PROCUREMENT MANAGEMENT SYSTEMS AND PROCUREMENT EFFECTIVENESS IN PUBLIC AVIATION AGENCIES: A CASE
STUDY OF CIVIL AVIATION AUTHORITY, UGANDA

KYALIMPA JUDITH
2017/FEB/MPLM/M221012/WKD

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS ADMINISTRATION
IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF 
THE DEGREE OF MASTER OF PROCUREMENT AND LOGISTICS 
MANAGEMENT OF NKUMBA UNIVERSITY

OCTOBER, 2019

DECLARATION

I Kyalimpa Judith declare that this dissertation is my original work and is ready for vetting by the School of Business Administration and Information Technology.

Signature: …………………………………………..	Date: ………………………………

APPROVAL

This dissertation by Kyalimpa Judith titled: ‘Procurement Management Systems and Procurement Effectiveness in Public Aviation Agencies: A Case study of Civil Aviation Authority-Uganda’ has been arrived at under my supervision and is approved for examination.

Signature: ………………………………………		Date: ………………………….
Mr. Bukenya Peter

DEDICATION

I dedicate this research work to my mother Mrs. Barangirana Norah and my brother Engineer Mbabazi..

ACKNOWLEDGEMENTS
First, I thank the Almighty God for His abundant blessings and throughout my life, studies and this research in particular.
I also acknowledge the moral contribution and support of my mother throughout the entire time of my studies; my sisters: Roy, Livion, Christine; and brothers: Mbabazi, Murode, and Caleb. 
To my beloved supervisor: Mr. Bukenya Peter, thank you for guiding me through this work. Your constructive criticism and objective guidance helped yield this report. 
To the management and staff of Civil Aviation Authority, I am indeed grateful for cooperating with me in collecting data required by the study. Thank you so much.
To the staff of the Nkumba University, thank you for the contribution made in any way towards the completion of my studies and research. Also my classmates of the MPLM class especially Kanyesigye Doreen, thanks for the moral support.
God bless you all.

