvement and
optimize their reverse logistics and supply chain resilience strategies (Kumar & Malgeant, 2006).

Supplier resources, such as reliable suppliers who can provide goods and services that meet
quality and sustainability standards, can also impact the effectiveness of reverse logistics and
supply chain resilience (Christopher & Lee, 2004). Companies like National Foods may need to
develop relationships with reliable suppliers to ensure a steady supply of high-quality materials
(National Foods, 2022). Finally, regulatory resources, such as compliance with regulations and
laws related to waste management, recycling, and environmental sustainability, can also impact
the effectiveness of reverse logistics and supply chain resilience (Sheffi, 2005). Companies like
National Foods may need to invest in regulatory compliance measures to avoid legal and
reputational risks (National Foods, 2022).
In addition to the resources mentioned earlier, regulatory resources also play a crucial role in
reverse logistics and supply chain resilience (Sheffi, 2005). Companies like National Foods must
comply with regulations and laws related to waste management, recycling, and environmental
sustainability, which can impact their reverse logistics and supply chain resilience strategies
(National Foods, 2022). Failure to comply with these regulations can result in legal and
reputational risks, highlighting the importance of regulatory resources in reverse logistics and
supply chain resilience (Pfeffer & Salancik, 1978).

Furthermore, companies like National Foods must also consider the role of innovation resources
in reverse logistics and supply chain resilience (Chopra & Meindl, 2013). Investing in research
and development can help companies identify new and innovative ways to manage returns,
recyclables, and waste, reducing costs and improving customer satisfaction (Kumar & Malgeant,
2006). Additionally, innovation resources can help companies develop new products and
services that are more sustainable and environmentally friendly, reducing waste and improving
supply chain resilience (Christopher & Lee, 2004). In conclusion, the availability of resources is
crucial for effective reverse logistics and supply chain resilience (Mentzer et al., 2001).
Companies like National Foods must invest in financial, technological, human, infrastructure,
information, supplier, regulatory, and innovation resources to manage returns, recyclables, and
waste effectively, reduce costs, and improve customer satisfaction (National Foods, 2022). By
understanding the importance of these resources, companies can develop effective reverse
logistics and supply chain resilience strategies that improve their competitiveness and
sustainability in the market (Sheffi, 2005).

2.2.2 Supply Chain Disruption

The probability for disruption to expand as the global business environment expands is
inevitable. Supply chain leaders who are involved in the trend to outsource face global
competition, which makes the companies exposed to disruptions and operational risks and could
lead to revenue loss, negative company reputation, and even closing the company (Yu &
Huatuco, 2016). Leaders need to consider various strategies and management methods that will
reduce the impact of supply chain disruption to avoid disruptions altogether within the changing
global environment (Kessler et al., 2012). The frequency of disruptions within the supply chain
is increasing and the impact can be costly and some parts of the supply chain can potentially
come to a halt (Son & Orchard, 2013). Shareholder wealth, negative operating performance, and
large financial losses are often the result of disruptions (Macdonald & Corsi, 2013).

Supply chain polices, designs, strategies, and the flow of materials are direct affects because of
disruptions within the supply chain (Darkow et al., 2015). Darkow et al. (2015) noted that
disruption in the supply chain would probably increase, which will indicate the need for more
attention from supply chain managers. Economic disruptions occurred because of the financial
crises of 2008, such as product price instability, money fluxes, and the frequency of government
restrictions on investments (Schotter & Thi My, 2013). To manage these disruptions in the
supply chain, company leaders face challenges regarding altering their risk management
strategies for their supply chain. To mitigate the possible disruptions within the supply chain, the
strategies have become important because one fiasco of any component within the supply chain
can cause issues for other portions within that chain (Ho et al., 2015).

Disruptions in the supply chain could arise as an outcome from natural disasters, political
instability, and poor economic and financial conditions (Olatunde, Chan, & Wang, 2012).
Internal and external sources could directly relate to the disruption in the 26 supply chain
(Zsidisin & Wagner, 2010). Disruptions could cause increased inventories, which leads to
unanticipated cost for companies, producers are not satisfying market demand, adjusting
production and shipping schedules, companies suffer from unnecessary backordering, and
consumers receiving discounted prices because the product is not readily available (Co, David,
Feng, & Patuwo, 2012). Disruptions directly affect an organizations sustainability and solvency
(Cheng & Tang, 2014). Nevertheless, a company’s flexibility to respond to the changes within
the supply chain quicker and minimize the penalty in quality, cost, delivery, performance, and
labor (Tiwari, Tiwari, & Samuel, 2015). Risk is inevitable, and no company can operate in safe
environment without risk (Kırılmaz & Erol, 2017).

The food manufacturing industry in Zimbabwe is characterized by a complex supply chain,

involving multiple stakeholders, including farmers, processors, distributors, and retailers
(Chitengu, 2017). The industry faces numerous logistics and supply chain management
challenges, including inefficient transportation systems (Mhlanga, 2019), limited warehousing
and storage facilities (Muposhi, 2020), inadequate inventory management systems (Mavhiki,
2018), high levels of product spoilage and waste (Mukono, 2019), and limited access to markets,
particularly in rural areas (Zimstats, 2020).

Failure in supply chain resilience can have severe consequences on food manufacturing
industries in Zimbabwe, leading to supply chain disruptions that can result in production
stoppages. For instance, a failure to mitigate risks and respond to disruptions can lead to
production stoppages, resulting in delayed or lost orders, and revenue loss (Sheffi, 2005). This
can be exemplified by the 2020 drought in Zimbabwe, which led to a shortage of raw materials,
resulting in production stoppages and revenue losses for companies like National Foods.

