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Quality Management Practices in the Zambian Manufacturing Industry:
Drivers, Dimensions, and the Strategic Role of Local Conglomerates
Mathew Saili.
IDE-UNZA, University of Zambia, Lusaka, Zambia
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000675
Received: 01 November 2025; Accepted: 06 November 2025; Published: 20 November 2025
ABSTRACT
This paper investigates the quality management practices (QMPs) adopted by manufacturing companies in
Zambia, synthesizing evidence from existing empirical studies and practitioner reports. The analysis describes
commonly used practices, adoption drivers, and implementation gaps, while also examining the key dimensions
and strategic emphasis in response to a competitive and challenging business environment. Since 2018, the
emergence of successful local conglomerates like TradeKings and Savenda has significantly influenced the
industry's quality landscape, pushing the adoption of global best practices in a local context. Key QMPs that
significantly impact performance include benchmarking, people management, and top leadership commitment.
Crucially, the paper identifies that financial and capability constraints create a significant adoption barrier
through a self-reinforcing causal cycle, a challenge severely exacerbated by macro-level contextual issues in
Zambia's unreliable infrastructure and limited institutional support. The findings, which are supported by a
hypothetical performance model to quantify impact, lead to practical recommendations for a phased roadmap,
SME certification support, and supplier development, explicitly linking firm-level quality behaviour to broader
industrial policy.
Keywords: Quality Management Practices, Total Quality Management, Zambian Manufacturing, Local
Content, Continuous Improvement, ISO 9001
INTRODUCTION
The Zambian The Zambian manufacturing sector operates under significant competitive pressure from imports
and regional players, necessitating continuous quality improvement and innovation. The adoption of Quality
Management Practices (QMPs) has become a crucial strategy for firms to enhance performance, control costs,
and access markets [3]. However, the path to robust QMP implementation is fraught with challenges that are
uniquely shaped by the local economic landscape.
This paper provides a comprehensive investigation of QMPs adopted by manufacturing companies in Zambia.
It synthesizes foundational findings on QMPs with recent literature, policy recommendations, and critical market
developments to provide a comprehensive update. A notable contemporary shift is the increased visibility and
influence of large indigenous manufacturers, whose success is intrinsically linked to robust quality systems. The
current study updates the QMP landscape by integrating the strategic focus of these market leaders with the
foundational empirical findings on adoption rates, drivers, and barriers in the broader sector. Furthermore, this
paper directly addresses a gap in the literature by exploring the causal linkages between implementation barriers
and firm performance (via a performance model) and by situating these micro-level organizational challenges
within the macro-level context of Zambia's infrastructure and regulatory environment, providing a more robust
analytical framework for policy formulation.
Theoretical Framework and Empirical Qmp Adoption
The concept of Quality Management (QM) is an integrated approach aiming to continuously improve product,
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process, and service performance to meet or exceed customer expectations. QMPs are often derived from
established quality systems like ISO 9001, HACCP (Hazard Analysis and Critical Control Points), and Total
Quality Management (TQM) [17], [18].
A. Core QMP Dimensions in Zambia
1. Leadership: Top management commitment is a key driver for QM implementation, setting goals and
systems to satisfy customers and improve performance [4].
2. Benchmarking: This practice is essential for resource-constrained firms and shows a significant positive
impact on performance, comparing local processes against top performers [3].
3. People Management (Employee Involvement): Adequate training and involvement of employees are
critical for institutionalizing quality and driving change [15], [21].
4. Continuous Improvement Programs: Practices like Kaizen (continuous improvement) and programs
such as 5S and Total Productive Maintenance (TPM), are increasingly implemented to boost
productivity and delivery performance [2].
B. Empirical Synthesis: Adoption, Drivers, and Barriers
Zambian manufacturers show a layered adoption profile: near-universal use of rudimentary quality controls,
selective formal QMS adoption by larger/exporting firms, and low uptake of advanced continuous-improvement
methods [5].
Table 1: Empirical Synthesis of QMP Adoption, Drivers, and Barriers
Commonly Adopted
Practices
Drivers of Adoption
Barriers and Gaps
Basic inspection and visual
quality checks dominate day-
to-day quality control.
Customer and buyer requirements
push the adoption of formal standards
and documentation.
Financial constraints related to
certification and sustained QMS
maintenance costs limit SME
participation.
Operator training and
standard work instructions
form the backbone of SME
quality capability.
Competitive pressure and the goal of
cost reduction motivate investments to
reduce rework and scrap.
Capability shortages—scarcity of
trained quality personnel and
qualified auditors—hinder
meaningful QMS operation.
