EFFECT OF LOGISTICS PLANNING PRACTICE ON SUPPLIER

PERFORMANCE IN PUBLIC INSTITUTIONS: A CASE OF BAHI

DISTRICT COUNCIL, DODOMA -TANZANIA

NAME OF THE STUDENTS: AWADHI WAZIRI NAMAMBA

REGISTRATION NUMBER: 04.0808.02.02.2022

PROGRAMMER NAME: MASTERS IN SUPPLY CHAIN

MANAGEMENT

DECEMBER, 2023
1.0Background
The logistics planning process and supplier performance are crucial aspects that
significantly affect the overall efficiency and effectiveness of public institutions
(Ukwuani 2023). In the case of Bahi District Council in Dodoma, Tanzania, there is a
pressing need to examine the current state of logistics planning and its effect on supplier
performance (Kuwawenaruwa et al. 2020). This research proposal aims to investigate
the relationship between logistics planning and supplier performance within the specific
context of Bahi District Council.

Public institutions, including district councils, heavily rely on suppliers to provide goods
and services necessary for their operations and service delivery (Eckersley et al. 2023).
The performance of these suppliers directly influences the effectiveness and efficiency
of public institutions (Dubey et al. 2023).Timely delivery, quality of goods/services, and
cost-effectiveness are key factors that contribute to supplier performance (Lee and
Zhang 2023). Any shortcomings in supplier performance can lead to delays, disruptions,
and substandard services, ultimately affecting the overall functioning of public
institutions (Elnaiem et al. 2023)

Logistics planning plays a vital role in ensuring the smooth flow of goods and services
within public institutions (Cahyono et al. 2023). It involves activities such as
procurement, inventory management, transportation, and distribution, aimed at
optimizing the supply chain (Becerra, Mula, and Sanchis 2022). Effective logistics
planning ensures that the right goods are available at the right place, at the right time,
and in the right quantity (Vinod Kumar and Gurbani 2022). It also minimizes costs,
reduces lead times, and enhances overall operational efficiency (Gebisa 2023).

Logistics and planning practices are closely connected in supply chain management.
Planning informs logistics operations by forecasting demand, managing inventory,
optimizing transportation, designing warehouses, and maintaining supplier relationships.
Effective planning enables logistics professionals to make informed decisions, ensuring

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timely delivery, minimizing costs, and mitigating risks. By integrating planning practices
into logistics activities, organizations can optimize their supply chains and meet
customer expectations (Gebisa 2023).

However, there are several challenges and gaps in logistics planning and supplier
performance within the public sector, including Bahi District Council. Limited
infrastructure, such as transportation networks, storage facilities, and communication
systems, can hinder the efficient movement of goods and timely delivery (Kanike 2023).

In addition, a lack of skilled personnel and resources dedicated to logistics planning and
supplier management poses a significant challenge (Lugada et al. 2022). Fragmented
processes, where procurement, inventory management, and distribution are not well-
integrated, result in inefficiencies and delays (Chauhan 2023). Furthermore, the absence
of robust systems for monitoring and evaluating supplier performance makes it difficult
to identify areas for improvement and hold suppliers accountable (Sharma and Joshi
2023).

Given these existing conditions, there is an urgent need to study the effect of logistics
planning on supplier performance within Bahi District Council. The findings of this
research will contribute to the existing body of knowledge by providing empirical
evidence on the relationship between logistics planning and supplier performance in the
public sector (Asthana and Dwivedi 2020). The study aims to identify best practices,
develop strategies, and implement interventions to optimize logistics planning and
improve supplier performance (Shukla et al. 2023). Ultimately, this research seeks to
enhance the overall efficiency and effectiveness of Bahi District Council, leading to
improved service delivery and public satisfaction (Kuwawenaruwa et al. 2020).