Supply chain disruptions can also lead to inventory shortages, resulting in stockouts, lost sales,
and damage to customer relationships (Chopra & Meindl, 2013). For example, a failure to
manage logistics and transportation can result in shipping delays, leading to late deliveries,
customer dissatisfaction, and damage to reputation. This can be seen in the case of Zimbabwe's
largest dairy company, Dairibord Holdings, which faced challenges in maintaining a stable
supply chain due to the country's economic instability, leading to inventory shortages and lost
sales.

Furthermore, failure to ensure quality control can lead to product defects, recalls, and damage to
brand reputation (Kumar & Malgeant, 2006). For instance, a food manufacturing company in
Zimbabwe, like Nestle Zimbabwe, may face quality control issues due to a failure to manage
suppliers, resulting in product defects and recalls, which can damage the company's reputation
and lead to lost sales. In addition, failure to monitor and manage supplier risk can lead to
supplier insolvency, resulting in supply chain disruptions and lost revenue (National Foods,
2022). For example, a food manufacturing company in Zimbabwe, like Innscor Africa, may face
challenges in managing suppliers due to the country's economic instability, leading to supplier
insolvency and supply chain disruptions.
Furthermore failure to manage reverse logistics can cause significant supply chain disruptions in
the food manufacturing industry in Zimbabwe. For instance, ineffective management of product
returns can lead to delays in processing returns, resulting in inventory shortages and lost sales
(Chopra & Meindl, 2013). This can be exemplified by National Foods, a leading food
manufacturer in Zimbabwe, which failed to effectively manage product returns, resulting in
delays in processing returns and lost sales.

Inefficient management of warranty claims can also lead to customer dissatisfaction and damage
to reputation (Kumar & Malgeant, 2006). Dairibord Holdings, a dairy company in Zimbabwe,
struggled with inefficient management of warranty claims, leading to customer dissatisfaction
and damage to reputation. Furthermore, failure to properly recycle and dispose of hazardous
materials can lead to environmental damage, legal issues, and reputational damage (Sheffi,
2005). Nestle Zimbabwe, a food manufacturer, failed to properly recycle and dispose of
hazardous materials, resulting in environmental damage and legal issues.

Poor management of reverse logistics can also lead to inaccurate inventory levels, resulting in
stockouts or overstocking (Mentzer et al., 2001). Innscor Africa, a food manufacturer in
Zimbabwe, experienced inaccurate inventory levels due to poor management of reverse logistics,
resulting in stockouts and lost sales. Additionally, failure to track and trace products in reverse
logistics can lead to a lack of supply chain visibility, making it difficult to identify and address
issues (National Foods, 2022). Olivine Industries, a food manufacturer in Zimbabwe, failed to
track and trace products in reverse logistics, resulting in a lack of supply chain visibility and
difficulty in addressing issues. In conclusion, failure to manage reverse logistics can lead to
significant supply chain disruptions in the food manufacturing industry in Zimbabwe. Companies
must prioritize effective management of reverse logistics to avoid delays in processing returns,
customer dissatisfaction, environmental damage, inaccurate inventory levels, and lack of supply
chain visibility.
2.2.3 Reverse Logistics
To gain a competitive advantage, creating a reverse logistic (RL) program is an important role
(Gooran, Rafiei, & Rabani, 2018). The definition of RL, according to Govindan, Soleimani, and
Kannan (2015), is the opposite of forward logistics within the supply chain and involves the
process of planning, implementing, and controlling the reverse flow of products back to the
manufacture or a secondary market. RL is different from traditional supply chains in which they
have inherent uncertainty, such as price, quality, time, and the quantities of return products
(Gooran et al., 2018). Because of the nature of these uncertainties, supply chain managers need
to enforce a high level of complexity in the design of a RL strategy (Babazadeh, Jolai, & Razmi,
2015).

A food product is considered unsaleable if the product package has dents or the product itself has
blemishes; however, the product is still edible (Holweg, Teller, & Kotzab, 2016). Holweg et al.
(2016) posited that with food products, supply chain managers could present a couple of
different RL design depending on the innovation or functionality of the product. The process of
RL is within the retail sector and includes customer returns, retailer, and manufacture returns to
the supplier (Holweg et al., 2016). RL process starts by placing the unsaleable tag on a product at
the primary outlet; management must determine if the product is in a condition for resale in
another outlet, or if donation is an acceptable means of disposing the product. Meyer, Niemann,
Mackenzie, and Lombaard (2017) suggested that supply chain leaders in the 1970s and 1980s
perceived RL as a nonvalue-adding facet or a cost draining activity; however, RL can be a
positive impact for a company financially by recuperating the value of products.

The removal of internal and external barriers for RL managers could develop a company’s
competitive advantage, enhance profitably, and sustainability (Meyer et al., 2017). Meyer et al.
posited that internal barriers are hindrances that have an effect on the performance on RL
Internal barriers consist of (a) communication, (b) cooperation, (c) financial, (d) commitment
from top management, and (e) absence of adequate information systems (Meyer et al., 2017).

Upper management may not be committed or cooperative because of the lack of awareness of
how the RL can benefit the profitability of the company (Abdulrahman et al., 2014). Meyer et al.
(2017) suggested the RL leaders be a part of upper management for companies to obtain the
gains and success of RL strategies. Investments in RL monitoring systems are a means for
leaders to improve financial performance. Monitoring the reverse flow of the products, storage,
in-house handling of returns through RL information systems is a necessary component of an RL
strategy (Abdulrahman et al., 2014). Information systems are costly; however, information
systems are vital when supply chain managers are developing RL strategies to recover and track
and trace products (Meyer et al., 2017). Information systems also hinder RL practices when they
are incompatible or deficient within an organization (Ganjali, Shirouyehzad, & Shahin, 2014).
Returns are mishandled or lost if employees are manually handling the products; information
systems can provide information simultaneously to the internal departments (Ganjali et al.,
2014). In addition, training of employees to engage in RL is necessary and takes financial
support from the organization. A lack of investment in RL information systems likely results in
reduced RL effectiveness (Meyer et al., 2017). Leaders increase organizational efficiency by
removing the barriers to RL strategies, educating employees, and upgrading RL systems.

