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ASSESSMENT OF SUPPLIER
EVALUATION MATRIX IN
TANZANIA NATIONAL PARKS
Research Paper
John E. Moshiro
2011
CASE STUDY
OF
CHAPTER FOUR....................................................................................................................... 13
RESEARCH DATA PRESENTATION AND ANALYSIS OF FINDINGS .................................... 13
4.0 Introduction ................................................................................................................................................. 13
4.1 The existing Supplier Evaluation Matrix at MINAPA ............................................................................ 13
4.1.1 Evaluation Process Practiced in the Organization ................................................................................... 13
4.1.2 Procurement Methods and the evaluation matrix .................................................................................... 14
4.1.3 Common Evaluation Matrix used in Procurement of Goods .................................................................. 15
4.1.4 Evaluation Matrix for Consultancy Services ............................................................................................ 17
4.1.5 Evaluation Matrix for Non-Consultancy Services .................................................................................... 18
4.1.6 Price in the Matrix and Bid Cost Analysis ................................................................................................ 19
4.2 The Suppliers and the Matrix in Meeting Objectives .............................................................................. 20
4.2.1 Meeting of Purchasing Objectives ............................................................................................................. 20
4.2.2 Failure of Supplier to met Purchasing objectives ..................................................................................... 21
4.3 Strength and problems of the existing supplier evaluation matrix done in MINAPA .......................... 21
4.3.1 Strength of the existing supplier evaluation matrix ................................................................................. 21
4.3.2 Problems facing the existing supplier evaluation matrix ......................................................................... 23
4.4 Qualification and skills of the members of evaluation committee ........................................................... 24
4.5 Recommendations from staff to improve supplier evaluation and selection at MINAPA .................... 25
REFERENCES ............................................................................................................................ 31
APPENDICES I .......................................................................................................................... 32
DECLARATION
……………………………. ……………………
Student Signature Date
Supervisor
………………………. ………………….
Supervisor’s Signature Date
Internal Examiner
……………………………. ....………………...
Internal Examiner Signature Date
COPYRIGHT
© 2011 Copyright
John Ernest M
AO - Accounting Officer
CPA - Certified Public Accountant
CSP - Certified Supplies Professional
CPSP - Certified Procurement and Supplies Officer
CPW - Chief Park Warden
MINAPA - Mikumi National Park
MU - Mzumbe University
OTB - Organizational Tender Board
PPA - Public Procurement Act
PPRA - Public Procurement Regulatory Authority
PMU - Procurement Management Unit
TANAPA - Tanzania National Parks
TB - Tender Board
TIN - Tax Identification Number
TRA - Tanzania Revenue Authority
VAT - Value Added Tax
Table 3: Below outline the sample of the Bid Cost Analysis ……………………………...…..18
Table 6: The weakness of the methods used at MINAPA for supplier evaluation process…….23
Table 8: Opportunity of staff to attend short course / training in supplier evaluation process…24
Table 11: Recommendation from staff to improve supplier evaluation matrix ………………..26
First of all, I thank Almighty God for bestowing me with good heath and patience for the
completion of this work
I would like to express my sincere gratitude to my supervisor Mr. Njovu for his supervision and
contribution in the successful of the research period until the task was accomplished. I would
also like to take this opportunity to thank all those who assisted me in one way or another
directly or indirectly, moral and material support.
I‟m also grateful to the employees of MINAPA mainly Chief Park Warden (Mr. J.J Shemkunde),
Department of Procurement and Supplies (Mr. D. Massawe), Finance Department (Mr. Omary),
and Works Department (Mr. V. Mongi) and Stores In-Chage (Mr. K. Mavura) which I was
working with them for the completion of this research report.
There are no words to express my deepest gratitude to my lovely Father Mr. Ernest J. M, my
lovely mummy Adela E. M and brother Thadey E.M, mw Sisters Pelagia E.M, my brother in-law
Mr. H. Mollel for their financial support, advice, and all help they gave me in order to
accomplish my research study.
I would like to extend my thanks to my best friends Mr. Kelya, Mr. Evance, Mr. Geofrey, Mr.
Damas, Mr. Philemon, colleagues and my lecturers for their moral support, love and
encouragement during the field study.
