HUMANITARIAN SUPPLY NETWORKS ACASE STUDY OF UNHCR

ABSTRACT

The topic of study was humanitarian supply networks a case study of UNHCR. The study was guided by the following objectives; to examine the different challenges of Humanitarian supply network, to investigate the various ways of improving the performance of Humanitarian supply network and to assess the factors that affect humanitarian supply network.

This study adopted a survey research design. A survey research design is a process of collecting information from a sample of people who have been selected to represent a defined target population. This study adopted a survey design because it is easy and convenient to be conducted through interviews or questionnaire instruments, or both. In this study, both instruments, i.e. self-administered interview guides and questionnaires were employed as appropriate. This study targeted a total of 45 respondents from UNHCR. This is because all these categories of respondents are believed to be knowledgeable about the extent to which workload affects employee performance.

The study concludes that humanitarian organization should have proper planning frame work to enable them avoid emergency procurement, the study also further concludes that organizations should ensure that they eliminate costs in the supply chain network and the study also further recommends that humanitarian organizations should practice agile logistics to enable them reduce costs.

The study recommends that humanitarian organizations should plan for the purchases to avoid emergency purchases and achieve value for money. The study also further recommends that Humanitarian organizations should eliminate costs by training their procurement personnel. Humanitarian organizations also should develop partnerships with their suppliers to achieve value for money. Humanitarian organizations should also collaborate with suppliers and they should share technology with the suppliers to enable them achieve value for money.

CHAPTER ONE

1.0 Introduction

This chapter covers the background of the study, Statement of the problem, purpose of the study, research questions, and scope of the study, significance of the study and definition of terms.

1.1  Background to the study

The ultimate goal of Humanitarian supply network is to deliver the right supplies in the right quantities to the right locations at the right time to the most vulnerable groups of people as required by the donors and development agencies (Bhimani & Song, 2016).                                    Some of the world’s worst humanitarian disaster were in Haiti affected at least 3 million people with between 217,000 to 230,000 deaths and flooding in Thailand affected over 12.8 million people with the World Bank estimating economic damages exceeding US$45 billion, these humanitarian disasters gives rise to the need for humanitarian assistance to the victims affected by such natural calamities , its therefore imperative for development organization to develop a humanitarian supply network that is cost effective and timely, (Tang, 2011).

Humanitarian organizations are needed to efficiently provide aid to people in need. Humanitarian supply network can be explained as “the set of actions taken by organizations in an attempt to move information, goods, and services for the specific goal of aiding target beneficiaries, environments, and societies” (Bhimani & Song, 2016), while Em-dat, (2017) asserts that Humanitarian Supply network comprise all activities and processes associated with the flow and transformation of goods from the raw material stage through the end user and from the donation to the consumers.

The number of people in need of assistance is extensive and according to the United Nations (2016), last year the number of people needing aid exceeded 76 million in more than 31 countries. Also, there were more than 400 natural disasters and more than 51 million refugees (UN, 2017). Natural disasters and total people affected have shown an increase in the past 25 years however the total deaths have decreased. It could also be added that the total damage because of disasters has increased (Em-dat, 2017). Further, there are global challenges that also have to be taken into consideration, such as population growth, Logistical difficulties, political instability these have posed a serious challenge to the humanitarian organizations.

The challenges faced by Humanitarian supply network imply the need of adaptation and development of strategies for countries and communities. One should also bear in mind that the effects of disasters impact the life of people, infrastructure and economies. However, the aid does not develop as fast as the crises and disasters emerge. It is of great importance that the resources and aid are managed as efficient as possible (Bhimani & Song, 2016).

Humanitarian relief-operation management engages very different players, who may have a high degree of heterogeneity in terms of culture, purposes, interests, mandates, capacity, and logistics expertise all these posses a great challenge on the ability of Humanitarian supply network to deliver goods and services needed by the victims on time (Balcik et al. 2010).

The Key players in Humanitarian supply network can be categorized as ; governments, the military, aid agencies, donors, non-governmental organizations (NGOs), and private sector companies among which logistics service providers are preeminent (Kovács & Spens, 2011).

Humanitarian supply network tend to be unstable, prone to political and military influence, and inefficient due to lack of joint planning and inter-organizational collaboration. They deal with inadequate logistics infrastructure, along with shifting origins of and/or destinations for relief supplies without warning. Further, donors often request their funds be spent on direct materials and food, and even at a particular disaster location, rather than on crucial but indirect services such as information systems, staff training, and/or disaster preparedness. Therefore, humanitarian supply network management does not only deal with delivering goods, materials or information to the point of consumption for the purpose of alleviating the suffering of vulnerable people, but also need to manage value to donors and other stakeholders (Schulz & Blecken, 2010).

According to Chandes and Paché (2009) collaboration is essential to enable the organization achieve efficiency in the Humanitarian supply network this is because this results into timely and effective supply management systems there by reducing on the costs and enabling the organization to be competitive, collaboration is specifically important and can be achieved by an organization having a direct link with its suppliers this should involve all the suppliers in the tiers on the same view Kumar and Havey (2013) assert that the absence of collaboration results in lost time, wasted resources and ultimately a deeply disorganized Humanitarian supply network they further assert that for an organization to achieve efficiency in the humanitarian supply network systems it’s imperative for an organization to ensure that collaboration is given the highest priority.

For Humanitarian supply network to function with success there is a need for strategies to guide the operations. Since humanitarian organizations usually operate in unpredictable and volatile environments, flexibility of resources and coordination is essential, this to be able to deliver aid to the where it is needed and further as quick as possible (Charles et. al., 2010).

There are numerous strategies for Humanitarian supply network to apply to their operations in order to be more effective and one example is subsequently the agile approach, where agility is concerned with high responsiveness (Cozzolino et al., 2012). It is particularly essential for humanitarian organizations with high responsiveness as it is concerned with timesaving, which in turn is related to saving lives therefore for a quick response after a disaster occurs; the supply network is adapted according to agile principles (Cozzolino, Rossi & Conforti, 2012).

Supply network is a pattern of temporal and spatial processes carried out at facility nodes and over distribution links, which adds value for customers through the manufacturing and delivery of products. It comprises the general state of business affairs in which all kinds of material (work-in-process material as well as finished products) are transformed and moved between various value-added points to maximize the value added for customers.

A supply chain is a special instance of a supply network in which raw materials materials and finished goods are procured exclusively as products through a chain of processes that supply one another (Gralla, 2014).

1.2 Statement of problem

Disaster relief operations tackle circumstances affected by uncertainty and constant change, which highlights quick and effective response as vital for success (Pettit & Beresford, 2009). In relation with UNHCR the ability to quickly respond and rescue the world’s most vulnerable people affected by natural disaster of political challenges is of utmost importance and its priority.

However the key players in Humanitarian supply network mainly donors, development organizations, government and military have different requirements which affect the ability of humanitarian organization like UNHCR face challenges in its ability to respond timely to its core goal. According to Lauras & Van Wassenhove, (2010) It is debated that an actor’s skill to build agile capabilities to rapidly respond and conduct dynamic operations affects the operational performance of humanitarian supply network.

The UNHCR faces several challenges like political instability, mismatch in demand and supply and poor infrastructure, this affects the delivery of relief Items there by leading to logistical challenges. According to Tang, (2011) when disaster affected Haiti in 2010 UNHCR had a lot of challenges accessing the people who needed the relief items like medicine however despite the challenges some of the people received the necessary relief requirement. The other critical factors affecting humanitarian supply network like UNHCR is a mismatch of its supply in some disaster struck nations the supply has been less than expected while in other areas the supply is more than demand.

1.3 Purpose of the study

The purpose of study is to investigate the humanitarian supply networks.

1.4 Objectives of the study

The objectives of the study are;

1. To examine the different challenges of Humanitarian supply network.
2. To investigate the various ways of improving the performance of Humanitarian supply network.

• To assess the factors that affect humanitarian supply network.

1.5 Research questions

1. What are the different challenges of Humanitarian supply network?
2. What are the various ways of improving the performance of Humanitarian supply network?