1.1 Statement of the problem

In spite of the extensive body of literature on logistic planning and suppliers’
performance, gaps exist in term of limited focus on specific industries or contexts Rlston
et al (2023) and inadequate examination of mediating or moderating factors (Mentzer et

2
al 2001). Furthermore, there is a need for longitudinal studies Shalma and Josh (2023)
considering of small and medium scale enterprises (SMEs) (Lozhevska et al 2023).
Despite the importance of logistics planning to supplier performance in Bahi District,
there exist significant challenges and gaps that hinder overall efficiency and
effectiveness of suppliers performance in public entities (Nikseresht, Golmohammadi,
and Zandieh 2023). Lack of skilled personnel, fragmented processes, and the absence of
robust monitoring and evaluation systems in logistic planning are among the key
obstacles to suppliers performance. (Burke et al. 2023). Consequently, the timely
delivery of goods and services is compromised, resulting in delays, disruptions, and
substandard services as a result of poor logistic planning (Singh et al. 2019)

Given the existing state of logistics planning and supplier performance, there is a
pressing need for comprehensive investigation to understand the relationship between
logistics planning and supplier performance and to identify areas for improvement
(Richey et al. 2023). By addressing these issues, public organizations can enhance their
procurement and supply chain management practices, ultimately leading to improved
service delivery and increased public satisfaction (Mondal and Samaddar 2023).

Furthermore, poor logistic planning procedures can have severe consequences,

including poor suppliers performance, loss of time and financial resources, conflicts of
interest among public servants, and unfair competition resulting from ineffective
advertisement practices (Mkhize 2023). Procurement and supply chain management in
public organizations encompass the organizing, planning, and execution of the flow of
goods from development and purchasing through production and distribution to the final
customer, with the aim of meeting requirements at minimum cost and capital investment
(Matebese-Notshulwana 2021)

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1.2 Objectives
1.2.1 General objective
The study aims to explore the effect of logistics planning on supplier performance in
public organizations.

1.2.2 Specific objective

The study will be guided by the following specific objectives.

(i) To assess the status of logistics planning practices within Bahi District, Dodoma,
Tanzania.
(ii) To assess the effect of logistics planning on supplier performance in Bahi
District, Dodoma, Tanzania.
(iii) To assess the influence of logistics planning on supplier performance in
Bahi District, Dodoma, Tanzania.
1.3 Research Questions
(i) What is the current state of logistics planning processes in Bahi District,
Dodoma, Tanzania?
(ii) How do supplier performance metrics compare in relation to logistics planning
requirements in Bahi District, Dodoma, Tanzania?
(iii) What is the effect of logistics planning on supplier performance in Bahi
District, Dodoma, Tanzania?
1.4 Significance of the research
The research aims to improve logistics planning and supplier performance in Bahi
District, Dodoma, Tanzania. By identifying areas for improvement, providing
recommendations, and aligning supplier metrics with planning requirements, it will
enhance efficiency, service delivery, and partnerships. The research will be tailored to
the district's context, filling gaps, generating insights, and benefiting logistics knowledge
and practices. Positive changes in operations and management are expected to occur,
benefiting Bahi District in the future.

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2.0 Literature review
This section serves as a critical component of research, providing a comprehensive
analysis and synthesis of existing scholarly works related to the research topic. This
section aims to evaluate and summarize the current state of knowledge, identify gaps or
inconsistencies in previous studies, and lay the foundation for the research being
conducted.
2.1Definition of terms
2.1.1 Logistics Planning
Logistics planning involves strategizing, organizing, and coordinating activities and
resources in the supply chain (Ukwuani 2023). It optimizes transportation, inventory,
warehousing, and distribution to ensure efficient product flow. The goal is to minimize
costs, enhance customer satisfaction, and improve operational performance. In this
study, logistics planning focuses on coordinating and optimizing public sector logistics
in Bahi District, Dodoma, Tanzania to improve efficiency, reduce costs, and enhance
operational performance.

2.1.2 Supplier performance

Supplier performance assessment involves evaluating suppliers based on predefined
criteria such as quality, delivery, responsiveness, cost-effectiveness, and contractual
compliance (Mukucha and Chari 2021). It aims to measure their ability to meet
expectations and maintain a productive relationship. In this study, supplier performance
refers to evaluating suppliers' effectiveness in meeting public organizations'
requirements in Bahi District, Dodoma, Tanzania. The goal is to optimize logistics
operations and enhance overall performance by considering factors like quality,
reliability, responsiveness, cost-effectiveness, and contractual adherence.

