Department of Procurement and Supply Chain Management
https://hdl.handle.net/20.500.12504/40
2024-03-29T06:22:02ZLogistics management system and service quality for dry food ration in Uganda police force
https://hdl.handle.net/20.500.12504/1624
Logistics management system and service quality for dry food ration in Uganda police force
Kugonza, Masturah
The purpose of the study was to assess the relationship between logistics management system and service quality for dry food ration in Uganda Police Force. The objectives of the study where to examine the relationship between logistics services, inventory management, logistics communication and service quality for dry food ration at Uganda Police. The study used a cross sectional research design using both quantitative and qualitative approaches. Data was collected from a sample of 80 logistics team comprising of logistics, stores and receiving committees. The study found that the prevailing transport, storage and distribution services adversely affected the timeliness, availability and condition of dry food rations at UPF. It was also found that the use of fixed order quantity in inventory management constrained the timeliness, availability and condition of dry food rations in UPF. The study also found that although internal communication was good, the failure to use modem ICT adversely affected LSQ in the UPF. The study concluded that dry food rations service quality significantly depends on logistics services of transport, storage and last mile distribution. It was also concluded that dry food rations service quality significantly depends on appropriate consideration of inventory system and replenishment methods. The study concluded that LSQ in UPF depends on internal communication and use of modern ICT. To enhance the timeliness, availability and condition of dry food rations in the UPF the study recommends that the management of UPF should increase on the logistics budget to enable it acquire a dedicated fleet and construction of stores. Management should also develop multiple inventory system which provide for JIT inventory supply quick response, efficient customer response, continuous replenishment and vendor managed inventory methods.
The management of UPF should use EDI, radio frequency, internet and website for online communication.
xii, 62 p. ;
2016-01-01T00:00:00ZThe effect of internal stakeholder management on procurement performance in statutory authorities. A case of national forestry authority.
https://hdl.handle.net/20.500.12504/1568
The effect of internal stakeholder management on procurement performance in statutory authorities. A case of national forestry authority.
Zaidi, Shaineh
The main purpose of the study was to examine the influence of Internal Stakeholder management onto Procurement performance in NFA with three specific objectives which included examining the effect of Internal Stakeholder Involvement, Communication and Separation of roles on the
Procurement Performance of NFA respectively. Using a case study design, data was collected using two methods; a self administered Open ended questionnaire which was designed and administered to a sample of 155 staff of NF A from different units and departments out of which
132 questionnaires were returned showing an 85.2% response rate and Interviews on three senior management staff. Validation and reliability tests to were performed on the data and found out that the data was both valid and reliable for analysis. Both descriptive and inferential statistics were run to analyze the data where a Pearson correlation analysis under inferential statistics was used to answer the specific objectives and also went ahead to check the extent to which the independent variables explained procurement performance using the adjusted R-squared from regression. The findings revealed that; there was a positive significant effect of Internal
Stakeholder Involvement on procurement performance with the effect being stronger on Quality of goods and services (0.658) as compared to Timeliness (0.623) and Compliance (0.555) and that Internal Stakeholder Involvement also accounted for a greater proportion of over 42.9% changes in Quality of goods and services, there was a positive significant effect of
Communication on Procurement performance with the effect being stronger on quality of goods and services (0.595) as compared to Timeliness (0.574) and compliance (0.544) and that
Communication accounts for a greater proportion of over 34.9% changes in Timeliness and there was a significant positive effect of Separation of roles on procurement performance with the effect being stronger on Timeliness (0.748) and that Separation of roles accounts for a greater proportion of over 55.6% changes in Timeliness. From the findings, the researcher recommends that for NFA to improve on its procurement performance, there is need for it to take a critical review through including its internal stakeholder in all the procurement cycle stages, improve on Communication and should Separate the roles of its employees.
xiii, 69 p. ;
2014-12-01T00:00:00ZPackaging innovation and sales turnover in soft drinks industries in uganda;,a case of harris international (u) ltd.
https://hdl.handle.net/20.500.12504/1528
Packaging innovation and sales turnover in soft drinks industries in uganda;,a case of harris international (u) ltd.
