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SCHOOL OF BUSINESS, ECONOMICS AND MANAGEMENT STUDIES-UNDER GRADUATE
Bachelor of Science in Purchasing and Supply
NAME : MWAMBAZI GILEAD
STUDENT #: BPS1712544
COURSE CODE: D 400
COURSE: DESERTATION
TOPIC:STRATEGIC MATERIAL SOURCING
TITLE :
AN ASSESSMENT OF THE EFFECTS OF STRATEGIC MATERIAL SOURCING ONTHE OPERATIONAL PERFORMANCE OF PUBLIC ECTOR ORGANISATIONS IN ZAMBIA: CASE OF MUFUMBWE TOWN COUNCIL.

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LECTURER:
DUE DATE:17THMAY, 2018
Number of Words: 4,904
Table of Contents
TOC o “1-3” h z u CHAPTER ONE: INTRODUCTION3HYPERLINK l “_Toc476289763″1.1 Introduction………………………………………………………………………………………………………………………………3
1.2 Background3
1.3 Statement of the Problem41.4 General objective51.5 Specific objectives51.6 Research questions51.7 Operational definitions51.6.1 Quality:61.6.2 Speed:61.6.3 Cost:.61.6.4Supplier Relationship Management:61.6.5 Supplier Development Programm…………………………………………………………………………………………….7
1.6.5Operational performance:71.7 Delimitation and Scopy of study71.8 Significance of Study7CHAPTER TWO: LITERATURE REVIEW82.0 Introduction………………………………………………………………………………………………………………………………8
2.1 Empirical review82.2 Theoretical framework82.3 Conceptual framework9CHAPTER THREE: RESEARCH METHODOLOGY113.0 Introduction113.1 Research design113.2 Study population113.3 Sample design and procedure113.4 Data collection instruments123.5 Administration of data collection instruments123.6 Data analysis procedure123.7 Data reliability and validity123.8 Research Ethics…………………………………………………………………………………………………………….12
3.9 Schedule of activities133.10 Budget13References14Appendices16
CHAPTER ONE:
INTRODUCTION
The current global business arena has become highly competitive and competitiveness has become a major focus area by both private and public sector organisations across the globe (IMD, 2006;WEF, 2007; Pillania,2007). Organizations across the world are under increasing pressure than ever to stay dynamic and responsive in all their competitive frontiers. Many organisations have realized the need for elevating traditional procurement function to modern strategic sourcing aimed at value addition across the supply chain. Sourcing costs signify 40 to 80 percent of the total cost of goods traded, and 30 to 50 percent of revenues a ratio that has remained constant in most industries for many years. Companies excelling in strategic sourcing save almost10 to 20 times as much as it cost to operate their sourcing processes. The effort required to reduce 10 percent of the sourcing cost is much less than gaining similar amount of revenue (Chopra & Meindl, 2003).
Strategic material sourcing is the process of developing channels of supply of materials at the lowest total cost, not just the lowest purchase price (Smock et al, 2007). It expands upon traditional purchasing activities to embrace all activities within the procurement cycle, from specification to receipt and payment of goods and services. Although strategic sourcing focuses primarily on reducing costs, its focus is to build longer term, win-win relationships with key suppliers. It requires that both buyer and supplier work together and share information to identify opportunities that will significantly improve performance operation in the organisation (Smock et al, 2007). Strategic Material Sourcing is also defined as the process of evaluating, selecting and aligning with suppliers of materials to achieve operational improvements in support of an organization’s strategic objectives (Duffie and Koester, 2005). It includes an extensive range of activities namely the firm’s spend analysis, supplier market research, supplier evaluation and selection, and supplier relationship management (Anderson and Katz, 1998). It is increasingly seen to be a business capability of firms. It consists of the strategic processes of planning, evaluating, implementing and controlling all sourcing activities by a company to achieve its long term goals..
To sum up, strategic material sourcing is a systematic, long term approach to acquiring current and future needs of an organization at the lowest total cost of ownership (TCO) and lowest risk to the supply line. This process creates a closed loop link between customer and the supplier to ensure continuous improvement in quality, delivery, cost and service while providing the means to achieve optimal efficiencies in both (customer and supplier) organizations. There are three very important components of strategic material sourcing; spend analysis, market research and supplier evaluation/selection and relationship management. Strategic material sourcing is vital for any organizations in that if it is properly structured it can lead to operational performance improvements in the organisation, thereby gaining and retaining competitiveness.