2.1.3 Public Institutions

Public institutions are government-funded organizations that serve the public by
providing essential services, enforcing policies, and promoting social welfare (Imran et
al. 2022). In the context of this study, public institutions refer to government-funded
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organizations within Bahi District, Dodoma, Tanzania that are involved in logistics
operations and service delivery, such as transportation, warehousing, procurement, and
distribution, with the aim of meeting the needs of the public and optimizing operational
efficiency.

2.2Theoretical review
2.2.1 Supply Chain Management Theory
Supply Chain Management (SCM) Theory focuses on coordinating and integrating
activities within a supply chain network to optimize flow and achieve operational
efficiency (Ralston et al., 2023; Ivanov et al., 2023). SCM emerged in the 1980s to
address complexities and emphasizes strategic alignment, communication, and decision-
making for competitive advantage (Ivanov et al. 2023). It aims to improve coordination,
collaboration, and information sharing among supply chain partners for cost reduction
and customer satisfaction (Sharma and Joshi 2023)

This theory focuses on the coordination and integration of various activities and entities
within the supply chain to achieve operational efficiency and customer satisfaction
(Eckersley et al. 2023).

It could be relevant in understanding the overall supply chain dynamics, including

transportation, inventory management, and distribution, and how they effect logistics
planning in the public sector.

2.2.2 Performance Measurement Theory

Performance Measurement Theory focuses on assessing organizational performance
through metrics and indicators (Furculi a 2023). It evolved in the 1980s and 1990s,
emphasizing a balanced approach that considers financial and non-financial perspectives
(Sardi et al. 2023). The theory enables organizations to evaluate performance, identify
areas for improvement, and align activities with strategic objectives (Nikulina and
Wynstra 2022)

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This theory emphasizes the importance of measuring and evaluating performance
indicators to assess the effectiveness and efficiency of organizational processes and
activities (Chan, Lill, and Maas 2023). It could be relevant in evaluating the
performance of logistics planning practices within public institutions in Bahi District and
identifying areas for improvement.

2.2.3 Stakeholder Theory

Stakeholder Theory, established in the 1980s, explores the relationships between
organizations and their stakeholders. It was developed by R. Edward Freeman to address
the broader effect and responsibilities of organizations beyond just shareholders
(Mahajan et al. 2023). The theory recognizes that organizations have obligations to
various stakeholders, including customers, suppliers, employees, and the community
(Mukucha and Chari 2021). Stakeholder Theory emphasizes the importance of
understanding stakeholder interests and aligning them with organizational goals for
sustainable and ethical decision-making (Emshoff and Freeman 2023). This theory
focuses on the relationships and interactions between organizations and their
stakeholders, including customers, suppliers, and the broader community (Mukucha and
Chari 2021). It could be relevant in understanding the stakeholder perspectives and
expectations related to logistics planning in the public sector, and how to align these
interests for effective planning and service delivery.

Among the theories discussed, Supply Chain Management Theory holds relevance to
this study. It offers a comprehensive viewpoint on the coordination and integration of
logistics activities within the supply chain, which is vital for effective logistics planning
in the public sector (Shukla et al. 2023). By adopting this theory, the study can delve into
how logistics planning practices can be enhanced to enhance the overall efficiency and
effectiveness of public institutions in Bahi District. This includes examining various
aspects of the supply chain, such as transportation, inventory management, and
distribution, to identify opportunities for improvement and optimize logistics planning
processes. Taking a holistic approach informed by Supply Chain Management Theory

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can help identify strategies to streamline operations, reduce costs, and enhance service
delivery within the public sector in Bahi District. However, its great weaknesses of
Supply Chain Management (SCM) Theory are Complexity, information sharing barriers,
and implementation challenges (Nikulina and Wynstra 2022)

2.3 Empirical review

2.3.1 Logistics planning processes
Logistics planning is vital for managing the flow of goods and materials in supply
chains. Demand forecasting Boukachour and Benaini, (2023),helps organizations
anticipate customer demand, facilitating better procurement, production, and distribution
planning. Accurate forecasting, based on historical data and market trends, informs
decisions on inventory levels and resource allocation. Inventory management
Lozhachevska et al., (2023) is another crucial aspect of logistics planning. It involves
optimizing inventory levels, implementing efficient ordering strategies, and minimizing
stockouts and excess inventory. Effective inventory management balances inventory
costs with timely product availability to meet customer demand.

