SUPPLY CHAIN MANAGEMENT AND ORGANIZATIONAL …



MAKERERE UNIVERSITY

COLLEGE OF BUSINESS AND MANAGEMENT SCIENCES

SUPPLY CHAIN MANAGEMENT AND ORGANIZATIONAL PERFORMANCE: CASE STUDY OF NATIONAL WATER AND SEWERAGE CORPORATION

BY

NAKIMBUGWE REHEMAH

07/U/12198/EXT

A RESEARCH REPORT SUBMITTED TO SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF BACHELOR OF COMMERCE DEGREE OF

MAKERERE UNIVERSITY

JULY 2011

DECLARATION

The material in this report has never been submitted to any university or institutions of higher learning for any academic qualifications. This report is a result of my own independent research effort and investigations. Where it is indebted to the work of others, the acknowledgment has been made.

Signature: …………………………… Date: …………………………….

Nakimbugwe Rehemah

07/U/12198/Ext

(Student)

APPROVAL

This Report has been supervised and is now ready to be submitted to Makerere University with the approval of the supervisor.

Signature: …………………………………… Date: ……………………………

MR. Ebiru David

(Supervisor)

DEDICATIONS

To my parents Hajjat Haspha Nakiwola, and Hajji Umar who have tirelessly supported me in all aspects. I also extend my appreciation to my brothers; Farouk, Twaha, Ahmed, Badru, my sisters; Sarah Mukibi, Fatuma, Hanifah, Hassan, and Sarah Mbabazi who helped me both financially and morally, may Allah bless you abundantly!

.

ACKNOWLEDGEMENT

I feel overwhelmed with indebtedness to my brothers and sisters Farouk, Twaha, Ahmed, Badru, Sarah Mukibi, Fatuma, Hanifah, and Sarah Mbobzi. My hope and promise is to tolerate and persevere through thick and thin.

My warm thanks and appreciation go to my supervisor Mr. Ebiru David for guiding me through this challenging task. On every session of our meetings, I learned a thing or two. I am proud to state that you nurtured me into a research maestro.

My heartfelt gratitude goes to my friends: Buyinza James, Appollo, and Bitijuma who have been there for me through thick and thin. Even those that I have not mentioned, I am really grateful for the love and support you provide to me. I am very grateful.

I wish to thank the staff members of National Water and Sewerage Corporation who availed me with all the useful information during my research period.

Last but not the least, I would like to give my most felt thanks and glory to Allah for his protection and guidance.

TABLE OF CONTENTS

Page

Declaration i

Approval ii

Dedications iii

Acknowledgement iv

Table of Contents v

List of Tables viii

List of Figures ix

Abstract x

CHAPTER ONE: BACKGROUND TO THE STUDY

I.0 Introduction 1

1.1 Background of the Study 1

1.2 Statement of the Problem 2

1.3 Purpose of the Study 3

1.4 Objectives of the Study 3

1.5 Research Questions 4

1.6 Scope of the Study 4

1.7 Significance of the Study 4

CHAPTER TWO: LITERATURE REVIEW

2.0 Introduction 5

2.0 The nature of Supply Chain Management 5

2.2 Level of organization performance 8

2.3 Relationship between supply chain management and organizational performance 13

CHAPTER THREE: METHODOLOGY

3.0 Introduction 18

3.1 Research design 18

3.2 Population and Sample size 18

3.3 Sampling Method 18

3.4 Types of data 18

3.5 Data Collection Methods 19

3.5.1 Questionnaire 19

3.6 Data Processing, Analysis and Presentation 19

3.7 Limitations of the study 19

CHAPTER FOUR: PRESENTATION INTERPRETATION AND ANALYSIS OF FINDINGS

4.0 Introduction 19

4.1Demographic characteristics of respondents 20

4.1.1 Gender of respondents 20

4.2 The nature of supply chain management in National Water and Sewerage Corporation 23

4.3 The level of organizational performance of National Water and Sewerage Corporation. 27

4.4 The relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation 32

CHAPTER FIVE: SUMMARY CONCLUSION AND RECOMMENDATIONS

5.0 Introduction 33

5.1 Summary of the findings 33

5.1.1 The nature of supply chain management in National Water and Sewerage Corporation 33

5.1.2 The level of organizational performance of National Water and Sewerage Corporation. 33

5.1.3 The relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation 34

5.2 Conclusion 34

5.3 Recommendations 34

5.4 Areas for Further Research 36

REFERENCES 37

APPENDICES

QUESTIONNAIRE ……………………………………………………… APPENDIX I

LETTER OF INTRODUCTION ………………………………………. APPENDIX II

LIST OF TABLES

Page

Table 1: Showing Customer Demand and Supply of National Water and Sewerage Corporation 3

Table 2: Age of respondents 20

Table 3: There is a strong link between National Water and Sewerage Corporation inputs to its output 23

Table 4: Half-empty vehicles of National Water and Sewerage Corporation are not sent out 23

Table 5: Water of National Water and Sewerage Corporation is processed in a responsible way 25

Table 6: Water of National Water and Sewerage Corporation is sold at the cheapest price 25

Table 7: The level of cash increased in the year 2010 28

Table 8: Loans acquired by National Water and Sewerage Corporation increased in the year 2010 29

Table 9: The number of customers of National Water and Sewerage Corporation increased in the year 2010 29

Table 10: Relationship between Supply Chain Management and organizational performance 32

LIST OF FIGURES

Page

Figure 1: Gender of Respondents 20

Figure 2: Period spent working with National Water and Sewerage Corporation 21

Figure 3: Highest Level of Education 22

Figure 4: Deliveries National Water and Sewerage Corporation products to the same address are on the same truck 24

Figure 5: National Water and Sewerage Corporation uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations 26

Figure 6: Stock of National Water and Sewerage Corporation increased in the year 2010 27

Figure 7: National Water and Sewerage Corporation expanded on the building in the year 2010 28

Figure 8: National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water 30

Figure 9: Most of the customers of National Water and Sewerage Corporation are seasonal 31

ABSTRACT

The purpose of the study was to establishing the relationship between supply chain management and organization performance basing on the following objectives; to find out the nature of supply chain management in National Water and Sewerage corporation, to find out the level of organizational performance of National Water and Sewerage Corporation, and to establish the relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation.