This report is presented in five chapters; Chapter One contain the introduction, background of
the study, statement of the problem, objectives of the study, research questions, significances of
the study, and scope of the study as well as limitation and delimitation of the study; Chapter Two
provides review of various related literature in the context of the supplier evaluation matrix and
selection process; Chapter Three elaborates the research methods and data collection techniques;
Chapter Four provides presentation of research findings and analysis of data and Chapter Five
embodies the summary, conclusions and recommendations.
The Public Procurement Policies are based on the need to make the best possible use of public
funds, whilst conducting all procurement activities with honesty and fairness, therefore all public
officers and member of Tender Board who are undertaking or approving procurement shall be
guided by the consideration of the public procurement policy, one being the importance of
integrity, fairness and transparency in the procurement process.
The study on the assessment of supplier evaluation matrix was carried out at Mikumi National
Park (Morogoro-Tanzania). That is to say, it aimed at finding out how the supplier is evaluated
and then see if the procedures employed comply with the vendor appraisal methods
recommended in the PPA of 2004 and its regulations.
The study examined the practice of supplier evaluation matrix at MINAPA and the researcher
stayed at MINAPA from November 1, 2011 up to February 15, 2011.
In the study, the researcher employed different methods of collecting data; primary and
secondary data sources. The secondary source included the published books, documentation
while primary source includes the use of closed and open ended questionnaires, interview and
participation in some activities when the researcher got the opportunity to do so.
Data were analyzed both quantitatively and qualitatively and the results presented by using
statistical tools like frequencies and percentages. It was revealed that, MINAPA have qualified
professional to operate purchasing activities. The supplier evaluation matrix in the organization
are done by an appropriate level of seniority and experienced staff for instance Procurement and
Supplies officer, Stores-in-charge, Accountants and other heads of departments.
1.1 Introduction
This chapter summarizes background of the organization, background of the problem, statement
of the problem, research question, objectives of the study, significance, scope of the study,
research variables, limitation and delimitation of the study.
1.2 Historical Background of Mikumi National Park
Mikumi National Park is a national Park in Mikumi District in Morogoro Region - Tanzania. The
park was gazette in 1964 covering area of 1070km2. It was later extended in 1975 to cover the
current area of 3230 km² and is the fourth largest national park in the country.
Mikumi National Park abuts the northern border of Africa's biggest game reserve that is Selous
Game Reserve and is transected by the surfaced road between Dar es Salaam and Iringa. It is
thus the most accessible part of a 75,000 square kilometre (47,000 square mile) tract of
wilderness that stretches east almost as far as the Indian Ocean.
More than 400 bird species have been recorded, with such colorful common residents as the
lilac-breasted roller, yellow-throated long claw and bateleur eagle joined by a host of European
migrants during the rainy season. Hippos are the star attraction of the pair of pools situated 5km
north of the main entrance gate, supported by an ever-changing cast of water birds.
1.3 Background of the Research Problem
Supplier evaluation is an important aspect in any organization to ensure that the buying
organization‟s needs are met perfectly. This means that the organization receives materials and
services of the right quality, right quantity, right price, right place and at the right source brought
by effective supplier evaluation process and selection.
This also involves the fact that, evaluation should be in line with the Public Procurement Act‟s
requirements especially in Tanzania context.
A good supplier scoring and assessment process must identify and track performance along all
dimensions that affect the total cost of using a supplier. And this good sourcing or good
supplier‟s decisions will have greater impact on the cost leadership and competitive advantages
enjoyed by the organization.
Traditionally many organizations use price as the only dimension that suppliers have to be
compared on. There are many other supplier characteristics for selections such as lead time,
reliability, quality and design capability that impact the total cost of doing business with supplier.
i. An insufficient time unless otherwise the researcher utilizes all the opportunities
available to accomplish the study.
ii. Financial resource is another ambiguity, which puts the researcher‟s mind in a dilemma
for such a wider coverage of the study.
iii. Respondents are busy therefore, difficulties rose in begging their time to be interviewed.
iv. Most of Tender Body Committee Members are Directors of other units and departments
therefore was difficult to conduct interview with them.