• What the factors that affect humanitarian supply network?

1.6 Scope of the study

The study scope will cover the following aspects;

1.6.1        Study scope

The study scope will include the different challenges of Humanitarian supply network, the various ways of improving the performance of Humanitarian supply network and factors that affect humanitarian supply network.

1.6.2 Geographical scope

The study will be conducted at UNHCR offices in Kampala, located at Plot 11/13, Mackenzie Close, Off Mackenzie Vale, Kololo,  Kampala, Uganda.

1.6.3 Time scope

The period of investigation will be from March to August 2018.

1.7.0 Significance of the study

1. The study will enable UNHCR have information regarding the different challenges of Humanitarian supply network.
2. The study will also enable the future scholars have information regarding the various ways of improving the performance of Humanitarian supply network.

• The study will also enable the other researcher have information on the various ways of improving the performance of Humanitarian supply network.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introductions

This section discusses what various scholars have written about; the different challenges of Humanitarian supply network, the various ways of improving the performance of Humanitarian supply network and the factors that affect humanitarian supply network.

2.1 An overview of humanitarian supply network

Disasters occur worldwide each year. According to the statistics data1 from The United Nations Office for Disaster Risk Reduction (UNISDR), between 2000 and 2012, 1.2 million people were killed and 2.9 billion were affected by different kinds of disasters. The estimated economic impact of the damages totaled approximately US$ 1.7 trillion in the same period. These numbers suggest that disaster preparation and relief have huge economic and humanitarian implications. Civil society responded by creating more nongovernmental organizations (NGOs) focusing on disaster preparation and aid. As of 2012, the number of NGOs operating in the United States has reached 1.5 million (Human rights’ report, 2012). Academics have also recently addressed the issue from multiple perspectives, including public policy, civil engineering, urban planning and particularly operations and supply chain management. For example, a new dedicated journal – Journal of Humanitarian Logistics and Supply Chain Management – started in 2011 and the number of articles published in a variety of academic outlets has been increasing as well. Despite this positive trend, not all areas in disaster relief receive attention and more application of supply chain management thinking is required in humanitarian operations and disaster relief (Galindo &  Batta, 2013).

Humanitarian supply network is referred to as the process of effective and cost-efficient plans, implementations and controls for aid flows (materials, goods, services, financial resources, information) from the point of origin to the point of consumption with the intention of meeting the aid recipients’ requirements (Thomas and Mizushima, 2005; Day et al., 2012). As a subset of supply chain management, it covers almost all of the functional processes that a CSCM does, including processes such as sourcing, procurement, inventory management, logistics and distribution, information management, and so forth (Day et al., 2012). However, unlike the “financial” objectives of CSCM, the primary goal for HSN is to minimize human suffering — more specifically to prevent further loss of life and harm to humans, as well as provide immediate treatment to those with injuries and illness (Beamon and Balcik, 2008). A New Research Framework for Humanitarian Supply Chain Management 3 On the other hand, as have been discussed by some researchers, humanitarian supply chains operate under highly uncertain conditions relative to commercial supply network (Wassenhove, 2006). First of all, the unpredictability of disaster occurrence and the magnitude of damage make forecasting extremely difficult. Second, the typical collapse of infrastructure in the affected area severely inhibits aid to the disaster region. Third, the humanitarian supply network is temporary making the management of the whole system especially challenging. Meanwhile, raising the necessary financial and material resources is difficult to predict because each disaster is unique.

2.2 Challenges of Humanitarian supply network

In many large contracts the initial set-up costs can be substantial, with deals taking many months to complete. By concentrating on establishing and developing long term relationships these costs can be offset, with both parties actively looking to avoid any unnecessary costs which may arise from re-tendering, re-negotiating or being forced to exit an existing contract early. Better relationships and increased interaction will lead to less incidents or issues of poor performance, which in turn lead to lower costs for managing the relationship and reduced costs through failures (Balcik et al., 2010).

Relation between humanitarian organization and suppliers, the longer a supplier provides a customer, the better their understanding of the customers market, business and business processes will be. This will allow greater integration of business, IT and financial processes alongside increased effective stakeholder involvement from both parties. As a consequence the service will improve, becoming more efficient, with “grey areas” disappearing and any issues which do arise can be handled more effectively (Ertem et al., 2010).

Price volatility is a major challenge to many humanitarian organizations as organizational prices keeps on changing, It requires careful weighting of price volatility against the contract length, volumes and the importance of the procured product (or service) to the buying organization. For many companies it is vital to establish how much volatility can be absorbed, Is it better to have a stable, high contract price, or can the organization handle volatility in exchange for the chance of price drops. The reverse is of course also true for a supplier, so many suppliers will commit to more modest and / or flexible pricing models for long term contracts in order to mitigate their risk and exposure. By taking into account their margins and interests you can protect those of your business. Open book policies and negotiated margins (as opposed to fixed contract pricing) are the logical conclusion to this type or partnership and allow both parties to benefit from.

As supplier relationships develop, so does the buyers understanding of the suppliers business models, products and services increases. In return the supplier will develop an increased understanding of the buyers needs. This allows both parties to look for areas of consolidation across existing products and services, as well as the potential addition of potential new product and service offerings ((Balcik  & Beamon, 2008).

For buyers, consolidation allows for reductions in supplier numbers, creating a more streamlined and efficient supply chain. This can reduce internal workloads and soft costs, whilst providing increased opportunity to reduce costs through economies of scale and leveraged spend.

Outsourcing rules in an organization; Relationships with trusted suppliers can enable organizations to outsource non critical activities, allowing buyers to harness specific industry and/or product or service expertise, whilst simultaneously reducing internal workloads and increasing efficiencies. Examples can include everything from small business services such as document production to full blown services such as logistics and supply chain management.

Long term relationships provide the opportunity for buyers to engage suppliers in a process of continual improvement of both products and services provided and of the accompanying service levels. This can be achieved through product development, development of new processes and procedures and through developing KPI’s and SLA’s over the course of the contract. By taking an active approach to ensuring that contractual performance is met, buyers can ensure that suppliers continue to improve in the ways which provide the most substantial improvement to the customer organization’s products and services (Balcik et al., 2008).

Lack of transparency in the procurement systems of the organization; It helps in the formation of a transparent system of working. This system allows in identifying, managing and controlling non-conformities. Every business has documented procedures for dealing with actual and potential non-conformances (problems involving suppliers, customers or internal problems). Having the proper documentation from beginning to end ensures consistency in producing good quality products and services. It is equally beneficial when job knowledge and adequate training provide the basis for consistency. There becomes little or no rework because of defects/errors that could have been prevented by following proper procedures (Paul, 2013).

It ensures effective monitoring throughout the work process. To determine if the quality process is being managed effectively and being followed efficiently, regular performance review can be done through internal audits and meetings. , Westcott (2010); asserted that the meetings can deal with present and past problems, records the activities, resulting decisions and thus monitors the effectiveness of the meeting, thereby proving to be an efficient operation.

Rose (2011), noted that every organization must be loyal to its Customers, by ensuring the quality of the product and by building a loyal relationship with the Customers. This will in turn bring in more customers, increasing the sales and enhance the branding. Branding is what serves as a great identification to the organization.

According to Chandes  & Pache, (2009), global supply chain network enables an organization to be able to ensure customer satisfaction. when an organization is involved in global supply chain network it is able to provide the customer with variety therefore customers are able to get what they what at the time they need, apart from the global supply chain also provide quality since the most competent supplier is given the chance to supply.

It is common knowledge that reduced product life cycles increase the pressure on firms to develop new products, which often creates considerable stress on the organization’s R&D function and its budgetary constraints. Similarly, increasingly competitive global supply chains place enormous pressures on supply chain managers to develop new processes that enhance both cost efficiencies and customer services. Like new product development, new process development can be extraordinarily expensive…and risky. Yet time and time again, we see long-term collaborative partnerships as the most innovative way to develop processes that both reduce costs and add value for the partners. long-term supply chain relationships create an environment for developing innovative solutions to problems and challenges. These innovations aren’t necessarily the big breakthroughs of highly advanced new processes; more often they are innovative combinations of existing tactics that are well suited for volatile markets. This is consistent with the premise that most successful innovations don’t come from the lab, they come from customers and suppliers (Mentzer et al, 2010).