An analytical research design was used to examine the role of supplier relationship and organizational performance. A sample of 40 staff members was selected. Purposive sampling was used to determine the sample size. Data was both primary and secondary. Primary data was collected by questionnaires, and secondary data was got from reports, journals, internet, and magazines. Frequency tables and graphs were drawn using excel. In these frequency tables and graphs, analysis was done with a corresponding percentage. However statistical package for social scientist was used to determine the relationship between Supply Chain Management and Organization Performance

Findings showed that there is no strong link between National Water and Sewerage Corporation inputs to its output, Half-empty vehicles of National Water and Sewerage Corporation are sent out, Deliveries National Water and Sewerage Corporation products to the same address are on the same truck, National Water and Sewerage Corporation does not use auditing. Besides that National Water and Sewerage Corporation did not expand on the building, and most of the customers of National Water and Sewerage Corporation are not seasonal. Implying that supply chain management affects organizational performance by 73.4% and 26.6% by other factors

It was recommended that there should be more training to personnel in the procurement department and also those who handle cash payments, and there should be segregation of duties in the departments in the organizations for example people handling procurements should not be the people handling the payments.

CHAPTER ONE

BACKGROUND TO THE STUDY

I.0 Introduction

This chapter presents the background of stud, statement of the problem, purpose of study, objectives of study, research questions and scope of the study and significance of the study.

1.1 Background of the Study

supply chain sustainability is a system of organizations, people, technology, activities, information and resources involved in moving a product or service from suppliers to customer with out compromising the needs of the future generation., Supply chain activities transform natural resources, raw materials and components into finished products that are delivered to the end customer (Nagurney, 2006).

Over whelming concerns about course management have led many purchasing managers to device means of ensuring cost effectiveness. This is the reason why most organizations have incorporated supply chain management and in their strategic purchasing operations. Supply chain management is the design, planning, execution, control and monitorial supply chain activities from the raw material to the final product to the customer (Nagurney, 2006).

Supply chain management ensures the movement rite products with a smatter, faster and efficient way to the right customer and the right time place and price. [he main objective of supply chain management is to create net value building a competitive environment and synchronizing supply of’ demand. Under the supply chain mgt. one has to focus on distribution network, Strategy information and inventory management (Arjan et al, 2005).

According to Monezka et al (2005) supply chain management the systematic, strategic coordination of the traditional business function and the tactics across this business function within a particular company. And within the supply chain for the purposes of improving the long-term performance of individual companies and supply chain as a whole.

A customer focused definition is given by Hines (2004: p76)” supply chain strategies require a total system view of the linkages in the chain that work together efficiently create to create customer satisfaction at the end point of deliver to the customer. As a consequence costs must he lowered thought the chain driving 0111 unnecessary costs of focusing attention o adding value. Throughput efficiency must he increased, bottle necks removed and performance measurement must focus on total systems efficiency and equitable reward distribution to those in the supply chain adding value. The supply chain

Systems must he responsible to Customer requirement.” Global supply chain forum supply management is the key business process across the supply chain for the purpose of creating value for customers and stake holders (Lambert, 2008).

According to the council of supply chain requirements” Global supply chain supply chain management encompasses the planning and management of al activities involved in Sourcing procurement the planning and management. It also include the crucial component of coordination and collaboration with a channel partners. In essence. Supply chain management integrates supply and demand management with in across and companies. Supply chain as opposed to supply chain management, is a set of organizations directly linked by one or more of the upstream and downstream flows of products, services, services, finances, and information from a source of customer. Managing a supply chain is ‘supply chain management’ (Monezka et al., 2005).

1.2 Statement of the Problem

National water and Sewerage Corporation is a leading service delivery company in Uganda. It engages in the business of supplies of water and disposal of sewerage refuse in Uganda

It has a mesh network of channels of distribution all over the country

In spite of its consistency in its operation the company is faced by some supply rigidities and logistical barriers which to some extent have hampered its operations hence influencing its supply chain and organizational performance. The identification and provision of the solution to the latter will resultantly lead to smooth operation and ensuring growth of the company hence providing value for money.

Table 1: Showing Customer Demand and Supply of National Water and Sewerage Corporation

|Years |Customer Demand (targeted population) |NWSC Supply (served population) |

|2007 |2541398.2 |1,107,234 |

|2008 |2,619,998 |1,940,211 |

|2009 |2,701,029 |2,041,390 |

|2010 |2,782,060 |2,543,102.4 |

Source: Strategic Plan, National Water and Sewerage Corporation 2005/2015

1.3 Purpose of the Study

The study aimed at establishing the relationship between supply chain management and organization performance.

 

1.4 Objectives of the Study

i) To find out the nature of Supply Chain Management in National Water and Sewerage corporation

ii) To find out the level of organizational performance of National Water and Sewerage Corporation.

iii) To establish the relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation.

1.5 Research Questions

i) What is the nature of Supply Chain Management in National Water and Sewerage Corporation?

ii) What is the level of organizational performance of National Water and Sewerage Corporation?

iii) What is the relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation?

1.6 Scope of the Study

Content scope

The study covered Supply Chain Management as the independent variable and organizational performance as the dependent variable

Geographical Scope

The study was conducted from National Water and Sewerage Corporation located in industrial area Kampala

Time scope

The study covered a period of five years from 2006 to 2010

1.7 Significance of the Study

i) The findings of the study are to be used as part of fulfillment of the award of a degree in Bachelor of commerce.

ii) The reward is to assist the researchers to find more about the study variables.

iii) The findings of the study are to be important in adding on the existing knowledge about a supply chain management on the organizational performance.

