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E-PROCUREMENT IMPLEMENTATION AND SUPPLY
CHAIN INTEGRATION AMONG LARGE SCALE
MANUFACTURING FIRMS IN NAIROBI,
KENYA
BY
EVANGELINE KINYA RATANYA
A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL
FULFILLMENT OF THE REQUIREMENT FOR AWARD OF
MASTER OF BUSINESS ADMINISTRATION DEGREE,
UNIVERSITY OF NAIROBI
OCTOBER 2013
ii
DECLARATION
I declare that this research project is my original work and has not been submitted to any
other university for award of a degree.
Signed…………………………………………………………Date……….……………
Evangeline Kinya Ratanya
D61/60079/2011
This research project was submitted for assessment with my authority as the university
supervisor
Signed…………………………………………………Date………………………………
Michael K. Chirchir
Lecturer
School of Business, University of Nairobi
iii
DEDICATION
I dedicate this project to my husband Benjamin Langat, my children Ednah
Cherop and Adriel Chebet. There is no doubt in my mind that without their support,
tolerance and enthusiasm, I could not have completed this process.
iv
ACKNOWLEDGEMENT
I acknowledge the guidance I received from my supervisors Mr. Michael Chirchir
and Mr. Peterson Magutu as I conducted this study. I also appreciate the support from my
friends Mercy Muthoni, Fred, Wilfred Mwigio and Rachael Githii for their ideas,
feedback, advice and assistance. To my respondents your input was very instrumental for
the success of this study. Special thanks to the University of Nairobi for offering me an
opportunity to undertake this research and for your well equipped modern library. To the
whole Walter Reed Fraternity you played a role in one way or another towards this
accomplishment and I am grateful to you all.
To my dear parents and siblings, thank you for your endless support, love and
encouragement without which this journey would not be complete. To Pauline Kangai
and Judy Gacheri, thank you for your support during this period.
Finally special thanks to my dear husband (Benjamin Langat) and my daughters
(Cherop and Chebet) for your endless love and support .You always inspire me.
v
LIST OF TABLES
Table 3.1: Sampling Design .......................................................................................................... 24
Table 4.1: Duration of operation ................................................................................................... 26
Table 4.2: Number of employees .................................................................................................. 27
Table 4.3: Extent of E-procurement Implementation ................................................................... 28
Table 4.4 Communalities .............................................................................................................. 30
Table 4.5: Total Variance Explained ............................................................................................ 31
Table 4.6: Component Matrix ....................................................................................................... 33
Table 4.7: Independent Variables ................................................................................................. 34
Table 4.8: Anova ........................................................................................................................... 35
Table 4.9: Full Model ................................................................................................................... 35
vi
LIST OF FIGURES
Figure 2.1: Conceptual Framework .............................................................................................. 21
Figure 4.1: Number of employees ................................................................................................ 27
Figure 4.2: Scree plot .................................................................................................................... 32
vii
TABLE OF CONTENTS
DECLARATION ............................................................................................................................. ii
DEDICATION ................................................................................................................................ iii
ACKNOWLEDGEMENT .............................................................................................................. iv
LIST OF TABLES ........................................................................................................................... v
LIST OF FIGURES ........................................................................................................................ vi
ABSTRACT ..................................................................................................................................... x
CHAPTER ONE .............................................................................................................................. 1
INTRODUCTION ........................................................................................................................... 1
1.1. Background of the Study .......................................................................................................... 1
1.1.1 E-Procurement Implementation .............................................................................................. 2
1.1.2 Supply Chain Integration ........................................................................................................ 4
1.1.3 Large scale Manufacturing Firms in Kenya ............................................................................ 6
1.2 Statement of the problem ........................................................................................................... 7
1.3 Research Objectives ................................................................................................................... 9
1.4 Value of the Study ................................................................................................................... 10
CHAPTER TWO ........................................................................................................................... 11
LITERATURE REVIEW .............................................................................................................. 11
2.1 E-Procurement ......................................................................................................................... 11
2. 2 Barriers of E-procurement Implementation ............................................................................ 14
2.3 Supply Chain Integration ......................................................................................................... 16
2.3.1 Levels of Supply Chain Integration ...................................................................................... 18
viii
2.3.1.1 Internal Supply Chain Integration ...................................................................................... 18
2.3.1.2 External Supply Chain Integration ..................................................................................... 19
2.4 Conceptual Framework ............................................................................................................ 21
CHAPTER THREE ....................................................................................................................... 22
METHODOLOGY ........................................................................................................................ 22
3.1 Introduction .............................................................................................................................. 22
3.2 Research Design....................................................................................................................... 22
3.3 Target Population ..................................................................................................................... 22
3.4 Sampling Design ...................................................................................................................... 23
Table 3.1: Sampling Design ...........................................................................................24
3.5 Data collection ......................................................................................................................... 24
3.6 Data Analysis ........................................................................................................................... 25
CHAPTER FOUR .......................................................................................................................... 26
DATA ANALYSIS AND INTERPRETATION ........................................................................... 26
4.1 Introduction .............................................................................................................................. 26
4.2 Organizational profile .............................................................................................................. 26
Table 4.1: Duration of operation ....................................................................................26
Table 4.2: Number of employees ...................................................................................27
4.3 Extent of E-procurement Implementation ................................................................................ 28
Table 4.3: Extent of E-procurement Implementation ....................................................28
4.4 Barriers in the Implementation of E-Procurement ................................................................... 29
Table 4.4 Communalities ...............................................................................................30
ix
Table 4.5: Total Variance Explained .............................................................................31
Table 4.6: Component Matrix ........................................................................................33
4.5 Impact of E-procurement Implementation on SC Integration.................................................. 34
Table 4.7: Independent Variables ..................................................................................34
Table 4.8: Anova ............................................................................................................35
Table 4.9: Full Model ....................................................................................................35
CHAPTER FIVE ........................................................................................................................... 36
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS .................................................. 36
5.1 Introduction .............................................................................................................................. 36
5.2 Summary of Findings ............................................................................................................... 36
5.3 Conclusions .............................................................................................................................. 37
5.4 Recommendations .................................................................................................................... 38
5.5 Limitations of the Study ........................................................................................................... 38
5.6 Suggestions for Further Research ............................................................................................ 39
REFERENCES .............................................................................................................................. 40
APPENDICES ............................................................................................................................... 43
Appendix I: Research Questionnaire ............................................................................................. 43
Introduction .................................................................................................................................... 43
Section A: General Information ..................................................................................................... 43
Appendix II: List of Large Scale Manufacturing Firms in Nairobi ............................................... 47
x
ABSTRACT
The purpose of this study was to establish the effect of e-procurement
implementation and business integration among large scale manufacturing firms in
Nairobi. In order to fill this gap the study sought answers to the following three important
questions: what is the extent of e-procurement implementation among large scale
manufacturing firms in Nairobi? What are the barriers of e- procurement implementation
among large manufacturing firms in Nairobi? And what is the impact of e-procurement
implementation on supply chain integration among large scale manufacturing firms in
Nairobi? This study took the form of a descriptive research design and data was
collected through a structured questionnaire from supply chain managers of large scale
manufacturing firms in Nairobi. Frequencies and percentages, factor analysis and
regression analysis were used to analyse the data. It was revealed that the firms share
information among departments and centralization of procurement activities is also
evident among them. However, it is clear that a number of important e-procurement
aspects have not been implemented by these firms. Five barriers to e-procurement
implementation were revealed and they include: getting users to accept the system; lack
of internal integration of functions; resistance from suppliers; lack of willingness from
other stakeholders and lack of enough finances to support the system implementation.
Finally, e-procurement implementation explains 57% of supply chain integration among
large scale manufacturing firms in Nairobi. The study recommends that large scale
manufacturers in Nairobi should link their suppliers. It will also be important to conduct a
comparative study to establish the similarities and differences.
1
CHAPTER ONE
INTRODUCTION
1.1. Background of the Study
The invention of the internet has completely transformed the way most business
organizations operate. Initially the internet was used only as a scientific network but in
the contemporary world, it has relevant and very important applications in most business
aspects. Other innovations in information technology have also necessitated the
development of electronic ways or systems of carrying out various transactions. These
electronic systems of handling transactions have left most modern organizations with few
alternatives other than implementing them if they have to remain in business. Electronic
commerce or E-commerce as it is commonly known is one of the most prominent
applications of internet and information technology that has transformed the scope and
speed of business transactions in many organizations across the globe. E-commerce has
also enabled many organizations to carry out specific supply chain functions such as
procurement online (Essig and Ulli, 2001).