Reverse logistics has a significant impact on the supply chain, and its effects can be seen in
various industries, including food manufacturing in Zimbabwe. Effective returns management is
crucial in the food industry, as it helps maintain a healthy inventory turn and reduces operating
expenses (Chopra & Meindl, 2013). For instance, National Foods, a leading food manufacturer
in Zimbabwe, has implemented an efficient returns management system, which has helped
reduce waste and improve customer satisfaction.

Value recouping is another important aspect of reverse logistics in the food industry. By
recouping value from returned products, companies can reduce losses and improve their bottom
line (Kumar & Malgeant, 2006). Dairibord Holdings, a dairy company in Zimbabwe, has
implemented a value recouping program, which has helped reduce losses and improve
profitability. Reverse logistics can also contribute to sustainability in the food industry by
reducing waste, promoting recycling, and refurbishing products (Sheffi, 2005). Nestle
Zimbabwe, a food manufacturer, has implemented a sustainability program that includes
recycling and refurbishing of products, reducing waste and promoting environmental
sustainability.

Moreover, reverse logistics can provide valuable insights into the supply chain, helping
businesses identify areas for improvement and optimize their operations (Mentzer et al., 2001).
Innscor Africa, a food manufacturer in Zimbabwe, has implemented a reverse logistics system
that provides valuable insights into the supply chain, helping the company optimize its
operations and improve efficiency. In conclusion, reverse logistics has a significant impact on
the supply chain in the food manufacturing industry in Zimbabwe. By implementing effective
returns management, value recouping, sustainability, and supply chain visibility, companies can
reduce waste, improve customer satisfaction, and promote sustainability.

2.2.4 Food and Beverage Industry

The food industry role affects (a) the development of other economic sectors, (b) the ability of
cutting-edge technology and scientific achievements, and (c) the effect to stimulate labor growth
(Kamenova et al., 2016). The food industry also has a multiplicative transport, agriculture, and
retail trade (Kamenova et al., 2016). Kamenova et al. (2016) noted that the primary objective of
food manufactures is to be innovative and make the products competitive within the market.
Kamenova et al. mentioned that domestic food production requires enhancing the readiness of
available resources, renovation, and the reduction of investment concentration of new equipment.
Disruptions in the supply chain affect the food and beverage industry (Tse, Matthews, Hua Tan,
Sato, & Pongpanich, 2016). According to Mhlanga et al. (2018), logistics is a critical component
of the food supply chain in Zimbabwe, as it enables the transportation, storage, and delivery of
food products from farms to consumers. The authors note that effective logistics management
can help reduce post-harvest losses, improve food safety, and increase the competitiveness of the
food industry in Zimbabwe

Floods or other natural disasters potentially impede distribution channels (Tse et al., 2016). One
of the leading food industries of the 21st century is the instant food industry because of quick
preparation and convenience (Dogan, Aslan, Aktar, & Goksel Sarac, 2016). Semisolid foods,
such as Oatmeal, and liquefied foods, such as soups, are some of the instant foods; however,
there are also instant beverages when mixed with water that flood the market like hot chocolate
and powdered drinks (Dogan et al., 2016). Dogan et al. (2016) noted that consumers choose food
preferences based on texture and other sensory characteristics. Blažková and Dvouletý (2017)
posited food segments have different essential characteristics then other industry segments.
Distinctive characteristics in agribusiness from other business include political, cultural, and
institutional aspects of food and the uncertainty because of livestock and crop production,
political intervention, technology development, and competitive structures within agribusiness
(Blažková & Dvouletý, 2017).

2.2.5 Food and Beverage Industry Risk

Unstable environmental issues cause inherent disruption risk in the food supply chain (Shukla &
Jharkharia, 2013). Nyamah, Yi, Oppong-Sekyere, and Nyamaah (2014) suggested that major
risk categories are (a) poor infrastructure, (b) price fluctuations and volatile consumer demand,
(c) environmental and biological risk, (d) implementation of mandates because of weak officials,
and (e) financial risk. Tse et al. (2016) suggested that disruption of the supply chain within the
food and beverage is a derivative of demand, logistic, and product quality uncertainty. In the
refrigerated food supply chain, disruptions occur because of long transport distance, temperature
fluctuations, traceability of temperature while product in motion, and sanitary violations
(Brenner, 2014). Perishability of food products is a significant source of risk in the food and
beverage industry (Srivastava, Chaudhuri, & Srivastava, 2015). The condition of processing,
storing, and transporting effects the result of food perishability within the supply chain
(Chaudhuri, Srivastava, Srivastava, & Parveen, 2016). Srivastava et al. (2015) posited that cross-
contamination, unsold inventory, spoilage, store processing mistakes, and traceability errors are
other risk within the food and beverage industry; therefore, it is essential for leaders to be aware
of these occurrences to create strategies the can increase operational efficiency and minimize
risk.

Managers in the food and beverage industry need to understand the risk of product harm
occurrences when consumers respond to adverse health influences resulting from malfunctioning
or contaminated product (Song, Sheinin, & Yoon, 2016). Managers within the food industry
hope nothing negative occurs; however, the mindset of the managers indicates that product harm
will happen (Hamlin, Bishop, & Mather, 2015). Zou and Li (2016) posited that if managers fail
to implement a mitigation strategy, the likelihood of product harm occurs, increasing the risks for
consumer and corporate loss increases. Managers should plan to determine the risk of product
harm occurring instead of a plan that one will happen (Zavyalova, Pfarrer, Reger, & Hubbard,
2016).