 

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

The chapter presents review of selected existing literature or knowledge on supply chain management and organizational performance. The subject of inquiry will he obtained in light of the issued that ere analysis both theoretically and practically. The literature review in based oh supplier supply chain management, organizational performance and the relationship between supply chain management and organizational performance.

2.0 The nature of Supply Chain Management

Supply chains are critical links that connect an organization’s inputs to its outputs. Traditional challenges have included lowering costs, ensuring just-in-time delivery, and shrinking transportation times to allow better reaction to business challenges. 1-fowever, the increasing environmental costs of these networks and growing consumer pressure for eco-friendly products has led many organizations to look at supply chain sustainability as a new measure of profitable logistics management (Nyanga, 2000).

Moberg (2003) noted that one of the key requirements of successful supply chain sustainability is collaboration. The practice of collaboration such as sharing distribution to reduce waste by ensuring that half-empty vehicles do not get sent out and that deliveries to the same address are on the same truck is not widespread because many companies fear a loss of commercial control by working with others. Investment in alternative modes of transportation such as use of canals and airships can play an important role in helping companies reduce the cost and environmental impact of their deliveries.

When consumers go to a retailer like, they will be looking at the different ranges of products and how they are presented. They may also look for quality customer service. However, consumers may not be aware that before products reach them, they must move from being raw materials through a variety of stages to become finished products suitable for sale. This is known as the supply chain. The supply chain involves a flow of production and processes through each of the three industrial sectors (Moberg, 2003).

Supply chain takes its responsibilities seriously and organises its operations in order to have a positive effect upon the environment. It aims that all the products and materials it takes from the primary sector do not harm the environment. Its products are manufactured in a responsible way (Malcom, 2003).

The primary sector involves the development of the raw materials. supply chain is not a primary sector organisation but it needs raw materials to develop its products. It therefore works closely with primary sector suppliers to ensure a sustainable impact on the people and the environment in which it operates. supply chain designs its own products. Low price is one of the main factors that supply chain considers in producing well designed, functional home furnishings available to everyone. At the design stage, supply chain checks that products meet strict requirements for function, efficient distribution, quality and impact on the environment (Malcom, 2003).

Getting the basics right this is the base level and is the stage in which the majority of organizations are at. Companies employ simple measures, recycling paper, and using greener forms of travel with the purpose of reducing the day- to-day carbon footprint. Some companies also employ self-service technologies such as centralized procurement and teleconferencing (Kidd, 2003).

Learning to think sustainable is the second level, where companies begin to realize the need to embed sustainability into supply chain operations. Companies tend to achieve this level when they assess their impact across. This could involve supplier management, product design, manufacturing rationalization, and distribution optimization (Dumond, 2003).

The third tier of supply chain sustainability uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations. This gives clarity around the environmental impact of adjustments to supply chain agility, flexibility, and cost in the supply chain network. Moving towards this level means being driven by the current climate (in which companies recognize cost savings through green operations as being significant) as well as pushing emerging regulations and standards at both an industry and governmental level (Dumond, 2003).

Supply chain is the two popular approaches adopted around the world. To’ ensure conformity to the domestic and international markets, organization or companies need to be concerned with the green issue of purchase, and other operational sectors of the company (Adams and Stone, 2003).

Knight (1996) gives a personal view. The concept of sustainability is widely discussed in the green purchasing pursuing green purchasing is a crucial method in increasing environmental awareness among the whole length of the supply chain a key component of global sustainability.

Boosts the chemists has developed a packaging audit system over an 18 months period which is part of regular supplies, site and products environmental audits. Initiatives in the use of display tray and reusable transit containers have been critical success factor and a source of competitive advantage (Ashton 1996). All this has implications for the supply chain sustainability since elimination of waste through the supply chain would mean benefits for all (Adams and Stone, 2003).

The application of the code raises standards. Each of the requirements within the code of conduct helps to develop sustainable business activities. They have a positive impact on the business environment in which the suppliers operate. They also improve the experience of people working for those businesses. Supply chain that add to or change a product increasing the difference between the value of the product and the value of its inputs. Analyzing documentation and records, Standards set by companies that guide how they behave (Alexander, 2005).

Bertrand (2006) noted that Supply chains encompass the companies and the business activities needed to design make deliver, and use a product or service. Businesses depend on their supply chains to provide them with that the need to survive and thrive. Very business fits into one or more supply chains and has a role to play in each of them.

The pace of change and the uncertainty about how markets will evolve has made it increasingly important for companies to he aware of the supply chains they participate in and to understand the roles that they play. Those companies that learn how to build and participate in strong supply chains will have a substantial competitive advantage in their market (Bertrand, 2006).

A supply chain consists of all stages involved, directly or indirectly, in fulfilling a customer request. The supply chain not only includes the manufacturer and suppliers, but also transporters. warehouses, retailers, and customers them. A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished product%, and the distribution of these finished products to customers (Ballam, 2000).

2.2 Level of organization performance

In business and accounting, assets are everything of value that is owned by a person or company. It is a claim on the property your income of a borrower. The balance sheet of a firm records the monetary value of the assets owned by the firm. It is money and other valuables belonging to an individual or business. The two major asset classes are tangible assets and intangible assets. Tangible assets contain various subclasses, including current assets and fixed assets. Current assets include inventory, while fixed assets include such items as buildings and equipment. Intangible assets are nonphysical resources and rights that have a value to the firm because they give the firm some kind of advantage in the market place. Examples of intangible assets are goodwill, copyrights, trademarks, patents and computer programs, and financial assets, including such items as accounts receivable, bonds and stocks (Lambert, 2003).

Assets have three essential characteristics: The probable future benefit involves a capacity, singly or in combination with other assets, in the case of profit oriented enterprises, to contribute directly or indirectly to future net cash flows, and, in the case of not-for-profit organizations, to provide services; The entity can control access to the benefit; and The transaction or event giving rise to the entity's right to, or control of, the benefit has already occurred (Newbery et al, 2007).