TABLE OF CONTENTS

DECLARATION
APPROVAL
DEDICATION
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
LIST OF TABLES
ACRONYMS
DEFINITION OF KEY TERMS
ABSTRACT
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Problem Statement
1.3 Purpose of the study
1.4 Objectives of the study
1.5 Research questions
1.6 Research hypotheses
1.7 The scope of the study
1.7.1 Conceptual Scope
1.7.2 Geographical scope
1.7.3 Time scope
1.8 Significance of the study
CHAPTER TWO
STUDY LITERATURE
2.1 Introduction
2.2 Literature Survey
2.3 Theoretical Review
2.4 Literature review
2.4.1 Procurement management systems and effectiveness of procurement planning
2.4.2 Procurement management systems and effectiveness of procurement initiation
2.4.3 Procurement Management Systems and the effectiveness of contract management
2.5 Conceptual Framework
CHAPTER THREE
METHODOLOGY
3.1 Introduction
3.2 Research design
3.2.1 Research Approach
3.2.2 Research Duration
3.2.3 Research Strategy
3.2.4 Research Classification
3.3 Target population
3.4 Sample Size
3.5 Sampling methods and techniques
3.6 Data Collection Methods
3.6.1 Interviewing
3.6.2 Survey/questionnaire method
3.6.3 Document review
3.7 Data Collection Instruments
3.7.1 The Self-Administered Questionnaires (SAQs)
3.7.2 Interview Guide
3.7.3 Document review checklists
3.8 Data quality control
3.8.1 Content Validity tests
3.8.2 Reliability tests
3.9 Ethics and data collection procedures
3.10 Measurement of variables
3.11 Response rate
3.12: Background Information of Respondents
3.12.1 Age of respondents
3.12.2 Sex of respondents
3.12.3 Level of education
3.12.4 Occupation of respondents
3.12.5 Period of work in CAA
3.11 Data analysis and presentation
3.12 Limitations of the study
CHAPTER FOUR
PROCUREMENT MANAGEMENT SYSTEMS AND THE EFFECTIVENESS OF PROCUREMENT PLANNING IN CIVIL AVIATION AUTHORITY
4.1 Introduction
4.2: Descriptive findings on PMSs and the effectiveness of procurement planning in CAA
4.3: Correlation analysis of PMSs and effectiveness of procurement planning in CAA
4.4 Regression analysis of PMSs and effectiveness of procurement planning in CAA
4.5 Analysis of variance of PMSs and effectiveness of procurement planning in CAA
4.6 Conclusion
CHAPTER FIVE
PROCUREMENT MANAGEMENT SYSTEMS AND EFFECTIVENESS OF PROCUREMENT INITIATION IN CIVIL AVIATION AUTHORITY
5.1 Introduction
5.2: Descriptive findings on PMSs and effectiveness of procurement initiation in CAA
5.3: Correlation analysis of PMSs and effectiveness of procurement initiation in CAA
5.4 Regression analysis of PMSs and effectiveness of procurement initiation in CAA
5.5 Analysis of variance of PMSs and effectiveness of procurement initiation in CAA
5.6 Conclusion
CHAPTER SIX
PROCUREMENT MANAGEMENT SYSTEMS AND THE EFFECTIVENESS OF CONTRACT MANAGEMENT IN CIVIL AVIATION AUTHORITY
6.1 Introduction
6.2: Descriptive findings on PMSs and the effectiveness of contract management in CAA
6.3: Correlation analysis of PMSs and effectiveness of contract management in CAA
6.4 Regression analysis of PMSs and effectiveness of contract management in CAA
6.5 Analysis of variance of PMSs and effectiveness of contract management in CAA
6.6 Conclusion
CHAPTER SEVEN
HARMONIZING PROCUREMENT MANAGEMENT SYSTEMS AND PROCUREMENT EFFECTIVENESS IN CIVIL AVIATION AUTHORITY
7.1 Introduction
7.2 Procurement management systems and procurement planning
7.3 Procurement management systems and procurement initiation
7.4 Procurement Management Systems and contract management
CHAPTER EIGHT
SUMMARY, CONCLUSION AND RECOMMENDATIONS
8.1 Introduction
8.2 Summary of findings
8.2.1 Procurement management systems and effective procurement planning
8.2.2 Procurement management systems and effective procurement initiation
8.2.3 Procurement management systems and effective contract management
8.3 Conclusion
8.4 Recommendations
8.5 Areas of further research
REFERENCES
APPENDICIES
APPENDIX I: Table for determining sample size from a given population
APPENDIX II: Document review checklists
APPENDIX III: QUESTIONNAIRE
APPENDIX IV: INTERVIEW GUIDE

LIST OF TABLES
 Table 3.1 Sampling frame
Table 3.2: Cronbach’s alpha reliability test results
Table 3.3: Response rate
Table 3.4: Age of respondents
Table 3.5: Sex of respondents
Table 3.6: Respondents’ level of education
Table 3.7: Occupation of respondents
Table 3.8: Respondents’ period of work in CAA
Table 4.1: Findings on PMSs and the effectiveness of procurement planning in CAA
Table 4.2: Correlation of PMSs and effectiveness of procurement planning in CAA
Table 4.3: Model Summary
Table 4.4: Analysis of variance of PMSs and effectiveness of procurement planning in CAA
Table 5.1: Findings on PMSs and effectiveness of procurement initiation in CAA
Table 5.2: Correlation of PMSs and effectiveness of procurement initiation in CAA
Table 5.3: Model Summary
Table 5.4: Analysis of variance of PMSs and effectiveness of procurement initiation in CAA
Table 6.1: Findings on PMSs and the effectiveness of contract management in CAA
Table 6.2: Correlation of PMSs and effectiveness of contract management in CAA
Table 6.3: Model SummaryTable 6.4: Analysis of variance of PMSs and effectiveness of contract management in CAA