2.3 various ways of improving the performance of Humanitarian supply network.

Strategic relationship enables organizations to share technology, Global companies like Toyota, Honda, and Isuzu share their new technologies with their suppliers so as they supply up to date products needed by these companies this also helps in quality improvement in both companies. Most companies like Volkswagen, fiat and Toyota share their new technological ideas with their suppliers, this to mainly to ensure that there is quality and efficiency in the organization manufacture (Kovacs  & Tatham, 2008).

According to Wargner et al (2006) the success of Japanese automobile industry has been largely been because of strategic relationship in the global supply chain in this situation the buyers share with the sellers different idea, technology, scientific research, and costs and future expectations so that each firm is able to produce as required by the other party (buying party).

Strategic relationship enables suppliers some of the financial help they need from their buyers in order to enable the suppliers to produce the required good s and services to the buyers at the required time, companies give suppliers money in order to purchase new equipment perhaps which may be needed for the new product development or even improving the skills of workers by giving them education in required institutions of learning so that they are able to produce products which are needed by the buyer. Ford the American automobile manufacturer spend nearly 30 million dollars in giving financial aid to its suppliers of spare parts so that they are able to improve their technological capability in line with ford standards (Kovacs  & Spens, 2009). Financial help to suppliers is very imperative in the supplier development process and by 2000 multinational companies total expenditures in supplier development has changed from 91 billion dollars to 416 billion dollars in the last 20 years (Maon et al, 2010).

Suppliers are able to develop the required manpower who can guarantee continuous supply  this is when buyers train the workers of suppliers so as they adapt to new techniques or technologies that the buyer needs and upgrade to the current standards or even to the goals of the buying organization during this process buyer sends employees to the suppliers site to train suppliers employees so as they are able to adapt to the current trends as desired by the buying organization and in turn help the buying organization fulfill its objectives and goals  which may sometimes be in introduction of new products in the market (Tatham  & Kovacs, 2010).

With global supply chain network buyers and suppliers are able Share ideas, This is when buyers share knowledge with suppliers about the future product to be developed and this enables the supplier to adjust their production techniques accordingly, this knowledge is mainly in science and technology and how the future of the industry will be adjusted in relation to perhaps the market needs and competition in the global market, (Trestrail , Paul & Maloni, 2009).

In 1970s Japanese auto makers implemented the system of supplier development made their own modifications for example Honda developed a system called best practices in which among many things the system involved sharing of the ideas with their suppliers, (sako,2004).

Multinational organizations exchange employees with their suppliers so that employees can learn from one another and ensure that they both sides can learn from one another’s culture and organizational ways of working. Sometimes Toyota exchanges employees with its suppliers of spare parts so that they both learn from one another (Whiting, & Ostrom, 2009)

In 1939, Toyota purchasing department rules stated that Toyota suppliers must be treated as part of Toyota. And Toyota will  continue doing business with suppliers in areas like exchanging of employees so as they are able to understand the needs of Toyota, apart from that Hyundai does not financially support its suppliers but gives personnel support to it suppliers this kind of personnel exchange is aimed at developing suppliers, (handfield et al,2000).

Organizations develop their suppliers by sharing their cost of operation especially when under taking a project so as to meet the needs of the buyers, most of these costs are incurred in training of workers so that they are able to develop new products and achieve the needs of the buyers or acquisition of facilities among many other costs involved in the production of new commodity or product. Toyota and Honda sometimes they compensate their suppliers for the costs they incur during research and development of the new products (Krause et al, 2006).

Involving suppliers during the design process of new products by the buyer, when organizations are in the course of developing new products, they invite their suppliers in the design process of new products so that suppliers are aware of the new demands of the buyer and also the new needs products in the market and change her production techniques accordingly, most of these is mainly in the earlier stages of product development and also helps suppliers adjust their production technologies. A number of studies confirmed several benefits out of supplier development activities. Toyota, Nissan and Honda involve their suppliers of spare in the design process to ensure that suppliers understand the new production techniques of the suppliers and also to improve on their production techniques in relation to the buyer’s needs (Taskin & Lodree, 2009).

Recognition of suppliers for their outstanding performance, Buyers normally give their suppliers awards so as suppliers feel appreciated for the good quality products they have manufactured. This also creates competition between the suppliers and they are able to improve quality of their products accordingly. Most of these is inform of quality awards, monetary rewards, scholarship opportunities for employees or even training opportunities for their employees among many others.( Kumar, Olsen & Peterson, 2010).

There is possibility of an organization getting the best quality products in the global supply chain management systems, according to Westcott (2010), Quality products and services give the Limited a spotless reputation in the industry. This reputation allows the Limited to gain new customers and sell additional products and services to existing customers. A quality management program also removes inefficient processes within the system. By removing unnecessary processes, employee productivity increases. The employee is spending less time on activities that do not contribute to the product’s quality. As a result, the employee is producing more work in less time while the Limited has not increased the salary. Quality management programs help recapture lost monies due to inefficiencies.

A quality management program that organizations achieve as a result of developing strategic relationship helps companies reduce waste. Companies that house inventory are paying for the storage, management and tracking of the inventory. The costs of having the inventory are built into the price of the product. Implementing a quality management program reduces the amount of inventory that costs the Limited money and occupies valuable space. Quality management means that there is a systematic approach to keeping inventories at acceptable levels without incurring waste. Work closely with suppliers to manage inventory using a Just-in-Time (JIT) philosophy. In short, a JIT inventory system helps the suppliers and manufacturer remain in close communication to become more responsive to the customer, Thareja (2013).

Quality management systems enable Limited departments to work as a team. Different areas of the Limited become reliant upon one another to produce a quality product that meets and exceeds the customers’ expectations. A quality system incorporates measures that affect sales, finance, operations, customer service and marketing. The balanced scorecard is a one-stop-shop for evaluating how various departments are operating against their performance expectations. Use the balanced scorecard to show how close the Limited is to the financial, operational, customer service and learning/growth targets as suggested by Littlefield, Matthew and Michael (2012).

It helps in the formation of a transparent system of working. This system allows in identifying, managing and controlling non-conformities. Every business has documented procedures for dealing with actual and potential non-conformances (problems involving suppliers, customers or internal problems). Having the proper documentation from beginning to end ensures consistency in producing good quality products and services. It is equally beneficial when job knowledge and adequate training provide the basis for consistency. There becomes little or no rework because of defects/errors that could have been prevented by following proper procedures, Paul (2013).

Procurement leaders are realizing the opportunities for further cost reduction from a Total Cost of Ownership (TCO) standpoint by working in close collaboration with key suppliers across the lifecycle of the product. For example, during the product development stage it is critical for suppliers to develop products and samples from the “large scale production feasibility” aspect rather than trying to make customized and/or over-engineered samples. Accenture worked with suppliers of an  agricultural equipment client to carefully  ensure that during the product approval  process, sample products were also  evaluated on their production capability  to be mass produced and this Oloruntoba  & Gray (2009) have focused on supplier development processes and they found supplier development as a four step process as, assess the  supplier’s readiness for change, build commitment through collaboration, implement system-wide changes, transition out of the supplier’s organization, establish follow-up and recognition procedures (McLachlin  & Khan, 2009).

Before engaging in a strategic relationship with the suppliers the purchasing and supply management professional must first have identified a reason and an understanding of why relationship with a specific supplier is necessary should be undertaken and what it involves.  The selection of suppliers for development should be dependent on; Category strategy, Scale of value/improvement opportunity, Cost, complexity and duration of value attainment, and Supplier co-operation, (Schulz  & Heigh ,2009)

The development of any purchasing and supply management strategy is that purchasing and supply management professionals analyze, evaluate and appreciate their own organization’s corporate objectives and business needs. The global supply chain development projects which are undertaken must be in support of the purchasing and supply management strategy which, in turn, supports the organizational strategy (Oloruntoba  & Gray, 2009).