It is not necessary; in the financial accounting sense of the term, for control of assets to the benefit to be legally enforceable for a resource to be an asset, provided the entity can control its use by other means. It is important to understand that in an accounting sense an asset is not the same as ownership. Assets are equal to "equity" plus "liabilities (Gibson, 2008).

He also noted that the most accepted accounting definition of asset is the one used by the International Accounting Standards Board . The following is a quotation from the IFRS Framework: "An asset is a resource controlled by the enterprise as a result of past events and from which future economic benefits are expected to flow to the enterprise.

Current assets are cash and other assets expected to be converted to cash, sold, or consumed either in a year or in the operating cycle. These assets are continually turned over in the course of a business during normal business activity. There are 5 major items included into current assets: Cash and cash equivalents it is the most liquid asset, which includes currency, deposit accounts, and negotiable instruments (e.g., money orders, cheque, bank drafts). Short-term investments include securities bought and held for sale in the near future to generate income on short-term price differences (trading securities). Receivables usually reported as net of allowance for uncollectible accounts. Inventory trading these assets is a normal business of a company. The inventory value reported on the balance sheet is usually the historical cost or fair market value, whichever is lower. Prepaid expenses, these are expenses paid in cash and recorded as assets before they are used or consumed (Ahmad & Nicholas, 2001).

Fixed assets also referred to as PPE (property, plant, and equipment), these are purchased for continued and long-term use in earning profit in a business. This group includes land, buildings, machinery, furniture, tools, and certain wasting resources e.g., timberland and minerals. They are written off against profits over their anticipated life by charging depreciation expenses (with exception of land). Accumulated depreciation is shown in the face of the balance sheet or in the notes (Ahmad & Nicholas, 2001).

A customer is the most important visitor on business premises; he is not dependent on business. Business is dependent on him. He is not an interruption in business work. He is the purpose of it. He is not an outsider in business. He is part of it. Business men are not doing him a favor by serving him. He is doing them a favor by giving them an opportunity to do so (Alm, 2000).

Alm further argued that the profit motive is not only fundamental to our ability to reward shareholders and pay employees; it's fundamental to excellent journalism. Far from corrupting the craft, profits enhance it. Expansion drives diversity and diversity protects and strengthens our craft. Nevertheless Money is only used for two things. One, it’s to make you comfortable, and the more comfortable you are the more creative you will become. And the other purpose is it enables you to extend the service you provide far beyond your own presence.

The country is now universally recognized as a nation on the move and takes its place amongst the successful economies in the region. The future potential is enormous but the country's destiny is in our hands. The time has come to move from small increments to bold, large initiatives. The time has come to stretch the envelope and set goals which were earlier not seen to be possible. The time has come for performance to be measured and for allocated funds of the government to reach the people for whom they were intended (Matovu and Ritva, 2001).

Market share, in strategic management and marketing, is the percentage or proportion of the total available market or market segment that is being serviced by a company. It can be expressed as a company's sales revenue (from that market) divided by the total sales revenue available in that market. It can also be expressed as a company's unit sales volume (in a market) divided by the total volume of units sold in that market. It is generally necessary to commission market research (generally desk/secondary research, although sometimes primary research) to estimate the total market size and a company's market share (Brealey et al, 2005).

Increasing market share is one of the most important objectives used in business. The main advantage of using market share is that it abstracts from industry-wide macro environmental variables such as the state of the economy, or changes in tax policy. According to the national environment, the respective share of different companies changes and hence this causes change in the share market values; the reason can be political ups and downs, any disaster, any happening or miss-happening. Other objectives include Return On Investment (ROI), Return On Assets (ROA), and target rate of profit (Brealey et al, 2005).

Market share is used by businesses to determine their competitive strength in a sector as compared to other companies in the same sector. It also allows you to accurately assess your performance from year to year. If you only use sales to measure your performance, then you don't take into account the market conditions that may have improved or decreased your sales. Your sales may have gone up because of increased popularity of your type of widget, or they may have gone down because of a drought or recession. Since those factors are beyond your control, they don't give you meaningful information about how you are actually doing as a company in terms of improving your business. By measuring market share, you can see if you are doing better or worse compared to other companies that are facing the same challenges and opportunities that you are (Alm, 2000).

There are four basic ways you can improve your market share. You can improve your product so that it is better than your competitors or you can change the price or offer special incentives for buyers, such as discounts or sales. Alternatively, you can find new methods to distribute your product so people can buy it in more places. Finally, you can advertise and promote your product. Using these techniques in any combination may improve market share (Alm, 2000).

He further asserted that increased market share is not always the best solution for businesses. It might not be profitable if it is associated with expensive advertising or a big price decrease. A company may not be able to meet the demand of an increased market share without huge investments in new equipment and employees. In some cases it can be to a company's advantage to decrease market share, if the lower costs of lower market share can improve profitability. Managing market share, therefore, is a very important aspect of managing a business

Stotsky and WoldeMariam (2006) argued the Business Expansion Scheme (BES) allows individual investors to obtain income tax relief  on investments in each tax year. There is no tax advantage for the company in receipt of the BES, but securing this funding may enhance their ability to attract other external funding. Enterprise Ireland has responsibility for certifying certain client companies as qualifying trades/companies in respect of Business Expansion Schemes (BES) and Seed Capital Schemes (SCS).

Mozezka (2003) argues that effective assets management indicates efficiency in performance. Organizations assets like machinery plant and other equipments have to he proper!) Maintained to ensure or2anizational performance and organizations that undertake this are seen to he efficient and overall organizational performance may be achieved.

The inbound and outbound flow of materials in an organizational is paramount as it determines the effective of the organization. Malcom (2003) emphasizes that a smooth flow of materials within an organizations and into the organization shows efficiency flow while disorganization in the system of how of materials show poor performance of the organization.

Sendaula (2004) argues that effectiveness performance or the organization can he indicated h the quality or goods and services produced. Organizations with quality products and services are deemed to he operated effectively, while the one with quality goods and services are deemed to be bad performer.

