EFFECTS OF SUPPLY CHAIN MANAGEMENT PRACTICES ON PERFORMANCE OF MANUFACTURING COMPANIES IN KENYA: CASE STUDY OF ACL

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The last three decades have seen an increasing need to shift from Lean, cost, efficiency-driven supply chains to agile, fast, and service-driven supply chains. Both in theory and practice, numerous scholars concur that firms’ leaders have become aware that they can no longer productively compete in isolation of their suppliers and other entities in the supply chain (Gimeze & Ventura, 2005; Lee & Billington, 1992). Thus, organizations have shifted their attention from competition amid a field of companies to competition amid their entire supply chains. Failure in the performance of a firm’s supply chain results in competitive losses and can ultimately lead to collapse (Greif, 1993). This situation has forced firms to become more focused on their supply chain management capability as a means to improve or sustain their competitiveness (Ntayi & Eyaa, 2010).

Supply chain management has emerged as a common practice across industries because it encompasses long-term strategic alliance, supplier-buyer partnerships, cross-organizational logistics management, joint planning, control of inventory, and information sharing (Ralston, 2013). The goal should be to ensure that the supply chain gratifies the needs of the ultimate buyers of the products or services that it produces (Preuss, 2005).

Harrison and New (2002) argued that the successful implementation of SCM practices provides opportunities to improve organizational performance along the supply chain Eduardo et al. (2014) argued that supply chain practices let companies reduce costs by developing new technologies that mitigate their activities.

Kim (2006) argued that effective construction of various SCMPs requires close integration of internal functions within the firm and external linkages with suppliers, customers, and other channel members in order to be highly competitive and at the same time achieve profitability growth. Although some organizations have realized the importance of implementing supply chain management, they often do not know exactly what to implement, due to a lack of understanding of what constitutes a comprehensive set of SCMPs (Li et al., 2006a).

In light of the above, there is a need for studies to unravel the various supply chain strategies that firms have or need to adopt in their quest to enhance their competitiveness and performance in the manufacturing industry. The current study thus seeks to investigate the various supply chain management practices adopted by manufacturing firms in Kenya and their impact on the performance of the companies in the dynamic Kenyan bottled water market.

1.1.1 Supply Chain Management practices

Supply chain management practices have been defined as a set of activities undertaken in an organization to promote effective management of its supply chain (Tomi Solakivi, 2014). Li et.al. (2005) also defined SCM practices as the set of activities that organizations undertake to promote effective management of the Supply chain. (Koplin et.al. 2007) determined the underlying dimensions of SCM practices and tested empirically and framework identifying the relationship among SCM practices, operational performance and SCM-related organizational performance for SMEs in Turkey. The set of twelve SCM practices identified were: the close partnership with suppliers; close partnerships with customers. Supply Chain benchmarking; JIT Supply E-procurement, few suppliers; many suppliers; strategic planning; outsourcing; subcontracting; holding safety stock and 3PL (Chen and Pawlraj,2004) study on the development of SCM practices identified a set of four reliable and valid practices significant to SCM.

Ulusoy (2003) identified four SCM practices while assessing the supply chain and innovation management in the manufacturing industries of Turkey, They are; logistics, supplier relations, customer relations, and production. Similarly, a study conducted by Lee and Kuncade (2003) proposed six major dimensions of SCM: partnership; information technology; operational flexibility; performance measurement; management commitment and demand characterization. Donlon (2012) describes the latest evolution of supply chain management practices, which include supplier partnership, outsourcing, cycle time compression, continuous process flow, and information technology sharing.

In reviewing and consolidating the literature, five distinctive dimensions, including strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and postponement, are selected for measuring supply chain management practice. The five constructs cover upstream (strategic supplier partnership) and downstream (customer relationship) sides of a supply chain, information flow across a supply chain (level of information sharing and quality of information sharing), and internal supply chain process -postponement (Tomi Solakivi, 2014).

The current study will focus on the four main supply chain practices that affect ACL’s performance which include logistics outsourcing, supply chain collaboration, information systems support, and design for postponement. These supply chain practices enhance supply chain and organizational performance among the manufacturing companies in Kenya.

