Final Research Report - Anuruddha.docx

7/29/2019 Final Research Report - Anuruddha.docx

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1.2 Problem Statement

Amaya Leisure Plc. has been identified number of issues arising confusion of the operation&

procurement divisions for the past few years. For a instances Most of the capital expenditure

items are unable to use estimated working capacity. Usually those problems arising with the

lack of knowledge in labor of operation & ruthless usage of procurement functions, apart

from that difficult to hold stable rates with quality in the specific time period, sometimes lead

time getting high if payments getting delay or any other circumstance then entire operation

flow highly effected. Because of all issues supplier obligations getting high, Day to day

operations process become problematic situation then which will affect the whole

departments task flows, ultimately company reputation & total profit and revenue might face

to serious position. Therefore research has to be done for improving customer satisfaction by

making better operation flow with the assistance of Procurement Division in order to

decrease customer obligations & keeping smooth day to day operation then through of those

things enhancing the customer satisfaction and in the end company total profit revenue&

reputation would get upgraded

1.3 Research Objectives

To find out effective purchasing way for minimizing the waste of capital expenditure To identify the appropriate way to hold prices on par quality maintain To minimize the internal delays of authorization and hold sound cooperative

relationship with other departments

To identify the better payment paying system

1.4 Research Question

Research Question

How to make effective procurement procedure for minimizing the waste of capitalexpenditure, with the intention of improving customer satisfaction through enhancing

the performance level of operation?


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What is the best way to hold stable rates& maintain the quality with the aim ofkeeping the quoted prices for improving customer satisfaction through enhancing the

performance level of operation?

How to pay attention for minimizing lead time by getting rid of the internal delays ofauthorization for improving customer satisfaction through enhancing the performance

level of operation?

1.5 Significance of the Study

The significance of this study is that I was able to get a broad understanding of how to

implement the better system to the process. I had to consider how to improve customer

satisfaction therefore I recommend and try to implement following things

I tried to increase effectiveness and efficiency of the current employees from these things

ultimately the company can achieve,

- High quality standards belongings purchasing- Improved internal customer satisfaction- Improved internal authorization procedures- Getting rid of payment delays as soon as possible

Further this study is important not only to improve customer satisfaction, but also to save

resources. The way of implementing it currently, causes to waste of resources.

Ineffective & inefficient features are the weaknesses of the process. Those weaknesses

should be eradicated in order to make the whole thing effective & efficient.

1.6 Research Methodology

With the help of literature review researcher develop the conceptual frame work to find the

answers for the research questions. Formulate the hypothesis to build the clear frame work.

And other part will include selecting sample, and data collection.


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1.7 Limitations of the Study

The time taken to each activity is difficult to measure when it not practically happenduring the limited time period and also due to the non-value added activities involve

in the activities.

The amount of data collection are limited only for 100 is might move us from theactual result.

Some staff members effectiveness is not at very high standard since it is verydifficult to set time standards for them

Some critical procedures higher management doesnt like to change the currentsituation and doesnt like to disclose their company regulation


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CHAPTER II

LITERATURE REVIEW

2.1 Introduction

This chapter will give an overview of literature and models that are related to the research

problem presented in the previous chapter. This chapter would introduce the concepts of

customer satisfaction, then relation between customer satisfaction and service quality, service

performances quality dimensions, in order to give a clear idea about the research area.

2.2 Customer Satisfaction

The most broadly recognized model, satisfaction is a function of disconfirmation, which in

turn is a function of both expectations and performance (Oliver, 1997). The disconfirmation

example in process theory provides the basis of the vast common of satisfaction studies and

includes four constructs expectations, performance, disconfirmation and satisfaction

(Caruana etal., 2000). This model suggests that the effects of expectations are mainly through

disconfirmation, but they also have an effect through perceived performance, as many studies

have found a direct effect of perceived performance on satisfaction (Sprengand Page, 2001).