1.2.Background
Mufumbwe Town Council is one of the nine Local authorities in North-Western Province, which is situated 244 kilometres west of the provincial capital, Solwezi. The council came into existence following the declaration of Mufumbwe as a district in 1978 during the government of former republican President, Kenneth Kaunda. Mufumbwe Town Council has an elected Council Chairperson and sixteen (16) councilors constituting the legislative wing of the council. The Council Secretary and Management constitutes the executive wing of the council. Currently, the institution has a total labour force of fifty (50) employees.

Mufumbwe Town Council is comprised of several departments namely; Planning, Works, Administration, Finance and Institution Management. Departments are also comprised of several sections and one of them is the Procurement Section which falls under the Institution Management. Each of these departments and sections have many responsibilities within the corporate structure and in the community, offering a wide range of services like waste management, issuance of licenses, provision of housing and accommodation, etc. Mufumbwe Town Council gives advice and issues various licenses to business organizations and individuals within its jurisdiction as the Licensing Authority in the District.

Mission
To promote social and economic development by providing effective and efficient services and infrastructure to the community through good local governance and partnerships.

Vision:
To be a prosperous and economically self-sustaining council by 2030.

Value Statement
Accountability, Transparency and Trustworthiness in all dealings, dignity, honesty and mutual respect, responsiveness, teamwork to foster communication,  accessibility to information, respect of public property and service before self.

Mufumbwe Town Council deals with a fairly large number of suppliers. In attempts to cut costs and enhance performance in its operations, the council recognizes the need for effective strategic material sourcing for its success by giving first priority to sustainable long term supplier development and relationship management. It focuses on working together and sharing information with suppliers which is the main focus of strategic material sourcing, in order to identify opportunities that will significantly lead to improvements in the operational performance of the organisation and benefit all.
According to Monczka et al, (2009), the main idea of strategic material sourcing is to create a win-win relationships for both the buyer and supplier, as compared to the traditional purchasing activities. The collaboration should enable for example quality, speed, and cost improvements which are components of operational performance. It is against this background that the study focused on the effects of strategic material sourcing on the operational performance at Mufumbwe Town Council.

1.3. Statement of problem
The challenge of demand for quality service and upcoming competitions for most of the organisations both in the private and public sector has raised the need for quality service delivery and efficiency. Sourcing plays a key role in ensuring that this is achieved. According to (Presutti, 2003; Lo & Yueng, 2004;Tayles and Drury, 2001) 80 per cent of revenues collected or total operating costs by both private and public sector organisations in Zambia is spent on purchasing raw materials, components, finished goods or services .Mufumbwe Town Council faces a major challenge in controlling the overall operating cost because of the constant increase of sourcing cost. This is evident by Mufumbwe Town Council posting a budget overrun of K 1,000,000.00as noted in the previous year(Mufumbwe Town Council 2017 annual report).

The performance of Mufumbwe Town Council in terms of sourcing of goods and services in the recent past has been below expectation and this has raised anxiety among the stakeholders. According to Mufumbwe Town Council Customer satisfaction survey of 2015, 2016 and 2017, carried out by the Provincial Local Government Office in North Western Province, it is notable that the percentage index has been fluctuating i.e. 69%, 70% and 66% respectively. There is a registered complaint from the organization’s user departments, customers and suppliers that the delay in procurement of goods and services and the quality of most of these goods procured do not meet the specifications and required standards for the intended purpose. The delay in response to service provision and emergency cases has raised eyebrows among the stakeholders. As observed by Okinda, (2013),the organisation’s underperformance is related to poor sourcing strategies.
Therefore, it is against this backdrop that this study is aimed at assessing the effects of strategic material sourcing on the operational performance of an organisation with specific reference to Mufumbwe Town Council. The study particularly will look at strategic material sourcing with its components i.e. supplier development and supplier relationship management, and operational performance and its components i.e. quality, speed, and cost.