In today’s competitive business environment, procurement is seen as one of the
most important and critical subsets of supply chain management. It has transformed the
fundamental business process through improved information technology. Organizations
are now transacting large volumes of procurement transactions through the internet and
this is viewed as a strategic advantage to the organizations that have already embraced
the practice (Kauffmann and Mohtad, 2002). Information technology is very essential in
the implementation of e-procurement since it includes web technology-based purchasing
2
solutions aimed at simplifying commercial transactions within and between organizations
and information technology solutions for ordering, logistics and handling systems as well
as for payment systems (van Weele, 2010).
Introduction of E-procurement systems is a reflection of the important
developments in the purchasing process ( Neef 2001). E-Procurement is now able to offer
benefits to organizations through purchase process efficiency gains and price reductions;
enhanced collaborative relationships and significant opportunity for improving the
internal service and statutes of the purchasing function (Croom & Johnston, 2003).
1.1.1 E-Procurement Implementation
Procurement encompasses all activities involved in obtaining material and
services and managing their inflow into an organization toward the end user. It includes
obtaining manufacturing supplies for an assembly line as well as obtaining paper and
pencils for a bank (Zenz and Thompson 1994). Procurement is one of the most important
functions of supply chain management that is positioned between an organization's
internal customers in need of material to fulfill their tasks and external suppliers
providing goods and services. The main purpose of this function is to bridge multiple
gaps in order to simultaneously manage external and internal relationships, and to
balance participants' different goals and objectives. Procurement provides a chance for
organizations to exercise the best control over the cost and quality of purchased goods
through operating integrated systems of procurement (Neef, 2001).
3
Electronic procurement is the utilization of information technologies to facilitate
business-to-business (B2B) purchase transactions for materials and services (Wu et al.;
2007). Electronic procurement has been made possible by the development of such
platforms like the internet and the worldwide web that have made it possible to
communicate and share information between various stakeholders in both the upstream
and downstream sides of the supply chain. For organizations to reap the benefits of e-
procurement implementation, they must meet the critical success factors of e-
procurement such as employees and management commitment to success of adoption;
reliability of information technology and supplier performance (Mauti, 2012).
Organizations that have embraced e-procurement enjoy a number of benefits such
as the importance of leveraging the capabilities of the Internet for procurement activities.
Among the most attractive features of B2B procurement transactions on the Internet is
the fact that buyers do not need to make costly long-term commitments to dedicated and
hard-wired procurement systems associated with electronic data interchange (Dai and
Kauffman, 2002).
As much as the proponents of e-procurement argue that it is very significant in
business, it is also clear that even though buyer-supplier coordination is an attractive
feature of proprietary EDI systems that may keep firms from switching to the open B2B
supply chain and procurement platforms, these delays may be reinforced by the supply
risks and uncertainties that are associated with this new generation of Internet-based
systems support. An important aspect of the value that a buyer might place upon Internet-
4
based procurement can be tied to the extent to which procurement activities occur on a
regular or irregular basis, involving the same or different trade partners, for supply items
whose prices are relatively stable or tend to float in a wide enough band so as to create
financial risk in procurement. In addition, other concerns relate to the potential for
Internet security breaches, supply discontinuities due to the bankruptcy of a smaller on-
line supplier, and procedural difficulties in financial settlement (Kauffmann and Mohtad,
2002).
1.1.2 Supply Chain Integration
According to Snow (2011) Supply chain integration is a performance-improving
approach that develops seamless linkages between the various actors, levels, and
functions within a supply chain to optimize customer service. The objectives of supply
chain integration are to improve efficiency and reduce redundancy while also enhancing
product availability. Supply chain integration strives to better connect demand with
supply, which can both improve customer service and lower costs. However, it is not
always possible to simultaneously achieve all these various objectives; a designer may
need to make tradeoffs and balance competing priorities while working toward the
ultimate goal of better serving customers.
Supply chain therefore entails cooperation among organizations in order to avail a
product or service to a customer. These relationships have always involved some degree
of collaboration to solve bottlenecks in the supply chain and overcome bumps in demand
or supply. The relationships however took the form of primarily human-to-human
meetings to facilitate supply chain activities in traditional organizations. The speed with
5
which information travelled limited the utility of that information (Westbrook, 2002). As
communication and Information Technology (IT) solutions became more common and
user-friendly from the 1960’s to the present, the FAX machine and computer enabled
companies to extend the reach of information at faster speeds. Coupling this with more
efficient means of transportation, goods were able to move greater distances at higher
rates of speed. Increased reach and speed of information and the physical flow of goods
shortened inventory cycle times, as well as time to market. The supply chain was
becoming more fluid, but was far from being integrated. Today, the Internet has allowed
companies to move these functions to web-based networks where clusters of businesses
that typically do business with each other come together via the connectivity of the
Internet. Companies can collaborate and communicate with each other through a single
Internet interface. When all the participants in the supply chain become connected
electronically, allowing the unfettered flow of information, the supply chain becomes
fully integrated (Westbrook, 2002).
Utilizing web-based technologies, companies are starting to integrate their supply
chains in a system-to-system manner, minimizing the need for human contact, human
data entry or any sort of human involvement. Moreover, data can move in real-time and
disparities in size of companies are becoming less critical as software providers come up
with solutions that allow small companies to connect with large customers through the
Web. While the applications to connect companies with their trading partners are far from
free, the Internet is a relatively inexpensive medium, unlike a value-added network
(VAN) that charges a per-transaction fee for data transmission. E-Commerce is driving a
6
revolution of the supply chain, as we have known it. With processes that once took days
or week now taking minutes to perform, the potential for cost savings through improved
efficiency is greater than ever. Fortuitously, e-Commerce solution providers have come
forward with new tools that enable supply chain participants the opportunity to connect
and collaborate via web-based networks. While analysts, consultants, solutions providers
and enterprises continue to debate how companies ultimately will integrate those new
tools into their operations and the shape of the supply chain of the future, there is a
consensus forming around one vision for the next-generation supply chain. The
underlying theme is connectivity (Westbrook, 2002).
1.1.3 Large scale Manufacturing Firms in Kenya
Kenya has a large manufacturing sector serving both the local market and exports
to the East African region. The manufacturing sector which is dominated by subsidiaries
of multi-national corporations, contributes an average of 15% towards the Gross
Domestic Product (GDP) of Kenya (PricewaterhouseCoopers, 2006).
The contemporary business environment has forced many large scale
manufacturing firms in Kenya to focus on becoming efficient and flexible in their
manufacturing methods and supply chain management in order to handle the changes that
are brought by the dynamic business environment. Manufacturing firms also need
strategies that can enhance supply chain integration for the sole purpose of managing
efficient flow of goods from the point of production to the end user. Firms in the
manufacturing sector in Kenya can be classified using different methods. According to
Parker and Torres (1994) manufacturing firms in Kenya can be classified based on the
7
quality of service or production, the size of the work force, and the numbers of facilities.
Awino and Gituro (2011) also indicate that manufacturing firms in Kenya can be
classified on the basis of the number of employees they have engaged. They further assert
that large scale manufacturing firms have more than 100 workers; medium firms have
from 51 to 100 workers while small scale manufacturing firms have between 11 to 50
workers.
1.2 Statement of the problem
E-Procurement is more than just a system for making purchases online. It
provides an organized way to keep an open line of communication with potential
suppliers during a business process. E-Procurement helps with the decision-making
process by keeping relevant information neatly organized and time-stamped (Ginner,
2011). Most contemporary organizations are faced with a lot of competition and there is
need for them to reduce costs and increase their profitability. E-procurement has not only
the ability to reduce the costs and increase profitability but also to enhance integration
both within the firm and across the entire supply chain (Pearcy, Parker and Giunipero,
2008).
Manufacturing firms play a very significant role of serving the entire East African
region. With such a wide market, there is need for these companies to have in place an
efficient and effective procurement system that can enhance their production activities.
Manufacturing companies in Kenya need to source for cheaper raw materials from any
market and this can only be made possible if the firms embrace the concept of e-
procurement. Collaboration with other firms who part of their supply chain is also very
8
essential since it leads to integration of the supply chain. Implementation of e-
procurement is therefore the only remedy towards supply chain integration by
manufacturing firms.
There are a number of studies that have been conducted on e-procurement both
locally and globally. For instance Giner (2011) confirmed that a properly implemented e-
procurement system can connect companies and their business processes directly with
suppliers while managing all interactions between them. A good e-procurement system
helps a firm organize its interactions with its most crucial suppliers. It is evident that
although this study focuses on e-procurement, it fails to address the role played by the
web based technologies in supply chain integration.