Swan and Combs (1976) were among the first to argue that satisfaction is associated with

performance that fulfills expectations, while dissatisfaction occurs when performance falls

below expectations. In addition, Poiszand Von Grumbkow (1988) views satisfaction as an

inconsistency between the observed and the desired. This is consistent with value-percept

disparity theory (Westbrook and Reilly, 1983) which was developed in response to the

problem that consumers could be satisfied by aspects for which expectations never existed

(Yi, 1990). The value-percept theory views satisfaction as an emotional response triggered by

a cognitive-evaluative process (Parker and Mathews, 2001). In other words, it is the

comparison of the ``object to ones values rather than an expectation. Customers want a

meeting between their values (needs and wants) and the object of their evaluations (Paker and

Mathews, 2001). More recently, renewed attention has been focused on the nature of


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satisfaction emotion, fulfillment and state (Parker and Mathews, 2001). Consequently,

recent literature adds to this perspective in two ways.

Customer satisfaction is essentially the result of intellectual processes; new conceptual

developments suggest that affective processes may also contribute substantially to the

explanation and prediction of consumer satisfaction (Fornell and Wernerfelt, 1987;

Westbrook, 1987; Westbrook and Oliver, 1991). Second, satisfaction should be viewed as a

judgment based on the cumulative experience made with a certain product or service rather

than a transaction-specific phenomenon (Wilton and Nicosia, 1986).

There is general agreement that: Satisfaction is a persons feelings of pleasure or

disappointment resulting from comparing a products perceived performance (or outcome) in

relation to his or her expectations (Kotler, 2003, p. 36). Based on this review, customer

satisfaction is defined as the result of a cognitive and affective evaluation, where some

comparison standard is compared to the actually perceived performance. If the perceived

performance is less than expected, customers will be dissatisfied. On the other hand, if the

perceived performance exceeds expectations, customers will be satisfied. Otherwise, if the

perceived expectations are met with performance, customers are in an indifferent or neutral

stage.

Customer satisfaction is defined as a customers overall evaluation of the performance of an

offering to date. This overall satisfaction has a strong positive effect on customer loyalty

intentions across a wide range of product and service categories (Gustafsson, 2005).The

satisfaction judgment is related to all the experiences made with a certain business

concerning its given products, the sales process, and the after- sale service. Whether the

customer is satisfied after purchase also depends on the offers performance in relation to the

customers expectation. Customers form their expectation from past buying experience,

friends and associates advice, and marketers and competitors information and promises

(Kotler, 2000).

Factors which determine the extent of expectations are: customer needs, total customer value

and total customer cost. It is mentioned by researchers who study customer choice that

choosing a product or service is only one of the stages customers go through. A purchase

decision is influenced by the buyers characteristics. These include cultural, social, personal

and psychological factors. In addition to the buyers characteristics, a purchase decision isinfluenced by the buyers decisionprocess. The typical buying process develops through five


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stages: 1 new recognition; information search; 3 information evaluation; purchase evaluation

(Chaston, 2001).

Searching for information is a key stage of a consumers decision-making process and may

include a search for both internal and external information. As the perceived risk of a

purchase decision increases, consumers search for more information in order to cope with

uncertainties about the potential positive or negative consequences (Jihye Park, 2005).

According to the above stated literature it can be proved that there is relationship between

customer satisfaction and performances level. Hence when considering about the improving

performances level there are many things have to be improved out of these factors it is

selected that contribution of procurement functions to the performances level. According to

the procurement function it is selected three sub categories for the convenience of analyzing

Amaya Hills the research. They are authorization delays, supplier selection and payment

delays.

Then moving to the literature of independent variables it can be stated as follows

2.3 Internal Delays for Authorizations

Definition of Delays

In general, delays are among the most common problem would happen in the higher

management which may occur in a simple or a complex circumstances. Many researchers

have defined construction delays in their own word but it also brings the similar meaning.

Types of Delays

Delays can be groups in the following four broad categories according to how they operate

contractually.