1.3. Research Objective
To determine the effect of Strategic Material Sourcing on Operational Performance of an organisation with respect to public sector organisations in Zambia. Case of Mufumbwe Town Council
1.4. Specific Objectives
To determine the effect of strategic material on Operational Performance at Mufumbwe Town Council.
To assess the role of Supplier development on Operational Performance at Mufumbwe Town Council.
To find out whether Supplier relationship management has an effect on Operational Performance at Mufumbwe Town Council.
To ascertain the challenges and benefits of strategic material sourcing at Mufumbwe Town Council.

1.5. Research Questions
To what extent does strategic material sourcing affect Operational Performance at Mufumbwe Town Council?
What role does supplier development play on Operational Performance at Mufumbwe Town Council?
To what extent does supplier relationship management affect the Operational Performance at Mufumbwe Town Council?
What are the challenges and benefits of strategic material sourcing at Mufumbwe Town Council?
1.6 Operational definitions
This section defines the key terms that will be used throughout this study.1.6.1 Quality: According to Neely, (2017), is more than conformance to a specification. It is also how well a product performs its intended function, the desirability of the product’s features and the reliability of a product. Neely says quality also refers to the product’s durability, the ease with which the product is serviced and the degree to which the customers believe the product meets their needs and is a good value for money.

1.6.2 Speed: refers to the rate at which a company can generate sales quotes and how rapidly and often a company can deliver its products, (Neely 2017). In addition, speed refers to such issues as the time required to manufacture one or more products and the time the company takes to research and develop a new product.

1.6.3 Costs: Cost performance objectives refer to the variation in unit cost due to changes in the volume a manufacturer produces and the variety of products produced. In most cases, the higher the variety of products produced, the lower the volume produced and the higher the unit cost, and vice versa. Equally important, the cost of each product will vary, which affects the product prices, running costs and profits.

1.6.4 Supplier relationship management
Supplier relationship management is the process that defines how a company interacts with its suppliers. As the name suggests, this is a mirror image of customer relationship management (CRM). Just as a company needs to develop relationships with its customers, it also needs to foster relationships with its suppliers.

1.6.5 Supplier development
Describes any effort a buying organisation makes to increase the performance and capability of supplying organisation and meet the supply needs or requirements of a buying organisation.

1.6.6 Operational performance
The performance of the company against prescribed standards, such as compliance with regulations, waste reduction, productivity, etc.

1.7 Delimitation and Scope of studyThe study will be limited to one organisation Mufumbwe Town Council and specifically focusing on five departments namely procurement, finance, planning, works and administration.

1.8. Significance of the Study:
Strategic material sourcing is an important aspect in today’s firms to achieve competitive advantage. Therefore, the significance of this study is to help inform procurement professionals and business managers in all sectors to understand how strategic material sourcing can be of relevance to improve the operational performance in an organisation. Secondly, It will also help provide policy makers and management in the organisation with information they may use to make informed decisions as far as strategic material sourcing is concerned. Thirdly, the results will be of great use to the academia, especially those who may wish to carry out further research on strategic material sourcing and operational performance in an organisation. Lastly, this study will also contribute add to the existing pool of knowledge in the field of strategic material sourcing in all sectors in general.

CHAPTER
LITERATURE REVIEW
2.0. Introduction:
This chapter presents a review of both the theoretical and empirical literature on Strategic Material Sourcing with a specific interest on Operational Performance. The theoretical framework encapsulates the reviewed theories which form the basis of the study. The empirical studies will be reviewed in line with the study objectives and will be conceptualized into a framework.