Another study carried out by Mauti (2012) found out that there are five main
factors that determine the success of e-procurement implementation: employees and
management commitment to success of adoption; reliability of information technology
and supplier performance; monitoring the performance of e-procurement systems; user
acceptance of e-procurement systems and top management support. The study also
confirmed that challenges such as resistance to change from employees, lack of e-
procurement approval by company board, existence of old IT equipment among the firms
that need overhaul and lack of managerial support affect e-procurement implementation
by large scale manufacturing firms in Nairobi. This study however did not indicate how
e-procurement can assist in both internal and external integration of the supply chain.
9
Kabuga (2012) also in his study revealed that the methodologies adopted by large
scale firms included lean thinking, e-procurement, good supplier relationship
management and the control movement of materials using the Kanban system and the
benefits of implementing lean procurement methodologies also include eliminating waste
in all procurement cycles, reduce lead time, reduce inventory, reduce cost, improved
customer satisfaction and improved demand management. The major focus of this study
was on lean procurement hence falls short of substantial literature on e-procurement and
supply chain integration.
Despite the numerous studies on e-procurement, none of the reviewed studies
have focused on the extent of e-procurement implementation and its impact on supply
chain integration. This is a gap that needed to be filled hence this study sought to seal the
existing gap by seeking answers to the following three important questions: what is the
extent of e-procurement Implementation among large scale manufacturing firms in
Nairobi? What are the barriers of e- procurement Implementation among large
manufacturing firms in Nairobi? And what is the impact of e-procurement
Implementation on supply chain Integration among large scale Manufacturing Firms in
Nairobi?
1.3 Research Objectives
i. To determine the extent of e-procurement implementation among
large scale manufacturing Firms
ii. To establish the barriers in the implementation of E-Procurement
among large manufacturing firms in Nairobi.
10
iii. To establish the impact of e-procurement implementation on SC
integration among large scale manufacturing firms in Nairobi.
1.4 Value of the Study
The findings of this study will be beneficial to a number of people. For instance,
those who have academic interest in e-procurement and supply chain integration will be
able to get access to the study as part of the existing literature in the field. The study will
also assist in confirming the theoretical assumptions on the impact of e-procurement on
supply chain integration.
The findings will also be important to other manufacturing firms in Kenya. They
will use the findings as a benchmark for best practice in procurement practices. For those
intending to implement e-procurement, the report will assist them in understanding the
impact of e-procurement in integrating their supply chain. It will therefore act as a
motivation towards e-procurement implementation.
Large scale manufacturing companies in Nairobi will also be able to get a better
understanding of the impact of e-procurement on supply chain integration. This will
enable them to come up with effective policies on e-procurement in order to unlock its
full potential in their companies.
11
CHAPTER TWO
LITERATURE REVIEW
2.1 E-Procurement
Electronic procurement is also referred to as supplier exchange and can be defined
as the business-to-business or business-to-consumer or Business-to-government purchase
and sale of supplies, work and services through the Internet as well as other information
and networking systems, such as Electronic Data Interchange and Enterprise Resource
Planning (Baily, 2008). The essence of e-procurement Web sites is to allow qualified and
registered users to look for buyers or sellers of goods and services. It enables buyers or
sellers to specify costs or invite bids for the various products they have on offer.
Transactions can be initiated and completed using the electronic media. Ongoing
purchases may qualify customers for volume discounts or 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 overhead, and improve manufacturing cycles. E-procurement is
expected to be integrated into the wider Purchase-to-pay (P2P) value chain with the trend
toward computerized supply chain management. E-procurement is done with a software
application that includes features for supplier management and complex auctions (Baily,
2008).
According to the AberdeenGroup, Inc. (2005) there is a new generation of E-
Procurement which is basically on-demand or a software-as-a-service. Organizations can
adopt any option of e-procurement depending on the needs of the company. There are
12
seven main types of e-procurement options that companies can choose from: The first
option is a Web-based Enterprise Resource Planning (ERP) system that can be used in
creating and approving purchasing requisitions, placing purchase orders and receiving
goods and services by using a software system based on Internet technology; the other
type is e- Maintenance, Repair and Overhaul (MRO) which also serves as a web-based
ERP only that the goods and services ordered are non-product related MRO supplies;
There is also e-sourcing which involves identifying new suppliers for a specific category
of purchasing requirements using Internet technology; e-tendering is another e-
procurement option that entails sending requests for information and prices to suppliers
and receiving the responses of suppliers using internet technology; e-reverse auctioning
that uses internet technology to buy goods and services from a number of known or
unknown suppliers; e-informing is also an important option of gathering and distributing
purchasing information both from and to internal and external parties using Internet
technology and e-market sites which expands on Web-based ERP to open up value
chains (Baily, 2008).
Podlogar (2007) asserts that e-procurement value chain consists of indent
Management, e-tendering, e-auctioning, vendor Management, catalogue Management,
and Contract Management. The independent management section of the e-procurement
value chain is involved in the preparation of tenders and it usually optional, with
individual procuring departments defining their indenting process. The procurement of
works and goods differ slightly in that in works procurement, administrative approval and
technical sanction are obtained in electronic format whereas in goods procurement, indent
13
generation activity is done online. E-procurement has almost similar elements like the
manual procurement process. It contains request for information, request for proposal and
request for quotation. Podlogar (2007) further argues that, the main elements in the e-
procurement are buyers, suppliers and Internet access system. Through this system, the
buyer can input their needs using the e-catalog included in the e-procurement program,
these needs are the request for procurement. The entire process is totally automated
through the electronic interchange. The approval is accomplished online, helping cutting
the cycle time.
Success in e-procurement implementation does not just happen but it is a
deliberate effort made by keen e-procurement performers who have long-term, well-
thought-out strategies for the implementation process. Many e-procurement systems are
implemented in phases, with each new phase building off the successes and lesson
learned for subsequent phases. The AberdeenGroup, Inc. (2005) indicates that best
practices in e-Procurement have many things in common which include: Soliciting top
management support to help drive system compliance and ensure sufficient funding and
resources are made available; focusing on ease of use to improve end users’ acceptance
of the system; avoiding underestimating change management; having sufficient focus on
change management; ensuring processes are efficient before applying automated
solutions and having in place a clear definition and reinforcement metrics for measuring
costs, process efficiency, and performance of e-procurement technologies and processes.
14
2. 2 Barriers of E-procurement Implementation
For organizations to gain competitive advantage and succeed in the contemporary
business environment they must manage the integration of business, technology, people,
and processes both within and outside the enterprise. One of the ways through which this
integration can be achieved is through Supply Chain Management (SCM) system which
facilitates inter-enterprise cooperation and collaboration with suppliers, customers, and
business partners. Supply chain integration can bring benefits and competitive advantage
to an organization but its management and implementation pose significant challenges to
organizations. There are key elements of supply chain integration that must be adopted
such as process integration and redesign if integration has to succeed (Awad and Nassar,
2010). Supply chain integration may also involve installation of Enterprise Resource
Planning (ERP) systems and ensuring they communicate or interface with legacy
systems, but it also involves integrating ERP and SCM systems with Customer
Relationship Management (CRM), Product Lifecycle Management (PLM), e-
procurement and e-marketplaces, as well as making them available over the Web to foster
cooperation and collaboration across the entire value chain. Organizations implementing
e-procurement may face a number of challenges such as supplier enablement; user
adoption and budgetary support (Awad and Nassar, 2010).
According to the AberdeenGroup, Inc. (2005) there are sometimes significant
challenges to successful e-procurement implementation. For instance the issue of supplier
enablement is a big challenge in e-procurement implementation. The reason for this is
that during the early days of e-procurement, buying enterprises and solution providers
underestimated the time, effort, and resources required to enable suppliers to transact
15
business electronically but they realized later how paramount it is. Organizations that
embrace best practices in e-procurement use a combination of supplier-enablement
approaches. Though tremendous progress has been made in supplier enablement, all
involved parties such as end users, suppliers, and solution providers – continue to work to
make enablement as simple and cost effective as possible.
The other challenge mentioned by the AberdeenGroup, Inc. (2005) is that of user
adoption. Individual end users and entire business units will naturally resist any change in
business processes that takes away buying power and buying flexibility. Over the past
few years, user adoption has increased at essentially the same pace as the increase in
suppliers enabled. With more products and suppliers on the e-procurement system, users
have less reason to try to circumvent the system. However, there are several factors that
continue to hold back user adoption such as inadequate representation of spending
categories within the system, inconsistent purchase requirements, procedures, supply
bases by site or region, and a lack of executive mandates or policies to drive adoption and
system compliance. AberdeenGroup, Inc. (2005) further argue that most leading
organizations have worked on user adoption for years thus becoming benchmarks of e-
procurement system to end users.