ACRONYMS

CAA 	- 	Civil Aviation Authority
NAPM - 	National Association of Purchasing Management 
CRM 	- 	Customer Relationship Management 
ERP 	- 	Enterprise Resource Planning  
EDI 	- 	Electronic Data Interchange 
BISs 	- 	Business Information Systems
PMSs 	- 	Procurement Management Systems
MRP 	- 	Material Requirements Planning  
PPDA	- 	Public Procurement and Disposal of Public Assets 
SCM 	- 	Supply Chain Management
SD	- 	Standard Deviation

	

DEFINITION OF KEY TERMS

Business  information systems is a group of interrelated components that work collectively to carry out input, processing, output, storage, and control functions in order to convert data into information products that can support forecasting, planning, control, coordination, decision making, and operational activities in an organization. These components can be classified into five basic resources; people, hardware, software, communications and data (Hardcastle Elizabeth, 2008).
Procurement Management Systems in this study are conceptualized as the information systems that support procurement as a business function of acquiring supplies, services and works (Hardcastle, 2008; and Bourgeois, and Bourgeois. 2012). This is based on the notion of e-Government Procurement (eGP) which is the use of Information and Communications Technologies in conducting activities of Government Procurement Process Cycle for the acquisition of goods, works, and services (PPDA, 2018).
Effectiveness is sometimes expressed as ‘doing the right things’. It is a measure of the extent to which objectives have been achieved. It integrates qualitative and quantitative measures of increase or decrease in outcomes that show that a contract or programme ‘is effective in delivering its intended objectives’. This examines the relationship between outputs and outcomes (Office of Government Commerce, 2002). 
Procurement effectiveness is the qualitative and quantitative measure of the extent to which procurement objectives have been achieved. It requires aligning procurement activities with overall procurement policy objectives as well as corporate goals and objectives (OECD, 2008).

ABSTRACT

The study sought to examine the relationship between procurement management systems and procurement effectiveness in public aviation agencies with Civil Aviation Authority (CAA), Uganda as the case study. The study was guided by the following objectives; to examine the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority; to examine the relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority; and to examine the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority. The study adopted a phenomenological research approach, cross sectional survey duration, case study strategy using both quantitative and qualitative methods. A sample of 108 from a population of 155 was used determined using Krejcie and Morgan’s table. The study had 80 out of the 108 respond. The study used the census, convenience and simple random sampling techniques. Data was collected through survey, interview and document review methods using self administered questionnaires, interview guides, and document review checklists as instruments. With correlation and regression results indicating a strong positive relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority given r = 0.753 at significance levels p = 0.000 less than 0.01, a significant relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority, and a significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority, it was concluded that procurement management systems significantly affect procurement effectiveness in the aviation sector. The study recommends: Functionality of the procurement management system needs to be revised based on more inclusive entity relationship models that will allow more stakeholder involvement; the system functionality adjustments to cater for more visibility of the entity procurement plan on the website; the procurement management system should provide eContract management protocols for communication and record keeping in contract management; systems redesign to integrate this functionality that keeps the authority abreast with market prices and supplier market dynamics is required; and adopt a market view functionality to keep track of market trends so as to effectively aid budget allocations to planned procurements to have timely and cost effective procurement realised by the entity. 