2.1. Empirical Literature
This section reviews the studies touching on Strategic Material Sourcing and Operational Performance. The studies will be reviewed in tandem with the study variables which capture the study objectives.
Strategic material sourcing with its components (supplier market research, supplier development and relationship management) is an important aspect in today’s firms to bring about improvements to operational performance and achieve competitive advantage of the organisation. It has positive effects on organizational operational performance. It does not only reduce costs through collaborative engagements with suppliers but also enhance operational performance in the overall strategy of the organization (Wangeci, 2013).Strategic material sourcing is viewed as the process of developing channels of supply of materials at the lowest total cost (Smock et al, 2007). Susan (2014) conducted a study on the effects of strategic material sourcing in a manufacturing firm in Kenya, where she concluded that strategic material sourcing involves an assessment of a company supply market and total costs as well as strategic identification of suppliers.
Lysons and Farrington (2006),defined strategic material sourcing as “concerned with the top- level, longer-term decision relating to high – profit, high supply risk items and low-profit, high supply risk bottleneck product and services”. It’s also concerned with the formulation of long-term purchasing policies, supplier base, partnership sourcing.

Nishiguchi (1994)in his study described strategic material sourcing as comprising of the following processes; Assessment of the company’s current spending (what is bought where), Assessment of the supply market (who offers what?), supplier evaluation and selection of suitable suppliers, and supplier relationship management. According to Cavinato (1991), Strategic sourcing is a process where several purchasing activities are streamlined to support a total supply chain vision focusing on the ultimate customer. Strategic material sourcing was initiated by general motors’ in the 1980’s, it was later formalized into a methodology and implemented at large scale by other blue chip companies with support of consulting companies like A.T Kearney, Price water house Coopers, KPMG, and many others. This methodology become a norm for procurement departments and is today considered to be a standard working process (Nishiguchi, 1994).

2.2. Theoretical Framework:
This section reviews two major theories relevant to Strategic Material Sourcing and Operational Performance: The Resource Dependence Theory and Network Theory.
2.2.1. Resource Dependence Theory:
Resource Dependence Theory (RDT) promoted by Pfeiffer and Salancikin (1978), is the study of how the exterior resources of organizations affects the performance of the organization. The procurement of external resources is a significant tenet of both the strategic and tactical management of any company. An implication in the procurement efficiency of the buying firms especially in tapping into the connection with suppliers as their important and dependable associates. Thus, this theory supports the concept of strategic material sourcing and its components i.e. supplier development and relationship management. It proposes that organisations lacking in critical resources will seek to create relationships with (i.e., be dependent upon) others organisations in order to acquire required resources. Just like sellers depend on buyers for precious markets and buyer will depend on suppliers for external resources. Also, organizations should endeavor to alter their reliance relationships by lessening their own reliance or by increasing the dependence of other organizations on them. Within this viewpoint, organizations are viewed as coalitions altering their structure and patterns of behavior to acquire and maintain required external resources. Acquiring the external resources required by an organization comes by diminishing the organization’s reliance on others and/or by increasing other’s reliance on it, that is, modifying an organization’s influence with other organizations.
2.2.2. Network Theory:
Network Theory centers on the relationships a firm has with other firms and on how these relationships influence a firm’s behavior and outcomes (Thorelli, 1986). Network theory supports the concept of centrality, which refers to how pivotal a firm is within the network. High centrality refers to a firm that is always sought out as a partner. Such firms enjoy high regard and status among the network (Gulati et al., 2000). Being central within a network offers five key competitive priorities within supply chains: speed, quality, cost, dependability and flexibility (Hultet al., 2006). A highly central firm can tap its tight links in order to rush orders when required, seek out the provider offering the best materials and lowest prices and make seamless transitions over time. Therefore, with regard to strategic material sourcing, an organisations should endeavor to be central to its network and should seek sources that are central to its networks.