1.8.2 Delimitation
The study was conducted in Mikumi National Park at Kilosa – Morogoro; only on the
assessment of the „supplier‟s evaluation matrix‟
CHAPTER TWO
2.0 Introduction
This chapter visits ideas and theories propounded by different authors‟ in the field of purchasing,
with the major focus to supplier evaluation matrix. It also focuses on the researches done by
others relating to topic and finally gives the summary of the two called the Synthesis. The aim of
this chapter was to guide the researcher to exclude from this work what has been done by other
researchers relating to the same problem and therefore investigated the prevailing gap that needs
further research.
2.1 Theoretical Literature Review
2.1.1 Perception on Supplier Evaluation
Baily and David (2005) defines supplier‟s evaluation as a continuous process of the purchasing
departments, limiting the supplier to supply the requirements. Actual sources with which one is
dealing regularly can be evaluated largely on their track records, on the actual experience of
working with them. A set of criteria, which form a basis of evaluating suppliers is, what
constitutes a supplier evaluation matrix (model). Most of the organization spend about 80% of
their annual spend with only 20% of the existing suppliers; therefore for a prudent buyer
evaluation is needed. The basis of supplier evaluation matrix for proper selection and evaluation
should include:-
i. Quality - both performance and conformance quality aspects are considered
ii. Quantity – right quantity deliveries
iii. Time – timely deliveries
iv. Sources/Services – before and after services
v. Price – lower price among selected supplier
Datta A.K (1984) defines supplier evaluation as the process of preparing an exhausted list of
suppliers and then sorting out one or ones with whom to do the business basing on the supplier
evaluation matrix.
Heinritiz (1991) defines a supplier as a vendor that is able and willing to provide consistent
quality, services and at a competitive price to get the best source of supply for their needs; buyers
often make choice of quality eligible source.
Zenz Gary J. (1987) conceptualizes supplier evaluation as follow; after potential supplier have
been determined and located as a qualitative evaluation and elimination process is used. This
process compares suppliers in terms of their ability to provide the desired quality, quantity, price
and services.
In the purchasing context, quality refers to the suitability of the product as a conformance quality
which is manifested by the product to meet specifications and performance determined when the
Plus now day‟s suppliers information‟s can be obtained through the searching on internet for
instance the application of E-Sourcing help the buyer to get all suppliers information required
Public procurement in the selection of supplier may be suspected for corruption and other
irregularities because it is a key area where the public sector and private sector interact
financially. Such irregularities are normally occur in areas such as
o Most of procuring entities lack effective control and the use of standard request for
proposal, forms of contract and tender evaluation guidelines
o Some procuring entities and tender bodies divert from competitive selection and
sometimes award contracts without even advertising the acquisition to the public
RESEARCH METHODOLOGY
3.0 Introduction
This chapter describes methodological aspects that the researcher was used in conducted the
study. It begins with area of the study research design, population and sample size, sampling
procedures, data collection methods, and how data will present and analyze to validate the
research questions
3.1 Area of the study
The researcher was conducting the research at Mikumi National Park at Kilosa – Morogoro. And
the study covered activities carried out in the Procurement Section were the purchasing of items
and supplier evaluation is practiced.
3.2 Research Design
The research design in this study was case study conducted at Mikumi National Park-Morogoro.
The design was to enable researcher in an intensive description and analysis of a single entity of
study because it involve an empirical investigation of a particular contemporary phenomenon
within its real life context using multiple sources of evidence.
There are different types of research design such as Case Study, Survey and Experimental
- Case Study
It was applied in conducting the research. Case study seems to be flexible in data
collection as it allows the researcher to use the different methods of data collection. Case
study also is less expensive since it is conducted at single area and allows intensive study
3.3 Population Study
The targeted population was at Mikumi National Park-Procurement and Stores section staffs,
Finance section staffs, Works Department, Medical department and Procurement Management.
Population is the set of individuals, items or data from which the sample is taken.
3.4 Sampling Technique
Due to the nature of the study; the judgmental sampling technique was applied that enable to
select the sample and selecting respondents to be included in the sample. This technique was
used due to the nature of this study which demand collection of data from units with
involvement, specialist experience and knowledge on supplier evaluation and selection as it was
the best way through which the researcher access key people who were able to provide enough
information about the phenomena under the study.