Formal QMS adoption (like
ISO 9001) is limited to a
minority of larger or export-
oriented firms.
Regulatory compliance in sectors like
food and pharmaceuticals drives quality
system uptake to meet sanitary and
safety requirements [14].
Weak supplier base and
inconsistent input quality
undermine overall process stability
[16].
Advanced methods (Lean,
Six Sigma, SPC) appear only
in a small subset of firms,
often those with external
support [12].
External support: Firms with external
support, such as from donors,
consultants, or international partners,
are more likely to adopt advanced
quality management practices
Low measurement culture means
firms rarely use statistical tools or
ongoing performance metrics to
guide improvement.
C. Formal QMS Adoption by Firm Size
The selective adoption profile is clearly linked to firm size, where resource constraints limit deeper system
implementation for smaller entities.
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Table 2: Formal QMS Adoption by Firm Size
Employees
Estimated % with formal
QMS (ISO 9001 or
documented QMS)
Typical Quality Practices
250+
33%
Documented QMS; internal
audits; supplier contracts;
occasional SPC/Lean pilots
50–249
14%
Formal procedures in some
units; periodic certification
attempts; operator training
<50
7%
Basic inspections; work
instructions; ad hoc
corrective actions
D. A Causal and Contextual Perspective
The barriers listed in Table 1 are not merely items on a list; they form a self-reinforcing cycle that stifles quality
maturation. Financial constraints are not just about the initial cost of ISO 9001 certification (which can exceed
$10,000 for a small firm) but also the recurring costs of surveillance audits and maintaining a quality department.
This lack of funding directly causes capability challenges, as firms cannot offer competitive salaries to attract
qualified quality professionals or fund training. This skills gap, in turn, perpetuates the low measurement
culture; without personnel who understand Statistical Process Control (SPC), data collection remains anecdotal
rather than systematic.
These organizational-level challenges are exacerbated by unique contextual challenges in Zambia:
1. Infrastructure Gaps: Unreliable power supply and poor road infrastructure disrupt production
schedules and supply chains, making consistent process control—a cornerstone of quality management—
exceptionally difficult. A company may implement a perfect production process, but it cannot control
nationwide power outages that damage sensitive equipment or spoil raw materials.
2. Regulatory and Institutional Support Systems: While regulations exist, the support for compliance is
often weak. SMEs, in particular, lack access to affordable consultancy and training services to navigate
the path to certification. The institutional framework for standards (ZABS) is recognized, but its reach
and supportive programs for small manufacturers are limited, creating a gap between policy and practical
implementation.
The Strategic Role of Local Conglomerates Post-2018
The period following 2018 has seen the sustained expansion of local giants like TradeKings and Savenda, whose
sheer scale and investment have reset the benchmark for quality standards in Zambia.
A. TradeKings and Savenda Case Studies
1. TradeKings Group (FMCG Manufacturing): As a major manufacturer in Sub-Saharan Africa,
TradeKings is recognized for its superior product quality and exemplary manufacturing practices. Their
core strategy involves vertical integration (controlling the supply chain from raw material to packaging)
to explicitly maintain quality and reduce dependency on imported inputs and processes [7]. The company
drives quality through ongoing innovation and heavy investment in state-of-the-art facilities [11].
2. Savenda Group (Industrial and Technology Manufacturing): Savenda, through divisions like
Savenda Electric and Savenda Electronics, commits to local manufacturing capabilities and world-class
quality [8]. The group leverages IRCA Savenda, an International Risk Management Solutions provider,
focusing on Safety, Health, Environment, and Quality (SHEQ) systems and global standards [9]. This
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dedication to structured risk and quality management provides a model for high-tech, high-precision
manufacturing in the country.
B. Comparative QMP Focus
The strategies of these market leaders illustrate a clear shift in focus from mere adoption of systems to achieving
genuine competitiveness against global imports.
Table 3; Comparative QMP Focus
QMP Dimension
General Zambian Manufacturer
Focus (Pre-2018)
Strategic Focus of Modern Local
Conglomerates (Post-2018)
Primary Goal
Survival, Meeting minimum
market demand, Cost reduction.
Regional Competitiveness, Superior
product quality, Brand loyalty [10].
Key System
TQM, ISO 9001 adoption [5].
Vertical Integration, SHEQ Systems,
Mass-Scale Automation [7], [9].
People Mgmt.
Training on TQM concepts, Team
skills [4].
Capacity Development, Empowering over
16,000 employees (TradeKings) [10].
QMP Priority
Leadership, Benchmarking [3].