Non- excusable delays Excusable non- compensable delays Excusable compensation delays Concurrent delays


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While a number of supplier selection criteria studies have been conducted over the years,

Dickson (1966), Weber, Current, and Benton (1991) and Zhang, Lei, Cao, and Ng (2003) are

still recognized as the most common, and cited as the most comprehensive studies done on

selection criteria. (Appendix1) summarizes some of these criteria, which have appeared in

literature since 1966 (Ha and Krishnan, 2008).

One of the most important processes performed in organizations today is the evaluation,

selection, and continuous measurement of suppliers. Selecting a vendor is now as important a

process as developing new products. Supplier selection process is a multi-criteria problem,

which includes both qualitative and quantitative factors. Purchasing commands a significant

position in most organizations since purchased parts, components, and supplies typically

represent 40 to 60 percent of the sales of its end products. Thus relatively small cost

reductions gained in the acquisition of materials can have a greater impact on profits.

Suppliers have a large and direct impact on the cost, quality, technology, and time-to-market

of new products (Chen, Lin & Huang, 2006).

Supplier Selection with AHP Method

Analytic Hierarchy Process (AHP), since its invention, has been a tool at the hands of

decision makers and researchers, and it is one of the most widely used multiple criteria

decision-making tools (Omkarprasad& Kumar, 2006).

There are many strongest features of the AHP, for example it generates numerical priorities

from the subjective knowledge expressed in the estimates of paired comparison matrices. The

method is surely useful in evaluating suppliers weights in marketing, or in ranking order for

instance. It is, however, difficult to determine suitable weight and order of each alternative. It

has been shown that

Different weights among objects give rise to different results in ranking (Liu &Hai, 2005).

Choosing the supplier who submits the lowest cost is not a good choice necessarily. It might

cost more than what is submitted, when the merchandise is not high quality, for instance.Developing a model by using the AHP approach could decrease the delayed order. Giving


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other criteria the needed attention to select the supplier by focus on its financial stability,

history, and other criteria could be the right way to choose the correct supplier. Getting the

right cost and the right time and the right specification is what needed in ABC Company.

2.5 Payment Delays

To the best of our knowledge, a time-based contract with a delayed payment has not been

examined previously in the literature.6 In particular, there are three features of the time-based

contract analyzed in this article which differ markedly from the existing supply contract

literature.

First, under the delayed payment regime, each supplier receives payment at the time when

both suppliers have completed their tasks. Consequently, each supplier needs to take into

account the other suppliers behavior when selecting her own work rate. It is through this

interaction among suppliers that the several underlying supply contracts are, in effect,

transformed into a single joint supply contract between the manufacturer and his multiple

suppliers. This linking of the several suppliers is a fundamental and crucial departure from

the traditional supply contract.

Second, in our model, the supply contract is specified by the price paid to each supplier and

the time of payment; the suppliers response to these two contract terms is her work rate.

These three choice variables, price offered, time of payment, and work rate, are

fundamentally divergent from5See so (2000) and the references therein for more details.

6The reader is referred to comprehensive reviews of supply contracts provided by Cachon

(2003) and Tang (2006).The traditional supply contracts in the Operations Management

literature. There the manufacturer sets the wholesale price schedule (often a fixed cost and a

constant per unit cost), and the retailer sets the order quantity (and the manufacturer has no

say as regards the retail price). The reader is referred to Corbett and Tang (1998) and Cachon

and Lariviere (2005) for discussions of divergent types of supply contracts that deal with

price menus, information asymmetry, and revenue sharing.

Third, our model focuses upon the (perhaps) uncertain completion time of all supplier tasks

when the deliverable is a customized product or service. The number of units to be delivered

is not an issue. In contrast, the primary focus in the traditional supply contract literature is


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researcher has three alternatives in selecting the logic of a research. They are confirmatory

research, exploratory research, on a combination of both.

Exploratory research is research into the unknown. It is used when you are investigating

something but really don't understand it all, or are not completely sure what you are looking

for. It's sort of like a journalist whose curiosity is peaked by something and just starts looking

into something without really knowing what they're looking for.