Population Sample
This was face to face interaction between researcher and the experienced personnel at mi
National Park. This method will supplement the questionnaires and enable the researcher to
get more information that could not have been obtained through questionnaires. Unstructured
interview questions will be used and researcher will use interview due to the nature of the
study.
ii. Observation/Participation
Observation implies the use of eyes and ears. In here the researcher was watch and note
those activities concerned in supplier evaluation model. Under this method the researcher
paid serious attention in noting what will be carried out, since observation implies the use of
eyes and ears. So the information gathered through the use of the actual practice method like
announcement on evaluation of supplier. It will be a better method where important
information will be note.
Documentation
The researcher used different documents like internal files i.e. Evaluation reports, Quotation
forms, purchasing orders and evaluator‟s guide, contract documents and other relevant sources
from the literature review to collect data so as to meet the aim of the study.
3.7 Data Analysis and Presentation
Analysis of data was done both qualitatively and quantitatively. The qualitative approach entails
analysis of data through describing and analyzing them (comparing them and aggregating into
themes). The quantitative approach involves manipulation of numbers, use of tables of
frequencies and percentages.
4.0 Introduction
This chapter presents the findings from data analysis in respect to the formulated research
questions. This chapter is organized into two main sections
The first section deals with data presentation and discussion while the second and last section
deals with the analysis of questionnaire guiding questions to highlight the real issue obtained by
the researcher during the whole period of the study.
4.1 The existing Supplier Evaluation Matrix at MINAPA
4.1.1 Evaluation Process Practiced in the Organization
Evaluation in the organization is done by an independent selected evaluation committee and the
process differ evaluating services to goods.
The evaluation committee is selected from other departments like Works Department in
evaluating maintenance and building items and other user departments. The evaluation for goods
takes the following process:
o Opening of Tender; this is done by which sealed documents from bidders are opened in
the public in the presence of MINAPA members. One from the committee lifts all the
envelopes to show that they are sealed. The names of the evaluation committee are
brought in the meeting however delays in bringing the names still exists therefore making
evaluation late.
o Preliminary evaluation; this process is aimed to check the documents like VAT payments
identifications, state of attorney and business license to see the eligibility of such
supplier. Bidders/suppliers who are substantially responsive in the evaluation process are
subjected to detailed evaluation.
o Detailed Evaluation; this process aim to weigh the dodders/suppliers on the basis of
understanding specification and other economic criteria for evaluating suppliers. The
substantially responsive bidders in this stage are subjected to price comparison.
o Price comparison; the bidder in every lot in the purchase are compared on price and the
lowest evaluated bidder/supplier to all cases is recommended for the award.
o Submission of the evaluation report; the evaluation committee submits the evaluation
report to the procurement department/secretariat where challenges on the evaluation are
brief prepared to disclose the effectiveness of the evaluation reports and gives its
recommendation. Most of the evaluation reports brought to the secretariat for
improvement to matters relating to PPA 2004 and PPRA 2005
o Organizational Tender Board meeting; Recommendation from the evaluation committee
and the secretariat in the OTB meeting for approval. If the time for the meeting is still far,
For more details of the process used with other procurement methods in buying services
will be explained.
Tendering
For this method, all process are done in TANAPA Headquarter; where most cases and process of
tendering is initiated by the tender board, where by the general secretary of the tender board
invites tenders from competitive suppliers/manufacturers and then advertisements are made in
news papers and on TANAPA‟s website. An opening ceremony is held and witnessed by the
bidder‟s representative. The bids opening checklist forms are filled in for bids that were received.
Competitive Quotations
This method is done by giving quotations to short listed suppliers and these quotations have an
inclusion of terms and conditions through which the suppliers will be evaluated. Competitive
quotations are normally subjected to public opening hence followed by evaluation.
Delivery schedule
The purchaser requires that the goods under the invitation for tenders shall be delivered or
shipped at the time specified in the schedule of requirements. The estimated time for arrival of
the goods at the project site are calculated for each tender after allowing reasonable
transportation time. Earlier deliveries are not credited and Tenders offering beyond this range are
treated as non-responsive.
Technical Evaluation
This is mostly done on Consultants services; the technical evaluation is carried out by
considering the several criteria which had been disclosed in the request for proposals. The
evaluation committee used the following guides on evaluating;
o Experience of the consultant in the same field as that of the assignment.
o Professional reputation of the consultant and previous performance and experience
with other organizations
o Qualification of experts and experience in the field of the assignment
o General qualifications: general education and training, length of experience,
positions held, time with the consulting firm as staff qualification and experience.
