EFFECT OF BID CHALLENGE STRUCTURE ON SUPPLY CHAIN MANAGEMENT SCHEME IN KENYA.
DOI:
https://doi.org/10.47941/ijscl.289Keywords:
Supply chain management, procurement review, administrative review, warehousing bid structure and independence of review authority.Abstract
Purpose: To establish the influence of bid challenge structure on supply chain management in Kenya.
Methodology: The study embraced descriptive research design in order to provide a framework to examine current conditions, trends and status of events. The respondents of the study were all published bid challenges cases decisions in PPARB website for a period of three years. The period covered 2011- 2013. The number of bid challenge decided cases was 173 for the study period. Primary data was collected using semi structured questionnaires. These questionnaires were constructed with both open and closed ended questions to enable for quantitative and qualitative analysis respectively. Data was analysed using both descriptive and inferential statistics. Quantitative data was computed descriptively using frequencies and percentages while for inferential statistics regression analysis was conducted at a 5% (0.05) test significance level.
Results: Procurement Review coefficient of 0.865 was found to be positive at significant level of 0.0012 and this indicates that Procurement Review has a positive influence on Supply chain projects, (X2) Administrative Review coefficient of 0.868 was found to be positive at significant level of 0.0022 and this indicates that Administrative Review has a positive influence on Supply chain projects, (X3) Judicial Review coefficient of 0.810 was found to be positive at significant level of 0.0019 and this indicates that Judicial Review has a positive influence on Supply chain projects. (X4) Independence of Review Authority coefficient of 0.741 was found to be positive at significant level of 0.001 and this indicates that Independence of Review Authority has a positive influence on Supply chain projects.
Unique contribution to policy and practice: The study prescribes that resources need to be more utilized to enable more development and less wastage in the company. The study also recommends the company stakeholders to be actively involved in Supply chain projects.
Downloads
References
Addy-Tayie, N.E. (2012). Improving warehouse and administrative management: Operational
Efficiency and Transport Safety. Retrieved from https://publicationstheseus.fi/bit stream/handle/10024/52246
Ballou. R. (2004). Business Logistics/Supply Chain management. 5th ed. New Jersey, Pearson
Education Inc. Beamon,
B. M. (1999). Measuring supply chain performance. International Journal of Operations
& Production Management, 19(3), 275-292. http://dx.doi.org/10.1108/0144357991
Brooks,M.(1993).International competitiveness,International Journal of assessin &Exploring
competitive advantage, Vol .29 ,No 3 ,
Chan, K.H. (1996). Positive Management Strategy For Materials Lead Time: Bowling Green,
Ohio 43403, 419/372-2946.
Chang, Y.H. (1998). Logistical Management. Hwa-Tai Bookstore Ltd., Taiwan. Chopra, S. & Meindle, P. (2007). Illustrating the key drivers in effective supply chain management: ISBN-10:
| ISBN-13: 978-0132743952.
Cooper, M.C., Lambert, D.M., & Pagh, J.D. (1997) Supply chain management: more than a new
name for logistics, International Journal of Logistics Management, Vol. 8, No. 1, 1-13.
Ducham, P. (2013).Judicial Strategy. Retrieved from http://answers.mheducation.
com/operations-decision-sciences/supply-chainlogistics-management/judicial
Gist, D. (2013). The impact of the supply chain industry on economic growth performance in Nigeria. Retrieved from http://www.doublegist.com/economic-growth-nigeria-impact-supply chainindustry
Harris, B., & Jenkins, K. (1982). Unreliable Vendor Lead Times and MRP: Journal of purchasing and Materials Management. 15-21.
Jespersen, P.H., & Nielsen, L.D. (2004). Logistics and transport-a conceptual model. World
Transport Policy and Practice, vol.10, no.3, 6-11. International Journal of Social Sciences and Entrepreneurship Vol.1, Issue 7, 2013 http://www.ijsse.org ISSN 2307-6305 Page | 21
Mohan, V.E. (2012). Judicial and AdministrativeManagement: CII Institute of Logistics,
Chennai: www.ciilogistics.com.
Mwikali, M.C. (2012).Response strategies adopted by Kenya Pipeline Company limited to the
challenges of supply chain procurement in Kenya. Retrieved from URI: http://erepository.
Uonbi.ac.ke:8080/xmlui/handle/123456789/13328
Nichols, R.A. (1977). Analytical Calculation Of Fuel Transit Breathing Loss, Chevron USA,
Inc.
Njeru, G.N. and Omori. B. M. (2009). Regulatory and competition-related reforms in Kenya's
power and petroleum sectors. Retrieved from http://www.cutsinternational.org/ARC/
Nairobi/Competition_in_Energy_Sector/pdf/Final_Researc h_Report-ICBE.pdf.
Okogu, B.E. (2002). Issues in Global Natural Supply chain: A Primer and Analysis," IMF Working Paper 02/40 (Washington: International Monetary Fund).
Pedersen, P.O. (2003). Freight transport and logistics in sub-Saharan Africa: Taaffe, Morrill and Gould revisited. Transport Reviews, vol.23, no.3, 275-297.
Salavasidis, S. (2012). Safety issues during administrative and procurement of Supply chain.
Retrieved from http://imechanica.org/node/13745.
Silva, L. (2013). Supply Chain Contract Compliance Measurements. Master thesis (work in
progress), Aalto University, Finland. 101-120.
Thomas Y.C. (1996). Positive Management Strategy For Materials Lead Time. Green State.,
University, Bowling Green, Ohio 43403, 419/372-2946.
Timmermans, K Cotter, B.C., & Brimacombe, A. (2011). Supplier Relationships: Releasing the
potential from strategic supplier relationships. Retrieved from http://www.
accenture.com/SiteCollectionDocuments/PDF/Accenture-Releasingthe-Potential-from-Strategic-Supplier-Relationships.pdf
Tuten T.L.,Urban,D.J.(2001) An expanded Model of Business Partnership formation and
success. Industrial Marketing Management Vol 30,pp 148-164
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
