Risk Management in Imperfect Markets: Commodity Procurement Strategy in the Food Manufacturing Sector

Since the inception of the Nigerian government economic reform programme in 1986, various incentives have been granted to the manufacturing sector, as a means of lifting the sector from the constant low level of performance and contribution to GDP. This paper sets out to find out how these various government incentives have impacted on manufacturing output – with specific focus on the food sub sector. By studying the operating profile of selected food-manufacturing companies, using the Pearson correlation analysis with relevant output, employment and price index variables, it was found that the benefits of these incentives appear not to have been passed on to the general public. It is thus recommended that bench-mark performance expectations be set for manufacturers as a pre-condition for granting incentives in subsequent dispensations.

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The Single European Market, Multinationals and Concentration: The Case of Food Manufacturing

Journal of Public Policy ◽

10.1017/s0143814x00001070 ◽

1993 ◽

Vol 13 (3) ◽

pp. 279-298 ◽

Cited By ~ 3

Author(s):

Anna Pollert

Keyword(s):

Manufacturing Sector ◽

Merger And Acquisition ◽

Growth Strategy ◽

European Market ◽

Regional Differentiation ◽

European Policy ◽

Food Manufacturing ◽

Single European Market ◽

Production And Distribution

AbstractThis paper examines the logic and implications of the Single European Market for the food manufacturing sector. It points to the role of multinationals in this sector and the process of concentration through merger and acquisition as a central growth strategy. It suggests that rather than encourage further concentration, European policy should concern itself with the benefits as well as the problems of regional differentiation and the complementarity rather than the conflict of different scales of production and distribution.

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The Small Food Manufacturing Sector in the Irish Grocery Market

Journal of Food Products Marketing ◽

10.1300/j038v11n04_07 ◽

2006 ◽

Vol 11 (4) ◽

pp. 91-108 ◽

Cited By ~ 1

Author(s):

Philip Cantillon ◽

Alan Collins ◽

Paul O'Reilly

Keyword(s):

Manufacturing Sector ◽

Food Manufacturing

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Knowledge and Attitudes on Practices of Occupational Safety and Health in the Informal Non-food Manufacturing Sector in Kampala City, Uganda

Current Journal of Applied Science and Technology ◽

10.9734/cjast/2019/v36i630266 ◽

2019 ◽

pp. 1-12

Author(s):

Stephen Aurice Wekoye ◽

Wilkister Nyaora Moturi ◽

Stanley Maingi Makindi

Keyword(s):

Occupational Safety ◽

Manufacturing Sector ◽

Occupational Safety And Health ◽

Health Hazards ◽

Control Measures ◽

Food Manufacturing ◽

Knowledge And Attitudes ◽

Safety And Health ◽

Kampala City ◽

High Level

The informal non-food manufacturing sector is an engine of growth and development in both developed and developing countries. The sector is unregulated and unregistered in official government statistics. However this particular sector is faced with occupational safety and health hazards without preventive measures. The study assessed knowledge and attitudes on practices of occupational safety and health in the informal non-food manufacturing sector in Kampala City, Uganda. It adopted across sectional survey design that involved both qualitative and quantitative data collection techniques. A total of 424 firms were sampled from the 6 clusters of the informal sector. Respondents were moderately knowledgeable on hazards with 39.7% compared to 25.5% who reported high level of exposure. Overall the knowledge on occupational safety and health hazards was inadequate while attitude especially on the use of PPE was poor. There was a high level on knowledge towards hazard control measures by complying with the safety measures (PPE 52.6% and good housekeeping 54.4%) although no significant difference was observed in their adherence to control measures. Attitude towards the use of control measures was found to moderate with PPE 62.9% and good housekeeping 61.1% Creation of awareness, training, and application of Occupational Safety and Health Regulations, inspection and enforcement by the relevant regulatory agency as well as proactive multi-media strategies to improve the situation is recommended.

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CAN RISK MANAGEMENT ADD VALUE?

The APPEA Journal ◽

10.1071/aj94050 ◽

1995 ◽

Vol 35 (1) ◽

pp. 740

Author(s):

D. C. Shimko

Keyword(s):

Risk Management ◽

Capital Structure ◽

Risk Reduction ◽

Quantitative Model ◽

Management Decision ◽

Imperfect Markets ◽

Corporate Risk Management ◽

Structure Program ◽

Corporate Risk ◽

The Impact

Proper risk management reduces risk, but does it necessarily add value for corporate shareholders? Modigliani and Miller argued in 1958 that the answer is 'no' in a perfect market setting. How risk management adds value in an imperfect markets setting is shown. In particular, the corporate risk management decision is linked to the leverage decision to measure the impact of risk reduction on shareholder value. A quantitative model is developed and is applied to five public commodity companies to calculate the value increase due to optimal risk management and leverage. Finally, the practical aspects of implementing a joint risk management and capital structure program are discussed.

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