According Mugisa (2004).) productivity is the measure of output produced depending on the input. There arc many different measures of productivity for example sales per employee, hours of’ work and gross output per employee. If labor productivity increases, measure by volume of output, the organization will seen to be efficient.

Mugisa (2004) argues that firms market value can he improved when costs of Production and marketing have been reduced which is a measure of organizational effectiveness, the increase in firms value means additional customers, improved reputations and overall organizational performance.

2.3 Relationship between supply chain management and organizational performance

Information transparency and real-Lime business intelligence can lead to shorter cash cycle times. Reduced inventory levels and increased inventory turns across the network can lower overall costs (Mukasa, 2006).

With Supply Chain Management, you can lower operational expenses with timelier planning for procurement, manufacturing and transportation. Better order, product and execution tracking can lead to improvements in performance and quality and lower costs. You can also improve margins through better coordination with business partners. Tight connection with trading partners keep your supply chain aligned with current business strategies and priorities. improving ‘our organization’s overall performance and achievement of goals (Mukasa, 2006).

Musgrave (2009) noted that Many supply chains-particularly those that haven’t been enhanced with a supply’ chain application - are plagued delays that can result in poor relationships and lost business. Late shipments from vendors. slow downs on production lines, and logistical errors in distribution channels are all common issues that can negatively impact a company’s ability to satisfy customer demand for its products. With supply chain software, all activities can he seamlessly coordinated and executed from start to finish, ensuring much higher levels of on-time delivery across the board.

In the digital age, supply chain quality management has been recognized as one of the most important to respond rapidly, correctly, and profitably to market demands. A typical supply chain is very complex and involves suppliers, manufactures, and customers. The aim of supply chain management is to establish a link between the entire production and distribution channels of a product or service in order to conform or satisfy customer requirements. Such requirements include product quality, price, product line, order till rate, order cycle time. Order/shipment information, and frequency of delivery (Karrass, 2004).

Members of’ the supply chain network must maintain and sustain customer driven culture and offer the right product in the right place at the right time and at the right prices (Kidd, 2003). Since 1980 total quality management (TQM) has been acknowledged as a to achieve such a goal. Establishing a quality-based culture for improving customer satisfaction, employee satisfaction, and organizational performance is an approach to accomplish this.

Although many supply chain managers have recognized the importance of quality, the association between suppliers’ quality management practices and organizational performance remains unclear. This paper thus presents an empirical study to examine such a relationship. The results found may he useful in providing guidance for effective management of supply chain networks (Karrass, 2004).

As noted by Madu (2000) the ability of the firm to continue providing products and services to its customers at a higher quality does have a significant impact on the success of’ the firm. Handfield et al. (1998) also contends that globalization has an impact on customer demand for quality. Kordupleski et al. (1993) suggest that better quality would lead to the retention of existing customers and in attracting customers. which in turn, would increase market share (Janda, 2006).

Deming’s (1986) chain reaction theory also describes a proposition that better quality would lead to better market position. A number of empirical studies exist to support such a claim. I Hendricks and Singhal (1997). for example. provide statistical evidences that show a positive correlation between TQM programs implementation and operating performance of the firms. Samson and Terziovski (1999). according to their empirical the relationship between TQM practices and operational performance, further indicate the strongest significant predictors of operational performance are leadership, management of people and customer locus. Wilson and collier (2000) collected surveys from 226 quality and Found that (lie underlying theory of the Malcolm Baldrige National Quality Award was supported (Holmes, 2002).

Some significant findings are as follows: Leadership is the most important driver “system” performance, A system, in their empirical study, consists of information and analysis, strategic planning, human resources management, and process management, and Leadership drives the system that results in improved financial results and customer satisfaction (Fredette, 2001).

Madu et al. (1996) collected data from 165 practicing managers and linked the critical quality factors such as employee satisfaction, customer satisfaction, and employee service quality to organizational performance. In the same report, an instrument for measuring organizational performance was also included. Kuei and Madu (1995) used stepwise discriminate analysis to indentify quality management practices that separate “good performance” organizations from “not-so-good performance” organizations (Fredette, 2001).

Larson and Sinha (1995) in their empirical study, report that a linkage exists between quality management practices and some process/outcome constructs such as co-operation, product quality, productivity, and satisfaction. The US General Accounting Office’s (1991) investigation of the Malcolm Baldrige National Quality Award, for the years 1988 and 1989, found that firms that adopted quality management practices experienced an overall improvement in organizational performance. Saraph et al. (1989) developed an instrument for assessing qua1it management practices. This instrument consists of the following dimensions: the role of top management leadership, the role of the quality department, training, product/service design, supplier quality management, process management. quality data and reporting, and employee relations, Deming (1986) suggested that managers of any system have to help their employees to understand the interdependence between different components in the system (Levy and Grewal, 2003).

Recently, the focus of quality management practices has been shifted from the traditional company’ centered setting to complete supply chain systems. In fact, competitive priorities in many firms have shifted from simply product quality and process quality to overall supply chain performances. As a result, supplier quality management. supplier selection, supplier participation, and customer relations are recognized as major keys to making supply chain quality. Using Nissan Motor Manufacturing (UK) as an example. the importance of customer suppler relationship in achieving the overall success 01 the entire system was discussed by David (1 990). A few empirical studies have also investigated quality management practices along the supply chain. Millen el a!. (1999) studied the quality management practices in the logistics function based on a field study of 1 65 Australian companies. Three indicators are reported as the most important elements 01’ the supply chain quality: reliable suppliers, on-time delivery, and total support of customer needs (Nagurney, 2006).

Wong (1997) collected data from I 07 managers in I long Kong that oversee the supply chain operation in China and used structure equations analysis to study the interactions between manufactures and suppliers. They found that factors such as cooperation. trust, and long-term orientation affect quality-enhancing relations of supply chain members (Nagurney, 2006).