1.1.2 Overview of Alpine Coolers Limited

According to the international bottled water association (IBWA, 2002) bottled water refers to natural water, springs water, sparkling water, and purified water. This association also includes in their definition, well water and sparkling water. The ever increasing demand for bottled water consumption, high competition and the relative less entry barriers in the industry are some of the significant issues facing bottled water distribution intensity (Shermer 2003). The world wildlife fund survey (2002), estimates that individuals around the globe consume some 89 million litres of bottled water annually. This increase in consumption is largely attributed to health reasons,diet,lifestyle, the premiumization of water and clever advertising against tap water and other soft drinks (Wiesenberger, 2003: Amato & Amato 2009).

In Kenya, purified bottled water represents an alternative to packaged beverages and other sugared drinks. The small packaged sized 300ml comprise the fastest growing segment in supermarkets and retail shops .The industry performed well in 2011, registering growth of 10% in total volumes (Euromonitor 2010). Like other markets, consumers choose bottled water for its taste and purity. It is estimated that the bottled water industry nets over 1.3 billion shillings (16 million U.S dollars) annually. With the quest for safer water and agile channel intensities, the sales are bound to increase (Softa, 2005).

Alpine has been manufacturing and providing bottled water and national office drinking water services around the world for over 20 years. Alpine stands behind all their dealers and makes sure that customers receive the highest quality water service at the best possible price.

• the beer distribution industry, the bottled water companies have been considered laggards in logistics management exposing their economic activities to many risks (International Bottled Water Association 2004).Although this is the case, a distribution revolution is sweeping the global bottled water industry. This wave is likely to enable bottled water producers and distributors to diversify their approaches to distribute their products profitably (Awan,Rouf & Leigh 2009).

Statement of the ProblemHigher levels of supply chain management practice can lead to enhanced competitive advantage and improved organizational performance. Supply chain management practice is expected to increase an organization’s market share, return on investment, and improve overall competitive position Li et al (2006), For example, strategic supplier partnership has been reported to yield organization-specific benefits in terms of financial performance (Ling & Huang, 2002; Zhang, 2001). The four main supply chain practices that influence firm performance are: logistics outsourcing; supply chain collaboration; information systems support; and design for postponement (Vijayasarathy, 2010).

The relationships between the supply chain practices and the measures of firm performance have been widely studied. Lorentz et al. (2012) measured performance as intra-firm supply chain performance and financial performance, including cost performance, service performance and asset utilization as dimensions of intra-firm supply chain performance, and measuring financial performance as Return on Assets (ROA), Return on Capital Employed (ROCE) and Earnings Before Interest and taxes (EBIT-%).

Martin and Patterson (2009) consider performance to include inventory, cycle time and financial, including asset utilization as one of the dimensions of performance. Their findings however are limited to the extent that not all the performance metrics have been chosen with the supply chain perspective in mind. The current study diverges from their study by seeking to unravel the integrative factor between the best supply chain management practices and supply chain and financial performance.

Locally, Korir (2011) examined the relationships between criteria/influencing factor within the supplier selection and contribution towards the company level of efficiency and overall performance among Oil companies in Kenya and found out that; having an appropriate supplier selection criteria leads to selecting the right supplier which eventually impact in company efficiency and performance. While the findings will provide vital insights into supplier selection criteria, they are limited to the extent that they fail to establish the relationship between selection practices and overall organizational performance which is the domain of the current study.

Against this backdrop, the current study aims to establish the effects of supply chain management practices on performance among manufacturing companies in Kenya.

1.3 Research Objectives

1.3.1 General Objectives

To establish the effects of supply chain management practices on performance of manufacturing companies in Kenya with reference to Alpine Coolers Limited.

1.3.2 Specific Objectives

The following specific objectives guided the study;

1. To establish the effects of logistics outsourcing on performance of manufacturing companies in Kenya.
2. To evaluate the effects of supply chain collaboration on performance of manufacturing companies in Kenya.

iii. To assess the effects of information systems support on performance of manufacturing companies in Kenya.

1. To establish the effects of design for postponement on performance of manufacturing companies in Kenya.

1.4 Research Questions

The following research questions guided this research study:

1. How does logistics outsourcing affect performance of manufacturing companies in Kenya?
2. What are the effects of supply chain collaboration on performance of manufacturing companies in Kenya?

iii. What are the benefits of information systems support on performance of manufacturing companies in Kenya?

1. How does the design for postponement affect the performance of manufacturing companies in Kenya?

1.5 Significance of the Study

This study will serve as a guideline to all stakeholders in the procurement profession and manufacturing industry in Kenya: to establish supply chain management practices as well as their effects on performance in manufacturing company.