CHAPTER ONE
INTRODUCTION
1.1	Background of the Study
The study sought to examine the relationship between procurement management systems and procurement effectiveness in public aviation agencies with Civil Aviation Authority (CAA), Uganda as the case study. Information systems are becoming more and more integrated with organizational processes, bringing more productivity and better control to those processes. But simply automating activities using technology is not enough. Entities looking to effectively utilize information systems do more. Using technology to manage and improve processes, both within a company and externally with suppliers and customers, is the ultimate goal (Carr, 2010). Technology buzzwords such as “business process reengineering,” “business process management,” and “enterprise resource planning” all have to do with the continued improvement of these business procedures and the integration of technology with them. To leverage operational performance and attainment of objectives, public entities like Civil Aviation Authority have integrated information systems in their operations.
The aviation sector in Uganda and Civil Aviation Authority in particular are critical to this study because they embrace a high level of business information systems integration in their operations to achieve organizational goals. Therefore, the need to assess the role of business information systems in achieving procurement effectiveness in Civil Aviation Authority is of paramount importance. According to Fitzgerald, Girón, and Bermudez, (2006), information systems are a critical component of the support system required for strategic supply chain management in the aviation sector. The information system permits the collection, analysis and communication of information within the supply system, supporting processes that guarantee continuous availability of requirements. The coordination of functions and processes within the supply chain requires information systems that generate timely and accurate information that can be used in the development of a system of indicators, measuring the yield and performance at each level of the system. This view sets the premise for the study on business information systems and procurement effectiveness in the aviation sector. 
Ross, (2009) advances that, systems theory traces its evolution way back in the times of Aristotle. Aristotle was an ancient Greek philosopher, born in circa 384 B.C, whose work highly influenced western philosophy. According to Aristotle, all things have several parts, and that the whole is different from its parts. Aristotle also talked about connections between bodies or elements that creates unity and one-ness. Conversely, Descartes, a French mathematician, physicist, and philosopher, born in circa 1596 A.D., had a different view about the body. According to Descartes, the mind is separate from the body; and that they are two separate entities. Descartes compared the body to a machine, and that although the body is more complex, “the movements of this machine can be explained in the same way as the movements of clocks, fountains, or mills”. Descartes was the first to introduce reductionism to western thinking (Meadows, 2009). 

However, it seems that the reductionist approach is inadequate when dealing with organic, complex systems, as these types of systems are always changing. Thus, the holistic perspective as originally introduced by Aristotle, has been revisited, and various theories on how systems work have emerged. With the changing business environment and therefore changing information needs, Aristotle’s view provides the ideal premise for organisations to operate as systems hence embracing business information systems that will facilitate information flows and exchanges required to achieve effectiveness in key cross-functional operations like procurement. The procurement function has been radically changed by the development of the Information Technology (IT). Simply the communication channels widened enormously, and the information exchange has become significantly faster and broader, simplifying several steps with regards to purchasing, and also enhancing fast decision making. Also the quality has improved, costs have been reduced, and speed has increased (Raymond, 2005). 

Over the past few years, user adoption has increased at essentially the same pace as the increase in suppliers enabled. With more products and suppliers on the e-procurement system, users have less reason to try to circumvent the system. Still, end users report that several factors continue to hold back user adoption, including inadequate representation of spending categories within the system, inconsistent purchase requirements, procedures, and supply bases by site or region, and a lack of executive mandates or policies to drive adoption and system compliance. Best Practice enterprises have worked on user adoption for years, and many supply executives at these enterprises have become leading “sellers” of the e-procurement system to end users.
Organizational management systems consist of many internal subsystems that need to be continually aligned with each other. As companies grow, they develop more and more complex subsystems that must coordinate with each other in the process of transforming inputs to outputs (McShane and Von Glinow, 2003). These interdependencies can easily become so complex that a minor event in one subsystem may amplify into serious unintended consequences elsewhere in the organization. Every organized enterprise does not exist in a vacuum. It is rather known to depend on its external environment – which is a part of a larger system, such as the industry to which it belongs, the economic system and the society (Weihrich et al, 2008). According to them, the organization receives inputs, transforms them and exports the outputs to the environment. The procurement organisation relies on information systems integrated within the organisation system comprised of users, management and also its external environment. The systems theory therefore, provide the basis upon which procurement information and exchanges are structured in an entity like Civil Aviation Authority to aid the proper functioning and attainment of its procurement objectives.