Transportation management Mashwama, Mushatu and Aigbavboa, (2018), is crucial for

coordinating goods movement in the supply chain. It involves selecting transportation
modes, optimizing routes, and managing freight costs. Efficient transportation reduces
costs, improves delivery times, and enhances supply chain performance. Warehousing
and storage are also integral to logistics planning, providing facilities for inventory
handling (Maltese et al., 2023). Effective warehouse management optimizes storage
space, improves picking and packing processes, and ensures proper inventory rotation.
Well-designed warehousing strategies streamline operations and enable prompt customer
fulfillment.

According to Ralston et al., (2023) order processing and fulfillment are key processes
within logistics planning. They involve receiving and processing customer orders,
coordinating order picking and packing, and managing order tracking and delivery.

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Efficient order processing and fulfillment contribute to customer satisfaction by ensuring
accurate and timely order fulfillment.

According to Mukucha and Chari (2021), information technology (IT) systems play a
vital role in modern logistics planning. Technologies such as warehouse management
systems (WMS), transportation management systems (TMS), and enterprise resource
planning (ERP) software enable organizations to automate and integrate various logistics
processes. IT systems enhance visibility, accuracy, and efficiency within logistics
operations. According to CSCMP (2017), continuous monitoring, analysis, and
improvement are critical for effective logistics planning. Organizations need to monitor
key performance indicators (KPIs), analyze operational data, and identify areas for
improvement. Continuous improvement initiatives enable organizations to enhance
logistics processes, optimize resource utilization, and align with changing market
conditions.
2.3.2 Supplier performance metrics in relation to logistics planning
requirements.
Supplier performance in logistics planning is assessed using key metrics such as on-time
delivery, inventory management, quality, cost, pricing, and communication/collaboration
(Nikulina and Wynstra 2022). On-time delivery is crucial for smooth goods flow,
reducing disruptions and satisfying customer demand (Farah Jawdat Khaled 2019).
Efficient inventory management, including accurate demand forecasting and minimizing
stockouts, optimizes planning and inventory levels (Mkhize 2023).

Supplier quality performance effects logistics operations (Montalbn-Domingo et al.

2019). Suppliers are assessed for meeting quality requirements and industry standards.
Consistent quality enhances efficiency and customer satisfaction. Assessing suppliers
based on cost and pricing optimizes planning (Matebese-Notshulwana 2021). Factors
like competitiveness, payment terms, and value for money are considered. Informed
decisions and cost-effective operations are achieved. Effective communication and
collaboration with suppliers are critical (Eckersley et al. 2023). Responsiveness,

9
communication channels, and willingness to collaborate are evaluated. Strong
communication facilitates planning.

Furthermore, comparing supplier performance metrics in logistics planning includes

evaluating on-time delivery, inventory management, quality performance, cost, and
pricing, and communication and collaboration. These evaluations optimize operations
and improve customer satisfaction.

2.3.3 Logistics planning on supplier performance.

Logistics planning is a critical aspect of supply chain management that enables
organizations to effectively manage the flow of goods and materials. According to
Ralston et al.(2023), collaboration and communication between organizations and
suppliers are essential for supply chain performance. By involving suppliers in logistics
planning, organizations can enhance visibility and align operations to improve overall
performance. Additionally, Shukla et al.(2023), emphasizes the importance of timely and
accurate information sharing in logistics planning, enabling suppliers to plan their
production and transportation activities effectively.

Supply chain visibility plays a significant role in influencing supplier performance.

According to Maltese et al.(2023), logistics planning provides visibility into the supply
chain, allowing suppliers to track goods, monitor inventory, and proactively address
disruptions. This enhanced visibility contributes to improved supplier performance.
Efficient inventory management is another key outcome of logistics planning. As
highlighted by Lozhachevska et al.(2023), logistics planning enables organizations to
optimize inventory levels by accurately forecasting demand and coordinating with
suppliers. Effective inventory management minimizes disruptions and positively effects
supplier performance.