The findings of the study will also serve as a stepping-stone for future researchers on the same or similar topics by suggesting areas that need further studies to be conducted.

1.6 Scope of the Study

This study will be interested in finding out effects of supply chain management practices on performance of manufacturing companies in Kenya. The focus of this study is based on Alpine Coolers Limited. Alpine Coolers Limited is located off Enterprise Road in Industrial Area.

CHAPTER TWO

LITERATURE REVIEW

2.1 Overview

This chapter presents a summary of the theoretical literature and conceptual framework reviewed by the researcher. Theoretical literature reviews include various theories from past studies on the subject of supply chain management practices and organizational performance while the conceptual framework describes various variables of the study.

2.2 Theoretical Review

This section aims to provide the theoretical overview of existing concepts and theories in supply chain management and buyer-seller relationships, which might be of particular relevance to best practices in supply chain management, which might have an effect on organizational performance. Theoretical overview is conducted in regard to three constituent elements of supply chain management highlighted by Preuss (2005), namely managing material flows, relationship management and managing information flows. The following theories will constitute the theoretical framework of the current study.

2.2.1 Resource-Based View Theory

Resource-based view (RBV) of the firm (Wernerfelt 1984; Barney 1991) explains organizational competitive advantage as possession of unique resources and capabilities. Nowadays, with outsourcing of non-core components and competences, resources of two or more organizations are combined through interaction (Gold, Seuring et al. 2010). The resources created through integration in supply chain are of higher value than individual firm’s resources. Therefore companies involved in resource integration are granted with more benefits (Haakansson and Snehota 1995; Halldorsson, Kotzab et al. 2007).

Nowadays, when sustainability has shifted from organizational to supply chain level, it becomes one of the critical resources that cannot be created solely by the efforts of individual company. Inter-firm collaborative relationships help companies creating sustainability resources and competences that otherwise would not be possible to acquire (e.g. sustainability related knowledge via inter-organizational learning, joint environmental solutions as product and process design etc.). Due to unique history and context specificity of relationship development process, created sustainability related resources and competences are not easy for competitors to imitate and thus become a source of inter-organizational competitive advantage (Gold, Seuring et al. 2010).

2.2.2 Purchasing portfolio theory

Kraljic (1983) introduced the first comprehensive portfolio approach for the use in purchasing and supply management. Some 20 years ago, he advised managers to guard their firms against disastrous supply interruptions and to cope with changing economic and technological dynamics. His message was that ”purchasing must become supply management.” In this context, Kraljic (1983) developed a convenient portfolio approach for the determination of a comprehensive strategy for supply. Kraljic’s approach includes the construction of a portfolio matrix that classifies purchased products and services on the basis of two dimensions: profit impact and supply risk (”low” and ”high”). The result is a matrix classified into four categories: bottleneck, noncritical, leverage and strategic items.

Leverage items allow the buying company to exploit its full purchasing power, for instance through tendering. Bottleneck items cause significant problems and risks that should be handled by volume insurance, vendor supplier control, and safety stock and backup plans. In some cases, a search for alternative suppliers or products is needed. Strategic items require a more collaborative strategy between both the buyer and the seller.

2.2.3 Technology-organization-environment Theory

This theory emphasizes why it is important for organizations to implement technological advancements in their day-to-day functioning. The theory purports that the implementation of technological innovations entails three key contexts i.e. organizational, technological and environmental. (Cox, 2010)

The theory acknowledges that great pressure from an organization’s external environment has a significant influence on how it operates. A normative pressure which has implications on an organization’s decision-making process emerges through information sharing. The theory is relevant to the study since it recognizes that there exists a relationship between supply chain management and its external environment which affects organizational performance where technology i.e. IT emerges from.

2.2.4 Manufacturing Strategy Theory

Decision making in manufacturing strategies like postponement reflects how a company intends to compete in the market by making internal choices consistent with their competitive priorities of cost, quality, flexibility, reliability and speed of delivery to achieve global success.

Manufacturing strategy theory incorporates the contingency theory based model, which conceptualizes the relationship between a changing environment, managerial decision making and performance (Swamidass & Newell, 1987). Similarly, corporate performance is positively related to the role of manufacturing manager in strategic decision-making. Alignment between business environment characteristics, competitive priorities and SC structure improve firm performance (Simangunsong et al, 2011).