Legitimacy theory derived from the concept of organizational legitimacy was defined by Dowling and Pfeffer, (1975) in Heinrich. (2007), as a condition or status which exists when an entity’s value system is congruent with the value system of the larger social system of which the entity is a part (Guthrie, Cuganesan & Ward, 2006). When a disparity, actual or potential, exists between the two value systems, there is a threat to the entity’s legitimacy. The Legitimacy theory posits that organizations continually seek to ensure that they operate within the bounds and norms of their respective societies. The legitimacy of the procurement function of Civil Aviation Authority is viewed as working in cohesion with other departments and existing organizational structures. This justifies the importance of information systems to facilitate the exchanges and sought cohesion.
A system is a collection of components that work together towards a common goal. The objective of a system is to receive inputs and transform them into outputs (Hardcastle, 2008).  Flood and Jackson (1991) define a system as a complex and highly interlinked network of parts exhibiting synergistic properties-the whole is greater than the sum of its parts. It is a collection of interrelated parts acting together to achieve some goal which exists in the environment. Also, system is defined as a set of objects together with relationships between the objects and between their attributes related to each other and to the environment so as to create or form a whole (Schoderbek et al, 1985). Further, Checkland (1981) defines a system as a model of a whole entity, which may be applied to human activity. To this study, the system will therefore be conceptualized as the interrelated components in the procurement of supplies, services, and works within Civil Aviation Authority.
Business  information systems is a group of interrelated components that work collectively to carry out input, processing, output, storage, and control functions in order to convert data into information products that can support forecasting, planning, control, coordination, decision making, and operational activities in an organization. These components can be classified into five basic resources; people, hardware, software, communications and data (Hardcastle Elizabeth, 2008). “Information systems are interrelated components working together to collect, process, store, and disseminate information to support decision making, coordination, control, analysis, and visualization in an organization” (Bourgeois, and Bourgeois., 2012). Hence, as advanced by Hardcastle, (2008) that e-business systems and enterprise resource planning systems cut across both operational and management system to provide businesses with more integrated information systems an integrated approach to business information systems to address the cross-functional nature of procurement will be adopted by this study.  
As Hardcastle, (2008), and Bourgeois, and Bourgeois., (2012) have a shared view of Business Information Systems, Procurement Management Systems in this study are conceptualized as the information systems that support procurement as a business function in public aviation agencies. This is based on the notion of E-Government Procurement (eGP) which is the use of Information and Communications Technologies in conducting activities of Government Procurement Process Cycle for the acquisition of goods, works, and services (PPDA, 2018). E-government is, above all, a process of change in the way government shares information and delivers services to achieve greater transparency and convenience in transacting with citizens and businesses. E-government refers to the use of information and communications technologies (ICT) to improve the efficiency, effectiveness, transparency and accountability of government.
Effectiveness is sometimes expressed as ‘doing the right things’. It is a measure of the extent to which objectives have been achieved. It integrates qualitative and quantitative measures of increase or decrease in outcomes that show that a contract or programme ‘is effective in delivering its intended objectives’. This examines the relationship between outputs and outcomes (Office of Government Commerce, 2002). Thus, Procurement effectiveness is the qualitative and quantitative measure of the extent to which procurement objectives have been achieved. It requires aligning procurement activities with overall procurement policy objectives as well as corporate goals and objectives (OECD, 2008). Therefore, to this study, procurement effectiveness will be a measure of how procurement activities in Civil Aviation Authority have achieved policy objectives and aligned with PPDA regulatory requirements.