Transportation optimization is an integral part of logistics planning. Maltese et al.,

(2023) state that selecting cost-effective transportation modes, optimizing routes, and
consolidating shipments result in reduced transportation costs and improved delivery

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times, benefiting both organizations and suppliers. Furthermore, Shukla et al., (2023)
emphasize the significance of performance measurement and continuous improvement
in logistics planning. Regular performance reviews and feedback enable suppliers to
enhance their performance over time.

Moreover, logistics planning has a significant influence on supplier performance.

Collaborative efforts, timely information sharing, supply chain visibility, efficient
inventory management, transportation optimization, and performance measurement all
contribute to improved supplier performance. Organizations that prioritize effective
logistics planning can optimize their supply chain operations and enhance overall
performance. These findings highlight the importance of considering logistics planning
as a strategic element in supply chain management.

2.4Research Gap
Despite the extensive body of literature on logistics planning and supplier performance,
research gaps exist in terms of limited focus on specific industries or contexts Ralston et
al.(2023), and inadequate examination of mediating or moderating factors (Mentzer et
al., 2001). Furthermore, there is a need for longitudinal studies Sharma and Joshi (2023),
consideration of small and medium-sized enterprises (SMEs) (Lozhachevska et al.
2023), and comparative studies Maltese et al.(2023), to enhance our understanding of
the relationship and provide practical implications for organizations.

2.5A conceptual framework

The conceptual framework assumes that effective logistics planning Ralston et al.(2023)
positively influences supplier performance Lozhachevska et al.(2023; Ralston et al.,
2023) by fostering collaboration and communication He et al.(2017) enhancing supply
chain visibility Ivanov et al.(2023), enabling efficient inventory management Nikulina
and Wynstra (2022), optimizing transportation Sharma and Joshi (2023), and facilitating
performance measurement and continuous improvement Mukucha and Chari, (2021).
These assumptions guide the selection of variables and relationships in empirical

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studies, providing a foundation for understanding the effect of logistics planning on
supplier performance as shown in Figure 1.

Independent variables Dependent variable

Logistics planning
 Adoption of Technology
 Resource Allocation
 Collaboration and Coordination

Supplier Performance
Planning requirements
(collaboration and communication)  Quality Conformance
 On-time Delivery  Responsiveness to Issues
 Order Accuracy  Cost Competitiveness
 Product Quality

Supply chain visibility

 Inventory Visibility
 Supplier Collaboration
 Event Management
 Risk Management

Figure 1:A conceptual framework

Source: Constructed by the Researcher from the Literature review (2023)

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3.0Research Methodology
3.1Study area
The study will be conducted in Bahi District, which has been chosen as the study area
due to its relevance as a public institution in Dodoma, Tanzania. Bahi District Council
faces logistical planning challenges that effect supplier performance. These challenges
may include inadequate infrastructure, inefficient inventory management, unreliable
delivery schedules, and lack of coordination in procurement processes. Investigating
these logistic planning -related problems will provide insights into how they affect
supplier performance within the district.
Research designs
The research design outlines the structure and approach of the investigation to address
research questions and control variability (Gatitu, Kabubo, and Ajwang 2020). In this
study, an explanatory design will be employed to assess the influence of logistic
planning procedures on supplier performance. A cross sectional design will be employed
to understand causal relationship between logistic planning and supplier performance.
Aims to provide deeper understanding of effect.
3.2Research approach
The research approach in this study involves selecting a quantitative methodology. This
approach is chosen because it allows for the collection and analysis of numerical data,
facilitating a rigorous investigation of relationships between variables (Kothari and Garg
2014).
3.3Population, sample, and sampling strategies
3.3.1 Population of the study
The study will be done in Bahi District Council. The study population will comprise the
registered pre-qualified suppliers in Bahi District Council. In this study therefore, a
target population are the pre-qualified suppliers in Bahi District Council shows that,
there is more than 123 pre-qualified suppliers in Bahi District

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3.3.2 Sample size
The sample size is the portion of the population selected by the researcher to gather
information for the study (Kothari and Garg 2014). In the Bahi District Council with
many beneficiaries, the sample size will be determined using Solvin's formula from a
total population of 123 pre-qualified suppliers in Bahi District Council (Equations 1).
Solvin's formula calculates the appropriate sample size.
N
n=
1+ N ¿ ¿
Whereby:
n = number of sample sizes,
N = total of target population
e = standard error of sampling.
¿ 123
Sample
1+123∗¿ ¿
From the computation, the total sample of 94 pre-qualified suppliers will be considered
in this study.