So as to survive in today’s highly competitive and rapidly changing environment, it often requires firms to develop strategies that provide the right kind of flexibility to succeed in their specific environments (Simangunsong et al, 2011).

2.3 Supply chain management practices

From exploratory research done by Omain et al. (2010) based on previous studies argued that the implementation set of SCM practices differs depending on the country and type of organization involve. This means different organizations and countries have a different set of practices in implementing SCM this is due to the fact different managerial perceptions of how supply chain components are related to each other and to the organization example different styles of management, different world views from a different country and cultural differences. Therefore, there is no clear set of supply chain practices suitable for all industries or countries.

However, a study done by Spens and Wisner (2009) justified being more similarities in SCM practices implementation between two countries than differences. The main differences were only in concern with the use of 3PLs, the perceived sharing of benefits between supply chain members, the use of Vendor Managed Inventory, and the importance of ethical practices among supply chain members.

Different studies from different countries have used similar dimensions when assessing SCM practices. Basnet et al., 2000 (New Zealand); Li, et al., 2006 (USA); Kushwaha and Barman, 2008 (India); Choon Ho 2011 (Malaysia); Adebayo, 2012 (Nigeria); Ardianto et al., 2013 (Indonesia); Qayyum et al., 2013 (Pakistan); Woldemichael, 2012 (Ethiopia); Mwale, 2014 (Kenya); Mensah et al., 2014 (Ghana); Karimi and Rafiee, 2014 (Iran) just to mention the few, all these studies have indicated to use similar dimensions of SCM practices to their respective countries such as strategic supplier relationship, information technology, and so on, they indicated positive results to support such practices to be applicable in their respective countries regardless of difference of culture, style of management, geographical background, ideology, type of industry from one country to another or from one continent to another.

2.3.1 Organizational performance

Organizational performance is the ultimate dependent variable of interest for researchers concerned with just about any area of management. SCM practices impact not only overall organizational performance but also the competitive advantage of an organization (Mwale, 2014). This means SCM practices can act as the means for creating and sustaining a competitive advantage and enhancing organizational performance for the firm and for the entire supply chain (Perry II, 2012). This statement was empirically justified by Li et al., (2006), Bahri-Ammari (2013), Karimi and Rafiee (2014), Mbuthia and Rotich (2014). Regarding SCM practices in relation with organization performance, a number of prior studies were conducted to determine such relationship (Li et al., 2006; Agus, 2011; Choon Ho, 2011; Deshpande, 2012; Valmohammadi, 2013; Qayyum et al., 2013; Ganesh Kumar and Nambirajan, 2013; Annan et al., 2013; Karimi and Rafiee, 2014; Mutuerandu, 2014; Arun and Kumar, 2014; Hussain et al., 2014; Mensah et al., 2014; Kumar and Nambirajan, 2014). Major findings found from these studies justified the presence of a positive relationship between SCM practices and Organizational performance, therefore, the higher levels of SCM practice implementation can lead to higher levels of organizational performance and vice versa is true. Example; Li et al., (2006) had conceptualized and developed five dimensions of SCM practices (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing, and postponement) and tested the relationships between these SCM practices and organizational performance (market and financial performance). The result indicated that higher levels of SCM practice can lead to higher organizational performance.

2.4 Supply chain management practices associated with firm Performance

2.4.1 Logistics outsourcing

According to Fynes and Foss, (2005), outsourcing is the sub-hiring of activities, services or product parts that are not core to the company business, usually aiming at cost reduction, quality improvement and delivery struggle especially if both organizations in supply relationship brings to an end the existing relationships.

Bettis et al. (1992), argued that outsourcing could aid competitiveness providing it was managed properly. Among other early contributors to the discussion was Aertsen (1994), one of the first to discuss it from the logistics perspective and to analyze the outsourcing of physical distribution. Also, D’Aveni and Ravenscraft (1994) and Gilley and Rasheed (2000) argue that one of the core motives for outsourcing is the firm’s need to concentrate on its core competencies, thereby achieving higher performance (Kremic; Tukel and Rom, 2006).

