ࡱ>  8[ Mbjbj ΐΐkH,<4hM f&////|APTT,-//////h /W@|AWW///&&&W//-&W-&&q@ӟ/\gMv0$ҡ0CƦΉƦHӟӟ&Ʀ WW&WWWWW//WWWWWWWƦWWWWWWWWW : THE ROLE OF ELECTRONIC-PROCUREMENT ON SUPPLY CHAIN MANAGEMENT. A CASE STUDY OF CENTURY BOTTLING COMPANY LIMITED. BY NAMIREMBE REGINAH 06/U/9721/EXT A RESEARCH REPORT SUBMITTED TO THE DEPARTMENT OF DISTANCE EDUCATION IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF COMMERCE DEGREE OF MAKERERE UNIVERSITY JULY 2011 DECLARATION I Namirembe Reginah declare that this report on the role of e-procurement on supply chain management is a result of my own independent research and has not been submitted to any institution of higher learning for any award where the work of others has been consulted and due acknowledgement has been made Signature.Date. Researcher NAMIREMBE REGINAH APPROVAL This research report on the role of e-procurement on supply chain management by Namirembe Reginah was carried out under my supervision. SignatureDate Supervisor: MR.LUTALO GODWIN DEDICATION I dedicate this work to the almighty God who has brought me this far in my life and he has never abandoned me nor forsaken me hence giving me a reason to never give up and always go on. I greatly give him thanks. Also I dedicate this work to my lovely parents Mr. And Mrs Kiyingi Emmanuel. They have been more than parents to me and i couldnt ask for any better parents than them. Many have failed in their role as parents but to me, they have more than exceeded it. And to my brothers and sisters not forgetting my dear friends for the good work too. They laid the foundation and set the goals. Thank you very much and God bless you abundantly ACKNOWLEGEMENT I take this opportunity to express my sincere thanks and appreciation to the various persons who have made my research to become a success. I am particularly indebted to my academic supervisor, Mr. Lutalo Godwin for consistent and tireless academic guidance to make this work a success. His advice was so helpful throughout the research period and may the almighty Lord bless him abundantly. Thanks also go to my parents and friends for providing me with financial assistance which helped during the research right from data collection and completion of the research report. Lastly my thanks go to all my respondents, my lecturers at the Department of Distance Education, students and the members of Faculty of Economics and Management in general for providing good and enabling environment to complete the course and to my relatives and friends who prayed for me and contributed enormously to my academic success. God bless you all. LIST OF ABBREVIATIONS OR ACRONYMS E-Procurement Electronic Procurement E-Commerce Electronic Commerce EDI Electronic data interchange IT Information technology SMEs Small medium enterprises SET Secure electronic transfer JIT Just in time PTE Public trading exchange ABSTRACT This study was about the role of electronic procurement on supply chain management. The purpose of the study was to investigate the role of electronic procurement on supply chain management. The objectives of the study were to ascertain the benefit of e-procurement in organisational purchase supplies, find out the information flow as far as e-procurement is concerned and find out the challenges that are faced by the organisations that employ e-procurement. The study used descriptive and explanatory research designs. Both qualitative and quantitative methods were employed to gather data from employees of Century bottling company limited. Data was collected from the procurement department, IT department, field staff/employees and the marketing department. A sample size of 60 respondents who were purposive to the study was selected. Self administered questionnaires with open ended questions, interviews and documentary reviews were the instruments of the study and data was analyzed using narration and tabulation formats. According to the findings from the study, electronic procurement is not yet given much attention (famous) in most organizations. But all the same those that have embraced it in this case Century bottling company, it has impacted greatly on purchasing in organizations like short lead time, cost reduction, electronic payment, supplier selection, placing orders among others. The service is characterized by power interruptions, and majorly delays in response to customer complaints. Recommendations in boosting the role of e-procurement on supply chain management were, organizations should ensure that the embracement of E-Procurement assists in establishing better working relationships, benefits that accrue from application of E-Procurement should be adequately analyzed, management should ensure strict adherence to the company2 s policies and guideline regarding the application of e-procurement and e-procurement systems should be made part and partial of the decision making as a way of availing reliable information in the organization. TABLE OF CONTENTS  TOC \o "1-3" \h \z \u   HYPERLINK \l "_Toc299332777" DECLARATION  PAGEREF _Toc299332777 \h i  HYPERLINK \l "_Toc299332778" APPROVAL  PAGEREF _Toc299332778 \h ii  HYPERLINK \l "_Toc299332779" DEDICATION  PAGEREF _Toc299332779 \h iii  HYPERLINK \l "_Toc299332780" ACKNOWLEGEMENT  PAGEREF _Toc299332780 \h iv  HYPERLINK \l "_Toc299332781" LIST OF ABBREVIATIONS OR ACRONYMS  PAGEREF _Toc299332781 \h v  HYPERLINK \l "_Toc299332782" ABSTRACT  PAGEREF _Toc299332782 \h vi  HYPERLINK \l "_Toc299332783" TABLE OF CONTENTS  PAGEREF _Toc299332783 \h vii  HYPERLINK \l "_Toc299332784" CHAPTER ONE  PAGEREF _Toc299332784 \h 1  HYPERLINK \l "_Toc299332785" 1.0 BACK GROUND OF THE STUDY  PAGEREF _Toc299332785 \h 1  HYPERLINK \l "_Toc299332786" 1.1 Problem Statement  PAGEREF _Toc299332786 \h 2  HYPERLINK \l "_Toc299332787" 1.2 Main Objective  PAGEREF _Toc299332787 \h 2  HYPERLINK \l "_Toc299332788" 1.3 Specific Objectives  PAGEREF _Toc299332788 \h 2  HYPERLINK \l "_Toc299332789" 1.4 Research Questions  PAGEREF _Toc299332789 \h 3  HYPERLINK \l "_Toc299332790" 1.5 Scope of the Study  PAGEREF _Toc299332790 \h 3  HYPERLINK \l "_Toc299332791" 1.6 Signicancy of the Statement  PAGEREF _Toc299332791 \h 3  HYPERLINK \l "_Toc299332792" CHAPTER TWO  PAGEREF _Toc299332792 \h 4  HYPERLINK \l "_Toc299332793" LITERATURE REVIEW  PAGEREF _Toc299332793 \h 4  HYPERLINK \l "_Toc299332794" 2.0 Meaning Of Electronic Procurement  PAGEREF _Toc299332794 \h 4  HYPERLINK \l "_Toc299332795" 2.2 Benefits Of E-Procurement In Organisational Purchase Supplies  PAGEREF _Toc299332795 \h 5  HYPERLINK \l "_Toc299332796" 2.3 Information Flow As Far As E-Procurement On Supply Chain Management Is Concerned  PAGEREF _Toc299332796 \h 8  HYPERLINK \l "_Toc299332797" 2.4 Challenges Faced by Organisations that employ E-Procurement in Uganda  PAGEREF _Toc299332797 \h 11  HYPERLINK \l "_Toc299332798" 2.5 Ugandas Concept Of E-Procurement Regulations  PAGEREF _Toc299332798 \h 15  HYPERLINK \l "_Toc299332799" 2.5.1 Different types of computer crimes  PAGEREF _Toc299332799 \h 15  HYPERLINK \l "_Toc299332800" 2.6 Difference Between E-Procurement And E-Commerce  PAGEREF _Toc299332800 \h 16  HYPERLINK \l "_Toc299332801" 2.6.1 E-Procurement and the process of cost reduction  PAGEREF _Toc299332801 \h 16  HYPERLINK \l "_Toc299332802" CHAPTER THREE  PAGEREF _Toc299332802 \h 18  HYPERLINK \l "_Toc299332803" 3.0 METHODOLOGY  PAGEREF _Toc299332803 \h 18  HYPERLINK \l "_Toc299332804" 3.1 Research Design  PAGEREF _Toc299332804 \h 18  HYPERLINK \l "_Toc299332805" 3.2 Survey Population  PAGEREF _Toc299332805 \h 18  HYPERLINK \l "_Toc299332806" 3.3 Sampling Design  PAGEREF _Toc299332806 \h 18  HYPERLINK \l "_Toc299332807" 3.4 Sampling Size  PAGEREF _Toc299332807 \h 18  HYPERLINK \l "_Toc299332809" 3.5 Data Collection  PAGEREF _Toc299332809 \h 19  HYPERLINK \l "_Toc299332810" 3.5.1 Questionnaire  PAGEREF _Toc299332810 \h 19  HYPERLINK \l "_Toc299332811" 3.5.2 Interviewing  PAGEREF _Toc299332811 \h 19  HYPERLINK \l "_Toc299332812" 3.5.3 Observation  PAGEREF _Toc299332812 \h 20  HYPERLINK \l "_Toc299332813" 3.5.4 Documentary Review  PAGEREF _Toc299332813 \h 20  HYPERLINK \l "_Toc299332814" 3.5.5 Validity and Reliability of Research Instruments  PAGEREF _Toc299332814 \h 20  HYPERLINK \l "_Toc299332815" 3.5.6 Data Processing, Presentation, Analysis And Interpretation  PAGEREF _Toc299332815 \h 20  HYPERLINK \l "_Toc299332816" 3.5.7 Limitations of the Study  PAGEREF _Toc299332816 \h 20  HYPERLINK \l "_Toc299332817" CHAPTER FOUR  PAGEREF _Toc299332817 \h 22  HYPERLINK \l "_Toc299332818" 4.0 PRESENTATION, ANALYSIS AND INTERPRETATION OF RESEARCH FINDINGS  PAGEREF _Toc299332818 \h 22  HYPERLINK \l "_Toc299332819" 4.1 Demograph of the Respondents  PAGEREF _Toc299332819 \h 22  HYPERLINK \l "_Toc299332820" 4.2 General Information of the Respondents  PAGEREF _Toc299332820 \h 22  HYPERLINK \l "_Toc299332824" 4.3. Benefits of E-Procurement in Organizational Purchase Supplies  PAGEREF _Toc299332824 \h 24  HYPERLINK \l "_Toc299332826" 4.3 Information Flow as far as E-Procurement on Supply Chain Management is concerned  PAGEREF _Toc299332826 \h 29  HYPERLINK \l "_Toc299332830" 4.3 Challenges Faced By Organizations That Employ E-Procurement in Uganda  PAGEREF _Toc299332830 \h 33  HYPERLINK \l "_Toc299332831" CHAPTER FIVE  PAGEREF _Toc299332831 \h 41  HYPERLINK \l "_Toc299332832" 5.0 DISCUSSION, SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS  PAGEREF _Toc299332832 \h 41  HYPERLINK \l "_Toc299332833" 5.1 Discussion of Findings  PAGEREF _Toc299332833 \h 41  HYPERLINK \l "_Toc299332834" 5.1.1 Benefits of E-Procurement in organisational purchase supply  PAGEREF _Toc299332834 \h 41  HYPERLINK \l "_Toc299332836" 5.1.2 Information flow as far as E-Procurement on supply chain management is concerned  PAGEREF _Toc299332836 \h 41  HYPERLINK \l "_Toc299332837" 5.1.3 Challenges faced by organisations that employ E-Procurement in Uganda  PAGEREF _Toc299332837 \h 42  HYPERLINK \l "_Toc299332838" 5.2 Summary Of The Findings  PAGEREF _Toc299332838 \h 42  HYPERLINK \l "_Toc299332839" 5.4 Conclusion  PAGEREF _Toc299332839 \h 43  HYPERLINK \l "_Toc299332840" 5.3 Recommendations  PAGEREF _Toc299332840 \h 43  HYPERLINK \l "_Toc299332841" 5.4 Areas For Further Research  PAGEREF _Toc299332841 \h 44  HYPERLINK \l "_Toc299332843" REFERENCES  PAGEREF _Toc299332843 \h 45  HYPERLINK \l "_Toc299332844" APPENDIX I  PAGEREF _Toc299332844 \h 47  HYPERLINK \l "_Toc299332846" APPENDIX II  PAGEREF _Toc299332846 \h 48  CHAPTER ONE 1.0 BACK GROUND OF THE STUDY Electronic Procurement is defined as the use of internet for the exchange of important information and purchase of goods and services especially orders and payment between business, consumers and firms. According to Lonergan, Eoin study guides, E-Procurement also covers the use of internet to build more corroborative ways of working between the customers and suppliers and within companies themselves. Supply Chain on the hand is the process of planning, implementing and controlling the operations of supply chain aiming at satisfying customer requirements and needs as efficiently as possible. Supply chain management all movement and storage stock control of raw materials, work in progress, inventory and finished goods form point of origin to point of consumption. Msreenivas asserts that supply chain refers to the flow of physical goods and associated information from the source to the customer, key supply chain activities including; production, planning, purchasing, distribution, customer service and sales forecasting. Its also contended by an American professional association that supply chain management involves concerned with sourcing, purchasing or procurement, conversion and logistics management activities. In summary Supply chain management refers to the systematic, clear, streamlined approach to managing the overall flow of information, raw materials, services form supplies through factories and warehouses to consumer or end users. Many areas of conflict are cited between E-Procurement and the supply chain management as far as purchasing is concerned, many organizations like Century Bottling Company have embraced E-Procurement without understanding clearly what their expectations are. They have been seen to take it up because all their completers are, and in the end they have lost many resources. Companies like MTN Uganda, ZAIN Uganda and UTL have exposed the conflicting areas as far as E-Procurement and supply chain management are concerned. The above companies have taken the initiative of E-procurement without putting into consideration issues like; will it make customers more loyal? Will it improve relationship with customers? Will it reduce time response? Will it create new ways of getting the market? Will it improve the relationship with the organization trading patterns? Extra be failing to analyses the above issues such business have ended up facing problems like increased costs, loss of customers loyalty, limiting new ways of getting to mentioning to mention but a few. According to Charles C Prorier in the supply chain manager`s problem solver, to get a firm to adopt E_Procurement for performing enhancement and use their listed tools collaboratively companies must re-evaluate their position in an industry and market, find what further improvements are feasible, determine just what is needed to change the organizational mindset to take a leadership position. They must then make an assessment of how the test unit can enhance its industry position answers developed from the above determination. Companies are aware they must make some type of transition to digital technology to remain competitive few have the deep understanding or metrics to prove the case or make requisite investment. 1.1 Problem Statement With the growing modernity, dynamism and global village, the introduction/ development/ embracement of electronic procurement has greatly simplified/ made the business purchasing operation easy and real. By accommodating e-procurement in an organization, business, enterprise can automate their entire process especially purchasing that is costly, risky and purchasing that calls for much time. However, in spite of its significance and application/ usage in everyday life, many organizations/ companies have not taken it up whence carrying out the study to establish the role of electronic procurement in supply chain management. 1.2 Main Objective The main objective is finding out the role of electronic procurement on supply chain management. 1.3 Specific Objectives To ascertain the benefit of e-procurement in organisational purchase supplies. To find out the information flow as far as e-procurement is concerned. To find out the challenges that are faced by the organisations that employ e-procurement. 1.4 Research Questions The following research questions were used to achieve the above objectives, What are the benefits of E-Procurement in organisational purchase supplies? How does information flow as far as E-Procurement is concerned? What are challenges faced by organisations that employ E-Procurement? 1.5 Scope of the Study The research covered the role E-Procurement on purchasing in supply chain management. It was carried out on Century Bottling Company Limited located at Namanve in Mukono district. The study considered data for the period from 2004 up to date. 1.6 Signicancy of the Statement The study could diversify knowledge on E-Procurement The study may also cut on the transport costs in organizations. The findings may also help increase the speed at which purchasing and supply of goods is done. CHAPTER TWO LITERATURE REVIEW 2.0 Meaning Of Electronic Procurement Here the researcher reviews and presents valuable literature on the meaning of e- procurement on supply chain management, e-procurement and efficiency of an organization, effect of e-procurement focusing at a given cost, Ugandas concept on e-procurement regulations, difference between e-procurement and e-commerce among others. Business can give more control, flexibility, automation and able to save time when manual transaction are turned into electronic. Kalakota and Whinston (1997) define E-Procurement from these perspectives; from communication perspective, e-procurement is the delivery of goods and services, information or payment over computer networks or by any other electronic means. From a collaboration perspective; e-procurement is the frame work for inter organizational collaboration. Electronic procurement denotes the seamless application of information and communication technology from its point of origin to its ends point along the entire value change of business processes conducted electronically and designed to enable the accomplishment of a business goal. From a business perspective, e-procurement is the application of technology towards the automation of business transactions and work flow. From a service perspective e-procurement is a tool that address the desire of firm, consumers and management to cut service costs while increasing the speed of services delivery. From the on- line perspective, e-procurement provides the capability of buying and selling products and information on the internet and other online services. According to Wigand (1997), these processes may be partial or complete and may encompass business to business as well as business to consumer and consumer to business transaction. Electronic procurement is a concept that describes the process of buying, selling or exchanging products, services and information using computer networks including the internet. According to Ken (2003), E-procurement is a business activity conducted using electronic data transmitting technology, such as those used on the internet and the World Wide Web (W.W.W). 2.2 Benefits Of E-Procurement In Organisational Purchase Supplies Organization and procurement stage differ in degree of uniformity, complexity, number of people involved and movement of efforts required to make a good decision. There are basic activities that must be taken to complete a purchase. Buyers have always had to follow some basic steps. Advancements have provided an alternative to an endless time taking purchase stages because formerly processing a purchase order regardless of the value, size and importance of the item in question required on to strictly follow suits. Many businesses turned to E-procurement systems during the E-commerce boom to control, simplify, and automate the purchase of goods and services from multiple suppliers. These products let companies aggregate suppliers' offerings into a single catalog, manage approval processing, and control the transaction process. Businesses today are extending E-procurement beyond controlling the purchase of office supplies and goods for maintenance and repair to reap its benefits in the direct-goods arena. Among those benefits are tighter control over spending authorization and the elimination of redundant purchasing, plus easier transaction processing. Targets for this use of E-procurement applications include raw materials, parts, and components for manufacturing. Focus on ultimate relation of inventory levels and just in time (JIT) operations are feasible aspects of the scheme. The most critical/major objective is to shorten the response time to customers demand and reduce inventory investment to shorten the response to minimum thus helping to make a company on a competitor operating in real time, which means no time lag between identification and fulfillment of need. Businesses have reduced time of lining up say in shopping malls instead of waiting. Medich Executive Director of commercial consortium of major cooperation that is promoting the commercial use of internet as quoted by O Brien (1990) internet is redefining the model of Buying to one that supports the complete sellers _buyers relationship. The model includes promotion and coordinating company products and information to a global user business by accepting orders and payments for goods and services while providing software delivery and information about products. Online buying provides customers while support and collaboration for new product development decisions. Trevitt (1995), Tomplain (2002), reveal that in certain economic time electronic purchasing as emerged as a strategy with staying power. E-Procurement is the internal based automated process of purchasing and sourcing. On