2.3. Conceptual Framework:
Conceptual framework is a set of wide ideas and theories that enables the researcher to identify problems in the study, frame questions and discuss the relevant literature for the study (Stratman & Roth, 2004). It illustrates how the independent variable relates to the dependent variable. Fig 1, represents the independent variables that constitute strategic material sourcing. They are supplier development and supplier relationship management. These variables have a bearing on the dependent variable, namely, operational performance.

Independent Variable-Strategic Material Sourcing
Supplier Development
Dependent Variable
Operational Performance
Quality

Supplier Relationship Management

Speed
Cost

Fig 1 : conceptual framework
Source: Suzan et al, (2014)
Figure 1 above shows how strategic material sourcing as an independent variable affects the dependent variable operational performance. The Independent Variable is strategic material sourcing constituted by supplier development and supplier relationship management. These variables will directly have an impact on the dependent variable operational performance constituted by quality, speed and cost.
As shown in figure 1 Supplier development is defined as the process of working with certain suppliers on a one-to-one basis to improve their performance and expand capabilities for the benefit of the buying organisation. The program is aimed at making suppliers performance better by providing them with what they need to be successful in the supply chain. Therefore, supplier development has a direct impact on the quality of products and services offered by the buying organisation which in turn leads to improved overall Operational Performance which is a dependent variable.

Supplier Relationship Management is seen as a controlled and systematic approach to sourcing the goods and materials needed by an organisation. Usually there are some significant costs involved in setting up deals with new suppliers. However, an effective Supplier Relationship Management Programme eliminates many of those costs. This therefore, entails that supplier relationship management as an independent variable has a direct impact on cost and speed which are components of a dependent variable Operational Performance.

CHAPTER THREE
RESEARCH METHODOLOGY
3.0. Introduction
The research methodology will be presented in the following order; research design, study population, sample design and procedure, data collection, administration of data collection instrument, data analysis, data reliability and validity, schedules of activities, and budget.

3.1. Research Design
This study will adopt a descriptive case study design to justify the relationship between the independent and dependent variables. A case study is a method used to scale down a wide field of research into one easily researchable topic (Kothari, 2008). The design enables the researcher to get the information pertaining the current status of the problem under study and describe it in terms of the dependent and independent variables. The selection of individual observation is proposed to yield some knowledge about a population of concern especially to the aim of statistical inference.

3.2 Study populationThe focus of the study will be the employees of Mufumbwe Town Council from Procurement and other departments. The population is made up of 50 employees including Procurement officer, Assistant Procurement Officer, Treasurer, Stores Officer, Director of Works, District Planning Officer and Chief Administrative Officer.

3.3 Sample design and procedurePurposive sampling will be used to determine the sample size on account of being economical in terms of cost and time. Secondly, the selected departments and number of employees are closely related to the problem of study. The sample size will consist of 11 respondents as shown in the table 1 below.
Table 1: Sample size
Departments Population Size Sample size
Procurement 3 3
Finance 15 2
Works 10 2
Planning 5 2
Administration 20 2
Total 50 11
3.4 Data collection instrumentsData will be collected using primary and secondary method.

3.5 Administration of data collection instrumentsQuestionnaires will be prepared covering all aspects of the study variables and accompanied with the four point Likert scale response continuum, that is 4= Very high, 3= High, 2= Medium and 1= Low. The study will also review the existing materials related to the study problem and variables in form of reports, text books, journals, magazines, manuals and internet.

3.6 Data analysis procedure Data will be analyzed both qualitatively and quantitatively. Data will be analysed qualitatively for the purpose of identifying, exploring, examining, understanding, explaining and interpreting the patterns and themes in textual data and determining how these patterns and themes help answer the research questions at hand. Quantitative data analysis is also helpful in evaluation because it provides quantifiable and easy to understand results. The information collected will be, edited and coded for accuracy. Frequency tables, charts and percentages will be used to present the data because they give a systematic record of analysis in an easy to understand format. The IBM Social Package for Statistical Science (SPSS) software will aid in data analysis. This software is one of the most popular statistical packages which can perform highly complex data manipulation and analysis with simple instructions. SPSS can take data from almost any type of file and use them to generate tabulated reports, charts and plots of distributions and trends, descriptive statistics and conduct complex statistical analyses. SPSS is user friendly software and easy to use.