Managers need to use strategic planning to help reduce loss associated with product harm and
managers need to determine the cost and risk connected to a food product and beverage product
harm predicaments (Magno, 2015). Supply chain managers need to understand the complexities
of product harm, and how to create mitigation strategies that will reduce or eliminate negative
occurrences in the food and beverage industry (Magdoff, 2015). Köhn and Jainzik (2014) noted
that the population of the world demand for food products continues to increase correlates with
the possibility of negative occurrences within the food and beverage industry. Köhn and Jainzik
suggested that food production is declining, and product harm is increasing; therefore, the
prospect for food shortage is growing. When product harm occurs, there is liability that follows,
and the outcomes can vary with death being the harshest result and cause companies to continue
sustainability (Leighton, 2016). When defective or contaminated products cause harm to
consumer these occurrences become legal issues (Hartmann & Moeller, 2014). Which also leads
to consumers holding companies responsible when they voice their concern and opinions about
the food and beverage products harm in the marketplace (Gonzalez-Padron, 2016). Majority of
the liability could fall on a select few of those who are involved in the food supply chain when
several consumer groups start to voice the negatives of the product harm (Hartmann & Moeller,
2014).

Reverse logistics plays a vital role in managing risk in the Food and Beverage Industry in
Zimbabwe. One of the key ways it does this is by facilitating product recalls. For instance,
National Foods, a leading food manufacturer in Zimbabwe, implemented an efficient product
recall system to ensure food safety (Chopra & Meindl, 2013). This helps reduce the risk of
contamination and consumer harm.

Another way reverse logistics manages risk is by ensuring food safety through the safe disposal
of expired or contaminated products. Dairibord Holdings, a dairy company in Zimbabwe,
established a reverse logistics system to manage returns and reduce waste (Kumar & Malgeant,
2006). This helps reduce the risk of foodborne illnesses and ensures compliance with
regulations.Reverse logistics also provides supply chain visibility, which helps identify and
mitigate risks. Nestle Zimbabwe, a food manufacturer, implemented a sustainability program that
includes recycling and refurbishing of products (Sheffi, 2005). This helps reduce waste and
promote sustainability, while also providing valuable insights into the supply chain.
Furthermore, reverse logistics helps manage inventory levels, reducing the risk of overstocking
and waste. Innscor Africa, a food manufacturer in Zimbabwe, implemented a reverse logistics
system to manage inventory levels and reduce waste (Mentzer et al., 2001). This helps reduce
costs associated with returns, repairs, and replacements.In conclusion, reverse logistics plays a
crucial role in managing risk in the Food and Beverage Industry in Zimbabwe. By implementing
efficient product recalls, ensuring food safety, providing supply chain visibility, and managing
inventory levels, companies can reduce risk, improve efficiency, and promote sustainability.

2.3 LOGISTICS IN SUPPLY CHAIN MANAGEMENT

Logistics is mainly associated with the total flow of materials and goods from suppliers to end
user (Mentzer et al., 2001). Logistics is concerned with the movement of product from one place
to another that is known as “place utility”. Logistics can be defined as “the process of designing,
managing and improving such supply chains, which might include purchasing, manufacturing,
storage, and, of course, transport” (Islam et al., 2013). In some instances, logistics and supply
chain are synonymous but logistics is a one function of supply chain management. Basic
activities under the logistics domain are inventory management, warehousing, transport,
customer service, information processing, packaging, and lot size consideration (Lambert et al.,
2008; Islam et al., 2013). Integration among all the functions of a corporation such as logistics,
sales, marketing, operations, finance, and purchasing are essential for successful supply chain
management implementation. Logistics capabilities are a vital source to differentiate and
compete in the identified market segment (Lambert et al., 2008). Apart from forward inbound
and outbound logistics functions, another aspect, which is known as reverse logistics, has
emerged due to environmental concerns. Srivastava (2007) stated that much research in green
supply chain management has been thoroughly discussed from a reverse logistics angle.

2.4 IMPACT OF REVERSE LOGISTICS ON SUPPLY CHAIN

PERFORMANCE
Rameezdeen et al. (2016) stated that the poor recognition from the supply chain for reverse
logistics hinders the implementation of reverse logistics. Environmentally conscious supply
chain is a strategy in achieving competitive advantages. A holistic perspective in supply chains is
essential in measuring performance; however, the studies in a holistic perspective are limited in
the literature. Mutingi (2014) studied the impact of reverse logistics on green supply chain
performance and indicated that willingness of management for product recovery and
remanufacturing achieves the supply chain profits in the long run. Turrisi et al. (2013) developed
a mathematical model to investigate the impact of reverse logistics on supply chain performance
focusing inventory handling and concluded when reverse logistics flow increases, the order
variance decreases in the upstream chain by reducing the bullwhip effect. Azevedo et al. (2011)
developed a theoretical model to analyse the influence of green practices on supply chain
performance and concluded that reverse logistics influence on supply chain performance is
positive to customer satisfaction and supply chain efficiency, and reduces supply chain cost and
environmental cost.

The food manufacturing industry in Zimbabwe faces numerous challenges in logistics and supply
management, including inefficient transportation systems. Zimbabwe's transportation
infrastructure is inadequate, leading to delays and increased costs (Mhlanga, 2019). For example,
the country's road network is poorly maintained, leading to frequent breakdowns and accidents,
which can result in delayed deliveries and increased transportation costs. Additionally, the
country's rail network is limited, making it difficult to transport goods efficiently and effectively.

Another challenge facing the food manufacturing industry in Zimbabwe is limited warehousing
and storage facilities. The country lacks modern and efficient warehousing and storage facilities,
leading to product spoilage and waste (Muposhi, 2020). For example, many food manufacturers
in Zimbabwe lack adequate storage facilities, leading to products being stored in unsuitable
conditions, which can result in spoilage and waste. Additionally, the country's warehousing and
storage facilities are often inadequate, leading to products being damaged or lost during storage
and transportation.