line application integrates procurement and business processes and procures to streamline purchasing transaction costs and shorter fulfillment time both for materials used directly and indirectly for goods and services. Companies incorporate to conduct business. Turban, Wetherber (1994), Boone, Kortz, Black (1994), argue that electronic buying in e-procurement is faster enough. There is no wasting time on busy telephone lines and chances of making mistakes. Errors are reduced since there is communication in frequently noisy environment, orders can placed any time, and there is no bias broker to push you. You can find a considerable amount Tam (2002), Slocum (1995) stress that Public Trading Exchange (PTE) on electronic market places continues struggling administrative procures and attracting of key suppliers. A public trading exchange is a web based net work point of contact that facilitates internal and external communication through interact and extra-net applications respectively. Normally this communication and collaboration that is to among limited place approved group of member companies in a private electronic market to place this highest essentially with easy accessibility and process integrated within enterprises, companies automatic tactical supply and share supply requirement availabilities and securities. Turban (1994) Lewis, Trevill (1995) contend that buyers and sellers will be around enough to warrant the financial and personal effort to establish the necessary working relationship. Additionally, all eyes on the option and the future to secure a successful purchasing operation. Electronic buying schemes have revealed sound relations between buyers and suppliers end. OBrien (1990), Smith (1988) put forward that electronic procurement encompasses the entire online process in developing, security delivering, servicing and payment for products and services. The economic model encourages innovation and entrepreneurship hence generating many business and consumers. Electronic buying procedure present a vertical and complex challenge to business and financial institution to develop efficient flexible and secure payment system for online buying. Whereas OBrien, (1990), Chandwich, Rajapal (1995), emphasize that electronic purchasing when complimented by internet and extranet applications guarantee accessibility to inventory data bases especially of large customers, more over a cooperate employed sales representative help to access customers better decisions to regulate inventory levels are engineered that is, the line of merchandise needs/requirements to be added or disconnected or what kind of investment is needed. This is achieved simply because of electronic procurement feasibility and facilities affected through analysis that is done by internet worked/linked through the electronic data interchange (EDI) Computers. Anderson, Vineze (1993) puts forward that by employing electronic data interchange facilities data exchange represents wide range of business transaction documents with a clearly stated or procedure that has to be followed by individual companies which subscribes to EDI (Electronic Data Interchange) facilities. This type of arrangement is a clear example of automation of electronic procurement. An already formatted data is transmitted over net work links directly between computer without paper document or human intervention because of established protocol by suppliers, manufactures and buyers however, it is worthy stating that direct net work links between the computers the trading parties are not widely used because of fear of confidentiality and security. Organizations are very dynamic in areas of marketing, distribution and manufacturing system. All efforts geared towards ensuring that products are delivered with high degree of customer satisfaction. Lenders, Fearson (1997) asserts that consumers/users can compare products features and prices at a mere look at them and make requisitions/place orders and make purchase online with a purchasing and number via the system link to EDI (Electronic Data Interchange) such link up through direct communication with supplier, buyers can obtain price quotes, determined availability of items in suppliers stock transmit a purchase order, obtain a follow up information about any changes in purchases requirement caused by schedule revision obtain service information and sends letters and memorandum instantly. The closer mutual relationship with suppliers is likely to become the norm rather than the exceptional over the next decades importing for reading change in manner in which buyers and suppliers cope to deal. Fast growing technology has not attracted manufacturing organizational trends or rails but also fashion, testes and preferences for goods and services have had to adapt to these changes which are sweeping through. Slocum (1995), notes that life cycles of goods are shortening new product development process, critical suppliers function for those who compete in this past high technology market include standardize software for web shopping standards protocol for credit and purchases on web called Secure Electronic Transact (SET) in cases of new merchandise ware for both customers and suppliers digital identification and other technology to make shopping on the web site an easier automation in materials. Working, ware housing and physical distribution processes is all managed electronically. For instance, bar coding and radio frequency technologies have reached new levels of sophistication in morning the movement of mates, or example from freshly picked apples to containerized freight on ship. 2.3 Information Flow As Far As E-Procurement On Supply Chain Management Is Concerned Wilson (1995), Lenders (1997), Lyson (2000), assert that buyers and sellers are connecting their companies with those of their suppliers so they can transmit information to spread up the whole trading system resulting into more productive use of assets and faster response to customers. Communication between suppliers and buyers ensure effective and speed reply and coordination across multiple zone and far flung geographical location. Today doing business as usual is ineffective because process such as just in time (JIT) inventory ordering scheduling payments. Manufacture, distribution and so on, change has become the custom and highly predictable unforeseen situations on basic realities for many timeless to develop new model of a networked corporate for independent organization and entrepreneurs, lean flexibility, adaptive and responsive to both customers needs and market requirements for key features. Anderson (1993); Adel, Coughlin, stern, (1996) Advancements have changed the way work is organized in business function. Additional recent years have witnessed most work of a funny volume and size managed through a complex hierarchy with narrowly defined time of reporting and decision making. However, to organizations is considerably flatter and less hierarchy as technological capabilities give way for managers to make quick and well informed response to their markets, sources and organizational operation in general. Information regarding a specific company on mutual fund agreement. In addition you can review property on the screen saving time for you than the broker sorting or organizing properties according to your criteria design of properties, this shortens the research process as detailed information is produced about a variety of properties. The key role of e-procurement is making buying and selling of goods easy and cheap. More over allowing customers to shop in different department stores and individual using one search engine while ensuring that payment is made once in a highly secure system. Information sites (sometimes known as HYPERLINK "http://searchwebservices.techtarget.com/sDefinition/0,,sid26_gci212341,00.html"infomediary), which provide information about a particular industry for its companies and their employees. These include specialized search sites and trade and industry standards organization sites. E-procurement is also sometimes referred to by other terms, such as supplier exchange. Typically, e-procurement Web sites allow qualified and registered users to look for buyers or sellers of goods and services. Depending on the approach, buyers or sellers may specify prices or invite HYPERLINK "http://en.wikipedia.org/wiki/Bid" \o "Bid"bids. Transactions can be initiated and completed. Ongoing purchases may qualify customers for volume HYPERLINK "http://en.wikipedia.org/wiki/Discounts_and_allowances" \o "Discounts and allowances"discounts or HYPERLINK "http://en.wikipedia.org/wiki/Sales_promotion" \o "Sales promotion"special offers. E-procurement software may make it possible to automate some buying and selling. Companies participating expect to be able to control parts inventories more effectively, reduce purchasing agent HYPERLINK "http://en.wikipedia.org/wiki/Overhead" \o "Overhead"overhead, and improve HYPERLINK "http://en.wikipedia.org/w/index.php?title=Manufacturing_cycles&action=edit" \o "Manufacturing cycles"manufacturing cycles. E-procurement is expected to be integrated with the trend toward computerized HYPERLINK "http://en.wikipedia.org/wiki/Supply_chain_management" \o "Supply chain management"supply chain management. Another approach to procurement comes from vendors that have an asset-management heritage, such as Peregrine and MRO. These vendors' offerings primarily help maintenance and repair operations establish maintenance schedules, track in-house availability of products and other assets, and determine when more products are needed. Over time, these offerings have incorporated procurement functions. .Turban et al (1990),Martinich (1997), argue that suppliers are supposed to the common sense arguments for doing business through an exchange and stock to join up. Reality has been rather differentiate, many exchanges have come and gone and those that stay are less exuberant in their Promise, consist internal control is reinforced over data entry transaction. Process reporting is applied consistently through out to ensure the variety of operation and protection