The issue of budget and policy is also of paramount importance and can be a great
obstacle. Securing budget/policy support for e-procurement initiatives is usually a big
challenge for most organizations since most organizations do not understand the benefits
of e-procurement. There is need for organizations to receive top management support in
their efforts to implement e-procurement systems (Baily, 2008).
16
According to Awad and Nassar (2010) organizations implementing supply chain
integration may face a myriad of technical related barriers. For instance supply chain
integration requires that the functions of an organization must first be integrated if e-
procurement has to succeed. Integrating the functions of an organization forces firms to
adopt ERP systems that in most cases fail to integrate all the functions as required. This
makes it difficult to integrate the business functions with the e-procurement system.
2.3 Supply Chain Integration
According to Flynn, Huo and Zhao (2010) supply chain integration is defined as
“the degree to which a manufacturer strategically collaborates with its supply chain
partners and collaboratively manages intra- and inter-organizational processes in order to
achieve effective and efficient flows of product and services, information, money and
decisions to provide maximum value to the customer”. Another definition of supply chain
integration by Vijayasarathy (2010) indicates that it is the adoption and use of
collaborative and coordinating structures processes technologies and practices among
supply chain partners for building and maintaining a seamless conduit for the precise and
timely flow of information materials and finished goods. Therefore, supply chain
integration entails collaboration and coordination either in the company between different
departments or functions or with supply chain partners. Supply chain integration has
attracted several researchers in the last one decade but the theoretical foundation of
supply chain integration lies in Porter’s Value Chain Model (Porter, 1985), where he
explored the notion of linkages.
The supply chain linkages exist in two major forms: There are inter-firm linkages
and also intra-firm linkages. The former type of collaboration and coordination draws the
17
concept of internal integration, which will be out of the scope of this paper, while the
latter delineates external integration. As the above mentioned definitions clearly
emphasize on how important is the management of inter-company relations to achieve
integration, they fail to determine the depth of these relations. The term depth in this case
is an indicator, demonstrating how strong the inter-dependencies between two parties are.
A good example for different kind of relationships could be given from the procurement
literature, where the relationships with suppliers that provide non-crucial goods, which
can be readily found in the market from another supplier, are not as deep and important
as with a supplier, who provides a strategic good to the company. Hansen et al. (2009)
argues that inter-organizational relationships range from short-term, contract-driven
obligations to long-term, trust-based partnerships.
The weakest form of relationship in supply chain integration is said to be arm’s
length and the strongest is joint venture. Emmelheinz and Gardner (1996). Some
researchers also believe that supply chain integration can be explained in form of
processes such as supply chain process integration. A business process can be defined as
structured and measured set of activities with specified business outcomes for customers.
The SCOR model (Supply chain council, 2003) divides supply chain management into
several main business processes and further even more sub-processes. While it
accentuates on the process view of the supply chain, this model also presents supplier and
customers connections to illustrate the whole chain. That is the reason to include SCOR
model in the second dimension of my theoretical construct.
18
2.3.1 Levels of Supply Chain Integration
Supply chain integration can occur at two main levels. The first level of supply
chain integration happen within the organization and is called internal supply chain
integration while the second form of supply chain integration occurs outside the
organization and it is called external supply chain integration. These two levels of
integration are discussed next.
2.3.1.1 Internal Supply Chain Integration
The internal supply chain integration involves the function to function integration
within the organization. This is usually the primary step of integrating the supply chain
operations of an organization and it forms the basis to success of supply chain
integration. High internal integration can reach a level of collaborative internal operation,
with which the whole firm works like an integrated system that results in better
performance and better interdepartmental effectiveness, such as cycle time reduction,
better in-stock performance, increased product availability levels, and improvement in
order-to delivery lead times (Harrison et al, 2008). Moreover, high internal integration is
also the foundation of high external integration. Gimenez (2006) confirms that the
highest levels of external supply chain integration are achieved by firms which have
already achieved the highest levels of internal integration between logistics, production
and marketing.
Integrating the internal supply chain mainly focuses on the processes of the
organization. What is therefore important in internal integration is business process
reengineering (BPR) that enables the firm to build a borderless flat organization
19
combined with ICT-based advanced production modes, such as manufacturing resources
planning (MRPII) ERP (enterprise resources planning), lean production and agile
manufacturing. It therefore involves the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical contemporary measures
of performance such as reduction in cost, enhanced quality, better service, and speed
delivery (Hammer, 1990). Successful implementation of BPR requires organizing around
outcomes instead of tasks; having those who use the output of the process perform the
process; subsuming information-processing work into the real work that produces the
information; treating geographically dispersed resources as though they were centralized;
linking parallel activities instead of integrating their results; putting the decision point
where the work is performed, and build control into the process and capturing the
information once and at the source (Hammer, 1990).
2.3.1.2 External Supply Chain Integration
External Supply Chain integration, or intercompany integration, refers to the
cross-border operational integration in the supply chain which can place customer and
supplier processes closer together. Compared with internal integration, external
integration is a relative new concept, which integrates a firm’s logistics with external
logistics of suppliers and customers by the excellent collaboration between the partners.
High external integration has some features like: increased logistics transactions with
suppliers and customers; increased logistics collaboration between the focal firm with
their customers and suppliers; more indistinct organizational boundary between partners
in logistics collaboration. External integration makes the supply chain operate like a real
20
physical entity to gain more powerful competitive advantage (Huo, Jiang, Jia and Li,
2008).
High external integration can be divided into supply chain operation and
collaborative supply chain operation based on the internal integration level of each firms.
The former one is high external integration with low internal external integration which
rarely exists. The latter one is a real high integration type based on high internal
integration and high external integration and it is the most common form of external
supply chain integration. High-integration supply chain operates in a form of a virtual
organization, which is like a physical entity with high competency. External integration
can be divided into three basic types according to the partner along the material flow -
supplier integration, distributor integration and customer integration (Huo et al., 2008).
21
2.4 Conceptual Framework Figure 2.1: Conceptual Framework
Source: Author From the conceptual framework above, it is clear that there are a number of e-
procurement related functions that need to be performed for an organization to attain
supply chain integration. These functions include sharing of information; linking
suppliers with the organization; customer relationship management; advertising tenders
online and electronic internal procurement. All these functions are independent variables
that lead to supply chain integration.
Independent Variables Dependent Variable
Sharing information
Advertising tenders online
Electronic internal procurement
Linking suppliers
Customer relationship management
Supply Chain Integration
Networking of branches
22
CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presents the methodology that was adopted in this study. Among the
elements discussed in this section are the research methodology the researcher employed
in carrying out the study; the target population from which the sample size was selected;
the sample size and the techniques that were used to select the same; the type of data that
was collected and the instruments that were used to collect the data as well as the
techniques that were applied in analyzing the data that was collected.
3.2 Research Design
This study adopted a descriptive research design. Burns and Grove indicate that a
descriptive research design is important when trying to give a picture of a situation the
way it is without any manipulation of existing variables. Descriptive study was chosen
for this study since it enabled the researcher to involve both qualitative and quantitative
techniques of data analysis.
3.3 Target Population
This study targeted all the large scale manufacturing firms in Nairobi. The Kenya
Association of manufacturers (2013) indicates that there are approximately 455 large
scale manufacturing companies in Nairobi. This implies that the population of this study
was therefore 455 large scale manufacturing firms that are based in Nairobi. Large scale
manufacturing firms were chosen due to the complexity in the nature of demand and
23
supply needs of large manufacturing firms, they stood a very high chance to benefit from
the results of e-procurement implementation and supply chain integration which can
enhance their competitive edge in both the local and global market.
3.4 Sampling Design
The Kenya Association of manufacturers confirms that the large scale
manufacturing companies in Nairobi are divided into a total of 12 sectors. This study
adopted stratified sampling in selecting the firms that were included in the study. In order
to select the sample size, the study adopted Cooper and Schindler (2006) formula which
was also used by Mauti (2012) in identifying a sample size from the large scale
manufacturing firms in Nairobi. Taking a nonzero probability of selection of 0.101 the
sample size was:
Sample size
0.101= this gave a sample size of 46 respondents.
455
This implies that the study involved 46 large scale manufacturing firms that were
selected through stratified sampling as indicated in table 3.1. In order to improve on the
response rate, the researcher distributed 60 questionnaires instead of the 46 indicated in
the sample size.