2.4 Factors that affect humanitarian supply network.

Management of quality may be difficult in the process because of the complexity of the system, different authors have different definition of quality management according to Ashton (2012) defined Quality Management (QM) as a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. QM requirements may be defined separately for a particular organization or may be in adherence to established standards, such as the International Organization for Standardization’s ISO 9000 series. Ashton further states that in a global supply chain most companies may find it difficult to properly inspect the quality of the products being imported and this may have serious consequences to the company since when the quality is compromised it may generally affect the company’s performance.

While Stanthon (2013); also defined quality management as a concept that ensures the effective design of processes that verify customer needs, plan product life cycle and design, produce and deliver the product or service. This also incorporates measuring all process elements, the analysis of performance and the continual improvement of the products, services and processes that deliver them to the customer. Quality management is also referred to as business management or integrated management. According to Stanthon (2013), he asserts that global supply chain network makes it difficult to guarantee quality since there are many players in the system.

Manufacturing processes aren’t perfect, so the industry typically accepts a certain quality level for products. Complexity and variability are part of any production process, and unfamiliar sources might not adhere to accepted defect levels. Choosing a non a foreign based sourcing firm can open up questions and disputes about which party is liable for defect percentages that rise above normal.

Difference in time zones between countries and continents affects the effectiveness of the global supply chain for example Some U.S. firms experience issues when dealing with companies on the other side of the country in addition to that there is 13-hour time difference between the United States and Asia. Waking and working hours do not coincide, which can be a challenge when a pressing issue arises. Waiting one day to clarify a product question or process change can often simply be too long for companies that are trying to run nimble operations (Chandes  & Pache, 2009).

Due to long distance there is a challenge in long range logistics, purchasing items at a delivered price is easy, but the shipment can be delayed. Whether it is a factory hold-up or transit problem, ignoring the complexity of long-range logistics can be a risk.

Opportunity for violation of international law is possible by some companies when they are in global supply chain, it may be difficult for corporations to discover if one of their suppliers is disobeying international for example an organization using child labor may be involved in child labour therefore Companies should consider social compliance every time they look at global sourcing. They need to conduct due diligence about child labor practices, acceptable working conditions, forced labor, and fair compensation practices. Barring the hiring of local staff members, however, there isn’t a surefire way to ensure social compliance from across the globe. Risk comes in the form of severe brand damage due to unfair or illegal practices that come to light (Ertem, Buyurgan, & Rossetti, 2010).

The delay involved in global supply chain may affect production process of the organization, this is because the organization may not to receive on-time product delivery, it is vital to have firm completion dates and shipping timeframes. An item that is globally sourced, however, is often just a piece of a bill of materials that must be on hand for product completion, for example Delays from a non-United states company can derail production and drive up related costs in another organization may be in china (Jahre, Jensen  & Listou, 2009).

Organization may face a challenge of language barrier because of the diversity that exists in the global supply chain network. Since global supply chain involves cross border from one boundary to another and sometimes from one continent from another therefore language becomes a big challenge to different organization this may involve an additional cost to the organization.

Global partners offer competitive pricing and efficiencies, but still often conduct day-to-day business in a different language. Managers will likely speak English, but their directions must be relayed to line staff, and your own words might be lost in translation. Errors are bound to happen when communications aren’t translated and interpreted perfectly.

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter presents the method that will be used in conducting the study. It describes research methodology, the area of study, the study population and sampling design, sources of data, data collection, data collection procedure and instruments, data analysis tools and limitations to the study.

3.1 Study Design

This study adopted a survey research design. A survey research design is a process of collecting information from a sample of people who have been selected to represent a defined target population. In survey research design, a researcher will collect information that describes, explores, and quantifies social phenomena, particularly issues, conditions and problems that are prevalent in the society at a particular point in time (Mugenda &Mugenda, 2012; Cooper & Schindler, 2011).

This study will adopt a survey design because it is easy and convenient to be conducted through interviews or questionnaire instruments, or both. In this study, both instruments, i.e. self-administered interview guides and questionnaires will be employed as appropriate. The approaches that will be adopted by the researcher include both quantitative and qualitative approaches as explained below; Quantitative Research Approach, this approach usually involves the collecting and converting of data into numerical form so that the statistical calculations can be made on it the reason for use of this approach is that quantitative research will help the researcher to gather information using constructed questionnaires with both closed and open ended questions which help in understanding a number of phenomena such as generalization prediction, impact on respondents, behaviors, performance and therefore quality data.

Qualitative Research Approach, this approach is associated with recording, analyzing and attempting to uncover the deeper meaning and significance of human behavior and experience, including contradictory beliefs, behaviors’ and emotions. Qualitative design will help in gathering and evaluating data on respondent’s preference, interpretation, attitude, opinions and behaviors.

3.2 Study Population

This study will target a total of 45 respondents from UNHCR. This is because all these categories of respondents are believed to be knowledgeable about the extent to which workload affects employee performance. The study will specifically include the employees from different department specifically record managers, secretaries, administrators and other human resource staff.

3.3 Sample Size, Techniques and Selection

3.3.1 Sample size

Mugenda and Mugenda (2003), argue that it is impossible to study the whole targeted population and therefore the researcher shall take a sample of the population. A sample is a subset of the population that comprises members selected from the population. Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 45 employees was selected from the total population of 39 employees.

Table 1: Population, Sample size and Sampling technique

3.3.2 Sampling techniques

Random sampling and purposive sampling techniques will be employed; Random sampling technique is a process of selecting a sample that allows all members of the group or population to have an equal and independent chance of being selected for the sample. Purposive sampling technique refers to a process whereby the researcher selects a sample based on experience or knowledge of the group to be sampled.

 Purposive Sampling 

The reason for using this method will be to attain specific information aimed at by the researcher that may not be acquired through random sampling. This technique regards which item should be included or excluded in the sample rest basing on the researcher’s judgment and intuition. According Kothari (2010), purposive technique enables the researcher choose resonates basing on the fact that they have desirable characteristics and variables related to the issue being studied.. It also ensures only people with relevant information will be sampled. This technique will be used to select senior management employees of UNHCR.

Purposive sampling method will be employed in investigating respondents among the accounting staff, managers, division heads, and regional heads implying that specific target respondents will be selected because they have specific knowledge and skills in the above topic. However, simple random sampling will also be used in selecting other staff especially the staff members and other blue cola staff. Using simple random sampling technique the respondents will be selected randomly without bias and this will be give equal chances to all the respondents.

Random sampling

The main reason for using this method is to avoid bias towards information acquisition especially among the lower staff, operational managers and supervisors among others.

This technique has the property that every possible combination of the objects in the population studied has an equal chance of being selected (Nduguru 2010). In this case, the researcher will include everyone in the study considering that all respondents have common observable characteristics.

3.5 Data Collection Methods and Sources

Data collection methods are an integral part of research design which involves selection of both qualitative and quantitative data (Amin, 2005). The study will employ both primary and secondary data collection approaches.

3.5.1 Secondary data Collection

Roston, (2001) defines secondary data as the data that is available, already reported by some other scholars. Secondary data will include policy documents and abstracts of the various scholars relating to the topic of discussion in question. Secondary data for this study will be got from sources like libraries, archived records of compliance practice and related organizations. This is because it might be readily available and easier to comprehend, as it comprises of extensively researched work.

3.5.2 Primary Data collection

According to Roston, (2001), primary data is that kind of data that has been gathered for the first time, it has never been reported anywhere. Short comings of secondary data sources such as out datedness and inadequacy in terms of coverage, will necessitate the use of primary sources for first hand data. Self-administered questionnaire will be used and this will enable the researcher to cover a large population quickly and at a reasonable cost.