of financial services. Needman Dransfield (1995) perceives online buying as being speedy and efficient. The facility help employees to carry out their function quickly and efficiently by modeling customers patter of carry out their function quickly and efficiently by modeling customers pattern of demands and avail products/items which are of their desired quality at the right time and in right place, provides improved service access to such information / data helps employees to deal with specific problem as and when they arise in conjunction with the customer complaints. Organizations have more information upon which they base, hence enabling organizations to make purchasing efficient and effective. These advances/systems may also keep the organizations updated with current product development hence making organization in general. According to Hill (1997), suppliers and buying firms are able to communicate to one another in ready time, with no time delay which lastly increased flexibility and responsiveness of the whole supply chain system. Wilson (1993) Norton, Smith (1995) put it forward that linkage of computers of supplier and buyers/customers ensure first hand information for quick decision making and the flow of information in such a way that it is swift and noise free because of already established protocols among organization. The effect is very big as far as information flow is concerned, Kenich was once quoted by Wilson (1995) saying that On a political map the boundaries between countries are as clear as ever but on competitive maps, map showing the real flow financial and industrial activities, those boundaries have largely disappeared, all the forces eating them away perhaps the persistent is the flow of information which requires a very deep pocket. Arjan (2000), asserts that video text systems and e-commerce these technologies enable electronic transaction between retailers, wholesalers and their suppliers. The retailer or wholesaler can see on the screen which products the supplier has in stock, if their special offers among others. Orders are placed electronically, then traced and tracked through advanced computer systems and after delivery, paid electronically. Ajarn (2000), argues that the purchasing function concentrates on the effects the supply chain has on the resources of the company. Non production buying is fully supported or executed by purchasing function, users order themselves against corporate contracts through advanced computer systems to which the major suppliers have been hooked up. This is especially true for the non production area. Purchasing works hard to make things simple for their internal customers, by using systems contracting, purchasing cards, electronic business and catalogues. Supplier management becomes supply chain management at this stage. Companies invest a lot to really involve supply partners in different business process, instead of just buying goods and services from them efficiently and effectively as possible. 2.4 Challenges Faced by Organisations that employ E-Procurement in Uganda Moving E-procurement, or buy-side E-commerce, into these areas means driving it deeper into business-to-business supply-chain relationships. Because of the complexity of these relationships, E-procurement must do more than support ad hoc purchases from a consolidated catalog. Getting real value from E-procurement in supply-chain scenarios requires a raft of additional services. Gone are the days of routing paper forms from desk to desk; the wave of the future is electronic procurement or e-procurement. E-procurement can be defined as the use of electronic technologies to streamline and enable the procurement activities of an organisation. This new process can benefit all facets of procurement, including selecting, bidding, payment, and inventory processes. E-procurement may include such activities like electronic advertising of tenders, electronic submission of tenders, electronic ordering and the so many more. E-procurement may also take many different forms, from already established e-commerce sites, to establishing an online mall where an organisation can purchase items, sell excess goods, and receive bids on outstanding projects. New technology gives organisations a vehicle for completing the complicated task of procurement at a lower per-unit cost. The traditional system of procurement in Uganda (public procurement) begins with the user department filling a requisition form requesting for a particular item that is needed plus the specifications. This is then sent tot the Procurement and Disposal Unit. There must be tenders advertised in the local media, bids are then evaluated by the evaluation committee to come up with the best evaluated bidder, then results must be put for a certain number of days. All this takes a lot of time. Where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality. This is mainly because of the challenges that arise from using the traditional system of procurement. These challenges are detailed below. First of all, E-procurement is not practical in Uganda because there is no enabling law that can govern its use. It is important to note that even drafting of the current Ugandan procurement framework took some time, so drafting another one governing e-procurement would probably even take a longer time given the complexities that may be involved. Without a law in place, the introduction of e-procurement would even present greater challenges. There must be a legal framework in place that details how the system will run in government entities and how the private entities will relate to them in that environment. Secondly, e-procurement involves such processes like e-ordering and e-tendering. In such a case, there can arise a problem of e-evidence especially in cases where a procurement official can claim that he /she mailed the bids or an order yet he did not. In such a case there may be no evidence to prove that the official actually mailed the document. In other words, it is not a reliable system given that the procurement processes is largely dependent on deadlines. Implementation of e-procurement is not practical in Uganda today largely because there is no capacity to operate a full fledged e-procurement system. To smoothly operate it, there is need for all prospective suppliers to be web enabled. This means that they ideally must have websites and must be connected to the internet all the time. This is not possible because one can find that so many prospective suppliers dont even own computers let alone know how to operate one. This means that there is no competence to run such a system in a country like Uganda. A very small percentage of Ugandans can afford an internet connection. However, to solve such a problem the government must first ensure that there is some capacity building that is done prior to the introduction of an e-procurement system. It can do this by enabling the concerned parties technologically. For example by offering computers at a half price so that prospective suppliers can get them cheaply; and also offering some computer training schemes still at half price. Although this may not work like magic, with time the results would be visible. Another challenge that would be faced would be that of signat. There is need of signatures on many documents as they move from one level to another especially in public procurement. The introduction of e-procurement would create a big challenge ures in this area, it could bring about forgery if great care is not taken. To solve this challenge, electronic signatures can be introduced for the different officials so that any cases of malpractice are checked. Another challenge of implementing e-procurement is connected to cultural aspects. Its introduction would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system .Getting used to the new system would probably take some years before it is really accepted by the people. However if the system is to be changed, one way of solving this cultural problem would be the introduction of change management programmes before and after the introduction of the new system which would help to orient the concerned parties through it. This would enable them to cope when the new system is finally introduced. Among the gains that stand to arise from using e-procurement are; cost savings, agility of the procurement process, increased competition and transparency and many others. The factors discussed earlier may create a difficult transition from the traditional system to the new. How ever what stands to be gained should be considered and on this basis an organisation or government should weigh the options and make the right choice under the given circumstances, whether to remain with the old system or adopt e-procurement. While most procurement-software vendors are positioning their products as supply-chain-ready, they still have work to do to support complex B-to-B trading relationships. To respond to buyers' demands for managing supplier relationships, those vendors must acquire or build additional technology and capabilities to augment their offerings. Procurement systems must support sourcing: the ability to locate suppliers, evaluate their offerings, and make comparisons. They also require contract-management capabilities to facilitate contract negotiation, maintain contract terms and pricing details, and ensure that the proper contractual terms are applied to each order which is really hard. A big part of supporting sourcing operations is the ability to build requests for quotes, share them with suppliers, and manage the bidding process. This requires tools for creating RFQs that include detailed line-item criteria. Finally, sourcing requires interaction with suppliers to get counteroffers whic many procurers have not fully met. Businesses that place a high priority on sophisticated sourcing requirements should also consider standalone offerings. FreeMarkets Inc., a leader in the field, offers packaged sourcing software and services that leverage its vertical-market expertise. Other leaders include Moai Technologies Inc. and MaterialNet, but the breadth of their