Choi and Rungtusantham (1999) in their empirical investigation, found no statistically) significant difference in the level of quality management practices across the supply chain. However, the manufacturers in the automotive industry were more active in areas like strategic quality planning. Tracey and Vonderembse (1998) also confirmed that better supplier performances such as timely delivery, reduced shipping damage, and higher inbound component quality did have positive impacts on manufacturing performance (Wilson and Mummalaneni, 2006).

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents how the study was carried out, the type of data that was Collected and Sources of information, data collection methods, data analysis, processing and presentation and limitations to the study.

3.1 Research design

An analytical research design was used to examine the role of supplier relationship and organizational performance. The design was chosen to investigate opinions, attitudes, and perception of a cross section of people regarding relationship between supply chain management and organizational performance

3.2 Population and Sample size

Study population comprised of staff members of National Water and Sewerage Corporation. A sample of 40 staff members was selected

3.3 Sampling Method

Purposive sampling was used to determine the sample size. Respondents were grouped in Strata and simple random sampling was used to limit on the biasness of purposive sampling.

3.4 Types of data

Data was both primary and secondary. Primary data was collected by questionnaires, and secondary data was got from reports, journals, internet, and magazines

3.5 Data Collection Methods

3.5.1 Questionnaire

Self-administered questionnaires were designed using five point Likert scale, and they were distributed to staff members of national water and Sewerage Corporation who filled them within 5 days of research period. Questionnaires are important in collecting information from a big number of people within a short time.

3.6 Data Processing, Analysis and Presentation

Data collected by the questionnaire was first coded. In the coding process, a coding sheet was constructed. A number was then assigned to each answer in the questionnaire with a corresponding number on the coding sheet. Then the same questionnaire was constructed on the computer using excel. Frequency tables and graphs were drawn using excel. In these frequency tables and graphs, analysis was done with a corresponding percentage. However statistical package for social scientist was used to determine the relationship between Supply Chain Management and Organization Performance

3.7 Limitations of the study

Time constraints to cover every literature that was obtained for the research because of diverse literatures on the subject under study

Financial constraints most especially funds for collecting information from the internet printing and photocopying of the relevant documentaries.

CHAPTER FOUR

PRESENTATION INTERPRETATION AND ANALYSIS OF FINDINGS

4.0 Introduction

This chapter involves the presentations, interpretation, and analysis of findings in relation to the study objectives and can be evidenced below.

4.1 Demographic characteristics of respondents

4.1.1 Gender of respondents

Findings on the gender of respondents were considered and can be evidenced in the figure below,

Figure 1: Gender of Respondents

[pic] Source: Primary Data

From the figure above, 65% of the respondents were male and 35% were female. This implies that most of the people who work with national water and Sewerage Corporation are male as compared to female

Table 2: Age of respondents

| Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Under 25 years |9 |22.5 |22.5 |22.5 |

|

|26-40 years |22 |55.0 |55.0 |77.5 |

|

|Above 40 years |9 |22.5 |22.5 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 22.5% of the respondents were under 25years of age, 55% were between 26 to 40years of age, 22.5% were above, 40years. This implies that most respondents were mature enough to answer questions in the questionnaire.

Figure 2: Period spent working with National Water and Sewerage Corporation

[pic]

Source: Primary Data

From the figure above, 5% of the respondents had spent less than 1 year working with National Water and Sewerage Corporation, 7.5% had spent between 1 to 3years, 22.5% had spent 4 to 7years, 45% had spent 8 to 11 years, 12.5% had spent between 12 to 15years, and 7.5% had spent over 16years. This implies that most respondent have experience with the study.

Figure 3: Highest Level of Education

[pic]

Source: Primary Data

From the figure above, 10% of the respondents were certificate holders, 50% diploma holders, 32.5% degree holders, 7.5% master holders. This implies that respondents had the capacity to answer questions in the questionnaire.

4.2 The nature of supply chain management in National Water and Sewerage Corporation

Findings on the nature of supply chain management in national water and Sewerage Corporation were considered and results are evidenced below

Table 3: There is a strong link between National Water and Sewerage Corporation inputs to its output

|Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |2 |5.0 |5.0 |5.0 |

|

|Agree |4 |10.0 |10.0 |15.0 |

|

|Not sure |4 |10.0 |10.0 |25.0 |

|

|Disagree |24 |60.0 |60.0 |85.0 |

|

|Strongly Disagree |6 |15.0 |15.0 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 5% of the respondents strongly agreed that There is a strong link between National Water and Sewerage Corporation inputs to its output, 10% agreed, 10% were not sure, 60% disagreed, and 15% strongly disagreed. This shows that there is no strong link between National Water and Sewerage Corporation inputs to its output

Table 4: Half-empty vehicles of National Water and Sewerage Corporation are not sent out

|Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |5 |12.5 |12.5 |12.5 |

|

|Agree |5 |12.5 |12.5 |25.0 |

|

|Not sure |4 |10.0 |10.0 |35.0 |

|

|Disagree |21 |52.5 |52.5 |87.5 |

|

|Strongly Disagree |5 |12.5 |12.5 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 12.5% of the respondents strongly agreed that Half-empty vehicles of National Water and Sewerage Corporation are not sent out, 12.5% agreed, 10% were not sure, 52.5% disagreed, and 12.5% strongly disagreed. This shows that Half-empty vehicles of National Water and Sewerage Corporation are sent out

Figure 4: Deliveries National Water and Sewerage Corporation products to the same address are on the same truck

[pic]

Source: Primary Data

From the figure above, 52.5% of the respondents strongly agreed that Deliveries National Water and Sewerage Corporation products to the same address are on the same truck, 30% agreed, 2.5% were not sure, 12.5% disagreed, 2.5% strongly disagreed. This shows that Deliveries National Water and Sewerage Corporation products to the same address are on the same truck.