3.6 Data Collection Instrument

3.6.1 Structured Questionnaire

The questionnaire will be used on the basis that the variables under study cannot be observed for instance the views, opinions, perceptions and feelings of the respondents. The questionnaires will be equally used because the information will be collected from a large sample in a short period of time because most respondents can read and write (Sekaran, 2003). Personally administered questionnaires will be used to draw information regarding compliance practice. The questionnaires will be open and closed ended with a likert scale on five anchors. The researcher will choose the questionnaire as an instrument because the study will be virtually descriptive and the tool is an easy method of data collection. Respondents respond honestly because of anonymity. It’s also time saving and cost effective.

3.6.2    Interview Guide

Qualitative data will be collected from the informants using interviews. The interview guide will be structured. The interviews will be held with administrators and take approximately thirty to sixty minutes. These are noted to be the best tools for getting first hand information /views, perceptions, feelings and attitudes of respondents. Both formal and informal interviews will be used to get maximum information from the different respondents to participate in the research.

3.6.3    Documentary Analysis Checklist

This instrument will contain a list of documents that will be reviewed to obtain the necessary secondary data in revere to the study objectives, questions and hypothesis.

This method will enable the researcher to obtain secondary information on the Workload and employee performance by carefully studying written documents and visual information which will include official correspondents, text books, news papers or articles, it will be a critical examination of the study related to the issue under investigation. This will be used to triangulate the data collected using questionnaire and interviews. Documents like the correspondence between the different documents.

3.6.4    Observation check list

Observation check list will be used in assessing analyzing the workload and employee performance.

3.7 Data validity and reliability

3.7.1 Validity

Data analysis in this study will focus on data validity and reliability. To establish the validity of the questions, pre-testing will be done amongst the selected categories of respondents. Their comments will be incorporated in the final instruments to suit the data requirement of the study. The final amended research instruments will be reviewed jointly by the researcher and the supervisor.

3.7.2 Reliability

Reliability will be checked using the test –retest practice advocated for by Amin (2005). In other words, the questions will be put to course mates and their comments noted, they will then be presented to the respondents and their views will be compared with those of the course mates. On receipt of the questionnaires, manual editing will be done, followed by coding. Frequency count of different variables will be done and this will give the number of occurrences and percentages out of total occurrences.

3.8 Data collection Procedure

The researcher after designing and pre-testing data collection tools will obtain a letter from Kyambogo University introducing him to the authorities of UNHCR.

Upon being allowed she will contact some respondents to build rapport with them and make appointments. Then she will be back on an appointed date and administer questionnaires assisted by a research assistant.

Then questionnaires will be filled and collected, while those that will not complete will be collected later as agreed with respondents. During the time of administering questionnaires, the researcher will also contact key informants and make appointments with them for an interview.

 3.9 Research Variables and their Measurements

The variable of the study will be measured on a five point Likert scale ranging from 1- strongly disagrees to 4-Strongly agree. The choice of this measurement will be that each point on the scale carries a numerical score which will be used to measure the opinions of respondents and it will be the most frequently used and summated scale in the study of business and social attitude.

3.10 Data Processing and Analysis

After receiving the filled questionnaires from the field, a data entry capture template will be designed in Statistical Package for Social Scientists (SPSS), which will be used for data entry. For exploratory factor analysis, frequency distributions, percentages and cross tabulations will be ran to summarize the respondent’s views on the questions under study.

3.10.1 Qualitative Data Analysis

Qualitative data, such as findings out of interviews of respondents, will be put into meaningful and exhaustive categories. Content analysis will be the main method of analyzing the data collected (Miles & Huberman, 2004). The Data will be classified into categorical variables. Therefore, data will be analyzed thematically. In using this form of analysis, major themes will be identified and classified. The researcher will examine the collected and identified information that will be relevant to the research questions and objectives, (Mbabazi, 2008).

3.11 Limitations of the study

The research may be hampered by the following challenges.

Non responses

The researcher will also experience a problem of non-response from respondents who will be given the questionnaires to fill. However, the researcher will assure the respondents that any information given will be treated with maximum confidentiality.

Cost

The researcher will experience a problem of limited finances with respect to this study. Costs regarding this limitation included transport, printing and photocopying of relevant materials. However, the researcher has to borrow some money from relatives, friends and use it sparingly so as to overcome the cost constraint.

Time

The researcher will experience time constraint in data collection, analyzing of data and in final presentation of the report. However, the researcher will overcome this problem by ensuring that the time element was put into consideration and that all appointments agreed upon with respondents shall be fully met.

CHAPTER FOUR

PRESENTATION, ANALYSIS, INTERPRETATION

OF FINDINGS

4.0 Introduction

This chapter presents the results in reference to objectives in chapter one. Category of respondents, Gender of    respondents, Age of respondents, education level of respondents, To examine the different challenges of Humanitarian supply network, to investigate the various ways of improving the performance of Humanitarian supply network and to assess the factors that affect humanitarian supply network.

.

4.1Findings on educational level of respondents

Table 2: showing educational level of respondents

Source: primary data

The results in the study indicates that 59% of the respondents were the results in the study indicates that 59% of the respondents were degree holders, this findings indicates that most of the respondents in the study had good understanding of the subject topic only few respondents in the study had other qualifications and 15% of the respondents had diploma qualifications.

4.2 Duration of employment

Table 3: Showing Duration of employment of respondents

Source: primary data

The results in the table indicates that 35% of the respondents in the study had stayed for 3-5 years in the UNHCR this indicates that these respondents had good experience regarding the operation of the organizations however only 15% had stayed for a period of less than 2 years.

4.4   Challenges of Humanitarian supply network.

Table 4:  Shows the Challenges of Humanitarian supply network .

Source: Primary Data

Table above reveals that humanitarian supply network can be achieved by The costs of designing the supply network is high this is supported by the strong percentage of 47% strongly agreeing, while 35% agreed and 10% disagreed while the remaining percentage of respondents strongly disagreed.

The table indicates that majority 49% of the respondents strongly and agreed that for an organization to fully develop its Humanitarian supply network it should control its price volatility of goods in the market affects while none of the respondents, 28% also agreed while 10% disagreed and 3% strongly disagreed.

According to table above, 47% of the respondents strongly agreed that Outsourcing rules in the country are one of the challenges facing the Humanitarian supply network, while 25% of the respondents agreed while 15% of the respondents where not sure.

According to researchers’ findings, 54% of the respondents strongly agreed that Cultural influence in the country is responsible is one of the main challenges facing humanitarian supply network. While 38% agreed the rest of respondents disagreed this therefore shows that cultural differences is one of the main challenges facing humanitarian supply network.

According to the table 54% of the respondents strongly agreed that Monitoring of the supplier performance in the organizations is one of the main challenges facing humanitarian supply network while 23% agreed and the remaining percentage disagreed.

The results indicates that majority of the respondents 49% agreed that Short product life is one of the main challenges facing Humanitarian supply network.

4.5 Various ways of improving the performance of Humanitarian supply network.

Table 5:  Shows the various ways of improving the performance of Humanitarian supply network.

Table above reveals that Adoption of new technologies to ensure proper monitoring of the transit of goods is essential in ensuring the better performance of Humanitarian supply network, this is supported by the strong percentage of 52% strongly agreeing, while 35% agreed only 2.5% of the respondents were not sure and the remaining percentage of 5% strongly disagreed and disagreed.

The table indicates that majority 54% of the respondents strongly and that for an organization to fully develop its humanitarian supply network it has to establish strategic relationships with the suppliers was not sure while the remaining percentage of 15% disagreed

According to table above, 47% of the respondents strongly agreed that Sharing of ideas with the suppliers in the design process of the products is one of the various ways of improving performance of Humanitarian supply network, 30% agreed and 15% were not sure.

According to researchers’ findings, 54% of the respondents strongly agreed that Recognition of suppliers’ performance is one of the various ways of improving the performance of a supply network. . While 38% agreed the rest of respondents disagreed this therefore shows that recognition of suppliers is essential in improving the performance of a supply network.