products is fairly narrow; they focus on maximizing returns for buyers over a series of sourcing events. To play a longstanding role in managing trading-partner relationships, such systems must be integrated with buyers' procurement systems or back-office applications, such as ERP, asset management, and supply chain. Anderson, Vinez (1993) notes that you have got on the cutting edges of changes. You cannot simply maintain a status quo because somebody is always coming from another country with another product for customer tastes, changes or the cost structure does when there is technology break through. If you are not fast and adoptable you are vulnerable. This is true for every segment of every business in every country in the world. More to that customers efficiency and convenience, distribution systems lower costs by selling directly and eliminating middlemen as much as conditions permit which is a big challenge in Uganda. The cost for estate service support and production can be reduced greatly through the use of internet so it is another very good reason to move business to the internet. Printer manufacture such as canon or Epson uses the internet to distribute print or driver and update. Improve the cost for duplicating floppy disk. The replication cost on internet is almost Zeon although down loading the driver doesnt cost anything, the infrastructure to do this need to be paid for. Through generating new business on the internet, these infrastructure costs become irrelevant to these companies as they generate additional business and after an instant solution to missing printer driver as one new service. This results in more context customer and less over head. 2.5 Ugandas Concept Of E-Procurement Regulations That is, the law will curb piracy of software and for the first time allows E-Procurement and the countrys foreign exchange earnings. Uganda is a formulation a set of laws that will enforce and reorganize contracts associated with E-Procurement. Verkoyen, executive director of crystal software limited says that "some organizations are buying my software which is pirated cheaply on the black market and hope that the law will be on my side when issue" crystal clear limited manufactures the loan performer micro finance software which is on sale in over 35 countries worldwide, most of them in Africa. 2.5.1 Different types of computer crimes The introduction of the internet technology has given rise to different types of computers crimes and must be made to keep up with such innovations. The UNDP report of 2002 one business opportunities for Uganda emphasized that Ugandas future E-Commerce lay in services. Edopo 2004 principal legal officer of the Uganda law reform project, the E-Procurement law under the electronic exchange of goods and services for value, computer user and electronics signature bill 2004, the first of its nature in East Africa will recorganize electronic signatures and transactions in national and international business. This law will guarantee the existence of legal flame work and standards covering enforcement, consumer protection, liability assignment, privacy, property rights and security. The legislation is the result of this joint Uganda law reform commission, the Uganda investment authority and the Uganda revenue authority on how those conducting or wishing to conduct business electronically can be protected. The study took up much of the E-transactions and E-signature bill of South Africa and used the Singapore legislation on computer crimes as basis for the proposed legislation. Since it fits in well with Ugandas economic climate. The legal fraternity and trade bodies in Uganda say that the law will curb piracy of software and for the first time allow electronic evidence on court proceeding. Edopo said, "Who will formerise and recorganize electronically advanced evidence in court we have been accepting no photocopies, e-mails and faxes as evidences in court as the only evidence e- procurement encompasses electronic business transactions where computerized data is used by trading parties through networks like the internets cable television, automated teller machines and other networks. The computer crime bill will deal with four key computer based crimes, the legal use or an authorized entry into a computer system or computer data in order to temper with, interfere, damage or manipulate the system or data such crimes are a threat to national security, foreign relations, banking and essential public service. 2.6 Difference Between E-Procurement And E-Commerce Lonergan Eoin (2005/6) asserts that E-Commerce includes e-procurement but this would also cover the use of the internet to build more collaborative ways of working between the customer and supplier and within companies themselves. E-Procurement using the internet is on the hub and spoke system. The internet is an open network and indeed it was initially designed by the US military to specifically address the drawbacks of the hub and spoke system and its over reliance on the hub. If the hub is destroyed the communication process ceases. It therefore is far more attractive to SMEs as entry costs can be very little. In many markets this is leveling the purchasing playing field on which SMEs compute against other large buyers. Ryanai, the Irish airline that started little over a decade ago with only one aircraft, is now the third largest airline in Europe carrying over 25 million passengers. Its intensive and sustained exploitation of e-commerce alongside companies such as Amazon. 2.6.1 E-Procurement and the process of cost reduction In recent years there has been great deal of interest in e-procurement as a means of procurement process cost reduction. Initially the business case for the implementation of e-procurement solutions tended to focus on this benefit and exaggerate the reality. Claims of process cost reduction of 80% were made from e-procurement software and solution providers if their product were adopted. Selective e-procurement can undoubtedly enhance transactional purchasing and reduce process costs by providing end users with quick and easy to use e-system, such as e-catalogues for selecting and placing orders with preferred suppliers. This should reduce transactional costs by improving speed and efficiency, reducing paperwork and errors and by the reducing of Maverick purchasing that is, purchasing made outside organizations contractual arrangements. CHAPTER THREE 3.0 METHODOLOGY This chapter includes: the research design, survey population, sampling design, study variables, data collection, research tools, procedures, data processing and limitations. 3.1 Research Design The researcher used descriptive and explanatory research design basing on the qualitative and quantitative data which were got from interviews, questionnaires and observation. The above gave a clear understanding of the data. 3.2 Survey Population The study was carried out on Century bottling company limited located at Namanve along Jinja road in Mukono district. The company is the case study that was selected on the basis that being an organization that carries out purchasing there was no doubt that it employed E-Procurement. Twenty respondents were selected. 3.3 Sampling Design Century bottling company was the case study. Purposive random sampling was employed in order to get specific respondents. Here data was collected from key informants about the subject matter. This method was chosen in order to give equal chances to all employees, employers and managers who were willing to be in the sample space. 3.4 Sampling Size The study sample was composed of 75 respondents. Table 1: showing categorization of respondents CategoryExpectedActualProcurement department1516Information technology department15  14 Employees/ staff3020Marketing department1510Total7560Source: Primary Data 3.5 Data Collection The researcher collected data from primary sources. Primary data was collected from selected respondents. The necessary information was got from questionnaires. The questionnaires asked questions concerning E-Procurement on supply chain management. 3.5.1 Questionnaire Questionnaires were designed and given out to respondents for the purpose of having all questions answered. Questionnaires were relatively cheap to formulate, distribute and save time. 3.5.2 Interviewing In interviewing tools the study involved face to face contact. It provided the advantage of first hand information as a result of the interaction between the researcher and the interviewer. It also helped the interviewer to evaluate the knowledge and attitude towards the topic. 3.5.3 Observation The researcher observed the different activities taking place in the company to get further information relating to problem. It also allowed judgment by sight about the relationship between variables. 3.5.4 Documentary Review Review of related literature was done and secondary data was extracted. Among the many documents that were reviewed include: magazines, journals and internet information. The above documents were reviewed and background information pertaining the role of E-Procurement on supply chain management. 3.5.5 Validity and Reliability of Research Instruments The data collected confirmed to test a validity and reliability. The data was valid because of the use of questionnaires, observation and interview methods in the study designed to capture all the information that fulfilled the study objectives were questionnaire were applied the researcher used the interviewing techniques and observations. 3.5.6 Data Processing, Presentation, Analysis And Interpretation Having gathered the data from the primary and secondary sources, the data was assembled together, edited, organized by the use of tabulations and statements. Thereby creating a plat form for summarization of the data. Appropriate analytical methods were then applied so as to manipulate the data so that their inter-relationship and quantitative meaning derived. Simple tabulation was some of the statistical tools that are to be used to summarize the data. The researcher also used inductive reasoning to get a clear understanding about the general instructions of the topic. 