Cost reduction is usually viewed as the internal motivation for outsourcing (Smith et al. 1998), which means that using the external resources to provide the same level of services at a lower price than operating it inside (Weaver,1998) analyzed the financial characteristics of firms with outsourcing, and clearly categorized some motivations: to reduce costs; to concentrate attention on core business functions; to meet the demands for the realization of assets and; to obtain the external capacity.

According to Fynes and foss, (2005), outsourcing depends on the trust firms have in an outsourcing strategy over each other. This happens when companies believe that they both will perform actions that will result in positive benefits for the development, increase of communication is considered brail of trust concerning the integrity, and support between both parties will increase.

2.4.2 Supply chain collaboration

Supply Chain Collaboration Involves coordinating activities between buyer and supplier so that both parties can improve the supply chain performance such as reducing cost, increasing service level, better utilising resources, and effectively responding to changes in the market place (Tsou, 2013).

Simatupang and Sridharan (2003) also defined Supply chain collaboration as two or more chain members working together to create a competitive advantage through sharing information, making joint decisions, and sharing benefits which result from greater profitability of satisfying end customer needs than acting alone.

Simatupang and Sridharan (2003) states that when two or more organizations in a supply chain work together to plan and execute supply chain activities jointly Collaboration in a supply chain occurs. Collaboration in firms occurs when the relationship is characterized by openness and trust, where risks, rewards and cost are shared (Sandberg, 2007). Trust in a supply chain is driven by perceptions of credibility and does not come into existence spontaneously. Supply chain performance is perceived to be improved through collaborative efforts of the partners, actions which lead to reduced inventory, reduced costs, improved customer service, improved forecasts and on time deliveries (Whipple & Russell 2007).

2.4.3 Information systems support

The development of information and communications technology (ICT) has created new possibilities for improving firm performance. For example Brynjolf and Hitt (2000) review the evidence on how investments in (and thus the increased use of) IT influences performance. As part of their definition, Simatupang and Sridharan (2005) include information sharing as one of the dimensions of supply chain collaboration. Assuming that supply chain collaboration has a positive effect on firm performance, the Simatupang and Sridharan (2005) framework can be interpreted such that increased information systems support is linked to better performance by enabling deeper supply chain collaboration.

The implementation of IT to enhance the management of SC is no longer something new. The implementation of IT technologies such as Electronic Data Interchange (EDI) has evolved to the current web technologies such as Business to Business technologies and collaborative commerce technologies (Chong and Ooi, 2008). The implementation of IT in the SC has been shown to have numerous impacts on the performance of organizations. Mabert, (2001) found the Enterprise Resource Planning (ERP) systems are able to provide a competitive advantage for the organizations that implement it. Advantages of ERP implementation include improving the decision making process via accurate information, improving planning and control of operations for the organization as well as indirectly increasing customer satisfaction. With ICT technologies companies are able to reduce issues with cost and system compatibility and are able to integrate their backend systems to have seamless SC processes. Petrovic (2007) in their study of SCM practices and organizational performances in an Australian Service industry found that IT technologies have now moved towards wireless and with technologies such as Radio Frequency Identification (RFID), 3rd generation Wi-Fi communications. These technologies have enabled the management of SC through wireless and mobile technologies.

Bayraktar, Demirbag, Koh, Tatoglu and Zaim (2009) detect a significant positive connection between information systems practices and operational performance of small and medium enterprises (SMEs), whereas Dehning et al. (2007) pinpoint a positive relationship between a firm’s investment in IT based SCM systems and performance.

2.4.4 Design for postponement

Postponement is defined as the practice of moving forward one or more operations or activities (making, sourcing and delivering) to a much later point in the supply chain (Van Hoek, 2010). Two primary considerations in developing a postponement strategy are: (1) determining how many steps to postpone, and (2) determining which steps to postpone (Beamon, 2008).

In the worlds of Venkatesh and Swaminathan (2002) the concept of postponement is to delay the point of commitment of WIP inventory into a particular end product and, thereby, gain leverage in terms of efficient asset utilization in a dynamic uncertain environment. Postponement is also referred to as end of line configuration, late point differentiation, or delayed product differentiation (Lee, 1993). During the last two decades several modeling approaches of postponement have appeared in the literature.