According to the table 54% of the respondents strongly agreed that creation of long term relationships with the suppliers while 23% agreed and the remaining percentage disagreed this therefore shows that most respondents assert that creation of long-term contracts is essential in improving the performance of a supply network.

4.6 Factors that affect humanitarian supply network

Table 6:  Shows the factors that affect humanitarian supply network

Source : primary data

Table above reveals that Humanitarian supply network Management of the quality of the products in the supply chain, this is supported by the strong percentage of 57% strongly agreeing, while 30% agreed only 7.6% of the respondents were not sure and the remaining percentage of 5% strongly disagreed and disagreed.

The table indicates that majority 79% of the respondents hold the view that Meeting of the rules of the country regarding purchasing is one of the factors that affects Humanitarian supply network, 10% agreed and the remaining 10% strongly disagreed and disagreed agreed.

According to table above, 47% of the respondents strongly agreed that Language barrier is one of the main various of improving the performance of a Humanitarian supply network this therefore indicates that an organization has Hire language experts..

According to researchers’ findings, 46% of the respondents strongly agreed that increased Violation of international laws by the suppliers is one of the main factors affecting the performance of Humanitarian supply network.

According to the table 59% of the respondents strongly agreed that Taxation policies of the country are one of the different factors that affect the performance of  while 23% agreed and the remaining percentage disagreed this therefore shows that most organizations developed their suppliers by clearly defining their process.

CHAPTER FIVE

DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introductions

This section presents the discussion, conclusions and recommendations in line to study objectives.

5.1 Discussion of findings

5.1.1 Factors that affect humanitarian supply network.

The results from the secondary data indicate that the management of quality may be difficult in the process because of the complexity of the system in the Humanitarian supply network this is also in line with Paul (2013); noted that some primary aspects of product quality include: performance, reliability and durability. Through the use of a quality management program, the Limited can produce a product that performs according to its stated promises.

The results from the study indicate that manufacturing processes aren’t perfect, so the industry typically accepts a certain quality level for products. Complexity and variability are part of any production process, and unfamiliar sources might not adhere to accepted defect levels. Choosing a none a foreign based sourcing firm can open up questions and disputes about which party is liable for defect percentages that rise above normal this findings is also in line with Cianfrani and, quality management ensures customer satisfaction. Conduct customer satisfaction surveys to understand the qualities of the product important to the customer. Also conduct surveys with those who are not the Limited’s customers. This will also provide insight into why these businesses use the services of the competitor.

According to the findings difference in time zones between countries and continents affects the effectiveness of the global supply chain for example Some U.S. firms experience issues when dealing with companies on the other side of the country in addition to that there is 13-hour time difference between the United States and Asia this results is also in line with West (2013) who indicates that due to long distance there is a challenge in long range logistics, purchasing items at a delivered price is easy, but the shipment can be delayed. Whether it is a factory hold-up or transit problem, ignoring the complexity of long-range logistics can be a risk.

The results in the study shows that opportunity for violation of international law is possible by some companies when they are in global supply chain, it may be difficult for corporations to discover if one of their suppliers is disobeying international for example an organization using child labor may be involved in child labour therefore Companies should consider social compliance every time they look at global sourcing this findings is also in line with (Lysons, 2016) who indicates that in the supply chain the some organizations are using the opportunity to violate the organizations.

The delay involved in global supply chain may affect production process of the organization, this is because the organization may not to receive on-time product delivery, it is vital to have firm completion dates and shipping timeframes. Most of the shipments to other countries delays this tends to have a major effect on the ability of the Humanitarian organizations to achieve their goals and objectives.

The findings from the secondary data indicates that organization may face a challenge of language barrier because of the diversity that exists in the global supply chain network. Since global supply chain involves cross border from one boundary to another and sometimes from one continent from another therefore language becomes a big challenge to different organization this may involve an additional cost to the organization this view is also in line with Lysons & Farrington, (2013) indicates that due to globalization most of the organizations face a challenge in language barrier.

Global partners offer competitive pricing and efficiencies, but still often conduct day-to-day business in a different language. Managers will likely speak English, but their directions must be relayed to line staff, and your own words might be lost in translation. Errors are bound to happen when communications aren’t translated and interpreted perfectly, this findings is also in line with

Poor record management techniques; Records represent a particular and crucial source of information that is reliable, legally verifiable and a source of evidence of decisions and actions taken this is also in line Mampe etal (2012) who indicates that Records represent a particular and crucial source of information that is reliable, legally verifiable and a source of evidence of decisions and actions taken while Bola (2011) and Kimoni (2007) believe that proper record management helps governments to realize and achieve their service delivery goals which include; organization decision making, accountability, requirements of the law, future reference and management of state resources on the same note Popoola (2007) stated that, the problem of records management is not with records and information per sebut with those having interface and interactions with these two vital resources during the service delivery process. The problems of records management can be summarized into inadequate knowledge of the life-cycles of records, inertia in implementing a form of system and information. He further notes that information and records management are the foundation of business activity. If there is no information, the management is crippled in its planning and decision-making processes. Information serves as the factor input in achieving rational organizational decision-making and high quality service delivery. It is needed to develop, deliver and assess the effectiveness of organizational policies, make informed choices between alternative courses of action, provide the basis for openness and accountability, protect individual rights and enforce legal obligations. Lynch (2013) supplements by indicating that there should be a systematic approach to recordkeeping from the beginning of the contracting cycle through to service delivery completion.

The results from secondary data indicates that quality management techniques and cost and time have long been recognized as the major targets of concern by the client and is closely linked to time and cost and vice versa. Accountable project with poor quality can result in extra cost and time extensions, a project with time and cost poorly controlled can affect the conformance to quality requirements this is also in line with Matthew and Michael (2012) who indicates that Quality management systems enable Limited departments to work as a team. Different areas of the Limited become reliant upon one another to produce a quality product that meets and exceeds the customers’ expectations. A quality system incorporates measures that affect sales, finance, operations, customer service and marketing. The balanced scorecard is a one-stop-shop for evaluating how various departments are operating against their performance expectations. Use the balanced scorecard to show how close the Limited is to the financial, operational, customer service and learning/growth targets as suggested by Littlefield.

The results in the study indicates that proper training and widening experience in providing proper services to the customers in a competitive business environment. A successful contract quality assumption system needs an adequate supply of conscientious workers, this results indicates that Gay and Diehl (2010) who indicates that training employees leads to better organizational performance. Training must be a part of the organizations succession planning. In today’s business environment any training which is less than visionary will not help the organization meet its’ future goals and objectives. Training objectives must be supportive of the Limited’s vision and mission. In order to identify training, the employees must be involved. System deficiencies including non-conformance reports, customer complaints and job performance appraisals will highlight the most urgent areas for development. Training programs must be devised and implemented to help bridge the gap identified previously. The results of the training must be evaluated to ensure that effective improvement has been achieved and that employees are competent to use the skills acquired.

Enhancing service delivery systems; service delivery is more than simply meeting specification and that the customer’s point of view is very important because the quality is what the customer says it is and it’s the customer who set the quality and value of service but not company. The author further says that customers consider reliability and ability and service effectiveness as indicators of service delivery this is also in line with Rose (2011) who noted that every organization must be loyal to its Customers, by ensuring the quality of the product and by building a loyal relationship with the Customers. This will in turn bring in more customers, increasing the sales and enhance the branding. Branding is what serves as a great identification to the organization.

5.1.2 Challenges of Humanitarian supply network

The results indicates that taxation policies in different countries affect the ability of an organization to maintain constant supply of the goods in the supply chain this view was also in line with lysons, 2009 who indicates that the level of taxation a given country has an effect on the quantity of trade.

Maintaining of the relationship between suppliers and buyers is the main challenge for the business in terms of getting new business this is also in line with Basheka, (2010) who indicates that relationship between suppliers and relation between organizations is necessary.

The results show that price volatility is one of the main challenges facing the suppliers in the humanitarian supply chain. The prices of manufactured goods keeps on changing between countries since the raw materials are faced with the main challenges this view is also in line with Oluka, 2015) who states that in the integration trade most of the commodities have experienced constant changes in the piece of goods and services this affects the performance of the business.