Bashir, Kawooya
The major purpose of the study was to determine the relationship between Packaging Innovation and Sales turnover of Harris international (U) ltd. This study was based on research objectives which were stated as, to determine the relationship between packaging innovation and revenues at Harris International (U) Limited, to assess the relationship between packaging innovation and total units of stock sold at Harris International (U) Limited, to determine the ways of improving and sustaining modern packaging i1movation to improve sales turnover at Harris International
(U) Ltd. The study used a cross-sectional research design with both quantitative and qualitative approaches. A correlation analysis was used to test the relationship between Packaging
Innovation and Sales turnover. A total of 106 questionnaires were distributed to Employee of
Harris international (U) ltd under various departments but by the end of the exercise only l 00 questionnaires were collected posing a response rate of 94.3% and non-response of 5.6%. Data analysis involved the use of both descriptive and inferential statistics in the Statistical Package for Social Scientists (SPSS). Here the researcher used questionnaires and interviews to generate data. A str011g positive relationship between Packaging Innovation and revenues of Harris international was witnessed at r=0.703 which was significant at 0.000<0.05. The adjusted R square value of 0.491 was also witnessed; that packaging innovation contributes 49.l % in influencing revenues of Harris International (U) Limited. This meant that 50. 9% of revenues of
Harris International (U) Limited are influenced by other factors. Also a very strong positive relationship between Packaging Innovation and Total units of goods sold by Harris international was realized at r=0.802 which was significant at 0.000<0.05. The adjusted R square value of
0.646 was found out this meant that packaging innovation contributes 64.2 % in influencing total units of goods sold by Harris International (U) Limited and 35.8% of revenues of Harris
International (U) Limited is influenced by other factors. The study recommends that Harris international (U) ltd should; monitor and analyze the market trends and developments globally, regionally and nationally, and understand supply-side and demand trends, detailed segmentation of international and local products, and historic volumes in units and filled volumes.
xiii, 74 p. ;
2015-12-01T00:00:00ZFreight forwarding outsourcing and supply chain efficiency in Uganda: a case study of Mukwano Industries Ltd.
https://hdl.handle.net/20.500.12504/1511
Freight forwarding outsourcing and supply chain efficiency in Uganda: a case study of Mukwano Industries Ltd.
Makumbi, Grace
In support of modern supply chain management approaches, organizations world over are rapidly outsourcing their non-core functions in order to drive sustainable competitive advantage and supply chain efficiency. In Uganda, firms have hurriedly outsourced their freight forwarding function to third parties in the hope of realizing substantial cost savings, improved service levels and competitive advantage, since freight forwarding costs in Uganda significantly account for up to 40% of the value of imports and 7 5% of the value of exports.
Much as various literature sources applaud outsourcing, current studies have demonstrated high failure rates on the global and local scene! This study therefore questions whether the hype of firms in Uganda to quickly outsource freight forwarding on the promise of realizing cost savings, improved service quality and delivery precision alone is justified, that is whether freight forwarding outsourcing influences supply chain efficiency, and to what extent it does.
A case study design, incorporating questionnaires and interviews, was used to test the variables, wherein 37 samples were drawn, and results analyzed using correlation and regression tools to examine the influence of freight forwarding outsourcing on supply chain efficiency, and the extent to which decision-making, planning and administration influence supply chain efficiency.
A 0.731 and 0.822 correlation coefficients were registered against planning and administration respectively, while administration registered the highest significant Beta coefficient of 0.944.
It was established from the above that, contrary to expectation, freight forwarding outsourcing may not necessarily result in supply chain efficiency, owing to supplier profit margins, supplier deficiencies in the human resource composition, supplier non-compliance issues, non-aligned working culture and lack of collaboration in the outsourcing relationship.
In conclusion, I recommend that outsourcing initiatives should emphasize outsourcing decision-making and planning with a strategic dimension, foster collaboration and win-win approaches in establishing and sustaining outsourcing relationships and putting more emphasis on the administration of the outsourcing relationship, while keeping the human resource factor in mind.
xii, 109 p. ;
2014-01-01T00:00:00Z