Rogers and Charvet (2012) presented a process standardization model where all products follow a series of common steps, after the completion of which products are differentiated, the point where the common process finishes and the differentiation starts is called differentiation point. They showed that when costs are identical at each site order-up-to is the optimal inventory policy. Lee (1996) also considered a process standardization model assuming that all products have independent demands following a normal distribution while the system follows a periodic review policy with complete backlogging. The author showed that postponement will lead to reduction of finished goods inventory. Lee and Whang (1998) investigated a similar model assuming demands follow a random walk and that demand forecast accuracy may be improved due to postponement. The authors proved that the safety stock decreases as the point of differentiation moves at a later stage. In the above models only finished products may be held as inventory.

2.5 Conceptual framework

The conceptual framework model shows the relationship between the independent variables and the dependent variables. In this case, the independent variable is represented by the various SCM practices, which include logistics outsourcing, supply chain collaboration, information systems support, and design for postponement, and the dependent variable is represented by the organization performance of the Alpine Coolers Limited.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter comprises the research design, target population, sampling frame, sample and sampling technique, data collection instruments, data collection procedure, data processing and analysis technique and ethical consideration.

3.2 Research Design

Research design facilitates study efficiency, yielding maximal information. This study will use descriptive design. This design is appropriate because it will give an opportunity for one aspect of a problem to be studied in-depth with minimal expenditure of effort, time and money. Gharry and Gronhaug (2005) asserts that in descriptive design, the problem is structured and well understood a fact that Mugenda and Mugenda (2003) agrees that descriptive design is most preferred because it gives a report on things as they actually are.

3.3 Target Population

Target population is that set of elements that the researcher focuses upon and to which results obtained by testing the sample should be generalized (Orodho, 2005). Alpine Coolers Limited has a work force of about 79 employees including the top management based at the head office; that is the focal point of information flow. (Wijsen, 2007, p. 56) explained that the target population should have some observable characteristics, to which the researcher intends to generalize the results of the study. This definition assumes that the population is not homogeneous.

3.4 Sample and Sampling Procedure

The researcher will use purposive sampling. Purposive sampling involves selecting certain units or cases based on a specific purpose rather than randomly (Kothari, 2011). The purpose of sampling will be to gain an understanding about some features or attributes of the whole population based on the characteristics of the sample.

The purpose of sampling is to gain an understanding about some features or attributes of the whole population based on the characteristics of the sample. A sampling frame is the list of all the items where a representative sample was drawn for the purpose of research. In this study, a sample size of 24 employees was used. Mugenda (2003) asserts that sampling is that part of the statistical practice concerned with the selection of individual or observations intended to yield some knowledge about a population of concern, especially for the purposes of statistical inferences. They advise that a researcher would have to use 30% of the total target population as a sample size for it to be accepted as a good representative sample..

Table 3.1 Sample Size

ACL Departments

Target population

Sample size

Administration

12

3

Human resource

10

3

Accounts and Procurement

15

4

Finance

10

3

Internal audit

3

1

Operations

5

2

ICT

5

2

Sales and Marketing

19

6

Total

79

24

Source: Author

3.5 Data collection instruments

The study used self-administered questionnaires that were dropped and picked later. A questionnaire is a research instrument that gathers data over a large sample and is one way to elicit self-values (Kombo, 2006). The questionnaires had both closed and open-ended questions. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents.

The study considered questionnaires which have advantages over other types of research instruments. They are relatively cheaper, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data.

The questionnaire was designed to include both structured and unstructured questions. The structured questions will be used in an effort to conserve time and money as well as to facilitate an easier analysis as they are in immediate usable form while the unstructured questions will be used to encourage the respondent to give an in-depth response without feeling held back in revealing of any information.

3.6 Data Collection Methods

Both primary and secondary data will be used. The study aims to structure self -administered questionnaires, and face to face interviews as data collection instruments, which will be designed according to the specific objectives of the study. The study will be carried out using these instruments due to several reasons for instance questionnaires will help to reduce biasing error since the respondents will not be influenced by the interviewers’ characteristics or technique. Questionnaires provide high degree of anonymity hence the respondents can give vital information without fear of being victimized, personal interview (face to face) interview help in ensuring the collection of high quality data since the interviewer can probe the respondents by making follow up questions and even making clarifications if need be.

3.7 Data Analysis

Data analysis refers to categorizing, ordering, manipulating, and summarizing data in order to obtain answers to the research questions so as to get meaning from the data collected(Kothari 2009).In this study the data will be processed by editing, classification and tabulation entered into the computer. The data will be then presented in form of tables, bar graphs, percentages among others.