Limited transparency in the different organizations mainly affects the performance of the supplying organizations especially in humanitarian organization; some of the organization may be lacking the quality standard which is quite mandatory for any supplying organization to the humanitarian.

The findings in the study shows that laws governing the organizations are different from one country to another; these laws affect the performance of the organizations under which the organizations stay in this affects the performance of the different organization this is also in line with Rene Hansen Thembile Phute, Killron Dembe, and Synodia Chikanza (2005) Opportunity, who indicates that laws governing different countries in international trade affect the ability of the humanitarian organization to be in position to perform well.

Outsourcing rules governing different organizations this affects the ability of the humanitarian organization to be in position to perform and achieve the needs of the humanitarian organization this is also in line with Luway & Bowman (2009), civil society organisations, believe that they are activists who are not concerned about monetary gain. Employees of organization are engaged with changing the social status of human kind and empowering them with human rights education so that they make informed decisions and choices. With the current change in the economies and political dispensation of many countries, the cost of living is soaring and the risk associated with human rights activism is now too great so that staff feel the need for market related remuneration. Unfortunately most organizations in developing countries are unable to pay attractive salaries, particularly to local staff. Weakens the financial position of organization, as programmes are abandoned midway and in some instances staff can go without salaries.

Language barrier is one of the main challenges facing the humanitarian supply chain network this affects the performance of the organization in the long run and its ability to quickly achieve the goals of an emergency purchase this view is also in line with Joseph R. Dervaes (2006), who indicates that internal motives emanate from the workplace if an employee feels they are being underpaid, are unfairly treated in an appraisal interview, are given high volumes of work, leading to stress, and an employee perceiving that promotions are based on work politics and not performance.

Product life cycle affects the ability of the Humanitarian organization to be in position to achieve its goals and objectives. This reduces the ability of the humanitarian organization to be in position to provide the most vulnerable population who need the services.

Globalization of the supply network has increased on the costs and the complexity of the network this has increased on the need for the highly qualified and sophisticated workforce which is difficult for humanitarian organization to be in position to acquire.

Communication between the suppliers and the humanitarian organization, some of the organization lack relevant communication infrastructure that could enable the organization to be in position to enable keep track of the humanitarian organization’s purchase needs.

Cost effectiveness of the relevant organizations. Some of the products especially the emergency procurements normally performed by the humanitarian organization is purchased at high expenses because of limited time.

Difference in the cultures across the different countries, some countries especially Europe compared to African have different expectations of the product and performance and therefore the humanitarian organization has to ensure that it conforms to these.

Motivation is another critical element. It includes financial need, challenge, and revenge. When the trusted  employee has a financial need in their life, the motivation factor kicks in to permit the individual to perform an illegal act (Joseph R. Dervaes 2006).  Joseph R. Dervaes (2006) asserts that, the financial need can be either real or perceived. They become desperate and see no other alternative to solve their financial crisis. Sometimes this is the most visible element of change in a person’s life actually observed by fellow employees in the office. But, sometimes the individual commits fraud by exploiting the organization’s computers, accounting systems, and internal controls as a challenge. Breaking the organization’s codes and passwords is perceived as a game. The most dangerous person is one who seeks revenge against the organization. This wayward employee seeks to financially destroy the organization in retaliation for the poor treatment they’ve received in the past.

Limited  time during the purchasing time. Most of the natural calamities are experienced at the time when not expected due to their surprise nature the humanitarian organizations therefore are faced with the challenge of ensuring that they keep up to the nature of the supply needs.

Limited privacy involved in the humanitarian supply network system, since different organization are involved in the humanitarian supply network organizations, This is also in line with Rene Hansen Thembile  Phute , Killron Dembe, and Synodia Chikanza (2005), an employee may come under extreme financial stress, if she or he has health problems or family members are chronically ill. An employee may desire to solve a need or seek to attain a certain lifestyle. Possibly there may be gambling or alcohol-related problems. Unfortunately the manager cannot do much about such motives, but it is important that they are identified. Internal motives emanate from the workplace if an employee feels they are being underpaid, are unfairly treated in an appraisal interview, are given high volumes of work, leading to stress, and an employee perceiving that promotions are based on work politics and not performance. This may lead to fraudulent act

Dominant culture of some countries over others, some countries especially in the western world have more advantage over others this is also in line with Simon Harper & Lora Thompson (2007) assert that though globalization in the humanitarian supply network is essential it has numerous influences on the performance of the organization.

Resistance to organizational change affects the organization in the process of adopting better organizational performance this is also in line with Rene Hansen Thembile Phute, Killron Dembe, and Synodia Chikanza (2005) who noted that during Purchasing. An employee might not disclose a conflict of interest concerning a certain service provider. For example, the employee might award a contract to a relative’s company. This hidden interest is not in the interests of the organization. An employee might receive kickbacks from suppliers in exchange for approval to either order from or make a payment to them, when goods have not been fully supplied or are charged at a higher price. They added that Staff from the donor organization can be bribed by an entity manager, so that during the monitoring process some instances of non compliance are ignored.

The results in the study shows that data aggregation challenges affect the organization in the process of adopting better organizational performance. Technologies and tools are easily integrated can serve as the basis for an enterprise-wide quality management platform, streamlining process and ensuring data integrity as it moves across an organization this is also in line with

Technological change is one of the main challenges facing different Humanitarian organizations. Most of the organizations face challenges in terms of the cost of acquisition of the new technology and acquiring the necessary manpower to manage these different technologies this results is also in line with Crake (2018) who indicates that Humanitarian organizations face numerous challenges in acquiring technological challenges.

Inflexible tools affect the organization in the process of adopting better organizational performance. Tools that provide a customizable methodologies framework help teams drive efficiencies within their own projects the results in the study indicates that Fisher, (2009) who indicates that after identifying promising opportunities, managers must evaluate those items of feasibility, resources and timely requirements and potential return on investment. This goal is to decide whether they are achievable and if so, what the goal should be. Additional criteria used to evaluate opportunities which include willingness and ability of a supplier to implement changes, duration of a product life, strategic importance of the product and its impact on the business, return on investment, impact analysis and standardization.

Poor communication affects the organization in the process of adopting better organizational performance. Collaborative tools that can be used within the context of the process and integrate with back-end systems and a centralized project server can enhance communication across the enterprises.

5.1.3  Various ways of improving the performance of  humanitarian supply network.

The results in the study further demonstrates that Enhancing participative management systems in the humanitarian organization is essential in enabling the organization be in position to achieve better performance in the network this view therefore shows that participative management systems is essential in enabling the organization be in position to enhance better performance in the humanitarian supply network.

The study results shows that developing organization vision and goals geared towards achieved quality, the starting point for the management and leadership process is the formation of a well-defined vision and value statement this indicates that when the Humanitarian organization develops clear vision it is able to be in position to achieve its goals and targets.

Developing the Plan, The plan for the quality system is going to be different for every organization, but there are similar characteristics; there should be clear and measurable goals, these findings further demonstrated that Humanitarian organizations are able to manage their challenges by ensuring that they develop appropriate plans.

The results from the secondary data indicated that communication change, especially a movement toward higher quality, is challenging to communicate effectively, yet the communication process is essential for the company’s leaders to move the organization forward. Communication is the vital link between management, employees, consumers, and stakeholders this helps in the management of the people and their aspirations. This result indicates that when the humanitarian organization adopts appropriate communication systems it is able to manage its challenges.

Rewards and Acknowledgment, Rewards, compensation, and acknowledgment for achievements in quality are very effective ways to motivate employees. They tell employees at the end of the day exactly what management is trying to accomplish. Rewards, compensation, and acknowledgment may also be seen as a form of communication they are tangible methods that senior management uses to let employees know that quality is important.