3.7 Data reliability and validityTo assess the validity of the questionnaire, a pilot study will be conducted prior to data collection in order to test the reliability of the instrument. During the pilot study, the developed questionnaires, along with explanations regarding terms and concepts will presented to 5 Procurement staff. As such, they will be asked to fill the questionnaires. The inputs given by respondents will be included while finalizing the questionnaire. Validity of the instruments will then be improved through expert judgment. Assistance will also be sought from the supervisor who will assisted in improving the questionnaires.
3.8 Research Ethics
The researcher will ensure no bias practices when collecting date. Data collection will be as per the sampling technique so that every respondent has an equal opportunity in the study. The respondents’ information will be handled with ultimate confidentiality and any required disclosure, consent will be obtained.3.9 Schedule of activitiesNo. Activities Sub-activities M A M J J A S O N D
1 Research design ; planning Finalise research problem/question Develop research design Prepare research proposal 2 Literature review Search, capture and synthesise relevant data Prepare draft literature review 3 Data collection Finalise sampling plan Develop data collection instrument Pre-test/pilot data collection instrument Carry out data collection Write up data collection 4 Data analysis Prepare data for analysis Analyse data Draw conclusion/recommendations 5 Writing up
Final draft report Review draft report Final editing Printing, binding and final submission 3.10 BudgetNo. Activities Amount
1 Research design ; planning 424.88
2 Literature review 365.88
3 Data collection (provisional sum for preparation of questionnaires ; materials) 500.00
4 Data analysis 35.00
5 Writing up 910,00
Total 2, 235.76
References
Anderson, G.M., ; Katz, B.P. (1998). Strategic Sourcing. The International Journal of Logistics Management, 9 (1 ), 1 – 13
Andy Neely. (2017), Industrial Manufacturing and Operations Engineering – Business Performance Measurement.

Chopra, S. and Meindl, P. (2003), Supply Chain Management: Strategy, Planning, and Operation, 5 th Ed., Pearson Publication, Delhi.

Duffie Tim, Larry Koester (2005), Strategic Sourcing: Building a foundation for success – understanding the difference between sourcing and strategic sourcing and its impact. UPS supply chain solutions
Duffie, T., ; Koester, L. (2005). Strategic sourcing building a foundation for success. The International Journal of Logistics Management, 10 (2 ), (pp.11-28).

Gulati, R., Nohria, N., ; Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21, 203-15.anagement.6(30)
Hult, G.T., Ketchen, D., Cavusgil, S., Calantone, R. (2006), “Knowledge as a strategic resource in supply chains”, Journal of Operations Management, Vol. 24 No.5, pp.458-75.

IMD (2006), World Competitiveness Yearbook 2005, IMD, Geneva.

J. L. Cavinato, (1991), “Identifying Interfirm Total Cost Advantages for Supply Chain Competitiveness”, International Journal of Purchasing and Material …

Kothari, C., (2008), Research Methodology- Methods and Techniques, New Delhi, Wiley Eastern Limited.

Lysons, B. and Farington, B. (2006).Purchasing and supply chain management. Harlow Essex: Prentice Hall
Monczka, R M., Handfield, R. B., Giunipero, L. C., ; Patterson, J. L. (2009). Purchasing and Supply Chain Management, (4th ed.), NY: Centage
Nishinguchi T, (1994), Strategic Industrial Sourcing: The Japanese Advantage
Pfeffer, J. and G. R. Salancik (1978). The External Control of Organizations: A Resource Dependence Perspective. New York, NY, Harper and Row.