3.5.7 Limitations of the Study Respondents were not able to give confidential information, which was sufficient to the researcher. However, the researcher tried to convince staff members that research is intended to help them improve their work. Too much pressure as a result of limited time for the researcher. However, the researcher devorted most of the time on the research. Financial constraint since research requires money for printing and transporting questionnaires to be filled. However, the researcher minimised the costs as lowest as possible. CHAPTER FOUR 4.0 PRESENTATION, ANALYSIS AND INTERPRETATION OF RESEARCH FINDINGS This chapter presents the findings on the role of Electronic Procurement on supply chain management. This finding was from primary sources. The presentation of the findings took two formats. That is the statement format and the tabular format. In this regard, the tabular format was used for countable variables and statements were used to present the responses on respective variables under consideration. 4.1 Demograph of the Respondents The study was to be based on a survey population of 75 respondents consisting of a cross section of management, employees, marketing department, IT department and procurement department of Century Bottling Company Limited. However the researcher only managed to get 60 respondents. This was due to the busy schedule of most the companys employees. The data therefore was based on the 60 respondents. The data was sought about Gender, Age group, Length of stay in the company, Education level and marital status of the respond. 4.2 General Information of the Respondents Table 2; Distribution by Gender   According to the gender findings, it was discovered that the company employs 80% males and 20% Females. Thats the company employs more males than females. Table 3; Age bracket of respondents Age bracketFrequencyPercentage (%)Between 18-25 years1830Between 25-35years305035 years and above1220Total60100Source: primary data The findings showed that 30% of the respondents were between 18 to 25 years, 50% were between 25 to 35 years and constituted the majority. 20% were between 35years and above, however this indicates that the information got is viable. Table 4; Duration of work of respondents RespondentsFrequencyPercentage (%)Less than 1 year1220Between 1-3 years 610Between 3-5 years1220Over 5 years3050Total60100 Source: primary data From the above, findings show that 50% of the employees in the organization had served for o five years and above. This thus revealed that most of the employees involved in the supply chain are experienced whence performing their duties with confidence and perfection. 4.3. Benefits of E-Procurement in Organizational Purchase Supplies Organization and procurement stage differ in degree of uniformity, complexity, number of people involved and movement of efforts required to make a good decision. There are basic activities that must be taken to complete a purchase. Buyers have always had to follow some basic steps. Advancements have provided an alternative to an endless time taking purchase stages because formerly processing a purchase order regardless of the value, size and importance of the item in question required on to strictly follow suits. Table 5; E-Procurement has eased the buying process of the organization ResponsesFrequenciesPercentages (%)Strongly agree2033Agree16 27Not sure 12Disagree1423Strongly disagree9 15Total60100Source: Primary Data From the above table 33% strongly agree that e-procurement has eased the buying process of the organization, 27% agree, 2% were not sure, 23%disagree and 15% strongly disagree. This implies that e-procurement has eased the buying process of the organization. Table 6; . The Application of E-Procurement has Improved on the Organisational Purchase Function Through Cost Reduction ResponsesFrequenciesPercentages (%)Strongly agree610Agree1118Not sure 3965Disagree47Strongly disagree0 0Total60100Source: Primary Data The findings revealed that 10% of the respondents strongly agreed that the application of E-Procurement has improved on the organizational purchase function through cost reduction. 18% agree, 65% which are the majority were not sure which implies that respondents are not sure whether the e-procurement has improved on the organizational purchase function through cost reduction. Table 7; The Most Critical/Major Objective of E-Procurement Is to Shorten the Response Time to Customers Demand and Reduce Inventory Investment ResponsesFrequenciesPercentages (%)Strongly agree3762Agree1525Not sure 23Disagree12Strongly disagree10 17Total60100Source: Primary Data 62% of the respondents strongly agree that the most critical/major objective of e-procurement is to shorten the response time to customers demand and reduce inventory investment, 25% agree, 3% were not sure and 19% dont agree which implies that the most critical objective is to shorten the response time to customers demand and reduce inventory investment. Table 8; Consumers/ Users can Compare Products Features and Prices that a Mare Look at them and Make Requisations Online ResponsesFrequenciesPercentages (%)Strongly agree4575Agree1525Not sure 00Disagree00Strongly disagree0 0Total60100Source: Primary Data All the respondents agree that consumers/users can compare products features and prices by a mare look at them and make requisitions online. Of which 75% strongly agree. Chart 2; Online Buying Provides Customers with Support and Collaboration for New Product Development Decisions ResponsesFrequenciesPercentages (%)Strongly agree47Agree610Not sure 3 5Disagree1728Strongly disagree10 17Total60100  Source: Primary Data 17% of all the respondents agree that online buying provides customers with support and collaboration for new product development decisions, 45% dont agree who were the majority and the rest were not sure implying that the statement is true to a small extent. Table 10; Fast growing technology has not attracted manufacturing Organizational trends or rails but also fashion, testes and preferences for goods and services have had to adapt to these changes which are sweeping through ResponsesFrequenciesPercentages (%)Strongly agree610Agree1118Not sure 3965Disagree47Strongly disagree0 0Total60100Source: Primary Data The finding exhibited a high proportion 65% of respondents are not sure with the statement and 28% agree which is a smaller portion. This implies that respondents are not sure that fast growing technology has not attracted manufacturing organizational trends or rails but also fashion, testes and preferences for goods and services have had to adapt to these changes which are sweeping through. 4.3 Information Flow as far as E-Procurement on Supply Chain Management is concerned Today doing business as usual is ineffective because process such as just in time (JIT) inventory ordering scheduling payments. Manufacture, distribution and so on, change has become the custom and highly predictable unforeseen situations on basic realities for many timeless to develop new model of a networked corporate for independent organization and entrepreneurs, lean flexibility, adaptive and responsive to both customers needs and market requirements for key features. Table 11; You can review property on the screen saving time for you than the broker sorting or organizing properties according to your criteria. ResponsesFrequenciesPercentages (%)Strongly agree3050Agree1525Not sure 23Disagree712Strongly disagree6 10Total60100Source: Primary Data 75% of the respondents agree with the statement, 3% were not sure and 22% do not agree implying that its true that you can review property on the screen saving time for you than the broker sorting or organizing properties according to your criteria. Table 12. Suppliers and buying firms are able to communicate to one another in ready time, with no time delay which lastly increased flexibility and responsiveness of the whole supply chain system. ResponsesFrequenciesPercentages (%)Strongly agree2643Agree2745Not sure 23Disagree23Strongly disagree3 5Total20100Source: Primary Data 88% which is the majority of the respondents agree that suppliers and buying firms are able to communicate to one another in ready time, with no time delay which lastly increased flexibility and responsiveness of the whole supply chain system 3% were not sure and 8% do not agree which implies that the the statement is true. Table 13; Video text systems and e-commerce these technologies enable electronic transaction between retailers, wholesalers and their suppliers. ResponsesFrequenciesPercentages (%)Strongly agree3050Agree2745Not sure 23Disagree12Strongly disagree0 0Total60100Source: Primary Data From the above table findings show that 50% strongly agree, 45% agree, 3% were not sure and 2% disagree hence its true that video text systems and e-commerce these technologies enable electronic transaction between retailers, wholesalers and their suppliers. Table 14 .Good communication between suppliers and buyers ensures effective and speed reply across mulpiple zones. ResponsesFrequenciesPercentages (%)Strongly agree47Agree610Not sure 35Disagree1728Strongly disagree10 17Total60100Source: primary data 17% agree that good communication between suppliers and buyers ensures effective and speed reply across mulpiple zones. 5% were not sure and 45% disagree which implies that majority of the respondents dont agree with the statement according to the findings. Table 15 Procurement web sites allow qualified and registered users to look for buyers or sellers of goods and services. ResponsesFrequenciesPercentages (%)Strongly agree1423Agree915Not sure 12Disagree1627Strongly disagree20 33Total60100Source: Primary Data Following the findings, 23% strongly agree, 15% agree, 2% were not sure, 27% disagree and 33% strongly disagree implying that Procurement web sites allow qualified and registered users to look for buyers or sellers of goods and services to a small extent. Table 16 Organisations have more information upon which they base, hence enabling organisations to make purchasing efficient and effective. ResponsesFrequenciesPercentages (%)Strongly agree1932Agree2135Not sure 23Disagree915Strongly disagree9 15Total60100Source: Primary Data In the above table 32% strongly agree, 35% agree, 3% were not sure, 15% disagree, 15% strongly disagree that Organizations have more information upon which they base, hence enabling organizations to make purchasing efficient and effective which is true according to the findings. 