24
Table 3.1: Sampling Design Sector No. of Firms Percentage in Sector Respondents
Building 6 1.3 1 Food, Beverages 100 22 10 Chemical 62 13.6 6 Energy 42 9.2 4 Plastics 54 11.9 5 Textile 38 8.4 4 Wood Products 22 4.8 2 Pharmaceutical 20 4.4 2 Metal and Allied 38 8.4 4 Leather 8 1.8 1 Motor 17 3.7 2 Paper 48 10.5 5 Total 455 100 46
Source: KAM List (2013)
3.5 Data collection
This study made use of both qualitative and quantitative data. The data was
collected through a structured questionnaire from supply chain managers or their
assistants. The questionnaire was in form of Likert scale. It had four sets of questions that
were presented in form of sections. Section A contained questions on the general profile
of the manufacturing firms; section B contained questions on the extent of e-procurement
implementation among large scale manufacturing firms; section C carried questions on
the challenges in the implementation of E-Procurement while section D contained
questions on the impact of e-procurement implementation on SC integration among large
scale manufacturing firms. The questionnaires were administered using both drop and
pick later method as well as through email.
25
3.6 Data Analysis
Since the data collected was in qualitative and quantitative form, the study
adopted both qualitative and quantitative methods of data analysis. In order to determine
the level of e-procurement Implementation among large scale manufacturing firms,
frequencies and percentages were used. The study also utilized factor analysis to establish
the main challenges of E-Procurement implementation, while regression analysis was
applied to establish the impact of e-procurement Implementation in SC integration among
large scale manufacturing firms in Nairobi. The findings were presented in form of tables
and graphs. The following regression model was used to establish the impact of e-
procurement Implementation in SC integration among large scale manufacturing firms in
Nairobi: Y= a+ b1X1 +b2X2 + b3X3 +b4X4+ b5X5 +b6X6 +e
Where Y represented supply chain integration; a is the constant; X1 is sharing
information; X2 is linking suppliers; X3 is customer relationship management; X4 is
online advertisements; X5 is internal e-procurement; X6 is linking of branches; b1 to b6
are the coefficients of the respective independent variables.
26
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
4.1 Introduction The purpose of this study was to establish the effect of e-procurement
implementation and supply chain integration among large scale manufacturing firms in
Nairobi. The study had three objectives to achieve: to determine the extent of e-
procurement Implementation among large scale manufacturing firms; to establish the
barriers in the Implementation of E-Procurement among large manufacturing firms in
Nairobi and to establish the impact of e-procurement Implementation on SC integration
among large scale manufacturing firms in Nairobi. Data was successfully collected from
46 supply chain managers of large manufacturing firms in Nairobi. This is an indication
that the study was able to achieve a 100% response rate since the sample size was 46
large scale manufacturing firms. The findings from the study are presented next.
4.2 Organizational profile The study sought to obtain from the respondents information regarding the large
scale manufacturing firms they worked for. The aim of this information was to assist the
researcher connect a few characteristics of the organization to e-procurement
implementation. The findings from the study are discussed next.
4.2.1 Duration of operation Table 4.1: Duration of operation
Duration of operation Frequency Percent Valid Percent Cumulative
Percent
0-5 years 2 4.3 4.3 4.3 6-10 years 8 17.4 17.4 21.7 11-15 years 9 19.6 19.6 41.3 More than 15 years 27 58.7 58.7 100.0
Total 46 100.0 100.0
27
It is evident from the findings as illustrated in Table 4.1 that 58.7% of the large
scale manufacturing firms in Nairobi have been in operation for more than 15 years;
19.6% have been in operation for between 11-15 years; 17.4% of the large scale
manufacturing firms have been in operation for between 6-10 years whereas 4.3% have
been in operation for less than five years. The results confirm that most of the large scale
manufacturing firms have been in operation for a long period and have relatively
experienced e-procurement issues.
4.2.2 Number of Employees The study sought to establish the number of employees in each of the large scale
manufacturing firms in Nairobi.
Table 4.2: Number of employees Number of Employees
Frequency Percent Valid Percent Cumulative Percent
Less than 100 2 4.3 4.3 4.3 100-200 5 10.0 17.4 21.7 201-300 28 60.0 19.6 41.3 More than 300 11 23.0 58.7 100.0
Total 46 100.0 100.0
Figure 4.1: Number of employees
28
The findings from the study as illustrated in the bar chart above confirm that
approximately 60% of the large scale manufacturing firms have between 201 to 300
employees; 26% of the large scale manufacturing firms have more than 300 employees;
11% of the large scale manufacturing firms have between 101 to 200 employees while
2.2% have less than 100 employees. The results therefore reveal that majority of the large
scale manufacturing firms have more than 200 employees and hence are large enough to
embrace the use of e-procurement technology in their supply chain functions.
4.3 Extent of E-procurement Implementation One of the specific objectives of this study was to establish the extent to which
large scale manufacturing firms in Nairobi have implemented e-procurement. The
respondents were provided with a set of seven questions that were meant to establish the
extent of implementation. The results from their responses are discussed below.
Table 4.3: Extent of E-procurement Implementation N Minimum Maximum Mean 1 All departments share same
information 46 1 5 2.314
2 Procurement functions are centralized
46 1 5 2.168
3 All branches of the firm are linked and can share information
46 1 5 4.216
4 All internal procurement activities are done electronically
46 1 5 1.472
5 Request for proposals are done online
46 1 5 4.657
6 All the suppliers are linked to the organization
46 1 5 4.561
7 The company uses EDI to link with major customers
46 1 5 2.368
The researcher sought to find out whether large scale manufacturing firms in
Nairobi have a technology in place that allows the various departments within the
organization to share information. The findings tabulated in Table 4.3 confirm that
electronic internal procurement has a mean of 1.472 an indication that it is largely done
29
among the large scale manufacturing firms. Sharing of information among departments
had a mean of 2.314; centralization of procurement activities had a mean of 2.168 and
use of EDI to link other customers a mean of 2.368. This implies that the respondents
agreed that these three practices are common among large scale manufacturing firms.
4.4 Barriers in the Implementation of E-Procurement
The study sought to establish the challenges that hinder the implementation of e-
procurement. The respondents were provided with a set of ten challenges to respond to
using a scale of 1-5 where 1 represented strongly agree and 5 represented strongly
disagree. The responses were subjected to factor analysis in order to establish the
challenges that have a lot of impact on the implementation of e-procurement among large
scale manufacturing firms in Nairobi. The findings are discussed and illustrated next.
30
Table 4.4 Communalities Communalities
Initial Extraction
challenges in linking all
suppliers 1.000 .881
Getting users to accept the
system is a huddle 1.000 .898
Lack of enough finances to
support the system
implementation
1.000 .886
Top management not
supporting the system 1.000 .235
Lack of internal integration of
functions 1.000 .586
Resistance from employees 1.000 .840
ERP systems that do not meet
all company requirements 1.000 .615
Lack of willingness from other
stakeholders 1.000 .854
Resistance from suppliers 1.000 .678
Lack of capacity to integrate by
other companies 1.000 .728
Extraction Method: Principal Component Analysis.
Table 4.4 indicates the total number of challenges that were subjected to factor
analysis with the aim of establishing the ones that have more weight based on the
responses that were provided by the respondents. The ten challenges are: challenges in
linking all suppliers; Getting users to accept the system is a huddle; Lack of enough
finances to support the system implementation; Top management not supporting the
system; Lack of internal integration of functions; Resistance from employees; ERP
systems that do not meet all company requirements; Lack of willingness from other
stakeholders; Resistance from suppliers and Lack of capacity to integrate by other
31
companies. All these challenges before being subjected to factor analysis are assumed to
have equal weights in form of eigenvalues hence each has one eigenvalue.
Table 4.5: Total Variance Explained
The results illustrated in Table 4.5 confirms that after subjecting the ten
challenges to factor analysis, those challenges with more than 1 eigenvalue were
extracted as the challenges with the greatest influence on the implementation of e-
procurement among large scale manufacturing firms in Nairobi. The first challenge
explains 20.316% of the variance on implementation of e-procurement; the second
challenge explains 16.158% of the variance; the third challenge explains 13..328% of the
variance; the fourth challenge explains 12.214% of the variance while the fifth challenge
explains 10.036% of the variance on implementation of e-procurement among large scale
manufacturing firms in Nairobi. In total the five challenges that were extracted explain
Total Variance Explained
Component Initial Eigenvalues Extraction Sums of Squared
Loadings
Total % of Variance Cumulative % Total % of
Variance
Cumulative
%
1 2.032 20.316 20.316 2.032 20.316 20.316
2 1.616 16.158 36.473 1.616 16.158 36.473
3 1.328 13.276 49.750 1.328 13.276 49.750
4 1.221 12.214 61.964 1.221 12.214 61.964
5 1.004 10.036 72.000 1.004 10.036 72.000
6 .923 9.230 81.230
7 .731 7.314 88.544
8 .543 5.426 93.969
9 .479 4.785 98.755
10 .125 1.245 100.000
Extraction Method: Principal Component Analysis.