Confirmatory research is where you have a pretty good idea what's going on. That is, you

have a theory (or several theories), and the objective of the research is to find out if the theory

is supported by the facts

However, the researcher may apply a mixed approach as the third option for the research, and

it is known as combination of confirmatory and exploratory research. This research has

gathered a lot of data through a close-ended questionnaire and most of the data was non-

numerical where the methodical approach of the research is qualitative.

3.3Research Methodology3.3.1Conceptual Model

Independent Variable Moderate Variable Dependant Variable

CUSTOMER

SATISFACTION

Internal Delays for

Authorization

Supplier Selection

Payment Delays

PERFORMANCE

LEVEL OF

OPERATION


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CHAPTER IV

DATA PRESENTATION & ANALYSIS

4.1 Introduction

This chapter will focus on presenting the data which was gathered through the previous

chapter of the research. The data pertaining to the ENHANCING CUSTOMER

SATISFACTION BY IMPROVING PROCUREMENT FUNCTIONS IN THE SUPPLY CHAIN

would be presented according to the questionnaire and findings. The sample characteristics

will be illustrated graphically and the composition of the respondents would be also

illustrated. The responses for each variable would be presented with statistical background.

Thesection 4.2 briefly describes the descriptive statistical analysis of Customer Satisfaction,

Internal Delays for Authorizations, Supplier Selection and Payment Delays. This was further

elaborated by showing the histograms of Customer Satisfaction, Internal Delays for

Authorizations, Supplier Selection and Payment Delays using survey data.

The section 4.3 briefly describes the analysis of Customer Satisfaction, Internal Delays for

Authorizations, Supplier Selection and Payment Delays. The factor analysis was used to

identify the factors that affect Customer Satisfaction, the co-relation analysis was used to

identify the behavioral and contextual situation of customers and chi-square and regression

methods were used to identify the significant relationship between Customer Satisfaction,

Internal Delays for Authorizations, Supplier Selection and Payment Delays. A hypothesis

testing also carried out to prove the pre determined hypothesis validity as well.

Thesection 4.4 briefly describes the chapter summary by illustrating the various analysis of

data received from the user questionnaires.


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4.2 Descriptive Statistical Analysis

Internal Delays for Authorizations

Table 4.1

INTERNAL AUTHORIZATION DELAYS

Frequency Percent Valid Percent Cumulative

Percent

Valid 3.8 11 11.0 11.0 11.0

4.0 55 55.0 55.0 66.04.2 21 21.0 21.0 87.0

4.4 13 13.0 13.0 100.0

Total 100 100.0 100.0

This above Table 4.1 suggests that most of the customers are agreed for that there is an

internal authorization delay in the organization. The frequency level over 4.0 is the satisfied

level and it shows that 89 people are agreed to the above variable.

Table 4.2

INTERNAL AUTHORIZATION DELAYS

N Valid 100

Missing 0

Mean 4.072

Mode 4.000

Std. Deviation 0.169

Skewness 0.553

Kurtosis -0.256

Minimum 3.800

Maximum 4.400


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Figure 4.1

Supplier Selection

Table 4.3

This above Table 4.3 suggests that most of the customers are agreed with the fact that there is

a supplier selection process problem. The frequency level over 4.0 is the satisfied level and it

shows that all the people (100) are agreed to this independent variable.

SUPPLIER SELECTION CONFLICTS

Frequency Percent Valid

Percent

Cumulative

Percent

Valid 4.0 63 63.0 63.0 63.0

4.2 20 20.0 20.0 83.0

4.4 17 17.0 17.0 100.0

Total 100 100.0 100.0


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Payment Delays

Table 4.5

PAYMENT DELAYS

Frequency Percent Valid Percent Cumulative

Percent

Valid 3.8 13 13.0 13.0 13.0

4.0 57 57.0 57.0 70.0

4.2 17 17.0 17.0 87.0

4.4 13 13.0 13.0 100.0

Total 100 100.0 100.0

This above Table 4.5 suggests that most of the customers are agreed with the fact that there is

a payment delay in procurement department. The frequency level over 4.0 is the satisfied

level and it shows that 87 people are agreed to this variable as well.