3.3.3 Sampling Procedures

According to Taherdoos t(2015) sampling involves the selection of a smaller subgroup
from a larger population to serve as a representative sample. In this study, a systematic
sampling approach was utilized to choose a sample size of 94 respondents.
3.4Data collection methods
The researcher will employ a mixed-methods approach, utilizing a Likert scale
questionnaire specifically designed for the 94 pre-qualified suppliers. The questionnaire
will be administered personally by the researcher. Stratified sampling will be utilized to
ensure representation from different categories of suppliers based on their characteristics
or attributes such as size, type, or performance level. This approach will provide a more
comprehensive understanding of the respondents' expectations and perspectives.

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To ensure effective data collection, the researcher will coordinate with the respondents
to determine suitable timing for administering the questionnaires, including specific
dates for data collection. Adequate time will be allocated to allow the respondents to
complete the questionnaires and provide their responses. Additionally, interviews and
document analysis may be conducted to gather supplementary qualitative data and gain a
deeper understanding of the logistics planning practices and their effect on supplier
performance.
3.5Data analysis
Data analysis will involve three parts, objective one will be analyzed by descriptive
method by using statistics, objective two will be analyzed by regression model while
objective three will be analyzed by multiple regression model where the multiple
regression will be used to analyze the effect of logistics planning on supplier as shown in
equation

(2).
SP=β 0 + β 1 LoP+ β 2 PR+ β 3 SCV + ε (2)
Where.
SP=¿ Supplier Performance, LoP=¿Logistics planning, PR=¿ Planning requirements,
SCV =¿Supply chain visibility, β 0 , β 1 , β 2 ,∧β 3are coefficients of independent variables;
and ε =is error term.

3.6Data reliability and validity

3.6.1 Reliability
Reliability refers to the consistency and stability of the findings that enables the findings
to be replicated (Kumar, Maiti, and Gunasekaran 2018). To ensure data reliability, this
study will employ two approaches. Firstly, a test-retest method will be used to assess the
consistency of participants' responses over time. This will help determine if the
measurements yield similar results when administered to the same participants on
different occasions. A high level of agreement between the test and retest responses
indicates good data reliability. Secondly, internal consistency reliability will be assessed

15
using techniques like Cronbach's alpha. This statistical measure examines how
consistently the items within a scale or questionnaire measure the same underlying
construct. A high Cronbach's alpha value (typically above 0.7) indicates good internal
consistency and suggests that the items are measuring the intended construct reliably.
3.6.2 Validity
Validity is concerned with whether the findings are really about what they appear to be
about (Saidi and Siew 2019). Validity ensures that, the instrument used in the study
measures what it is intended to measure. To establish data validity, this study will
carefully select or develop measurement instruments that capture relevant dimensions.
Construct validity will be assessed by examining relationships between variables, while
criterion validity will compare results to established standards.

3.7Ethics Consideration
Ethics considerations are crucial in this study to protect participants' rights and well-
being. The key considerations include obtaining informed consent, ensuring
confidentiality and anonymity, minimizing risks, maintaining researcher integrity, and
obtaining approval letter from College of Business Education ethics review board. These
measures prioritize participant protection, research integrity, and ethical conduct.