Table 5: Water of National Water and Sewerage Corporation is processed in a responsible way

|Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |13 |32.5 |32.5 |32.5 |

|

|Agree |21 |52.5 |52.5 |85.0 |

|

|Not sure |2 |5.0 |5.0 |90.0 |

|

|Disagree |3 |7.5 |7.5 |97.5 |

|

|Strongly Disagree |1 |2.5 |2.5 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 32.5% of the respondents strongly agreed that Water of National Water and Sewerage Corporation is processed in a responsible way, 52.5% agreed, 5% were not sure, 7.5% disagreed, and 2.5% strongly disagreed. This implies that Water of National Water and Sewerage Corporation is processed in a responsible way

Table 6: Water of National Water and Sewerage Corporation is sold at the cheapest price

| Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |23 |57.5 |57.5 |57.5 |

|

|Agree |7 |17.5 |17.5 |75.0 |

|

|Disagree |7 |17.5 |17.5 |92.5 |

|

|Strongly Disagree |3 |7.5 |7.5 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 57.5% strongly agreed that Water of National Water and Sewerage Corporation is sold at the cheapest price, 17.5% agreed, 17.5% disagreed, and 7.5% strongly agreed. This indicates that Water of National Water and Sewerage Corporation is sold at the cheapest price

Figure 5: National Water and Sewerage Corporation uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations

[pic]

Source: Primary Data

From the figure above 7.5% of the respondents strongly agreed that National Water and Sewerage Corporation uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations, 12.5% agreed, 15% were not sure, 55% disagreed, and 10% strongly disagreed. This implies that National Water and Sewerage Corporation does not use auditing and benchmarks to provide a framework for governing sustainable supply chain operations.

4.3 The level of organizational performance of National Water and Sewerage Corporation.

Findings on the level of organizational performance of National Water and Sewerage Corporation were considered and results are evidenced below

Figure 6: Stock of National Water and Sewerage Corporation increased in the year 2010

[pic]

Source: Primary Data

From the figure above, 30% of the respondents strongly agreed that Stock of National Water and Sewerage Corporation increased in the year 2010, 55% agreed, 7.5% disagreed, and 7.5% strongly disagreed. This shows that Stock of National Water and Sewerage Corporation increased in the year 2010.

Figure 7: National Water and Sewerage Corporation expanded on the building in the year 2010

[pic]

Source: Primary Data

From the figure above, 55% of the respondents strongly agreed that National Water and Sewerage Corporation expanded on the building in the year 2010, 30% agreed, 2.5% were not sure, 7.5% disagreed, and 5.0% strongly disagreed. This implies that National Water and Sewerage Corporation expanded on the building in the year 2010

Table 7: The level of cash increased in the year 2010

| Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |1 |2.5 |2.5 |2.5 |

|

|Agree |3 |7.5 |7.5 |10.0 |

|

|Not sure |4 |10.0 |10.0 |20.0 |

|

|Disagree |18 |45.0 |45.0 |65.0 |

|

|Strongly Disagree |14 |35.0 |35.0 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 2.5% strongly agreed, 7.5% agreed, 10% were not sure, 45% disagreed, and 35% strongly disagreed. This implies that National Water and Sewerage Corporation did not expand on the building in the year 2010

Table 8: Loans acquired by National Water and Sewerage Corporation increased in the year 2010

|Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |17 |42.5 |42.5 |42.5 |

|

|Agree |10 |25.0 |25.0 |67.5 |

|

|Not sure |3 |7.5 |7.5 |75.0 |

|

|Disagree |8 |20.0 |20.0 |95.0 |

|

|Strongly Disagree |2 |5.0 |5.0 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 42.5% strongly agreed that Loans acquired by National Water and Sewerage Corporation increased in the year 2010, 25% agreed, 7.5% were not sure, 20% disagreed, and 5% strongly disagreed. This implies that Loans acquired by National Water and Sewerage Corporation increased in the year 2010

Table 9: The number of customers of National Water and Sewerage Corporation increased in the year 2010

|Response |Frequency |Percent |Valid Percent |Cumulative Percent |

|

|Strongly Agree |17 |42.5 |42.5 |42.5 |

|

|Agree |15 |37.5 |37.5 |80.0 |

|

|Disagree |6 |15.0 |15.0 |95.0 |

|

|Strongly Disagree |2 |5.0 |5.0 |100.0 |

|

|Total |40 |100.0 |100.0 | |

|Source: Primary Data

From the table above, 42.5% of the respondents strongly agreed that the number of customers of National Water and Sewerage Corporation increased in the year 2010, 37.5% agreed, 15% disagreed, and 5% strongly disagreed. This implies that the number of customers of National Water and Sewerage Corporation increased in the year 2010

Figure 8: National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water

[pic]

Source: Primary Data

From the figure above, 65% of the respondents strongly agreed that National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water, 32.5% agreed, and 2.5% were not sure. This implies that National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water

Figure 9: Most of the customers of National Water and Sewerage Corporation are seasonal

[pic]

Source: Primary Data

From the figure above, 5% of the respondents strongly agreed that most of the customers of National Water and Sewerage Corporation are seasonal, 10% agreed, 10% were not sure, 60% disagreed, and 15% strongly disagreed. This implies that most of the customers of National Water and Sewerage Corporation are not seasonal.

4.4 The relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation

Findings on the relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation were considered nad results are evidenced below

Table 10: Relationship between Supply Chain Management and organizational performance

[pic]

From the table above, findings showed that there is a strong positive relationship between supply chain management and organizational performance at Pearson correlation coefficient r= 0.734. This implies that supply chain management affects organizational performance by 73.4% and 26.6% by other factors.

CHAPTER FIVE

SUMMARY CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter involves the summary of the findings based on the study objectives, conclusion based on the problem statement and recommendations based on the conclusion are shown below

5.1 Summary of the findings

5.1.1 The nature of supply chain management in National Water and Sewerage Corporation

Findings showed that there is no strong link between National Water and Sewerage Corporation inputs to its output, Half-empty vehicles of National Water and Sewerage Corporation are sent out, Deliveries National Water and Sewerage Corporation products to the same address are on the same truck. Besides that Water of National Water and Sewerage Corporation is processed in a responsible way, Water of National Water and Sewerage Corporation is sold at the cheapest price, National Water and Sewerage Corporation does not use auditing and benchmarks to provide a framework for governing sustainable supply chain operations.