32
more than 70% of the variance on implementation of e-procurement among large scale
manufacturing firms in Nairobi.
Figure 4.2: Scree plot
From Figure 4.5 above, it is evident that among the ten challenges that were
subjected to factor analysis, only five were extracted up to component number five where
the steep slope ends. Figure 4.2 is a graphical representation of the weights of each of the
ten challenges.
33
Table 4.6: Component Matrix Component Matrixa
Component
1 2 3 4 5
challenges in linking all
suppliers .910 .037 .183 .114 -.071
Getting users to accept the
system is a huddle .929 .110 .134 -.070 .026
Lack of enough finances to
support the system
implementation
.113 -.123 -.579 -.177 .701
Top management not
supporting the system -.444 -.138 .071 -.078 .085
Lack of internal integration of
functions -.094 .676 -.167 -.300 -.041
Resistance from employees -.076 .109 -.473 .656 -.410
ERP systems that do not meet
all company requirements -.154 .559 .443 -.279 .073
Lack of willingness from other
stakeholders .051 .352 .071 .662 .533
Resistance from suppliers -.296 .002 .653 .360 .186
Lack of capacity to integrate by
other companies -.052 .814 -.237 .030 -.072
Extraction Method: Principal Component Analysis.
a. 5 components extracted.
It is evident from the results illustrated on table 4.6 that getting users to accept the
system is the greatest challenge; in the second column lack of internal integration of
functions has the highest weight of 0.676; in the third column resistance from suppliers
has the highest weight of 0.653; in the fourth column lack of willingness from other
stakeholders has the highest weight of 0.662 whereas in the fifth column lack of enough
finances to support the system implementation has the highest weight of 0.701. It is
34
therefore clear from the study that the five major challenges to e-procurement
implementation among large scale manufacturing firms in Nairobi are: getting users to
accept the system; lack of internal integration of functions; resistance from suppliers; lack
of willingness from other stakeholders and lack of enough finances to support the system
implementation.
4.5 Impact of E-procurement Implementation on SC Integration Table 4.7: Independent Variables
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
(Constant) .942 .308 3.056 .004
sharing information .762 .223 .743 3.382 .002
linking suppliers .863 .246 .865 3.509 .001
customer
relationship
management
.295 .197 .326 1.499 .143
online
advertisements .033 .224 .033 .148 .883
linking of branches -.461 .285 -.555 -1.620 .114
internal e-
procurement 1.044 .461 1.123 2.264 .030
a. Dependent Variable: Integration of supply chain functions
Table 4.7 gives results for the independent variables. Sharing information has a
positive value of 0.762; linking suppliers has a positive value of 0.863; customer
relationship management has a positive value of 0.295; online advertisements has a
positive value of 0.033; linking of branches of branches has a negative coefficient of -
0.461 and internal e-procurement has a positive coefficient of 1.044. The model that can
be developed from table 4.7 is Y= 0.942+ 0.762X1 +0.863X2 + 0.295X3 +0.033X4-
35
0.461 X5 +1.044X6 +0.308. This model is capable of explaining 57% of the variance on
supply chain integration among large scale manufacturing firms in Nairobi. The slopes of
the independent variables were all positive except one. This is an indication that there is a
direct relationship between the variables and business integration. The negative slope
indicates an inverse relationship between the variable and business integration.
Table 4.8: Anova
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 4.959 9 .551 2.347 .004
Residual 8.454 36 .235
Total 13.413 45
Table 4.8 indicates that the test of significance of the regression model in Table
4.7 is 0.004. This is an indication that the regression results are significant enough to be
used in explaining the effect of e-procurement implementation integration of supply
chain functions.
Table 4.9: Full Model Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .759a .570 .521 .185
It can be revealed from the model above that the six independent variables, that is;
sharing information, linking suppliers, customer relationship management, online
advertisements, internal e-procurement and linking of branches explain 57% of the
variance in integration of supply chain functions. This is an indication that there is a
variance of 43% that is not explained by the six variables but is attributed to other
variables that are not included in this study.
36
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction The aim of this study was to evaluate the effect of e-procurement implementation
and supply chain integration among large scale manufacturing firms in Nairobi. In this
chapter a summary of findings from the study is provided. The chapter also presents
conclusions and recommendations made upon careful consideration of the findings. It
also provides suggestions on areas where further research is required.
5.2 Summary of Findings
The study reveals that there is some level of e-procurement implementation
among the large scale manufacturing firms in Nairobi. For instance it was established that
most of the large scale manufacturing firms have in place an information system that
enables their departments to share information. This sharing of information is one of the
preliminary foundations upon which e-procurement is founded. It is also evident from the
study that most of the firms have a centralized procurement system that is made possible
through information technology. The results further confirm that most of the firms
practice online internal procurement. This implies that internal procurement activities are
made possible due to e-procurement implementation.
However, the study also reveals that there are some aspects of e-procurement that
are yet to be implemented by most of the large scale manufacturing firms in Nairobi. One
of these aspects is the linking of suppliers. The results indicated that a large number of
firms have not linked their suppliers with appropriate information technology that can
enhance or facilitate e-procurement. This was established even though it was clear from
37
the findings that most of the large scale manufacturing firms in Nairobi make use of
Electronic Data Interchange in sharing vital information with other organizations who are
not necessarily their suppliers. It was also clear from the study that most of the firms have
not linked their branches since most of them are one branch firms.
The results from factor analysis reveal that there are five main barriers to e-
procurement implementation among large scale manufacturing firms in Nairobi. These
barriers are: getting users to accept the system; lack of internal integration of functions;
resistance from suppliers; lack of willingness from other stakeholders and lack of enough
finances to support the system implementation. These are the barriers that the firms need
to address in order to achieve success in e-procurement implementation. The findings
from the study further indicate that the six independent variables: sharing information,
linking suppliers, customer relationship management, online advertisements, internal e-
procurement and linking of branches explain 57% of the variance in integration of supply
chain functions. This implies that 43% of the variance can be attributed to some other
variables not included in this study.
5.3 Conclusions Large scale manufacturing firms in Nairobi have achieved a given degree of e-
procurement implementation. This is evident from the fact that most of the firms are able
to do online internal procurement; share information among departments and
centralization of procurement activities. However, it is clear that a number of important
e-procurements aspects have also not been implemented by these firms. They include
linking of suppliers and linking of branches. The firms also face five main barriers to e-
procurement implementation. They include getting users to accept the system; lack of
38
internal integration of functions; resistance from suppliers; lack of willingness from other
stakeholders and lack of enough finances to support the system implementation. Finally,
e-procurement implementation explains 57% of supply chain integration among large
scale manufacturing firms in Nairobi.
5.4 Recommendations
The study has revealed that most of the large scale manufacturing firms in Nairobi
have not linked their suppliers with appropriate information technology that can enhance
supply chain integration. It will be important for the firms to pursue ways of linking their
suppliers since this is very essential in supply chain integration.
The study also confirms that most of the large scale manufacturing firms in
Nairobi do not advertise requests for proposals online. It will be prudent for these firms to
lay the necessary foundation for online advertisement of requests for proposals.
There are also five major barriers to successful e-procurement implementation
among large scale manufacturing firms in Nairobi. The firms should look for ways of
overcoming these barriers in order to achieve high levels of success in e-procurement
implementation.
5.5 Limitations of the Study
The findings of this study are only directly applicable to the large scale
manufacturing companies in Nairobi.
39
The time duration was not adequate to conduct a survey of all the manufacturing
companies in Nairobi. This is the reason why the study chose to sample a few large scale
manufacturing firms.
5.6 Suggestions for Further Research
This study has only focused on e-procurement implementation and supply chain
integration among large scale manufacturing firms in Nairobi. This same study should be
extended to other industries or even small scale manufacturing firms so that similarities
and differences may be drawn.
It will also be advisable to replicate this same study after some years have elapsed
in order to establish the changes that have taken place since supply chain integration
highly depends on technology which is subject to change.
40
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43
APPENDICES
Appendix I: Research Questionnaire
Introduction
This is a questionnaire for collection of data on the impact of e-procurement on
supply chain integration among large scale manufacturing companies in Nairobi. This is
an academic research and the data collected will specifically be used for academic
purposes only. No information will be divulged from these questionnaires since it will be
confidential.
Section A: General Information
1. How many years has your organization been in operation?
a) 0-5 years
b) 6-10 years
c) 11-15 years
d) More than 15 years
2. How many employees do you have?
a) Less than 100
b) 101-200
c) 201-300
d) More than 300
44
Section B: Extent of e-procurement Implementation
Kindly indicate the extent to which you agree with the following statements
concerning the extent of e-procurement implementation in your organization.
