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1. Introduction
Logistics plays a vital role of which transport is a key factor in the success and growth of the Namibian economy. Transport is only one leg of the combination of logistical support as combination order follows as inventory, transporting, warehousing, handling and packaging whereby TransNamib is only involve in transportation and warehousing. Transportation is the operational section of logistics which physically move the inventory to new destination.

2. Background of TransNamib
Before independence TransNamib was mandated to operate rail, road and airports and seaports in South West Africa which is now Namibia. On the olden days TransNamib provided bus and train transport for passenger to all corners of the country.
TransNamib Holdings Limited is the national surface carrier of Namibia – a leader in provision of rail and road transport solutions within and across the border of the country. “TransNamib” was established in terms of the National Transportation Service Holding Company Act of Parliament (Act 28 of 1998) and is the success or of the former TransNamib Ltd. (www.transNamib) all shares in TransNamib are owned by the Government of the Republic of Namibia, who also exercises non-regulatory control through the appointment of the Company’s directors.
Company Profile of TransNamib
VISION
To be the preferred transport and logistics partner in Namibia and beyond.
MISSION
Providing total logistics solutions in rail- and road transport through a passion for excellence.
CORE VALUES
• Integrity – We never compromise the principles of working in an honest and ethical manner.
• Safety – We believe that our people are our greatest asset and therefore we seek to implement mechanisms to ensure that all our stakeholders are never in harm’s way.
• Excellence – We are unwavering in our pursuit of continuous improvement in the quest to deliver excellent service, first-time-every time.
• Teamwork – We need each other to deliver on our service promise to our customers and therefore we shall work together in our quest to be the preferred logistics partner in Namibia and beyond.
• Discipline – We passionately focus our energy to competently achieve the strategic objectives of our organization.
• Commitment – We have one mission and we shall never forget that we can only make a difference to our Nation, by delivering on our performance promises.

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3. Assess current performance against strategic aims and objectives
The strategic direction of an organization is defined by its purpose, ultimate goals and underlying value statement, which represents the ethical approach in term of which an organization seeks to accomplish its vision and mission. TransNamib reviewed and formulated its strategic statements – aligned to vision 2030 (V2030, 2004).
The company identified key contributors that focuses on improving customer services, Business Efficiency, and Business Continuity, and entails the following:
• Investment in new rolling stock (locomotives, wagons and tankers)
• Optimization of railway infrastructure and management systems
• Re-alignment of resources and business processes
• Regaining market share through improved service delivery and a focused Sales and Marketing Strategy
• Aligning logistics services and operational processes to customer needs
• Regaining control over the railway asset on its balance sheet
• Enhancing operational Safety and
• Improving corporate governance and risk management (Annual Report, 2013).
TransNamib is a stated owned company and lot of governments support is experience whether it is financially or politically but too many political interference which hamper the senior management to execute its duties. Although the company scaled down its operations the number of staff were retained and has currently a huge financial burden on the state coffers. This organisation is without a Chief Executive Officer for the past five years which hampers and delays the implementation of the company strategy.
The internal practices are the inner workings of the organization that affect employee relationships, interactions and accomplishments. As these organizational practices are closest to the core culture, the organization’s consistency in aligning them with the core culture will have a major impact on organizational success which include the organization’s structure, job titles, how work is organized, recruitment and selection; training and development; performance management; internal communication and technology (Margolis, 2017). Culture refers to the deeply held values, beliefs and assumptions of an organization’s members and acts as a mechanism guiding behavior in the workplace (Rosenberg and Trevino, 2003).
In order to align the company values, the core culture and the practices within the organisation must be enforced to all levels within the organisation to have maximum positive results and successful implementation of the company strategies.
The company’s strategy intent is the pathfinder for any organization’s drive; thus all its working practices must be aligned to the overall company’s strategic aims and objectives. The working practices must be geared to support and give meaning to the strategy of the organization. Both senior, middle and junior management must in tandem with the company’s main strategies and objectives. The fair of the unknowns must be managed in such a way to ally it and turn it into expectations and desires to be part of the organization’s strategy. The company’s new strategy should be crafted in such a way to encompasses all the import functions and structures, to be able to serve its key functionalities and customers.
Relationships at work are a valuable asset as a business strategy that may give companies an edge over their rivals (Newman, 2008). A sound and healthy working environment ensures that companies excel and sustainable profits are guaranteed and stability which encourage employee choice to work for the organisation. TransNamib needs transformation in order adopt to the ever changing business climate. Since independence the company has relinquish some of its operations but still same amount of employees who is idling but the salary bill must be paid. The board must urgently appoint the Chief Executive Officer to lead the organization to greater heights and restructure and transform the company to be profitable.
Improved human resource management will be a positive contributor who relates to organizational performance. The manifestation of additional stable revenues when an organization’s human resource management system is align with and support its operational goals and strategy. One of the motivating factors for employees is to design and implement performance incentive to align employee and shareholders interest. By encouraging excellent performance by allowing skilled and motivated employees to become involved in planning and execution of their duties.

4. Discuss challenges of supply chain integration
The main challenges Managers must mindful of the best tactic of worldwide demographics from the industry to user viewpoint is taking global product and localizing it effectively. The challenge will be the different tastes and branding strategies during the application period. The method of moving the product from global to local must be done step by step as some brands need a home-grown touch.
The implementers must take cognize of the current condemnation of the worldwide communities specifically to ethical and environmental contemplations. The global economy is enforcing a global culture which might be seen as a threat by rest of the world. As a result, managers should prudently contemplate how to best localize products to hold cultural uniqueness in the areas they function.
As a result for both managerial behavior and practices could the readiness to accept change or integration and do away with unwanted practices, beliefs and the adopted organizational culture. The fear of the unknowns also plays a critical role for managers to fully embrace change and whole heartedly ingrate change. Any perceived and proposed changes must have the full support, buy-in and involvement of the managers to have the maximum degree of success. The managers have to own the new changes, promote and implement the strategy of change for successful integration.
Managerial behavior and practices can be aligned by providing adequate training and facilitation of the desired outcomes. With the millennium of change management which plays a vital role in adopting the behavior and practices for common good of the task at hand to implement. The organization must ensure that all levels of communication is in place, monitored and evaluated in order make sure communication reaches grass roots levels. The company strategies needs to be reviewed annually to ensure the key performance areas are relevant to the ever changing global and local business environment.
Currently the relationship with the organization and management is uncertainty because of political interference from the central government for job creation and continuity but seriously affecting the sustainability and profitability of the organization. Cross functional teams leaders must motivate encourage employees to ensure the maximum agreed performance are achieved to meet the company strategy.
Where the employees could not met the target the managers must identify the needed intervention whether is formal training or on-the-job training to equipped the employees with the necessarily skills to perform their duties to the best of their ability.