The Civil Aviation Authority (CAA) was established in 1991 through CAA Ordinance number 2 of 1991, which was later replaced by CAA Statute Number 3 of 1994, Cap 354. The Act spells out the establishment, objectives, functions and powers of the Authority. As of October 2016, it was under the Ministry of Works and Transport. The mandate of the CAA is to coordinate and oversee Uganda's aviation industry, including licensing, regulation, air search and rescue, air traffic control, ownership of airports and aerodromes, and Ugandan and international aviation law. It also represents Uganda in an international capacity within the aviation community and in all other aviation matters. CAA controls Entebbe International Airport as well as airfields and aerodromes located in various areas of Uganda including Arua, Gulu, Mbarara, Nakasongola, Soroti, Kajjansi, and others that are set out under the Authority’s jurisdiction. However, this study will mainly center on the headquarters of Civil Aviation Authority at Entebbe Airport.
CAA's Vision is for "the Safest, Most efficient and Affordable Air Transport system in Africa and beyond." In order to keep focused on the cardinal purpose for its establishment and in line with the convention that guides the development and management of the international civil aviation system, the Authority set itself a mission that seeks "to maintain the highest standards of safety, security and service in Civil Aviation."As a way of achieving its mission, the Authority is propelled by the cardinal objective of its establishment which is “to promote the safe, secure, regular and efficient use and development of civil aviation inside and outside Uganda." Secondary objectives include the following: i) Maximisation of revenue by providing facilities and services on cost recovery basis to the extent possible; ii) Maintenance of a high quality, cost sensitive and well motivated workforce; iii) Promotion and support of efforts for protection of the environment; and iv) Continued improvement of the quality of services to customers of airports managed by the Authority.
According to the 2016 Financial Policies and Procedures Manual of Civil Aviation Authority provides the purpose of the procurement policies and procedures is to: a) Ensure that goods and services procured are delivered in the correct quantity, quality and in a timely manner; b) Ensure that CAA obtains value for money on all goods and services procured; c) Achieve a high standard of ethics and integrity in dealings with the suppliers; d) Accord a fair opportunity to prospective suppliers to provide goods and services, e) Work towards a commitment to continuous improvement of supply of goods; f) Enable accountability and consistency in the procurement practices and process; g) Promote open, fair and effective competition among suppliers; and h) Provide a point of reference against which principles and practices can be evaluated.
Civil Aviation Authority operates a Procurement Management System integrated with the SUN System as the main information system that integrates subsystems of the various functions. The CAA Procurement Management System has module wise features of: e-Procurement Plan Management; e-Procurement Requisition & Bidding Process Management; e-Contracts Management; e-Procurement Monitoring; e-Disposal Process Management (CAA-ETS/CAA.PRO/230114, 2014). The purpose of the SUN System is: a) To control the accuracy and completeness of all automated data input, processing and output; b) To ensure the computer facility and equipment are efficiently operated and adequate back-up and recovery are assured; and c) To prevent access to data stored on the computer to an unauthorized user (CAA, 2016 Financial Policies and Procedures Manual). The integration of the two systems is critical to procurement effectiveness in the Authority.
1.2 Problem Statement
Procurement management systems are becoming more and more integrated with organizational processes, bringing more productivity and better control to those processes. Entities are effectively utilizing procurement management systems to manage and improve procurement processes, both within a company and externally with suppliers (Carr, 2010). However, according to Stratman, (2007) despite the integration of such procurement management systems in organisations has not adequately solved procurement inadequacies such as poor procurement planning, poor documentation and records management, ineffective procurement requisitioning and initiation, information inaccuracy and delays, as well as ineffective contract management. For instance, in the CAA Information Systems Audit Report (2016) there were noted system failures, security risks, and poor system integration that affected the information needs and exchanges in the procurement planning and contract management activities of CAA. 
In a Complaint Note from the Stores and Inventory Management Department (2015), the Manager had expressed concern of system failures that affected the order fulfillment rates. This was coupled with the Procurement and Disposal Report (May, 2017) in which concern was expressed over the Procurement Management System and SUN system in use not providing a complete and effective interface for system users to submit requisitions and the whole of other necessary documents and records in the procurement initiation and contract management phases. It is against these system irregularities and procurement ineffectiveness particularly in procurement planning, procurement initiation, and contract management that the current study sought to examine the relationship between procurement management systems and procurement effectiveness in Civil Aviation Authority. 