Inadequate inventory management systems are also a challenge facing the food manufacturing
industry in Zimbabwe. Many food manufacturers in Zimbabwe lack effective inventory
management systems, leading to stockouts and overstocking (Mavhiki, 2018). For example,
many food manufacturers in Zimbabwe use manual inventory management systems, which can
lead to errors and inaccuracies, resulting in stockouts and overstocking. Additionally, the
country's inventory management systems are often inadequate, leading to products being wasted
or spoiled due to overstocking or stockouts.

High transportation costs are also a challenge facing the food manufacturing industry in
Zimbabwe. Transportation costs in Zimbabwe are high due to fuel prices, tolls, and other factors
(Mhlanga, 2019). For example, fuel prices in Zimbabwe are high, leading to increased
transportation costs for food manufacturers. Additionally, the country's transportation costs are
often high due to tolls and other factors, making it difficult for food manufacturers to transport
their products efficiently and effectively.

Limited access to finance and credit facilities is also a challenge facing the food manufacturing
industry in Zimbabwe. Food manufacturers in Zimbabwe face challenges in accessing finance
and credit facilities, making it difficult to invest in logistics and supply management (Reserve
Bank of Zimbabwe, 2020). For example, many food manufacturers in Zimbabwe lack access to
finance and credit facilities, making it difficult for them to invest in modern transportation and
storage facilities. Additionally, the country's financial institutions often have strict lending
criteria, making it difficult for food manufacturers to access finance and credit facilities.

Inefficient supply chain management is also a challenge facing the food manufacturing industry
in Zimbabwe. The food manufacturing industry in Zimbabwe lacks effective supply chain
management, leading to delays, product spoilage, and waste (Kadzviti, 2018). For example,
many food manufacturers in Zimbabwe lack effective supply chain management systems,
leading to delays and product spoilage. Additionally, the country's supply chain management
systems are often inadequate, leading to products being wasted or spoiled due to delays and
inefficiencies.

Finally, limited use of technology is also a challenge facing the food manufacturing industry in
Zimbabwe. The food manufacturing industry in Zimbabwe has limited use of technology, such
as transportation management systems and warehouse management systems, making it difficult
to optimize logistics and supply management (Muposhi, 2020). For example, many food
manufacturers in Zimbabwe lack modern transportation management systems, making it difficult
to optimize transportation costs and efficiency. Additionally, the country's warehousing and
storage facilities often lack modern technology, making it difficult to optimize inventory
management and reduce product spoilage and waste.
2.5 Role of Reverse Logistics on Food Manufacturing and Supply Chain
Performance
The implementation of reverse logistics in the manufacturing industry in Zimbabwe can have a
significant impact on supply chain performance. According to Rogers and Tibben-Lembke
(1999), reverse logistics is a critical component of supply chain management, as it enables
companies to recover value from returned products, reduce waste, and improve customer
satisfaction. For instance, a study by Muya et al. (2017) found that the implementation of reverse
logistics in the Zimbabwean manufacturing industry resulted in significant cost savings,
improved product quality, and enhanced customer satisfaction. For example, a leading
manufacturer of fast-moving consumer goods in Zimbabwe, Delta Beverages, implemented a
reverse logistics system that enabled it to recover and recycle over 90% of its packaging
materials, resulting in significant cost savings and improved customer satisfaction (Chiposi
2024).

However, the implementation of reverse logistics in Zimbabwe is not without its challenges. One
of the major challenges is the lack of infrastructure, including inadequate transportation networks
and warehousing facilities (Mhlanga, 2019). This can make it difficult for companies to
efficiently manage returns, repairs, and recycling. For example, a study by Mavhiki (2018) found
that many manufacturers in Zimbabwe lack access to adequate transportation networks, making
it difficult for them to return products to their suppliers or customers. Additionally, the lack of
standardization in returns processes and procedures can lead to inefficiencies and increased costs
(Kumar et al., 2017). For instance, a leading retailer in Zimbabwe, OK Zimbabwe, had to deal
with multiple returns processes and procedures from different suppliers, leading to inefficiencies
and increased costs. Furthermore, cultural barriers, such as a lack of awareness and
understanding of reverse logistics, can hinder its adoption and implementation (Mavhiki, 2018).
For example, many manufacturers in Zimbabwe may not understand the benefits of reverse
logistics or may not have the necessary skills and expertise to implement it effectively.

Several scholars have highlighted the importance of reverse logistics in supply chain
management. According to Chopra and Meindl (2013), reverse logistics is a critical component
of supply chain management, as it enables companies to recover value from returned products,
reduce waste, and improve customer satisfaction. Similarly, Rogers and Tibben-Lembke (1999)
argue that reverse logistics is essential for companies to remain competitive, as it enables them to
reduce costs, improve efficiency, and enhance customer satisfaction. In the context of
Zimbabwe, Muya et al. (2017) found that the implementation of reverse logistics resulted in
significant cost savings, improved product quality, and enhanced customer satisfaction. For
example, a leading manufacturer of automotive parts in Zimbabwe, Zimplow, implemented a
reverse logistics system that enabled it to recover and recycle over 80% of its scrap materials,
resulting in significant cost savings and improved customer satisfaction.

In conclusion, the implementation of reverse logistics in the manufacturing industry in

Zimbabwe can have a significant impact on supply chain performance. While there are
challenges to its implementation, the benefits of cost savings, improved efficiency, and enhanced
customer satisfaction make it a worthwhile investment. By investing in infrastructure,
developing clear returns policies, and providing training and education to personnel, companies
in Zimbabwe can overcome the challenges and optimize their reverse logistics. For example,
companies like Delta Beverages, OK Zimbabwe, and Zimplow have already implemented
reverse logistics systems and are reaping the benefits. Other companies in Zimbabwe can learn
from their examples and implement reverse logistics to improve their supply chain performance.