Pillania, R.K ; Khan, K.A., (2008). Strategic sourcing for supply chain agility and firms’ performance. Management Decision, 46 (10) , 1508 – 1530
Smock A. Douglas, Robert A. Rudzki, and Stephen C. Rogers,(2007), Sourcing Strategy: The Brains Behind the Game, Supply Chain Management Review, May/June 2007.

Stratman, J. K., A. V. Roth. 2004. The deployment of temporary production workers in assembly operations: a case study of the hidden costs of learning and forgetting. Journal of Operations Management 21(6): 689-707.

Susan N. Karanja, (2014). College of Human Resource Development, Jomo Kenyatta University of Agriculture and Technology, Nakuru Town Campus, Nakuru- Kenya
Thorelli, H.B. (1986).Networks: between markets and hierarchies. Strategic Management Journal, 7, 37-51.

AppendicesAPPENDIX: QUESTIONNAIRE
RESEARCH TOPIC: AN ASSESSMENT OF THE EFFECTS OF STRATEGIC MATERIAL SOURCING ON THE OPERATIONAL PERFORMANCE OF PUBLIC SECTOR ORGANISATIONS IN ZAMBIA. CASE OF MUFUMBWE TOWN COUNCIL
SECTION A: BIOGRAPHIC INFORMATION
1. State your gender
Male Female
2. Please tick age bracket in which you fall
Below 25 years 26-30years
31-40 years 41-50 years
Above 50 years
3. What is your level of education?
Secondary school Diploma
First Degree Master’s Degree
Higher Diploma
4. What is your Management level in the Organization?
Senior Level Management
Lower Level Management
5(a). What department do you work in the organization
5(b). How long have you worked with the organization?
Below 3 Years 4-7 years
8-10 years above 10 Years
SECTION B: MATERIALS STRATEGICALLY SOURCED BY A FIRM
6. What materials are strategically sourced by a firm? Indicate below in the table provided.

Materials SECTION C: STRATEGIC MATERIAL SOURCING
7. Does Strategic material sourcing affect the operational performance of Mufumbwe Town Council?
a) Yes
b) No
c) Not sure
8. To what extent does Strategic material sourcing affect the operational performance of Mufumbwe Town Council?
a) Very high
b) High
c) Medium
d) Low
9. How does Strategic material sourcing affect the operational performance of Mufumbwe Town Council?
a) ————————————————————————————————–
b) ————————————————————————————————–
c) ————————————————————————————————–
d) ————————————————————————————————–
e) ————————————————————————————————-
SECTION D: SUPPLIER RELATIONSHIP MANAGEMENT
10. Does supplier relationship management affect the Operational Performance of Mufumbwe Town Council?
a) Yes
b) No
c) Not sure
11. To what extent does supplier relationship management affect the operational performance of Mufumbwe Town Council?
e) Very high
f) High
g) Medium
h) Low
12. How does supplier relationship management affect the Operational Performance of Mufumbwe Town Council?
a) —————————————————————————————————
b) —————————————————————————————————
c) —————————————————————————————————
d) —————————————————————————————————
e) —————————————————————————————————
SECTION E: SUPPLIER DEVELOPMENT
13. Does supplier development affect the Operational Performance of Mufumbwe Town Council?
a) Yes
b) No
c) Not sure
14. To what extent does supplier development affect the operational performance of Mufumbwe Town Council?
e) Very high
f) High
g) Medium
h) Low
15. How does supplier development affect the Operational Performance of Mufumbwe Town Council?
a) —————————————————————————————————
b) —————————————————————————————————
c) —————————————————————————————————
d) —————————————————————————————————
e) —————————————————————————————————
SECTION F: CHALLENGES AND BENEFITS OF STRATEGIC MATERIAL SOURCING.

16. What are the challenges and opportunities of strategic material sourcing faced by Mufumbwe Town Council?
Challenges
……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

Benefits
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

END OF QUESTIONNAIRE.

Comments
Proposal reads well but make some corrections according to my comments
Reviewed by:
Jones J Kalyongwe
12 July 2018

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