Benchmarking is one of techniques used by Total Quality Management firms in their continuous improvement drive. According to Rank Xerox, cited in (Cross and Leonard, 1994).benchmarking is defined as the continuous process of measuring product services and processes against strongest competitors or those renowned as world leaders in their field, this viewso further shared by Bounds (2010) who indicates that Benchmarking leads to better organizational performance. This is the process of identifying the best practices and approaches by comparing productivity in specific areas within ones’ own Limited to other organizations both within and outside the industry. This is also in line with according to basefield (2010), quality improvement teams leads to better organizational performance. these are small groups of employees who work on solving specific problems related to quality and productivity, often with stated targets for improvement quality improvement teams are proving to be highly successful at tracking down the causes of poor quality as well as taking remedial action.

Sharing Technology, Global companies like Toyota, Honda, and Isuzu share their new technologies with their suppliers so as they supply up to date products needed by these companies, this also helps in quality improvement in both companies this is the view with (ford et al,2009) who indicates that sharing Technology, Global companies like Toyota, Honda, and Isuzu share their new technologies with their suppliers so as they supply up to date products needed by these companies this also helps in quality improvement in both companies. Most companies like Volkswagen, fiat and Toyota share their new technological ideas with their suppliers. According to Wargner et al (2006) the success of Japanese automobile industry has been largely been because of supplier development in this situation the buyers share with the sellers different idea, technology, scientific research, and costs and future expectations so that each firm is able to produce as required by the other party (buying party).

The results from the study indicates that Involving suppliers during the design process of new products by the buyer, when organizations are in the course of developing new products, they invite their suppliers in the design process of new products so that suppliers are aware of the new demands of the buyer and also the new needs products in the market and change her production techniques accordingly, this results therefore shows that for humanitarian organizations to achieve efficiency in the supply network they need to involve suppliers in the design process of the new product.

Recognition of suppliers for their outstanding performance, Buyers normally give their suppliers awards so as suppliers feel appreciated for the good quality products they have manufactured. This also creates competition between the suppliers and they are able to improve quality of their products accordingly.

The   findings    in the study shows that quality management systems enable Limited departments to work as a team. Different areas of the Limited become reliant upon one another to produce a quality product that meets and exceeds the customers’ expectations; this view is also shared by Gay and Diehl (2010) who indicates that training employees leads to better organizational performance. Training must be a part of the organizations succession planning. In today’s business environment any training which is less than visionary will not help the organization meet its’ future goals and objectives. Training objectives must be supportive of the Limited’s vision and mission. In order to identify training, the employees must be involved. System deficiencies including non-conformance reports, customer complaints and job performance appraisals will highlight the most urgent areas for development. Training programs must be devised and implemented to help bridge the gap identified previously. The results of the training must be evaluated to ensure that effective improvement has been achieved and that employees are competent to use the skills acquired.

5.2 Conclusion

The results indicates that Management of quality may be difficult in the process because of the complexity of the system, different authors have different definition of quality management, Difference in time zones between countries and continents affects the effectiveness of the global supply chain for example Some U.S. firms experience issues when dealing with companies on the other side of the country in addition to that there is 13-hour time difference between the United States and Asia, long distance there is a challenge in long range logistics, purchasing items at a delivered price is easy, but the shipment can be delayed, Opportunity for violation of international law is possible by some companies when they are in global supply chain, The delay involved in global supply chain may affect production process of the organization, Organization may face a challenge of language barrier because of the diversity that exists in the global supply chain network, offering competitive pricing and efficiencies, Poor record management techniques; Service delivery requires leadership style and management policy to be effective and an organization’s service level is only as good as its employees, Proper training and widening experience in providing proper services to the customers in a competitive business environment, Enhancing service delivery systems; service delivery is more than simply meeting specification and that the customer’s point of view is very important because the quality is what the customer says it is and it’s the customer who set the quality and value of service but not company and Monitoring quality enabled organization ensure they are supplied with quality products at the same time reduced the cost of acquisition of purchases.

Limited resources allocated to government entities are always misused, Trainining of procurement personnel in order to ensure service delivery improvement in government parastatal, and Contract management challenges in both public and private organizations are endemic in any contractual relationship due to lack of transparency and poor record keeping the authors further recommend for an increased level of transparency in contact management for the attainment of efficiency.

The study findings indicates that the challenges to the humanitarian supply network include; Taxation policies in different countries affect and difficulty in Maintaining of the relationship between suppliers and buyers.

The results further indicates that Price volatility is one of the main challenges facing the suppliers in the humanitarian supply network, Limited transparency in the different organizations mainly affects the performance of the supplying organizations especially in humanitarian organization; Laws governing the organizations are different from one country to another, Outsourcing rules governing different organizations this affects the ability of the humanitarian organization to be in position to perform and achieve the needs of the humanitarian organization, Language barrier is one of the main challenges facing the humanitarian supply chain network, Product life cycle affects the ability of the Humanitarian organization to be in position to achieve its goals and objectives and Globalization of the supply network has increased on the costs and the complexity of the network this has increased on the need for the highly qualified and sophisticated workforce which is difficult for humanitarian organization to be in position to acquire.

Apart from the above communication between the suppliers and the humanitarian organization, Cost effectiveness of the relevant organizations, Difference in the cultures across the different countries, Limited time during the purchasing time, Limited privacy involved in the humanitarian supply network system, since different organization are involved in the humanitarian supply network organizations and the dominant culture of some countries over others.

The results in the study further demonstrates that enhancing participative management systems in the humanitarian organization is essential in enabling the organization be in position to achieve better performance in the network, Developing organization vision and goals geared towards achieved quality, Developing the Plan, Communication, Change, especially a movement toward higher quality, is challenging to communicate effectively, yet the communication process is essential for the company’s leaders to move the organization forward. Rewards and Acknowledgment, Rewards, compensation, and acknowledgment for achievements in quality are very effective ways to motivate employees. They tell employees at the end of the day exactly what management is trying to accomplish and Benchmarking is one of techniques used by Total Quality Management firms in their continuous improvement drive. Sharing Technology, enforcing strategic relationship enables organizations to share technology, Involving suppliers during the design process of new products by the buyer, when organizations are in the course of developing new products, Recognition of suppliers for their outstanding performance, and Quality management systems enable Limited departments to work as a team.

5.3 Recommendations

The study recommends that humanitarian organizations should plan for nthe purchases to avboid emergency purchases and achieve value for money.

The study also further recommends that Humanitarian organizations should eliminate costs by training their procurement personnel.

Humanitarian organizations also should develop partnerships with their suppliers to achieve value for money.

Humanitarian organizations should also collaborate with suppliers.

They should share technology with the suppliers to enable them achieve value for money.

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APPENDIX I: QUESTIONNAIRE

TOPIC: HUMANITARIAN SUPPLY NETWORKS. ACASE STUDY OF UNHCR

A CASE STUDY: UNITED NATIONS HIGH COMMISSION FOR REFUGEES

Dear respondent

I am MAYEGO JAMES a student of Kyambogo University, am carrying out a study on the above stated topic. You are one of the respondents randomly selected to participate in the study. The information given shall be treated with utmost confidentiality and shall only be used strictly for academic purpose.

GENERAL DATA

SECTION A:            

SECTION B: CHALLENGES OF HUMANITARIAN SUPPLY NETWORK AT UNHCR

Key: SA=strongly agree, A=agree, N=neutral, D=disagree, SD=strongly disagree

Tick in the box where appropriate.

Please mention other challenges of humanitarian supply network at UNHCR.

……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

Please tick one appropriate.

SECTION C: various ways of improving the performance of Humanitarian supply network.

Key: SA=strongly agree, A=agree, N=neutral, D=disagree, SD=strongly disagree

Please mention other various ways of improving the performance of Humanitarian supply network..

………………………………………………………………………………………………………………………………………………………………………………………………………………Please tick on appropriate.

SECTION D: FACTORS THAT AFFECT HUMANITARIAN SUPPLY NETWORK.

Key: SA= strongly agree, A=agree, N=neutral, D=disagree, SD=strongly disagree

Please mention other factors that affect humanitarian supply network.

…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

APPENDIX II: BUDGET ESTIMATES

APPENDIX III: WORK PLAN