2.6 RESEARCH KNOWLEDGE GAP

Despite the growing importance of reverse logistics in the manufacturing industry, there is a
significant research knowledge gap in the context of Zimbabwe. While there have been studies
on reverse logistics in developed countries, there is a lack of research on the specific challenges
and opportunities faced by companies in Zimbabwe. This knowledge gap is particularly
significant given the country's unique economic and infrastructure challenges, which can impact
the implementation of reverse logistics.

One area of research that is particularly lacking is the state of infrastructure in Zimbabwe,
including transportation networks and warehousing facilities. There is a need for research on
how these infrastructure challenges impact the implementation of reverse logistics, and how
companies can overcome them. Additionally, there is a need for research on cultural barriers that
may hinder the adoption and implementation of reverse logistics in Zimbabwe. Understanding
these cultural barriers and how to address them can help companies to more effectively
implement reverse logistics.

Another area of research that is needed is the standardization of returns processes and procedures
in Zimbabwe. Currently, there is a lack of standardization, which can lead to inefficiencies and
increased costs. Research on how to improve standardization can help companies to streamline
their returns processes and reduce costs. Furthermore, there is a need for research on the use of
technology, such as reverse logistics software, in Zimbabwe. Understanding how technology can
be leveraged to improve the efficiency and effectiveness of reverse logistics can help companies
to stay competitive.

Case studies on companies in Zimbabwe that have successfully implemented reverse logistics are
also lacking. These case studies can provide valuable insights and practical solutions for
companies looking to implement reverse logistics. Additionally, research on the policy and
regulatory framework in Zimbabwe and how it supports or hinders the implementation of reverse
logistics is needed. Finally, there is a need for research on the skills and training needs of
personnel in Zimbabwe, and how they can be developed to support the implementation of
reverse logistics.

Addressing these research knowledge gaps can provide valuable insights and practical solutions
for companies in Zimbabwe to improve their reverse logistics operations and achieve sustainable
supply chain management. By understanding the specific challenges and opportunities faced by
companies in Zimbabwe, researchers and practitioners can develop effective solutions that meet
the unique needs of the country's manufacturing industry.

2.7 CHAPTER SUMMARY

This chapter explores the implementation of reverse logistics in Zimbabwe's manufacturing
industry. It discusses the significance of reverse logistics, current challenges and opportunities,
and reviews existing literature. The chapter highlights the benefits of effective reverse logistics
management, including cost savings, improved customer satisfaction, and enhanced supply chain
performance. The chapter also explores the application of reverse logistics in the food
manufacturing industry in Zimbabwe, citing examples of companies that have successfully
implemented reverse logistics strategies to improve supply chain efficiency and reduce costs.
The chapter concludes by emphasizing the vital role of reverse logistics in food manufacturing
and supply chain performance in Zimbabwe, and highlights the need for food manufacturers to
prioritize reverse logistics management to address the challenges faced by the industry. Case
studies of successful implementations are presented, and recommendations are provided for
companies looking to adopt reverse logistics. Finally, areas for future research are identified,
including the need for more studies on Zimbabwe-specific challenges and opportunities, and the
development of implementation frameworks and models.

Key themes Established:

- Reverse logistics plays a critical role in food manufacturing and supply chain performance in
Zimbabwe.

- Effective reverse logistics management can help address the challenges faced by the food
manufacturing industry in Zimbabwe.

- Food manufacturers in Zimbabwe should prioritize reverse logistics management to improve

supply chain efficiency and reduce costs.
CHAPTER THREE: RESEARCH METHODOLOGY

3.0 INTRODUCTION
This chapter covers the way the research will be conducted is the research methodology. The
chapter therefore highlights and justifies the research design, data type and sources, data
collection instruments and procedures, the target population, sampling and survey design,
methods of data processing, presentation and analysis, and ethical considerations

3.1 RESEARCH DESIGN

Skinner, Tagg, and Holloway (2000) commented that in qualitative research, the researcher
focuses on the participant’s experience, knowledge, and insight to gain a deeper understanding of
the phenomenon under study. Researchers conducting qualitative case studies explore real-world
phenomena within a contextual setting (Yin, 2018). The research was conducted using a mixed
method case study in this research. Mixed-method research studies involve a blend of qualitative
and quantitative methods, characteristically using a rational worldview, where multiple data
types are included to recognize the problem (Yin, 2018). From a statistical perspective, mixed
method studies are appropriate for researchers who are searching for an in-depth understanding
of a phenomenon (Siddiqui & Anneke Fitzgerald, 2014). Lo Iacono, Symonds, and Brown
(2016) noted that for the mixed methods is essential for researchers needing to use quantitative
and qualitative methods to answer their research questions. A mixed-method approach was
appropriate because it was answering the research question which require a quantitative
statistical analysis of numeric data to test our hypotheis.

According to Silverman (2000) this form of comparison, called triangulation, derives from
navigation, where different bearings give the correct position of an object. Triangulation method
combines multiple methodological practices which add rigour, breadth, complexity, richness and
depth to an inquiry or study Flick (2006). The two methods combined approaches are
undergirded by philosophies which are namely the positivists (Scientific) and the interpretive
(phenomenology or anti-positivist) (Greener, 2008). Anti-positivist philosophy when applied
does not base on objective measurements, statistics. It however emphasizes subjectivity rather
than objectivity, description rather than analysis, agency rather than structure, interpretation than
measurement (Denscombe, 2007). Due to the discrepancies of the other there was need to
synergize the two methodologies.