Table 4.6

PAYMENT DELAYS

N Valid 100

Missing 0

Mean 4.060

Mode 4.000


Skewness 0.645

Kurtosis -0.127

Minimum 3.800

Maximum 4.400


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Table 4.8

CUSTOMER SATISFACTION

N Valid 100

Missing 0Mean 4.8767

Mode 5.0000


Skewness -0.547

Kurtosis -1.736

Minimum 4.670

Maximum 5.000

Figure 4.4


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4.3 Inferential Statistical Analysis

Correlation Coefficient

Table 4.9

The correlation matrix is shown below with the values of all the variables.

The correlation variables have been explained under Correlation Matrix. The above table

shows that CS has a negative correlation (-0.754**

) with IA indicating that if authorizationdelays increase the customer satisfaction will be decreased. The significance level remains at

0.01 levels. Likewise, the relationship of CS and SS, PD also significantly and negatively

connected at 0.01 levels.

Testing of Hypothesis

In this study, the researcher introduced 3 hypotheses. The Bivariate correlations of all the

hypotheses at 0.01 levels of significance are shown as follows.

TABLE 4.9

Correlation Matrix

IA SS PD CS

IA 0.844 0.919 -0.754

SS 0.844 0.806 -0.919

PD 0.919 0.806 -0.773

CS -0.754** -0.919** -0.773**

N = 100


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H02 There is a positive co-relation exists between supplier selection of goods and

customer satisfaction.

H3 There is a negative co-relation exists between supplier payment delays and customer

satisfaction.

H03 There is a positive co-relation exists between supplier payment delays and customer

satisfaction.

Regression AnalysisTable 4.9

Table 4.10

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 7.808 0.258 30.238 7.54e-201 ***

INTERNAL

AUTHORIZATION

DELAYS

-0.720 0.063 -0.754 -11.361 6.55e-030 ***

a. Dependent Variable: CUSTOMER SATISFACTION

Model Summaryb

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 0.754a 0.568 0.564 0.106

a. Predictors: (Constant), INTERNAL AUTHORIZATION DELAYS

b. Dependent Variable: CUSTOMER SATISFATION


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Regression Equation

CS = 7.8080.720IA

As per the equation above, it takes a negative value to say that when an authorization delay

occurs inside the organization, the customer satisfaction gets increased. The P value of the

same is 6.55e-030 *** and that is below the rejection level of 0.01. Therefore, H1 is accepted

and H01 is rejected with 0.01 level of significance. Therefore, it can be assumed that there is

a positive correlation exists between authorization delays and customer satisfaction.

Figure 4.4


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Table 4.11

Model Summary

Model R R Square Adjusted R

Square

Std. Error of

the Estimate

1 0.919a 0.844 0.842 0.064

a. Predictors: (Constant), SUPPLIER SELECTION

b. Dependent Variable: CUSTOMER SATISFACTION

Table 4.12

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 8.835 0.172 51.323 0.0000 ***

SUPPLIER

SELECTION

-0.964 0.042 -0.919 -23.011 3.61e-117 ***

a. Dependent Variable: CUSTOMER SATISFACTION

Regression Equation

CS = 8.835 - 0.964SS

As per the equation above, it takes a negative value to say that when a supplier selection

problem occurs inside the organization, the customer satisfaction gets decreased. The P value

of the same is 3.61e-117 *** and that is below the rejection level of 0.01. Therefore, H2 is

accepted and H02 is rejected with 0.01 level of significance. Therefore, it can be assumed

that there is a negative correlation exists between supplier selection and customer

satisfaction.


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4.4 Chapter Summary

This chapter was initiated by analyzing the samples which were under consideration. The

demographics of the data samples, distribution of questionnaire and the final response were

presented in a table and a graphical format. The responses obtained for each variable wasthen illustrated. The composition of the respondents was then briefly introduced. A detailed

illustration of responses according to the different variables was given, with supporting

statistical analysis.