4.3 Challenges Faced By Organizations That Employ E-Procurement in Uganda Moving E-procurement, or buy-side E-commerce, into these areas means driving it deeper into business-to-business supply-chain relationships. Because of the complexity of these relationships, E-procurement must do more than support ad hoc purchases from a consolidated catalog. Getting real value from E-procurement in supply-chain scenarios requires a raft of additional services. Table 17 E-procurement is not practical in Uganda because there is no enabling law that can govern its use ResponsesFrequenciesPercentages (%)Strongly agree3050Agree2745Not sure 00Disagree12Strongly disagree23Total60100Source: Primary Data The table above shows that 50% of the respondents strongly agree that E-procurement is not practical in Uganda because there is no enabling law that can govern its use. 45% agree, none is not sure, 2% disagree and 3% strongly disagree implying that the statement is true. Table 18 There is need of signatures on many documents as they move from one level to another especially in public procurement. ResponsesFrequenciesPercentages (%)Strongly agree3050Agree1525Not sure 23Disagree712Strongly disagree6 10Total60100Source: primary data According to the findings, 50% of the respondents strongly agree that there is need of signatures on many documents as they move from one level to another especially in public procurement. 25% agree, 3% are not sure, 12% disagree and 10% strongly disagree implying that there is need of signatures on many documents as they move from one level to another especially in public procurement. Table 19 Where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality ResponsesFrequenciesPercentages (%)Strongly agree3558Agree2339Not sure 23Disagree00Strongly disagree0 0Total60100Source: Primary Data  Source: Primary Data In the pie chart above, 58% of the respondents strongly agree that where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality. 39% agree, 3% are not sure and none disagree meaning that where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality. Table 20 A very small percentages of Ugandans can afford an internet connection ResponsesFrequenciesPercentages (%)Strongly agree4575Agree1525Not sure 00Disagree00Strongly disagree0 0Total60100Source: Primary Data The above table shows that 75% of the respondents strongly agree that a very small percentage of Ugandans can afford an internet connection. 25% agree to the statement implying that its true since everyone responded positively. Table 21 There must be tenders advertised in the local media, bids are then evaluated by the evaluation committee to come up with the best evaluated bidder, then results must be put for a certain number of days. All this takes a lot of time ResponsesFrequenciesPercentages (%)Strongly agree47Agree610Not sure 3 5Disagree1728Strongly disagree10 17Total60100Source: primary data According to the above table, 7% of the respondents strongly agree that there must be tenders advertised in the local media, bids are then evaluated by the evaluation committee to come up with the best evaluated bidder, then results must be put for a certain number of days. All this takes a lot of time. 10% agree, 5% are not sure, 28% disagree and 17% strongly disagree. Table 22 The introduction of e-procurement would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system ResponsesFrequenciesPercentages (%)Strongly agree2033Agree1627Not sure 12Disagree915Strongly disagree14 23Total60100Source: Primary Data From the findings in the above table, 33% strongly agree that the introduction of e-procurement would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system. 27% agree, 2% are not sure, 15% disagree and 23% strongly disagree implying that the introduction of e-procurement would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system. Table 23: Relationship between Electronic Procurement and Supply Chain Management  From the table above findings revealed that there is a strong positive relationship between electronic procurement and supply chain management at Pearson correlation coefficient r= 0.856. This implies that electronic procurement affects supply chain management by 85.6% and 24.4% by other factors CHAPTER FIVE 5.0 DISCUSSION, SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS This involves; discussion of the findings as presented in the previous chapter, a summary in order to establish the role of e-procurement on purchasing in supply chain management and to make possible recommendations and suggestions. 5.1 Discussion of Findings 5.1.1 Benefits of E-Procurement in organisational purchase supply The findings revealed that E-Procurement has eased the buying process organisation, its not clear whether the application of E-procurement has improved on the organisational purchase function through cost reduction, the most critical/major objective of e-procurement is to shorten the response time to customers demand and reduce inventory investment, consumers can compare products features and prices by mare look at them and make requisations online, online buying provides customers with support and collaboration for new product development decisions and that it is not clear whether organizations have more information upon which they base, hence enabling organizations to make purchasing efficient and effective 5.1.2 Information flow as far as E-Procurement on supply chain management is concerned Findings revealed that you can review property on the screen saving time for you than the broker sorting property according to your criteria, suppliers and buying firms are able to communicate to one another in ready time, with no time delay which lastly increased flexibility and responsiveness of the whole supply chain system, video text systems and e-commerce these technologies enable electronic transaction between retailers, wholesalers and their suppliers, not whether communication between suppliers and buyers ensures effective and speed reply across mulpiple zones, Procurement web sites allow qualified and registered users to look for buyers or sellers of goods and services to a small extent and that Organizations have more information upon which they base, hence enabling organizations to make purchasing efficient and effective 5.1.3 Challenges faced by organisations that employ E-Procurement in Uganda Findings revealed that E-procurement is not practical in Uganda because there is no enabling law that can govern its use, there is need of signatures on many documents as they move from one level to another especially in public procurement, where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality, that a very small percentage of Ugandans can afford an internet connection, its not clear whether there must be tenders advertised in the local media, bids are then evaluated by the evaluation committee to come up with the best evaluated bidder, then results must be put for a certain number of days and that the introduction of e-procurement would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system . 5.2 Summary Of The Findings The researcher had undertaken the role of E-Procurement on supply chain management. It was found out that majority of the respondents agreed that the adoption of E-Procurement system by organization since the system guarantees study supply of the organization requirement despite of its impact on profits of an organization hence leading to profit shrinkage as its hard for the organization to control quality yet its an aspect that determines the sales hence profits. The study established that E-Procurement simplifies the buying process of an organization2 s supplies. More to that, a big number of respondents bought the idea that the system eases the buying process of the organization supplies. The findings also manifested that computerized purchasing fetches much savings by minimizing costs many respondents agree that the system eliminates multiple purchase procedural costs. The study revealed that computerized purchasing process provides timely information about goods and services available. Significant numbers of respondents agree that computerized buying provides timely information about goods and services available. 5.4 Conclusion In reference to the research objectives set, the researcher concludes that E-procurement plays a positive role on purchasing in supply chain management. Organizations that have E-procurement already in place have enjoyed its benefits like easing purchasing processes, increasing the supply chain awareness, reducing total costs, quality improvement among others. However despites the many benefits that accrue from the application of E-procurement, the direct network links between computers and trading partners are not widely used because of fear of loss of confidentiality and security due to the different mode of information attack like hijacking of a website, social engineering among others. 5.3 Recommendations Below are practical recommendations and adoption of some or all will yield substantial results in boosting the role played by E-procurement on supply chain management? Electronic procurement systems should be made part and partial of the decision making as a way of availing reliable information in the organizations. Managers should seek to adopt the most appropriate technology that will aid the whole organization to achieve its objectives. Electronic procurement applications can be used by both manufacturing and processing firms. Organization adopt online purchasing as a way of checking on their total transaction costs since E-procurement aims at reducing operational costs. Organization should ensure that the embracement of E-procurement assists in establishing better working relationships. E-procurent should be geared at strengthening relationships between employees, employers and suppliers. The benefits that accrue from application of E-procurement should be adequately analyzed. That is the organizations management should be in position to continuously weigh the benefits that accrue from application of E-procurement. Management should ensure strict adherence to the companys policies and guideline regarding the application electronic procurement. That is the employees should execute their duties following the pre requisites in place. All employees in one way or another should be involved in the purchasing process especially as far as electronic procurement is concerned. E-procurement should be out to bring all the employees on board as far as performing tasks in supply chain is concerned. 