At the end of the process, the evaluation committee prepared an evaluation report of the
“technical quality” of the proposals which substantiate the results of the evaluation and describe
the relative strengths and weaknesses of the proposal and all records relating to the evaluation.
Financial Evaluation
Prices of doing services constitute the basis for evaluation. The items contained in the price
include;
o Salary – money paid to individual firm‟s home office
o Bonus paid out of profit
o Social costs which are non-monetary benefits like medical costs
o Cost of leave-these are the overheads, away from headquarter allowances (nights) or
premiums and subsistence allowances.
o Terms of references also as specifications from user‟s act as fundamental criteria for
supplier evaluation.
Technical Proposal
Evaluators of technical proposal should not have any access to the financial proposal until the
technical evaluation is completed and either tender board and donor agency reviews and issue a
letter of no objection. The same criteria used in the evaluation of consultancy services are used
for evaluation except the following;
o Geographical location of the organization- this criterion is normally used when buying
services like cleaning services to help in estimating cost of services.
o Contract Manager Work experiences to supervise the execution of the contract.
Normally the criteria are the same but are twisted to suit the nature of the job and services.
Financial Proposal
After the evaluation of quality is completed, the client notifies those Tenderers whose proposal
did not meet the minimum qualifying mark or were considered non-responsive and to the Terms
of reference indicating that their financial proposal will be returned unopened after completing
Late deliveries
Observation and documentary reviews revealed that suppliers are not always punctual to delivery
schedules. The interview with the purchasing and supplies officer shows the same. Suppliers
sometimes deliver late with the reasons that sometimes the items ordered are not in stock.
Wrong deliveries
Observation from incoming goods from different suppliers for different goods especially supplier
of vehicle spare parts and dispensaries/medicines deliver some items that did not conform to
specification and therefore asked to replace the items.
However the suppliers who supply items not conforming to specification are not kept in records
for the sake of assessing the evaluation performance and the performance of the unit in general.
Rejects
Other suppliers are not trustful though the evaluation termed them to be reputable but they
deliver goods which are non-conformity. The situation normally occurred in the purchase of
stationary items like Toners which supplied while enclosed in boxes therefore become difficult
to make inspection. Most users claimed that some toners could not fit into their printing machine
therefore lacking performance quality though the conformance quality was achieved during
inspection. Now rejects are notified to the respective supplier and they are informed to make
replacement of the rejected goods.
4.3 Strength and problems of the existing supplier evaluation matrix done in MINAPA
4.3.1 Strength of the existing supplier evaluation matrix
The following tables shows the result from respondents, whereby respondents were asked to
mention the strengths of the methods used in MINAPA in supplier evaluation process, as well as
the frequency of respondents of each department participating in the evaluation team.
Table 4: Strengths of the current supplier evaluation process at MINAPA
Mentioned strengths No; of respondents Percentage of respondents
Fairly and all bidders treated
equally hence reduce doubts 3 37.5
and improve suppliers
competition
Right source provided reduce
costs of works, goods and 1 12.5
services
Analysis
From the above table; shows the strengths of the current methods used in MINAPA for supplier
evaluation process, 37.5% of the overall results shows that, in evaluation process there was right
source provided which reduced costs of works, goods and services. This is because of being
strictly in the evaluation process whereby the entire activity is guided by the stipulated
conditions in the tender documents as they are always prepared by the technicians and different
people with different skills. Also it reduces costs of goods, works and consultants services. This
was highly achieved due to the fact that right suppliers are obtained and assigned the right works
according to efficiencies which they can easily perform as they are within their capacities.
However 12.5% of the results shows that evaluation and selection of suppliers at MINAPA were
done fairly and all bidders treated equally hence reduced doubts and improve competition to
suppliers in which in the process of bids open, bids were opened transparently with bidder
representatives, bid price and bid security were ready out and every bid price known and those
who not submitted bid security were also known, and in the process of evaluation all criteria
were followed such as preliminary examination, responsiveness of bidder, detailed evaluation,
technical evaluation and bid cost analysis.
Also 50% of the results shows that the evaluation process for supplier selection at MINAPA
were done accurately, transparently and accountably that adhere with organization requirements.