The descriptive analysis of Customer Satisfaction, Internal Delays for Authorizations,

Supplier Selection and Payment Delays was elaborated through a frequency tables and a

histograms. Then by using SPSS as a statistical tool the analysis of Customer Satisfaction,

Internal Delays for Authorizations, Supplier Selection and Payment Delays was done by

using factor, cluster and chi-squire methods. The above three methods were broadly

described by using tables and charts having comparisons with each factors and clusters.

Finally all findings were presented in a summarized format and the hypothesis testing also

has been carried out in a structural manner.


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CHAPTER V

CONCLUSION & RECOMMONDATIONS

There were insufficient resources; practical situation is good to study the research question.

However, practical situation has its disadvantages, no matter how research survey is

conducted, it will not give the research respondent 100 percent real-life experience, and

therefore it would lead to discriminatory outcome. So, it is suggested to carry out some

personal interviews in addition to the survey, in this way the conclusion would be more

trustworthy.

As a result of the time constraints, although the sample size was enough to illustrate

conclusion from it, it is always preferred to have larger sample size. Larger sample size will

produce more precise calculations. Furthermore, using stratified sample instead of convenient

sample will also contribute to more accurate results.

Finally, as this study has uncovered the generalizability limitation, it is suggested that future

research examine the relationship between task and relationship conflicts on individual

performance outcome on other industries, which would increase the outside authority this

study require.

Amaya Hills Hotel performance and providing customer satisfaction depends on the

employees performance. It is given questionnaires to 100 people hotel employees. From this

sample all 100 useful surveys are returned which indicates the relationship between customersatisfaction and respective variables. The result of the surveys shows that one is a positive

&two negative relationships between dependent variable and independent variable

This study measure impacting the procurement functions to the customer satisfaction, then

evaluating dependency of customer satisfaction on three variables, which are Internal delays

authorizations, Supplier Selection conflicts, Payment delays, Basically these three effecting

on the whole hotel procurement functions


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Supplier selection and customer satisfaction have a positive relationship for the convenience

of measuring choose moderate variable which is performances level in the operation.

Performance of the hotel depends on the purely employees performance because they provide

the more services. So if the staffs performance will be high then the performance of

operation will be also high. If improving the capacity of the staff they have to be provided

whose requirements on time, including right quality with affordable price. In order to achieve

all these things it should be maintained better supplier selection

According to this research findings are founded below mentioned findings for each stated

variable

Supplier Selection

1. At the beginning think about the product cost before the quality. it can be created avulnerable situation for the operation flow

2. There is no procedure for analyzing of past performances of suppliers &makeassumption.

3. Lack of connectivity between suppliers & persons who is engaging with operation

.Internal Delays of Authorizations

Internal delays authorizations and customer satisfaction have a negative relationship if

authorization process getting late total operation gets collapsed since scarcity of stocks, bad

results effecting by using the side remedies, that means delays of authorization getting high

customer satisfaction get decreased Therefore it can be stated below points as findings for

creating authorization delays

There is no purchasing power of individual depends on their position in thehierarchy of the organization, therefore when coming the any capital item

purchasing form it comes until the managing directors approval then it takes time

to complete the job, ultimately it will effect to the operational performance. If it

has above stated procedure it can be given authority powers according to the

hierarchy


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Lack of knowledge understanding between procurement department & operationdepartment according to the needs of operation. There is no process of

identification of needs before requirement is urgent

Hotel still using paper authorization system therefore it takes time to send theapproval hotel to head office Colombo & back to the hotel

Payment Delays

There is negative relationship between customer satisfaction, when suppliers payments are

getting delay automatically supplier deliveries and supplying getting delay therefore

operational flow become problematic situation.