5.1.2 The level of organizational performance of National Water and Sewerage Corporation.

Findings revealed that Stock of National Water and Sewerage Corporation increased , did not expand on the building, Loans acquired by National Water and Sewerage Corporation increased, and the number of customers of National Water and Sewerage Corporation increased in the year 2010. Besides that National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water, and most of the customers of National Water and Sewerage Corporation are not seasonal.

5.1.3 The relationship between Supply Chain Management and organizational performance in National Water and Sewerage Corporation

Findings revealed that there is a strong positive relationship between supply chain management and organizational performance at Pearson correlation coefficient r= 0.734. This implies that supply chain management affects organizational performance by 73.4% and 26.6% by other factors

5.2 Conclusion

there is no strong link between National Water and Sewerage Corporation inputs to its output, Half-empty vehicles of National Water and Sewerage Corporation are sent out, Deliveries National Water and Sewerage Corporation products to the same address are on the same truck, National Water and Sewerage Corporation does not use auditing. Besides that National Water and Sewerage Corporation did not expand on the building, and most of the customers of National Water and Sewerage Corporation are not seasonal. neverthelesss, there is a strong positive relationship between supply chain management and organizational performance at Pearson correlation coefficient r= 0.734. implying that supply chain management affects organizational performance by 73.4% and 26.6% by other factors

5.3 Recommendations

To the employees, there should be more training to personnel in the procurement department and also those who handle cash payments.

There should be segregation of duties in the departments in the organizations for example people handling procurements should not be the people handling the payments.

The employment of people in procurement should be on merit and based on their academic qualifications so as to make procurement more efficient.

Supervising controls should be set up so that the procurement department has more overseeing so as to prevent and stop occurrences of fraud.

There should be more communication and training of personnel as it significantly reduces on fraud levels in procurement.

Procurement, Account payables employees, vendors need to be put no notice about what violates the organizations code of ethics.

The management should also adopt the following recommendations: the company management should set up authorization controls after the procurement department and other departments that handle cash.

Management should institute recording controls for transactions that relate to procurement should be recorded.

The company management should provide methods of reporting suspicious activity. The company administration should adopt a fraud policy that should be written to bring about awareness about the existence of fraud.

Management should adopt “data mining” these are sophiscated techniques that are developed to identify indicators of fraud within the procurement system.

Employee master and earning files should be examined by the administration, through comparisons of addresses, tax identification numbers, telephone numbers and electronic fund transfers monitoring information between the master employee files and like information found in the master vendor files may lead to discovery of conflict of interest situations and fictious vendors.

Management should examine purchase order files; identify indicators of fraud such as increasing unit prices, unusual amendments and different steps to addresses. Purchase order files may be mined for patterns of orders, requisitioners, non compliance with policies and other anomalies.

Onsite Examination by management should be done. This is a combination of interviewing and documentary examination often leads to confession if wrong doing is involved.

5.4 Areas for Further Research

Further research should be carried out on the effect of total quality management on organizational performance

REFERENCES

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Arjan. J. Van Weele. (2005). Purchasing & supply chain management analysis strategy. Planning and Practices (Fourth edition), Thomson learning.

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Bertrand, K. (2006). Crafting ‘win-win situations’ in buyer-supplier relationships, Business Marketing, pp.42-50..

Brealey, R., Myers, F., and Allen, D. (2005). Principles of Corporate Finance, 8th edition, McGraw-Hill/Irwin.

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APPENDIX 1: QUESTIONNAIRE FOR STAFF MEMBERS

Dear respondents

I am a student of Makerere University conducting research as partial requirements for the award of Bachelors of commerce. I request you to spare some time and fill this questionnaire. The information obtained will be strictly for academic purposes and it will be treated with utmost confidentiality.

Thank you for your cooperation.

Section A: Personal data (Tick the appropriate option)

1. Sex: Male Female

2. Age: Under 25 years 26-40 years Above 40 years.

3. For how long have you been working with National Water and Sewerage Corporation?

Less than 1 year 1-3 years 4-7 years 8-11 years 12-15 years over 16 years

4. Highest level of education

Certificate Diploma Degree Masters above Masters

SECTION C: Ways in which companies can ensure supply chain sustainability

5. There is a strong link between National Water and Sewerage Corporation inputs to its output

|Strongly Agree |Agree |Not sure |Disagree |Strongly Disagree |

| | | | | |

6. Half-empty vehicles of National Water and Sewerage Corporation are not sent out

|Strongly agree |Agree |Not sure |Disagree |Strongly disagree |

| | | | | |

7. Deliveries National Water and Sewerage Corporation products to the same address are on the same truck

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

8. Water of National Water and Sewerage Corporation is processed in a responsible way

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

9. Water of National Water and Sewerage Corporation is sold at the cheapest price

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

10. National Water and Sewerage Corporation uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

Section C: Organizational performance

11. Stock of National Water and Sewerage Corporation increased in the year 2010

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

12. National Water and Sewerage Corporation expanded on the building in the year 2010

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

13. The level of cash increased in the year 2010

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

14. Loans acquired by National Water and Sewerage Corporation increased in the year 2010

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

15. The number of customers of National Water and Sewerage Corporation increased in the year 2010

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

16. National Water and Sewerage Corporation has the highest number of customers compared to other similar source of water

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

17. Most of the customers of National Water and Sewerage Corporation are seasonal.

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

Section D: Relationship between supply chain management and organizational performance

18. The strong link between National Water and Sewerage Corporation inputs to its output leads to good organizational performance.

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

19. Deliveries of products to the same address on the same truck lead to good organization performance

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

20. Water processed in a responsible way leads to good organization performance

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

21. Water sold at the cheapest price leads to good organizational performance

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

22. The use of auditing and benchmarks to provide a framework for governing sustainable supply chain operations leads to good organizational performance

|Strongly agree |Agree |Not sure |disagree |Strongly disagree |

| | | | | |

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