Effect of Operations Strategy on Competitiveness Among Truck Transporters in Mombasa County, Kenya

Abstract

To address the complexities introduced by globalization, operations strategy has proven to be an effective mechanism for enhancing a firm's competitive position. According to Heizer, Render, and Munson (2020), organizations must respond to the shifting business environment, technological progress, and the intensifying effects of globalization by adopting a more strategic perspective on operations management. By effectively leveraging their comparative advantages, firms can bolster their competitiveness. In Mombasa County, the trucking sector has become increasingly prominent, largely due to the presence of the port of Mombasa, leading to a considerable number of truck transporters in the region. Therefore, it is imperative for these firms to balance customer satisfaction with operational efficiency in order to achieve a competitive positioning. On this basis, this research sought to examine how operations strategy influences the competitive standing of truck transporters in Mombasa County, Kenya. The research was grounded on three theoretical frameworks: dynamic capabilities theory, resource advantage theory of competition, and the knowledge-based view of the firm. The central theory that guided this investigation was the dynamic capabilities theory, which focuses on how organizations can strategically develop or alter their resource base in response to competitive challenges presented by a dynamic business landscape. A descriptive crosssectional survey approach was adopted for the research, as it was conducted at a specific moment in time. The primary data collection tool was a structured questionnaire, disseminated using google forms. The research targeted operations managers from the 127 truck transport firms registered in Mombasa County, Kenya, as listed by the Kenya Transport Association (2023). The findings derived from the data were subjected to analysis using the Statistical Package for Social Sciences. The results indicate that a majority of truck transporters in Mombasa County have integrated both structural and infrastructural strategies into their operations, albeit at varying degrees. Overall, the analysis suggests that the implementation of operations strategy through structural practices and decisions has a more significant and favorable impact on a firm's competitiveness than that achieved through infrastructural practices and decisions. This observation is consistent with the research by Diaz-Garrido et al. (2007), which, although focused on a manufacturing context, illustrated that structural operations strategy decisions, such as, facility location, capacity management, and process technology, have a considerable positive impact on a firm's competitiveness relative to infrastructural decisions like workforce planning and quality management