Table 5: The frequency of respondent from each department to participate in Evaluation team
Response No. of Respondents Percentage of Respondents
Equal representation 8 100
Unequal representation - -
Not sure - -
Total 8 100
From the above table; 100% show equal representation of staff from each department to
participate in evaluation team. From that results show that there is high degree of each staff from
-Supplier ignorance on
procedures
2 25%
-Misunderstanding of scope of
work by suppliers
No weakness/problem 1 12.5%
Total 8 100%
SOURCE: Researcher’s response and analysis.
Analysis
The above table shows the weaknesses with the supplier evaluation process in relation to the
overall tender process. 50% of the respondents show that the tender process is time consuming.
Taking into account, the starting time of preparing the tender to supplying the goods, services or
works, this process takes a lot of time. Due to this constraint, some works are delayed or they are
not performed efficiently. For stance, researcher observes that there is a delay of building Tourist
Banda‟s at MINAPA. By this its seems that most of the respondents are not aware of PPA of
2004
CPA/CSP/CPSP 2 25%
Total 8 100%
Analysis
From the table above shows the education / professional qualification of respondents. Those with
advanced diploma/first degree yield on 50%, those with Master degree yield 25% and those with
professional qualification like CPA/CPSP yield 25%.
Table 8: Opportunity of staff to attend short course / training in supplier evaluation process
Response No: of respondent Percentage of respondent
Yes 2 25
No 5 62.5
Total 8 100%
0-5 3 37.5%
6-15 5 62.5%
Total 8 100.0%
Source: Questionnaire response
Analysis
From the table above, 37.5% of respondent work with organization from 0-5 years and 62.5%
work with organization from 6-15 years. This show that, the organization contain man power that
are well experienced and well conformity to the organization‟s daily activities as those having
many years of working experience are more than those of few year-working experience.
Table 10: Members competence and skills in evaluation team
Response No: of respondent Percentage of respondent
Agree 5 62.5%
Total 8 100.0%
SOURCE: Questionnaire response
Analysis
From the table above 37.5% agree to the member competence involved on the evaluation team
while 62.5% strongly agree on the members‟ competence and skills in evaluation team.
From the above results, most of these employees are involved in supplier evaluations and
therefore the greater performance is expected from them as they are equipped with the above
mentioned qualifications which can highly contribute to their ability to do well in the whole
process of supplier evaluation.
4.5 Recommendations from staff to improve supplier evaluation and selection at
MINAPA
Table 11: recommendation from staff to improve supplier evaluation matrix
-Transparency 2 25%
Total 8 100.0%
Source: Researcher’s analysis.
Analysis
The above table shows the recommended from staff that could possible improve supplier
evaluation methods more effective and efficient.
o The 75% of the respondents recommend, there should be given direct clear criteria to the
technical and financial criterion, so that the suppliers can remove doubt and to be
satisfied with the results.
o Respondents recommended about the issue of time that is there should be sufficient time
for evaluation, because some tenders were bids with many bidders and also have many
lots; also there some items need high concentration on evaluation. Therefore, the PMU
should prepare and arrange sufficient time for evaluation activities and also must consider
o 25% of the respondents recommend that great awareness should be made to suppliers of
goods and services on evaluation process transparency and equal opportunity to all
suppliers. This should be done through making them clear on the important requirement
which should be included in there bidding documents so as to increase their competitive
capacity. By doing this procurement will be conducted in a competitive way and
therefore deliverance of goods or service quality, quantities, and time required will be at a
good position.
5.0 Introduction
This study was set out to explore the effectiveness of supplier evaluation matrix in TANAPA. So
MINAPA was selected as the case study for conducting the research. Under this chapter the
researcher had to conclude and give out recommendations basing on the findings the researcher
was able to find.
5.1 Summary of Analysis of Findings
o Some evaluation criteria like checking stock levels, items on order and financial position
of bidders/suppliers are not take into account
o Visitation of suppliers/bidder during evaluations are not done therefore evaluators have
concentrated much on evaluating documents.
o Evaluation matrix for services are clearly and if effectively used can guarantee right
sourcing.
o Saving in the expenditure cannot be effective because the PMU has no market research
and database for prevailing market prices therefore cost/price based evaluation are not
effective.
o Bases for evaluation in most cases are prices because most purchases are done through
window-shopping due to lack of procurement planning and framework contracts for
emergencies and small value purchases.