Use the scale of:
1. Strongly agree 2. Agree 3. Not sure 4. Disagree 5. Strongly disagree
No. E-procurement Implementation 1 2 3 4 5
1 All departments share same information
2 Procurement functions are centralized
3 All branches of the firm are linked and can share information
4 All internal procurement activities are done electronically
5 Request for proposals are done online
6 All the suppliers are linked to the organization
7 The company uses EDI to link with major customers
45
Section C: Barriers to e-procurement implementation
Kindly indicate the extent to which you agree with the following statements in
regard to barriers in implementing e-procurement.
Use the scale of:
1. Strongly agree 2.Agree 3 .Not sure 4 .Disagree 5.Strongly disagree
No. Barriers of e-procurement implementation 1 2 3 4 5
1 There are challenges in linking all suppliers
2 Getting users to accept the system is a huddle
3 Lack of enough finances to support the system implementation
4 Top management not supporting the system
5 Lack of internal integration of functions
6 Resistance from employees
7 ERP systems that do not meet all company requirements
8 Lack of willingness from other stakeholders
9 Resistance from suppliers
10 Lack of capacity to integrate by other companies
46
Section D: Impact of E-procurement on supply chain integration
Kindly state the extent to which e-procurement impacts on the following supply chain
integration functions
Use the scale of: 1= Very Large extent 2= Large extent 3= Moderate extent 4= Small
extent 5= No extent at all
No. Impact 1 2 3 4 5
1 Reduction in supply chain costs
2 Assists to link suppliers
3 Assists to link Customers through EDI
4 Advertising of tenders online
5 Sharing of information
6 Integration of supply chain functions
7 Request for proposals done online
8 Linking of branches of the firm
9 Prequalification of suppliers done
online
10 Transaction processing is real time
47
Appendix II: List of Large Scale Manufacturing Firms in Nairobi Energy Sector
A.I Records (Kenya) Ltd
Modulec Engineering Systems Ltd
Kenwestfal Works Ltd
Amedo Centre Kenya Ltd
Mustek East Africa Kenya Power & Lighting Co. Ltd
Assa Abloy East Africa Ltd
Nationwide Electrical Industries
Kenya Scale Co. Ltd/ Avery Kenya Ltd
Aucma Digital Technology Africa Ltd
Nationwide Electrical Industries Ltd
Kenya Shell Ltd
Avery (East Africa) Ltd
Optimum Lubricants Ltd
Libya Oil Kenya Limited
Baumann Engineering Limited
PCTL Automation Ltd
Power Technics Ltd
Centurion Systems Limited
Pentagon Agencies Reliable Electricals Engineers Ltd
Digitech East Africa Limited
Power Engineering International Ltd
Sanyo Armo (Kenya) Ltd
Manufacturers & Suppliers (K) Ltd
Eveready East Africa Limited
Socabelec East Africa
Marshall Fowler (Engineers) Ltd
Frigorex East Africa Ltd
Sollatek Electronics (Kenya) Limited
Mecer East Africa Ltd
Holman Brothers (E.A.) Ltd
Specialised Power Systems Ltd
Metlex Industries Ltd
IberaAfrica Power (EA) Ltd
Synergy-Pro
Metsec Ltd International Energy Technik Ltd
Tea Vac Machinery Limited
East African Cables Ltd
Kenwest Cables Ltd
Virtual City Ltd
Chemical Sector Anffi Kenya Ltd Maroo Polymers Ltd Imaging Solutions
(K) Ltd Basco Product (K) Ltd
Match Masters Ltd Interconsumer Products Ltd
Bayer East Africa Ltd
United Chemical Industries Ltd
Odex Chemicals Ltd
Continental Products Ltd
Oasis Ltd Osho Chemicals Industries Ltd
Cooper K- Brands Ltd
Rumorth EA Ltd PolyChem East Africa Ltd
Cooper Kenya Rumorth East Africa Procter & Gamble
48
Limited Ltd East Africa Ltd Beiersdorf East Africa td
Sadolin Paints (E.A.) Ltd
PZ Cussons Ltd
Blue Ring Products Ltd
Sara Lee Kenya Limited
Rayal Trading Co. Ltd
BOC Kenya Limited Saroc Ltd Reckitt Benckiser (E.A) Ltd
Buyline Industries Limited
Super Foam Ltd Revolution Stores Co. Ltd
Carbacid (CO2) Limited
Crown Berger Kenya Ltd
Soilex Chemical Ltd
Chemicals & Solvents E.A. Ltd
Crown Gases Ltd Strategic Industries Limited
Chemicals and Solvents E.A. Ltd
Decase Chemical (Ltd)
Supa Brite Ltd
Coates Brothers (E.A.) Limited
Deluxe Inks Ltd Unilever Kenya Ltd
Coil Products (K) Limited
Desbro Kenya Limited
Murphy Chemical E.A Ltd
Colgate Palmolive (E.A) Ltd
E. Africa Heavy Chemicals (1999) Ltd
Syngenta East Africa Ltd
Johnson Diversity East Africa Limited
Elex Products Ltd Synresins Ltd
Kel Chemicals Limited
European Perfumes & Cosmetics Ltd
Tri-Clover Industries (K) Ltd
Kemia International Ltd
Galaxy Paints & Coating Co. Ltd
Twiga Chemical Industries Limited
Ken Nat Ink & Chemical Ltd
Grand Paints Ltd Vitafoam Products Limited
Magadi Soda Company Ltd
Henkel Kenya Ltd
Food Sector Africa Spirits Ltd Annum Trading
Company Limited Premier Flour Mills Ltd
Agriner Agricultural Development Limited
Aquamist Ltd Premier Food Industries Limited
Belfast Millers Ltd Brookside Dairy Ltd Proctor & Allan (E.A.) Ltd
Bidco Oil Refineries Ltd
Candy Kenya Ltd Promasidor (Kenya) Ltd
Bio Foods Products Limited
Capwelll Industries Ltd
Trufoods Ltd
Breakfast Cereal Carlton Products UDV Kenya Ltd
49
Company(K) Ltd (EA) Ltd British American Tobacco Kenya Ltd
Chirag Kenya Limited
Unga Group Ltd
Broadway Bakery Ltd
E & A Industries Ltd
Usafi Services Ltd
C. Czarnikow Sugar (EA) Ltd
Kakuzi Ltd Uzuri foods Ltd
Cadbury Kenya Ltd Erdemann Co. (K) Ltd
ValuePak Foods Ltd
Centrofood Industries Ltd
Excel Chemical Ltd W.E. Tilley (Muthaiga) Ltd
Coca cola East Africa Ltd
Kenya Wine Agency Limited
Kevian Kenya Ltd
Confec Industries (E.A) Ltd
Highlands Canner Ltd
Koba Waters Ltd
Corn Products Kenya Ltd
Super Bakery Ltd Kwality Candies & Sweets Ltd
Crown Foods Ltd Sunny Processor Ltd Lari Dairies Alliance Ltd
Cut Tobacco (K) Ltd
Spin Knit Dairy Ltd London Distillers (K) Ltd
Deepa Industries Ltd
Highlands Mineral Water Co. Ltd
Mafuko Industries Ltd
Del Monte Kenya Ltd
Homeoil Manji Food Industries Ltd
East African Breweries Ltd
Insta Products (EPZ) Ltd
Melvin Marsh International
East African Sea Food Ltd
Jambo Biscuits (K) Ltd
Kenya Tea Development Agency
Eastern Produce Kenya Ltd
Jetlak Foods Ltd Mini Bakeries (Nbi) Ltd
Farmers Choice Ltd Karirana Estate Ltd Miritini Kenya Ltd Frigoken Ltd Kenafric Industries
Limited Mount Kenya Bottlers Ltd
Giloil Company Limited
Kenblest Limited Nairobi Bottlers Ltd
Glacier Products Ltd Kenya Breweries Ltd
Nairobi Flour Mills Ltd
Global Allied Industries Ltd
Kenya Nut Company Ltd
NAS Airport Services Ltd
Global Beverages Ltd
Kenya Sweets Ltd Rafiki Millers Ltd
Global Fresh Ltd Nestle Kenya Ltd Razco Ltd Gonas Best Ltd Nicola Farms Ltd Re-Suns Spices