According to the research there are few points I have found for influencing on payment

delays

There is no proper procedure of checques issuing from convenient place tothe suppliers when giving any kind of payment it has to be issued by hotel

company procedures but it would get much time to pass the payment to the

supplier

When checque is ready there should be seven signatures included out of thesesignatures three signatures from the hotel & four signatures from head office,

if getting delay one place total procedure getting delay

There is no signature powers at the some certain extend position in thehierarchy of the organization

These mistakes I have founded the procurement process when I was engaging this

programmed therefore according to me there are few recommendations with relevant to the

each variable

Suggestion for Reducing Authorization Delays

o Giving the purchasing power of individual depends on their position in thehierarchy of the organization,


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o When requirement coming to the operation department having access to directcontact with relevant person in the hierarchy. it can be minimize time identify

of the need by relevant person

o Creating a good relationship between procurement department & operationdepartment according to the needs of operation. it can be managed the conflict

of procurement functions

o Using better communication media for data exchanging Hotel (Kandy) toHead office (Colombo) it can be managed the conflict of procurement

functions

o Using electronically based authorization system for making good for theoperational flow

Suggestion for Better Supplier Selection

oAt first think about the product quality before thinking about the cost. it can behelped to identify the quality

o Analyze of past performances of suppliers &make assumption. it can bemanaged the conflict of procurement functions

o Keeping good bargaining power with suppliers. it can be managed fluctuationof prices time to time

o Introducing & meeting suppliers & persons who is engaging with operation itcan be provided good solution for the correct item selecting

o Think & consider the warranty of the relevant item it can be got rid ofunavailability in using estimated time period in relevant item


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Suggestion for Reducing Payment Delays

o Making a procedure checques issuing from convenient place to the suppliers(Head office or Hotel) it can be good solution payments delay.

o It is engaging with flexible way with suppliers of fast moving necessaryproducts.

o Adjust rapidly prices of Cigarettes, Alcohol, Gas & Petrol Diesel likemonopolistic items.

o It has to be flexible if issues arising good receiving amount & purchaserequested order amount.

o Giving Signature powers some certain extendposition in the hierarchy of theorganization


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REFERENCES & BIBLIOGRAPHY

Arbnor, I. and Bjerke, B. (1997), Methodology for creating business knowledge, 2. ed.,

Thousand Oaks, Sage publications Inc.

Anderson, M. G. and Katz, P.B. (1998), Strategic Sourcing The International Journal of

Logistics Management, Vol. 9 Issue 1, pp. 1-13.

Ammer, D.S. (1961), "Purchasing for Profits", Harvard business review, vol. 39 no. 3, pp.

135-143.

Ammer, D.S. (1974), Is Your Purchasing Department A Good Buy?, Harvard Business

Review, Vol. 52 no 2, pp. 36-157.

Ammer, D.S. (1989), "Top Management's View of the Purchasing Function", Journal of

Purchasing& Materials Management, vol. 25 no. 1, pp. 16-21.

Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organizational Analysis,

London: Heinemann

Butter, F. and Linse, K. (2008), Rethinking Procurement in the Era of Globalization, MIT

Sloan Management Review, Vol. 50 Issue 1, pp. 76-80.

Kocabasoglu, C. and Suresh, N.C. (2006), Strategic Sourcing: An Empirical Investigation of

the Concept and Its Practices in U.S. Manufacturing Firms, Journal of Supply Chain

Management, Vol. 42 no. 2, pp. 4-16.

Kraljic, P. (1983), Purchasing must become supply management, Harvard Business

Review, Vol. 61 no. 5, pp. 109-117.

Monczka, R. M., Trent, R. J. and Petersen, K.J. (2006), Effective Global Sourcing and

Supply forSuperior Results Arizona, CAPS Research.

Morris, M.H. and Calantone, R.J. (1991), "Redefining the Purchasing Function: An

Entrepreneurial Perspective", International Journal of Purchasing & Materials Management,

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Ramsay, J. (2001), Purchasings strategic irrelevance, European Journal of Purchasing and

Supply Management, Vol. 7 no. 4, pp. 257263.


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2. Supplier selection conflicts always end up in loosing valuable customers to theorganization.

HD D N A HA

3. Payment delays are not favorable to any organization who strives to increaseperformance and customer satisfaction.

HD D N A HA

Thank you very much for your participation!

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