In assessing the performance of suppliers in meeting the organizational procurement objectives
the researcher came out with the following results
o Late payments to suppliers are dominating in the organization and discourage the
supplier‟s performance.
o Rejects without reasonable statements shows that generally evaluation is not good
because the PMU has not always obtain the right sources of supplies.
In assessing the weakness of the matrix, the researcher found the following
o Late deliveries, wrong deliveries and rejects is weakness to supplier evaluation matrix
and the PMU at large.
o Some specifications are not clear and may result to limited competition if targeted to
particular supplier.
5.2 Conclusion
The primary purpose of this research was to assess the effectiveness of supplier evaluation and
selection at Mikumi National Park. After vital effectiveness of the findings, the following
variables were arrived at in conclusion as the variables most responsible for evaluation and
selection of supplier to be successful and conform to vendor appraisal for the benefit of the
organization.
http//: www.tanapa.org.tz
http//:www.minapa.org.tz
http//:www.supplymanagement.com
http//:www.manufacturing.net/magazine/purchasing, Retrieved April 10, 2000.
Dear respondents;
I am carrying out a Research Study on Supplier Evaluation Matrix/Model as a case study of
Mikumi National Park as a partial fulfillment of the requirements for the award of Bachelor of
Business Administration in Procurement and Logistics Management offered by Mzumbe
University (BBA/PLM III). Here is a questionnaire that I kindly ask you to fill out. Your
thoughts and opinions are greatly appreciated. Your individual responses will remain strictly
confidential.
o Have you ever involved in the tender committee for the purpose of contributing on
supplier evaluation and selection process for the supply of material?
[ ] Yes
[ ] No
1 (b) Please tick the appropriate box to indicate the level of your Education and/or
professional qualification.
[ ] Certificate level
[ ] Diploma
[ ] Masters Degree
[ ] CPA/CSP
2. Do you think there is fair selection of staff from each Department to participate in
evaluation team? (Tick as appropriate)
[ ] Equal selection/representation
[ ] Not sure
[ ] No
[ ] Not Sure
4. Does supplier‟s supply material according to the organization need? That is According to
(5 R‟s) Right price, quality, source, time and quantity? (Tick appropriate)
[ ] Yes
[ ] No
[ ] Not sure
[ ] Strong Agree
[ ] Agree
[ ] Disagree
[ ] Strong disagree
6. Does Ministry of Finance provide opportunity for his staff to attend short course/ training
in supplier evaluation process? (Tick appropriate)
[ ] Yes
[ ] No
[ ] Not sure
7. Does the member involved in evaluation committee have competence and skills for the
task (Tick Appropriate)
[ ] Strongly agree
[ ] Agree
[ ] Disagree
[ ] Strongly disagree
9. What are the strengths/benefits of the method use by organization for evaluation process?
………………………………………………………..……………………..
……………………………………………………………..……………….
………………………………………………………………………………
10. What are the problems facing the existing procedures of identifying and selecting the
right supplier?
…………………………………………………………………………………..
…………………………………………………………………………….……
…………………………………………………………………………….……
11. What are the common criteria used in supplier evaluation and selection process for the
supply of material?
………………………………………………………………………….…..
………………………………………………………………………….…..
………………………………………………………………………….…..
………………………………………………………………………….…..
12. What are the criteria used in supplier evaluation within the organization in terms of;
a) Technical criteria
………………………………………………………………………………
………………………………………………………………………………
………………………………………………………………………….……
b) Financial criteria
………………………………………………………………………………
………………………………………………………………………………
………………………………………………………………………………
13. Could your supplier evaluation process be effective in absence of the criteria you use for
the evaluation?
YES/NO
Why?
………………………………………………………………………….……
…………………………………………………………………………….…
…………………………………………………………………………….…
14. Do you think that your Procurement Organization Structure gives the
committee/secretariat enough room/time to challenge evaluation?
If YES; What are the challenge do you remember to have ever provided to the Organization
Tender Board. (PMU)?
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15. Did you ever experience wrong deliveries, less quantity deliveries, wrong specifications
or out-of-date goods from the selected suppliers?
If YES; What do you think to be the causes.
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16. What do you think the Procurement Organizational Structure can do in order to make
supplier evaluation process more effective and efficient?
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