The qualitative component of the study allows for an in-depth exploration of the experiences and
perceptions of supply chain managers and logistics experts, providing valuable insights into the
challenges and benefits of implementing reverse logistics. The quantitative component, on the
other hand, provides a broader perspective by analyzing data from a larger sample of companies,
enabling the identification of patterns and trends that may not be apparent through qualitative
data alone. The triangulation of data from different sources increases the validity and reliability
of the findings, providing a more robust understanding of the implementation of reverse
logistics. Moreover, mixed methods allow for both exploration and confirmation of the findings,
providing a more complete picture of the phenomenon under study. By combining qualitative
and quantitative data, this study contributes to both practical and theoretical knowledge,
providing insights into the implementation of reverse logistics and contributing to the
development of theoretical frameworks.

The use of mixed methods is particularly suitable for studying complex phenomena such as
reverse logistics, as it allows for the capture of both quantitative and qualitative data, providing a
more comprehensive understanding of the phenomenon. Furthermore, mixed methods increase
the generalizability of the findings, enhance the credibility of the study, and provide a more
nuanced understanding of the research topic. Therefore, the use of mixed methods in this study is
justified, as it provides a comprehensive understanding of the implementation of reverse logistics
in the manufacturing industry in Zimbabwe.
3.2 TARGET POPULATION AND STUDY SAMPLE
Leddy (1997) simply referred to target population as the total group of people or items from
which the researcher draws a sample from which information about the study is obtained. The
target population for this study consists of food manufacturing industries in Zimbabwe.
Specifically, the study focuses on three food manufacturing industries:

Manufacturing Department Company Chosen

1. Bakers Bakers Inn

2. Processed meat producers Surrey

3. Canned food manufacturers Cains

3.3 STUDY SAMPLE

The study sample was selected from the three food manufacturing industries mentioned above,
which are representative of the food manufacturing sector in Zimbabwe. The sample will consist
of:

1. Supply chain managers

2. Logistics experts

3. Production managers

4. Quality control managers

Given that this study follows a triangulation research design, it is prerequisite to have
mathematically precise population size from which to calculate the sample size, thus the
population calculation will be done. The researcher decided on a homogenous sample; this sort
of a sample was suitable on the grounds that it enabled the researcher to study a group in-depth
and to concentrate on an issue that was important to all the participants (Ulin et al., 2012).
3.4 SAMPLING
According to Neuman (2000), sampling is a process of systematically selecting cases from the
target population for inclusion in a research project. The sample size will be determined using a
formula for estimating the required sample size for a population. There are several methods for
determining the sample size of respondents from finite population. But, for this study it was used
a simple formula from www.qualtrics.com. Assuming a population size of 100 food
manufacturing industries in Zimbabwe, a confidence level of 95%, and a margin of error of 5%,
the required sample size would be approximately 80 participants.

N= (Z score) 2 x StdDev x (1-StdDev)

(margin of error)2

Where

N = Size of sample (households)

Z score= 1.96

StdDev = 0.5

Margin of error = 0.05

The population size therefore was N= 80

Field of Expertise N=

Supply chain managers 20

Logistics experts 20

Production managers 20

Quality control managers 20

Total 20
The sample size was justified based on the following considerations:

 A larger sample size provides more accurate estimates of the population parameters (Krejcie
& Morgan, 1970)
 A sample size of 80 participants allows for a confidence level of 95% and a margin of error
of 5% (Cochran, 1977)
 The sample size is sufficient to represent the different roles and industries in the food
manufacturing sector in Zimbabwe

3.5 SAMPLING PROCEDURE

The sampling procedure involved the following steps:

1. Identifying the population: Food manufacturing industries in Zimbabwe

2. Identifying the sampling frame: A list of 100 food manufacturing industries in Zimbabwe
obtained from the Zimbabwe National Statistics Agency (ZIMSTAT)

3. Selected the sample: 80 participants (supply chain managers, logistics experts, production
managers, and quality control managers) from the three food manufacturing industries (bakers,
processed meat producers, and canned food manufacturers)

4. Ensure representation: Ensure that the sample represents the three food manufacturing
industries and the different roles (supply chain managers, logistics experts, production managers,
and quality control managers)

The sampling procedure was justified based on the following considerations:

 The use of a sampling frame obtained from a credible source (ZIMSTAT) ensures that the
sample is representative of the population (Kumar, 2019)
 The selection of participants from different industries and roles ensures that the sample is
diverse and representative of the food manufacturing sector in Zimbabwe (Patton, 2015)

3.6 DATA COLLECTION PROCEDURE

Data was collected through semi-structured interviews, surveys, and observations. The data
collection process was conducted in two phases:
Phase 1: Semi-structured interviews with supply chain managers, logistics experts, production
managers, and quality control managers to gather information on the current reverse logistics
practices, challenges, and benefits.

Phase 2: Surveys and observations to validate the information gathered during the interviews
and to collect additional data on the reverse logistics practices.

The data collection methods were justified based on the following considerations:

 Semi-structured interviews allow for in-depth exploration of the participants' experiences and
perceptions (Kvale, 2007)
 Surveys and observations provide a broader perspective and allow for triangulation of data
(Creswell, 2014)

3.7 DATA COLLECTION METHODS

This study employed a mixed-methods approach, combining both qualitative and quantitative
data collection tools to gather comprehensive data on the implementation of reverse logistics in
the food manufacturing industry in Zimbabwe.

Qualitative Data Collection Tools:

Semi-structured interviews were conducted with supply chain managers, logistics experts,
production managers, and quality control managers from the three food manufacturing
industries. The interviews were conducted using an interview guide that explored the current
reverse logistics practices, challenges, and benefits. The interviews were audio recorded and
transcribed verbatim. This method will provide in-depth insights into the participants'
experiences and perceptions (Kvale, 2007).