Innovation, Sustained Investment in
technological upgrades [11].
C. Quantifying the Impact: A Hypothetical Model
While firm-specific financial data is proprietary, the performance superiority of firms with advanced QMPs is
evident. To illustrate the potential impact, consider a hypothetical but data-informed model comparing a typical
SME with a conglomerate-like firm that has implemented the phased roadmap.
Table 4:Hypothetical QMS Impact Model
Performance Metric
Typical SME (Basic
QMPs)
SME after
Phased QMP
Adoption (Est.)
Large Conglomerate
(Advanced QMPs)
Defect Rate
8-12%
3-5% (after
Stabilize &
Measure phases)
<1%
On-Time Delivery
70%
85%+
95%+
Productivity
(Units/Employee/Hr)
Baseline (1.0x)
1.3x (via reduced
rework)
2.0x+ (via automation &
Lean)
Cost of Quality (as % of Sales)
15-20% (high failure
costs)
10-12%
5-8%
This model demonstrates that the journey through the QMP phases is not merely a procedural exercise but a
direct driver of tangible operational and financial benefits, justifying the initial investment.
D. The Contemporary Quality Blueprint
This development can be framed as a new conceptual model for quality in Zambia (Figure 1), where the presence
of strong local conglomerates becomes a critical factor driving systemic quality improvements beyond simple
regulatory compliance.
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Figure 1: Conceptual Model: QMP Evolution and Performance in Contemporary Zambian
Manufacturing
RECOMMENDATIONS AND CONCLUSION
Closing the quality capability gap in the Zambian manufacturing sector requires a coordinated strategy that
bridges short-term interventions with long-term systemic investments.
A. Firm-Level (Practical, Phased Roadmap)
To overcome the financial and capability barriers, firms—especially SMEs—should follow a three-phase
roadmap for quality management adoption (Figure 2).
Figure 2;Three-phase Firm Pathway for QMS Adoption
Phase 1 — Stabilize: Formalize inspection, standard work, and targeted operator training; introduce simple
process metrics (defect rates, scrap, first-pass yield).
Phase 2 — Measure: Introduce basic Statistical Process Control (SPC) charts, daily performance boards, and
problem-solving routines using simple data.
Phase 3 — Systematize: Develop a formal Quality Management System (QMS) when consistent performance
is demonstrated; pursue ISO 9001 certification through staged, documented processes.
B. Policy and Industry-Level Interventions
1. SME Certification Support: Implement cost-sharing, sectoral group certification, or voucher schemes
to reduce per-firm certification cost and administrative burden [23].
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2. Publicly Funded Training Hubs: Create centers that offer modular, hands-on short courses in SPC,
internal auditing, Lean fundamentals, and supplier development targeted at production supervisors and
technicians.
3. Incentives for Supplier Development: Offer matching grants, tax credits, or preferential procurement
for larger firms that invest in local supplier capability building; encourage cluster-based supplier training
to address the weak supplier base [16].
4. Measurement Culture Campaigns: Launch national or sectoral campaigns that promote routine metric
use and simple data literacy in manufacturing to address the low measurement culture.
CONCLUSION
Quality management in Zambian manufacturing is characterized by widespread basic controls, selective formal
QMS adoption, and limited advanced continuous improvement. Financial constraints, capability shortages, and
weak supplier bases create a vicious cycle that slows deeper adoption. The rise of successful, large local entities
such as TradeKings and Savenda has, however, significantly elevated the standard and strategic importance of
QMPs. These companies demonstrate that sustained investment in SHEQ systems, vertical integration, and
technological capacity is the new blueprint for achieving regional competitiveness and anchoring the growth of
the Zambian manufacturing sector.
As this paper has argued, a coordinated approach combining firm-level phased roadmaps with public support
that targets specific contextual barriers is essential to raise baseline quality capability. The micro-level success
of Top Leadership Commitment is only sustainable when matched by macro-level industrial policy that mitigates
infrastructure volatility and provides institutional support.
Future research should employ mixed-methods field studies to quantitatively validate the performance impact
of this phased roadmap and further explore the synergy between corporate leadership and national industrial
policy in driving quality-led growth in Zambia.
ACKNOWLEDGMENT
The author gratefully acknowledges the manufacturing firms in Zambia, including the managers and quality
officers, who dedicated their valuable time to participate in the surveys and interviews for this study. Special
thanks are also extended to the research assistants for their crucial support in data collection and transcription.
The author also expresses sincere gratitude to the Binary University and Dr Hari Krishnan for their invaluable
guidance and support during the original research phase.
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