Description
Solution
The use of primary data entail using the first-hand data obtained by a researcher directly. This is different from secondary data which is a form of desk research obtained from the readily existing sources (Cerar et al., 2021; Silevew, 2019).
Considering this research, primary and secondary data was referred to. The rationale of this is that primary data is appropriate as it facilitate use of survey and observations while qualitative primary data being obtained by use of focus groups, interviews and observations. The secondary data is conversely important to source the available literature and apply it to support primary data obtained through the application of interviews and questionnaires.
Additionally, considering this research, through the application of Almarai entity, primary and secondary sources which are qualitative (textual) and quantitative (statistical) were obtained. Additionally, through the application of stay interviews in Almarai, this entail a form of secondary data sourced. Therefore, application of primary and secondary data to analyse turnover scope lead to possibility of managing issues with one strategy by using the strength of the other.
The decision of using either primary or secondary data is dependent on existence and detailed nature of the data. In an event the secondary data is not available/insufficient, sourcing of primary data is identified as essential to answer the research questions. Also, data, whether primary or secondary could either be qualitative (textual) or quantitative (statistical). The quantitative primary data can be sourced by use of surveys or observations, with qualitative primary data being sourced by use of interviews, focus discussions and observations (Silevew, 2019). Taking into account of this research, data is sourced by use of data from qualitative (semi-structured interviews) and quantitative (survey by use of questionnaire) data from the primary sources by use of case study design. The data sourcing is data in a sequential manner from the interviews and later using surveys.
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- ADNOC success owing to remodelling of PS&M strategy, confident and capacity of spare parts sourcing, talent management and staff competency
- Improved relations with entire stakeholders (as explained in stakeholders matrix) improving overall organisation operations. 3-D printing would be an improvement from the current iSourcing hence success in technical and commercial-based evaluation
- Enhance an improvement and robust system and policy development to manage any potential gap in PS&M transformation
- Today, lower than 10% of ADNOC PS&M would be aligned to implementation of 3D printing and other modernisation strategies appropriate for the organisation
- Ensure development of new systems and policies which are appropriate for enhancing the current and future implementation of 3D printing and more modernised systems as a progress of their modernisation
- There is a necessity for successfully adopting 3D printing starting with their spare parts sourcing
- By collaborating with UAE government which owns 70% of the ADNOC shares, more revenues would be provided for the organisation successful operations.
- ADNOC engaging all the stakeholders holistically by understanding their interests and expectations
- There is a need to collaborate with government in UAE and other regulators for the sake of improving the suppliers relations
- By collaborating with institutions, they would successfully offer employees learning opportunities
- Adoption of strategic sourcing as part of ADNOC sourcing of 3D printing in spare parts sourcing