5.4 Areas For Further Research The study covered the role of E-Procuremnt on supply chain management. However, some areas were not covered and hence being recommended for further research and these include: The effect of E-Procurement on employee performance in the organization. The impact of E-Procurement on training and tracking of deliveries in supply chain management. It desires further scrutiny and study so as to generate more information. The effect of electronic procurement on SMEs (Small medium enterprises) in supply chain management. The effect of e-procurement on price negotiation in supply chain management. REFERENCES Andrew Erridge Ruth Fee and John Mcllary. Best practice procurement public and private sector perspective. Arjan J Van Weele, 2000. Purchasing and supply chain management; Thomson learning, Netherlands. Bob Morton, Roger Treriff, 1995. 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Supply chain management W.W.W Supply management Joseph J. Martinch, 1997. Production and Operation management; John Whittey and sons Inc, Canada America. Lender, Fearson, (1997). Purchasing and supply management; Rob Zuethre New York Lonergan, Eoin, 2005/6. An introduction to supply and materials management; published by the chartered institute of purchasing and supply Easton house on the hill stamtord lines, UK Louis Boone, David C, 1974. Kutz Dudly Block contemporary Business communication press international editions Ink, New Jersey, USA. Micheal K. Herrald. Geondress Fearson, 1997. Purchasing and supplies management; Mc Grow Hill companies Inc. O2 Brien, (1990), Chandwich, Rajapal (1995). The internet; USA Roger Lewis, Roger Treriff, 1995. Advanced business edition, Standley Thrones ltd Chaltenhan, UK. Wilson David 1993. Management information; Bulterworth Heinemann educational publisher ltd Jordon, Oxford. Grow Hill companies Inc. APPENDIX I INTERVIEW GUIDE What type of procurement system do you apply when purchasing organizational supplies? What negative impact has electronic procurement had on your organization? What influenced the adoption of this procurement system that you apply? APPENDIX II QUESTIONNAIRES Dear respondent, You are kindly requested to spare some time and fill in the questionnaire below. This is purely an academic research and any responses given will be treated with utmost confidentiality. So feel free to give the most appropriate answer by ticking in the box or filling in the space provided. Thank you very much for your cooperation. SECTION A Personal Information / Background Information 1. Gender a) Male % b) Female % 2. Age a) Between 18-25 years % b) between 25-35 years % c) 35 years and above % 3. How long have you worked with Century Bottling Company Limited? a) Less than one year % b) between 1-3 years% c) Between 3-5 years % d) over 5 years% SECTION B: Benefits Of E-Procurement In Organisational Purchase Supply 4. E-Procurement has eased the buying process of the organisational. Strongly agreeAgreeNot sureDisagreeStrongly disagree 5. The application of E-Procurement has improved on the organisational purchase function through cost reduction. Strongly agreeAgreeNot sureDisagreeStrongly disagree 6.The most critical/major objective of E-Procurement is to shorten the response time to customers demand and reduce inventory investment. Strongly agreeAgreeNot sureDisagreeStrongly disagree 7.Consumers/ users can compare products features and prices that a mare look at them and make requisations online. Strongly agreeAgreeNot sureDisagreeStrongly disagree 8. Online buying provides customers with support and collaboration for new product development decisions. Strongly agreeAgreeNot sureDisagreeStrongly disagree 9.Fast growing technology has not attracted manufacturing organizational trends or rails but also fashion, testes and preferences for goods and services have had to adapt to these changes which are sweeping through. Strongly agreeAgreeNot sureDisagreeStrongly disagree SECTION C : Information Flow As Far As E-Procurement On Supply Chain Management Is Concerned 10. You can review property on the screen saving time for you than the broker sorting or organizing properties according to your criteria Strongly agreeAgreeNot sureDisagreeStrongly disagree 11.suppliers and buying firms are able to communicate to one another in ready time, with no time delay which lastly increased flexibility and responsiveness of the whole supply chain system. Strongly agreeAgreeNot sureDisagreeStrongly disagree 12.video text systems and e-commerce these technologies enable electronic transaction between retailers, wholesalers and their suppliers. Strongly agreeAgreeNot sureDisagreeStrongly disagree 13.Good communication between suppliers and buyers ensures effective and speed reply across mulpiple zones. Strongly agreeAgreeNot sureDisagreeStrongly disagree 14.E-Procurement web sites allow qualified and registered users to look for buyers or sellers of goods and services. Strongly agreeAgreeNot sureDisagreeStrongly disagree 15. Organisations have more information upon which they base, hence enabling organisations to make purchasing efficient and effective. Strongly agreeAgreeNot sureDisagreeStrongly disagree SECTION D: Challenges Faced By Organisations That&=qrstuO P Q R S T ] ^ i j      Ʊޕ{t{i{]TH{h'h=D6PJaJh h=DPJh'h=D5\aJh'h=DB*ph h'hk h'h=Dh'h=D6PJh'h=DPJ h 5\(jh 5U\mHnHsH tH u(jh>h5U\mHnHsH tH u h+t5\ h'hYLah'h>h5\ h>h5\ hYLa5\h'h5\h'hYLa5\?@rstuxN O P Q R ^ $  dh7$8$H$a$gd'$dh7$8$@&H$a$gd$dh7$8$H$a$gd'$dh7$8$H$a$gd^ j k        $dha$gd'$ dha$gd'$a$gd'gd  E    ! 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E-procurement is not practical in Uganda because there is no enabling law that can govern its use. Strongly agreeAgreeNot sureDisagreeStrongly disagree 17. There is need of signatures on many documents as they move from one level to another especially in public procurement. Strongly agreeAgreeNot sureDisagreeStrongly disagree 18.Where as e-procurement promises to make procurement processes easier, its implementation in developing countries like Uganda seems to be more of a dream than a reality. Strongly agreeAgreeNot sureDisagreeStrongly disagree 19.A very small percentage of Ugandans can afford an internet connection. Strongly agreeAgreeNot sureDisagreeStrongly disagree 20.There must be tenders advertised in the local media, bids are then evaluated by the evaluation committee to come up with the best evaluated bidder, then results must be put for a certain number of days. All this takes a lot of time. Strongly agreeAgreeNot sureDisagreeStrongly disagree 21.The introduction of e-procurement would create a real challenge because it would not be easy for the people involved to easily accept it having been used to the old system. 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@ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I*@$??DD+@ @ !@ @ *@$??DD!@ 2@+B*DD*@$??DD*@$??DD*@$??DD*@$??DD+@ @ !@ @(BB7ED4@ @ *@$??DD!@ *@$,:,:BB*@$??DD+@ @ !@ @ *@$??DD!@ 2@+B*DD*@$??DD*@$??DD@ !!K@0 ;g;g# ??DD$$??DD# ??DD$$??DD# ??DD$$??DD# ??DD$$??DDRp"CalibriZ;_8zBDC|Gln4; m;! ;! !g ;FAIL;gPAn^wİg vwH m m$fwGDICpܺw`tOs|Glw\w^wİdv%    T )_ LdFrequencies.#26626*2(% ( " " FEMF+*@$??DD*@$??DD+@ @ !@ @(BB7ED4@ @ *@$??DD!@ *@$,:,:BB*@$??DD+@ @ !@ @ *@$??DD!@ 2@+B*DD*@$??DD*@$??DD*@$??DD*@$??DD+@ @ !@ @(BB7ED4@ @ *@$??DD!@ *@$,:,:BB+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I*@$??㲬DD+@ @ !@ @ *@$??㲬DD!@ 2@UUA"CDD*@$??㲬DD*@$??㲬DD*@$??㲬DD*@$??㲬DD+@ @ !@ 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<0mJnGIOrJnGIOrJgZImJgZI@  ( $$>>_888% '%  ;PX(PPP6lRX(~RRR6R\X(Rn~R|lR|6P|X(P|PnP\=P\Y8P<lR<LR\LRlRPP=<? 3S q % % $$AA( " FEMF++@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I*@$??B&ESD+@ @ !@ @ *@$??B&ESD!@ 2@U_UUCC*@$??B&ESD*@$??B&ESD*@$??B&ESD*@$??B&ESD+@ @ !@ @(BB7ED4@ @ *@$??B&ESD!@ *@$,:,:BB*@$??B&ESD+@ @ !@ @ *@$??B&ESD!@ 2@U_UUCC*@$??B&ESD*@$??B&ESD@ !!K@0 ,  j,  j# ??B&ESD$$??B&ESD# ??B&ESD$$??B&ESD# ??B&ESD$$??B&ESD# ??B&ESD$$??B&ESDRp"CalibriZ;_Tz`C C|Glm4; m, ! , ! j!g ;FAIL,  j0Mm^wİj vwH m m$fw$GDICpܺwtOs|Glw\w^wİdv%    Tpd x WLXFemale*.K-.% ( " " F|pEMF+*@$??B&ESD*@$??B&ESD+@ @ !@ @(BB7ED4@ @ *@$??B&ESD!@ *@$,:,:BB*@$??B&ESD+@ @ !@ @ *@$??B&ESD!@ 2@U_UUCC*@$??B&ESD*@$??B&ESD*@$??B&ESD*@$??B&ESD+@ @ !@ @(BB7ED4@ @ *@$??B&ESD!@ *@$,:,:BB+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I @$f3mJqIԔGԔG( !b $$>>'3f% % V0 N 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S T % % $$AA( " FEMF++@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB+@ @ !@ @ *@$,:,:BB!@ 2@J%I*@$??B&EM)>D+@ @ !@ @ *@$??B&EM)>D!@ 2@U_ CC*@$??B&EM)>D*@$??B&EM)>D*@$??B&EM)>D*@$??B&EM)>D+@ @ !@ @(BB7ED4@ @ *@$??B&EM)>D!@ *@$,:,:BB*@$??B&EM)>D+@ @ !@ @ *@$??B&EM)>D!@ 2@U_ CC*@$??B&EM)>D*@$??B&EM)>D@ !!K@0 , ^ N, ^ N# ??B&EM)>D$$??B&EM)>D# ??B&EM)>D$$??B&EM)>D# ??B&EM)>D$$??B&EM)>D# ??B&EM)>D$$??B&EM)>DRp"CalibriZ;_z`C C|Gl; mk;@)0ɸ;llpGl\Ilv;!@n\;H!%^wİN vwH m m$fw$GDICpܺwtOs|Glw\w^wİdv%    Tld & hWLXTotal.1 -% ( " " FxEMF+*@$??B&EM)>D*@$??B&EM)>D+@ @ !@ @(BB7ED4@ @ *@$??B&EM)>D!@ *@$,:,:BB*@$??B&EM)>D+@ @ !@ @ *@$??B&EM)>D!@ 2@U_ CC*@$??B&EM)>D*@$??B&EM)>D*@$??B&EM)>D*@$??B&EM)>D+@ @ !@ @(BB7ED4@ @ *@$??B&EM)>D!@ *@$,:,:BB+@ @ !@ 4@ @ *@$,:,:BB!@ *@$,:,:BB+@ *@$,:,:BB*@$,:,:BB*@&WMFC Ԃ$,:,:BB+@ *@$,:,:BB*@$,:,:BB*@$,:,:BB+@ !b Ldd_ sd_) )??" FEMF+@ FGDIC" ( "  !  " !  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