Limited
50
Hail & Cotton Distillers Ltd
Palmhouse Dairies Ltd
Smash Industries Ltd
Al-Mahra Industries Ltd
Patco Industries Limited
Softa Bottling Co. Ltd
Alliance One Tobacco Kenya Ltd
Pearl Industries Ltd Spice World Ltd
Alpha Fine Foods Ltd
Pembe Flour Mills Ltd
Wrigley Company (E.A.) Ltd
Alpine Coolers Ltd Plastics and Rubber
Betatrad (K) Ltd Prestige Packaging Ltd
Haco Industries Kenya Ltd
Blowplast Ltd Prosel Ltd Hi-Plast Ltd Bobmil Industries Ltd
Qplast Industries Jamlam Industries Ltd
Complast Industries Limited
Sumaria Industries Ltd
Kamba Manufacturing (1986) Ltd
Kenpoly Manufacturers Ltd
Super Manufacturers Ltd
Keci Rubber Industries
Kentainers Ltd Techpak Industries Ltd
Nairobi Plastics Industries
King Plastic Industries Ltd
Treadsetters Tyres Ltd
Nav Plastics Limited
Kingway Tyres & Automart Ltd
Uni-Plastcis Ltd Ombi Rubber
L.G. Harris & Co. Ltd
Wonderpac Industries Ltd
Packaging Masters Limited
Laneeb Plastics Industries Ltd
ACME Containers Ltd
Plastic Electricons
Metro Plastics Kenya Limited
Afro Plastics (K) Ltd
Raffia Bags (K) Ltd
Ombi Rubber Rollers Ltd
Alankar Industries Ltd
Rubber Products Ltd
Packaging Industries Ltd
Dune Packaging Ltd Safepak Limited
Plastics & Rubber Industries Ltd
Elgitread (Kenya) Ltd
Sameer Africa Ltd
Polyblend Limited Elgon Kenya Ltd Sanpac Africa Ltd Polyflex Industries Ltd
Eslon Plastics of Kenya Ltd
Silpack Industries Limited
Polythene Industries Ltd
Five Star Industries Ltd
Solvochem East Africa Ltd
Premier Industries Ltd
General Plastics Limited
Springbox Kenya Ltd
Building sector
51
Central Glass Industries Ltd
Kenbro Industries Ltd Manson Hart Kenya Ltd
Karsan Murji & Company Limited
Kenya Builders & Concrete Ltd
Mombasa Cement Ltd
Paper Sector Ajit Clothing Factory Ltd
Paper House of Kenya Ltd
General Printers Limited
Associated Papers & Stationery Ltd
Paperbags Limited Graphics & Allied Ltd
Autolitho Ltd Primex Printers Ltd Guaca Stationers Ltd Bag and Envelope Converters Ltd
Print Exchange Ltd Icons Printers Ltd
Bags & Balers Manufacturers (K) Ltd
Printpak Multi Packaging Ltd
Interlabels Africa Ltd
Brand Printers Printwell Industries Ltd
Jomo Kenyatta Foundation
Business Forms & Systems Ltd
Prudential Printers Ltd
Kartasi Industries Ltd
Carton Manufacturers Ltd
Punchlines Ltd Kenafric Diaries Manufacturers Ltd
Cempack Ltd Conventual Franciscan Friers-Kolbe Press
Kitabu Industries Ltd
Chandaria Industries Limited
Creative Print House
Kul Graphics Ltd
Colour Labels Ltd D.L. Patel Press (Kenya) Limited
Label Converters
Colour Packaging Ltd
Dodhia Packaging Limited
Modern Lithographic (K) Ltd
Colour Print Ltd East Africa Packaging Industries Ltd
Pan African Paper Mills (EA) Limited
Kenya Stationers Ltd
Elite Offset Ltd Ramco Printing Works Ltd
Kim-Fay East Africa Ltd
Ellams Products Ltd Regal Press Kenya Ltd
Paper Converters (Kenya) Ltd
English Press Limited
SIG Combibloc Obeikan Kenya
Textile Sector Africa Apparels EPZ Ltd
Kenya Trading EPZ Ltd
Spinners & Spinners Ltd
Fulchand Manek & Bros Ltd
Kikoy Co. Ltd Storm Apparel Manufacturers Co. Ltd
Image Apparels Ltd Le-Stud Limited Straightline
52
Enterprises Ltd Alltex EPZ Ltd Metro Impex Ltd Sunflag Textile &
Knitwear Mills Ltd Alpha Knits Limited Midco Textiles (EA)
Ltd Tarpo Industries Limited
Apex Appaels (EPZ) Ltd
Mirage Fashionwear EPZ Ltd
Teita Estate Ltd
Baraka Apparels (EPZ) Ltd
MRC Nairobi (EPZ) Ltd
Thika Cloth Mills Ltd
Bhupco Textile Mills Limited
Ngecha Industries Ltd
United Aryan (EPZ) Ltd
Blue Plus Limited Premier Knitwear Ltd
Upan Wasana (EPZ) Ltd
Bogani Industries Ltd
Protex Kenya (EPZ) Ltd
Vaja Manufacturers Limited
Brother Shirts Factory Ltd
Riziki Manufacturers Ltd
Yoohan Kenya EPZ Company Ltd
Embalishments Ltd Rolex Garments EPZ Ltd
YU-UN Kenya EPZ Company Ltd
J.A.R Kenya (EPZ) Ltd
Silver Star Manufacturers Ltd
Timber Sector Economic Housing Group Ltd
Transpaper Kenya Ltd
Wood Makers Kenya Ltd
Eldema (Kenya) Limited
Twiga Stationers & Printers Ltd
Woodtex Kenya Ltd
Fine Wood Works Ltd
Uchumi Quick Suppliers Ltd
United Bags Manufacturers Ltd
Furniture International Limited
Rosewood Office Systems Ltd
Statpack Industries Ltd
Hwan Sung Industries (K) Ltd
Shah Timber Mart Ltd
Taws Limited
Kenya Wood Ltd Shamco Industries Ltd
Tetra Pak Ltd
Newline Ltd Slumberland Kenya Limited
PG Bison Ltd Timsales Ltd Motor Vehicle Assembly and Accessories
Auto Ancillaries Ltd General Motor East Africa Limited
Megh Cushion industries Ltd
Varsani Brakelining Ltd
Impala Glass Industries Ltd
Mutsimoto Motor Company Ltd
Bhachu Industries Ltd
Kenya Grange Vehicle Industries Ltd
Pipe Manufacturers Ltd
53
Chui Auto Spring Industries Ltd
Kenya Vehicle Manufacturers Limited
Sohansons Ltd
Toyota East Africa Ltd
Labh Singh Harnam Singh Ltd
Theevan Enterprises Ltd
Unifilters Kenya Ltd Mann Manufacturing Co. Ltd
Metal and Allied Allied Metal Services Ltd
Morris & Co. Limited
Khetshi Dharamshi & Co. Ltd
Alloy Street Castings Ltd
Nails & Steel Products Ltd
Nampak Kenya Ltd
Apex Street Ltd Rolling Mill Division
Orbit Engineering Ltd
Napro Industries Limited
ASL Ltd Rolmil Kenya Ltd Specialized Engineer Co. (EA) Ltd
ASP Company Ltd Sandvik Kenya Ltd Steel Structures Limited
East Africa Foundry Works (K) Ltd
Sheffield Steel Systems Ltd
Steelmakers Ltd
Elite Tools Ltd Booth Extrusions Limited
Steelwool (Africa) Ltd
Friendship Container Manufacturers
City Engineering Works Ltd
Tononoka Steel Ltd
General Aluminum Fabricators Ltd
Crystal Industries Ltd
Welding Alloys Ltd
Gopitech (Kenya) Ltd
Davis & Shirtliff Ltd
Wire Products Limited
Heavy Engineering Ltd
Devki Steel Mills Ltd
Viking Industries Ltd
Insteel Limited East Africa Spectre Limited
Warren Enterprises Ltd
Metal Crown Limited
Kens Metal Industries Ltd
Pharmaceutical and Medical Equipment Alpha Medical Manufacturers Ltd
Madivet Products Ltd
KAM Industries Ltd
Beta Healthcare International Limited
Novelty Manufacturing Ltd
KAM Pharmacy Limited
Biodeal Laboratories Ltd
Oss. Chemie (K) Pharmaceutical Manufacturing Co.
Bulks Medical Ltd Dawa Limited Regals
54
Pharmaceuticals Cosmos Limited Elys Chemical
Industries Universal Corporation Limited
Laboratory & Allied Limited
Gesto Pharmaceutical Ltd
Pharm Access Africa Ltd
Manhar Brothers (K) Ltd
Glaxo Smithkline Kenya Ltd
Leather Products and Footwear Alpharama Ltd C & P Shoe
Industries Ltd East Africa Tanners (K) Ltd
Bata Shoe Co. (K) Ltd
CP Shoes Leather Industries of Kenya Limited
New Market Leather Factory Ltd
Dogbones Ltd
Source: Kenya Association of Manufacturers (KAM) Directory. July, 2013