Additionally, focus group discussions were conducted with a selected group of participants to
validate the findings from the interviews and to gather additional data on the reverse logistics
practices. The focus group discussions were moderated by a trained facilitator and will be audio
recorded and transcribed verbatim. This method provided a broader perspective and allow for
triangulation of data (Creswell, 2014).
Quantitative Data Collection Tools:

A survey questionnaire was administered to a larger sample of participants from the three food
manufacturing industries. The questionnaire consisted of closed-ended questions that will gather
data on the current reverse logistics practices, challenges, and benefits. The questionnaire were
pilot-tested before administration to ensure reliability and validity. This method provided a
broader perspective and allow for generalization of the findings (Kumar, 2019).

Observations were conducted at the food manufacturing industries to gather data on the current
reverse logistics practices. The observations were conducted using an observation checklist that
will explore the reverse logistics practices, including the handling of returned products,
packaging, and transportation. This method provided a firsthand account of the reverse logistics
practices and will validate the findings from the interviews and surveys (Patton, 2015).

The use of mixed-methods data collection tools allowed for triangulation of data, which
increased the validity and reliability of the findings (Creswell, 2014). The qualitative data
collection tools (semi-structured interviews and focus group discussions) provided in-depth
insights into the participants' experiences and perceptions, while the quantitative data collection
tools (survey questionnaire and observations) provided a broader perspective and allow for
generalization of the findings. The combination of both qualitative and quantitative data
collection tools provided a comprehensive understanding of the implementation of reverse
logistics in the food manufacturing industry in Zimbabwe to the sustainability of the supply
chain.

3.8 METHOD OF ANALYSIS

Qualitative Data Analysis:

The qualitative data collected through semi-structured interviews and focus group discussions
was analyzed using thematic analysis. Thematic analysis is a method of identifying, coding, and
categorizing patterns in the data to identify themes and subthemes (Braun & Clarke, 2006). The
data was transcribed verbatim and coded using open coding, axial coding, and selective coding to
identify the themes and subthemes.
Quantitative Data Analysis:

The quantitative data collected through the survey questionnaire was analyzed using descriptive
statistics and inferential statistics. Descriptive statistics was used to summarize the data and
provide an overview of the responses, while inferential statistics will be used to test hypotheses
and make inferences about the population (Kumar, 2019). The data was analyzed using statistical
software SPSS and Excel.

Mixed-Methods Data Analysis:

The qualitative and quantitative data was integrated and analyzed together to provide a
comprehensive understanding of the implementation of reverse logistics in the food
manufacturing industry in Zimbabwe. The qualitative data provided an in-depth understanding of
the participants' experiences and perceptions, while the quantitative data will provide a broader
perspective and allow for generalization of the findings. The mixed-methods approach will allow
for triangulation of data, which increases the validity and reliability of the findings (Creswell,
2014).

The use of mixed-methods data analysis allowed for triangulation of data, which increases the
validity and reliability of the findings (Creswell, 2014). The qualitative data analysis provided an
in-depth understanding of the participants' experiences and perceptions, while the quantitative
data analysis will provide a broader perspective and allow for generalization of the findings. The
mixed-methods approach provided a comprehensive understanding of the implementation of
reverse logistics in the food manufacturing industry in Zimbabwe.

3.9 ETHICAL CONSIDERATIONS

The study was conducted in accordance with the ethical principles of research, ensuring the
protection of participants' rights, privacy, and dignity. The following ethical considerations were
taken into account:

1. Informed Consent: Participants were fully informed about the purpose, risks, and benefits of
the study, and their consent was obtained before data collection (Kumar, 2019). For example,
participants were informed that the study aimed to explore the implementation of reverse
logistics in the food manufacturing industry in Zimbabwe, and that their responses would be kept
confidential and anonymous.

2. Confidentiality: Participants' personal information and data were kept confidential and
anonymous, using pseudonyms or codes to protect their identity (Braun & Clarke, 2006). For
instance, participants' names were replaced with pseudonyms, and their companies were referred
to by codes to maintain confidentiality.

3. Voluntary Participation: Participation in the study was voluntary, and participants were free to
withdraw at any time without penalty or loss of benefits (Creswell, 2014). For example,
participants were informed that they could withdraw from the study at any time, and that their
withdrawal would not affect their relationship with the researcher or the company.

4. No Harm: The study did not cause any physical, emotional, or psychological harm to
participants (Kvale, 2007). For instance, the study did not involve any physical experiments or
procedures that could cause harm to participants.

5. Privacy: Participants' privacy was respected, and their data were stored securely to prevent
unauthorized access (Patton, 2015). For example, participants' data were stored on a password-
protected computer, and only the researcher had access to the data.

6. Anonymity: Participants' identities were kept anonymous, and their data were reported in
aggregate form to prevent individual identification (Braun & Clarke, 2006). For instance,
participants' responses were reported in aggregate form, and their companies were referred to by
codes to maintain anonymity.

7. Cultural Sensitivity: The study was sensitive to the cultural and linguistic diversity of
participants, using appropriate language and terminology (Kumar, 2019). For example, the
researcher used appropriate language and terminology when conducting interviews with
participants from different cultural backgrounds.

8. Researcher-Participant Relationship: The researcher maintained a professional relationship

with participants, avoiding any conflicts of interest or dual relationships (Kvale, 2007). For
instance, the researcher did not have any personal or professional relationships with participants
that could influence the study.
9. Data Security: The data were stored securely, using password-protected files and encrypted
data storage (Patton, 2015). For example, participants' data were stored on a password-protected
computer, and the data were encrypted to prevent unauthorized access.

10. Ethical Approval: The study obtained ethical approval from the relevant institutional review
board (IRB) or ethics committee before data collection (Creswell, 2014). For instance, the study
obtained ethical approval from the University of Zimbabwe's IRB before conducting interviews
with participants.

3.10 CHAPTER SUMMARY

This chapter looked at research methodology and provided details on research design, and
subjects. Focus was also on research instruments, validity, reliability, credibility, research ethics,
data collection procedure and data analysis and presentation procedures. The next chapter will
look at data presentation, analysis and discussion
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