16
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 APPENDICES

APPENDIX I:QUESTIONNAIRES RESPONDENTS

Hello. I …………… a master’s degree student at the College of Business Education,
Dodoma campus. I will appreciate if you will be willing to respond to few of my
questions. This research is intended for study purposes only and your responses will be
treated with outmost secrecy/anonymity, and they will not be used anywhere else. Based
on my description, I would like to know if you are ready to answer/respond to my
questions which will take about 15 minutes to complete.
SECTION A: Respondents’ information
1. Gender ……………………………………………
2. Age……………………
3. Duration of Doing business……
4. Education……
SECTION B: Please read carefully and tick correct option to describe your feelings
about the aspects below (SDG=Strongly Diasgree, DG=Disagree, N=Neutral,
AG=Agree, and SG= Strongly Agree)

S/N STATEMENT SDG DG N AG SG

Logistics planning
Logistics planning processes in Bahi District
have an average level of effectiveness and
meet the basic requirements in terms of
1 adoption of Technology, Resource 1 2 3 4 5
Allocation, and Collaboration and
Coordination

Logistics planning processes in Bahi District

2 have some positive aspects, but there is room 1 2 3 4 5
for improvement.
Logistics planning processes in Bahi District
3 have some deficiencies, but there are also 1 2 3 4 5
areas of effectiveness.

23
S/N STATEMENT SDG DG N AG SG
Lgistics planning processes in Bahi District
4 have an equal balance of strengths and 1 2 3 4 5
weaknesses.
Planning requirements
Supplier's performance falls significantly
below the logistics planning requirements in
terms of metrics such as on-time delivery,
5 1 2 3 4 5
Order Accuracy , inventory management,
quality, cost, pricing, and
communication/collaboration.
Meeting Expectations: Suggests that the
supplier's performance meets the logistics
6 planning requirements to a satisfactory 1 2 3 4 5
extent, demonstrating competence in the
specified metrics.
Supplier's performance surpasses the
logistics planning requirements,
7 1 2 3 4 5
demonstrating exceptional competence in the
specified metrics.
Supplier performance metric is not
8 1 2 3 4 5
applicable or has not been evaluated.
Supply chain visibility
Logistics planning has no significant effect
on supplier performance in terms of metrics
such as on-time delivery, inventory
9 1 2 3 4 5
management, quality, cost, pricing, Event
Management, Risk Management and
communication/collaboration.
Logistics planning has some influence on
10 supplier performance, but the effect is 1 2 3 4 5
relatively minor or inconsistent.
Logistics planning has a noticeable and
consistent influence on supplier
11 1 2 3 4 5
performance, positively affecting the
specified metrics.
Logistics planning has a strong and
significant influence on supplier
12 1 2 3 4 5
performance, leading to substantial
improvements in the specified metrics.
Supplier Performance
13 Supplier's performance is consistently below 1 2 3 4 5
expectations and fails to meet the required
standards in terms of metrics such as on-time
delivery, product quality, Quality
Conformance, Responsiveness to Issues,

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S/N STATEMENT SDG DG N AG SG
Cost Competitiveness, communication, and
collaboration.
Supplier's performance meets the basic
14 requirements but lacks consistency or shows 1 2 3 4 5
room for improvement in certain areas.
Supplier's performance consistently meets or
exceeds expectations, demonstrating
15 1 2 3 4 5
competence in meeting the specified metrics
and requirements.
Supplier performance, where the supplier
consistently exceeds expectations and
16 1 2 3 4 5
demonstrates outstanding competence in all
relevant metrics and requirements.

25
APPENDIX II:RESEARCH BUDGET
Expense Category Estimated Cost (in TZS)
Personnel 2,000,000
Data Collection 1,400,000
Research Materials 580,000
Travel and Field Visits 870,000
Data Analysis Software 350,000
Publication and Dissemination 580,000
Contingency 290,000
Total 6,070,000
Source: Researcher, 2023

26
APPENDIX III:TIME SCHEDULE
The research is will take months. The detailed research activities of each month are
presented on table below.

S/N Name of the Month Planned Research Activities

1 October - December,2023 Selection of research title, development of

concept notes, research proposal, and
defending the research proposal

2 January - February, 2024 Field work (Data Collection)

3 March, 2024 Data Analysis, Report Writing and

Submission of the First draft of the Research
Report

4 April, 2024 Working on Corrections and Final Comments

from the Main Supervisor

5 May, 2024 Defending Research Report, Final Editing

and Correction and Submission of the Final
Research Draft

Source: Researcher, 2023

27