1.3 Purpose of the study
The purpose of this study was to relationship between procurement management systems and procurement effectiveness in public aviation agencies with Civil Aviation Authority as the case study.
1.4 Objectives of the study
a)	To examine the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority. 
b)	To examine the relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority.
c)	To establish the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority.
1.5 Research questions
a)	What is the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority? 
b)	What is the relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority?
c)	What is the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority?
1.6 Research hypotheses
Ho1: There is no significant relationship between procurement management systems and effectiveness of procurement planning in Civil Aviation Authority-Uganda.
HA1: There is a significant relationship between procurement management systems and effectiveness of procurement planning in Civil Aviation Authority-Uganda.
Ho2: There is no significant relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority-Uganda.
HA2: There is a significant relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority-Uganda.
Ho3: There is no significant relationship between procurement management systems and effectiveness of contract management in Civil Aviation Authority-Uganda.
HA3: There is a significant relationship between procurement management systems and effectiveness of contract management in Civil Aviation Authority-Uganda.

1.7 The scope of the study
The scope of the study includes conceptual scope, geographical scope and time scope. These provide the limits within which the study operated.

1.7.1	Conceptual Scope
The study focused on procurement management systems as the independent variable and procurement effectiveness in Civil Aviation Authority as the dependent variable. Procurement management systems in this study focused on the constructs of; e-Procurement Plan Management, e-Procurement Requisition & Bidding Process Management, e-Contracts Management & e-Procurement Monitoring, System functionality and Integration, System security & Authorization procedures and how these impact on procurement effectiveness in Civil Aviation Authority. While procurement effectiveness in Civil Aviation Authority, focused on effectiveness in key procurement functions that were grossly affected by systems inadequacies including: procurement planning, procurement initiation, and contract management. These constructs are considered because they were more strongly linked as predictors and measures to the procurement management systems policy that would adequately examine the relationship between procurement management systems and procurement effectiveness in Civil Aviation Authority.
1.7.2 Geographical scope
The study was conducted at Civil Aviation Authority-Entebbe Municipality, Wakiso District. The authority's head offices are at Entebbe International Airport, approximately 40 kilometers (25 mi), by road, south of Kampala-the capital and largest city in Uganda. The coordinates of CAA Headquarters are: 0°02'23.0"N, 32°26'53.0"E. 
1.7.3 Time scope
The study covered a period of five years that is, from 2014 to 2018. This is because, during this period there were procurement management systems inefficiencies noted to have a significant negative impact on procurement and related operations in CAA. 
1.8 Significance of the study
i)	To the Aviation Sector and Civil Aviation Authority: The study helps provide useful reference for stake holders in the Aviation Industry and CAA in their endeavors to formulate and select feasible system solutions may optimize effectiveness in procurement and other operations. 
ii)	To knowledge: The findings of the study are particularly useful in providing additional knowledge to existing and future organizations on the impact of procurement management systems on procurement effectiveness in the aviation sector.
iii)	To the private sector: This study is also beneficial to all, private manufacturing and service providing companies since they enhance the realization on the impact of procurement management systems on procurement effectiveness.
iv)	To Government: The study may help the Government of Uganda being the main stakeholder in the aviation industry of Uganda to draw up clear procurement management systems policies for the aviation industry in Uganda and provide a model to guide systems policy in other agencies of government.
v)	To the Researcher: The study is a fulfillment of the requirements for the award of the degree of Master of Procurement and Logistics Management of Nkumba University-Entebbe.

CHAPTER TWO
STUDY LITERATURE 
2.1 Introduction
This chapter reviews the literature related to the concepts, theories, views and models of study on procurement management systems and procurement effectiveness in Civil Aviation Authority. Literature review is a critical discussion of all significant, publicly available literature that contributes to the understanding of a subject (Zikmund and William, 2002). The study came up with an in-built body of the literature and also established the gaps left previous research work on the main variables. To yield a clear path and context for the study, a conceptual framework is generated. Sources for this body of literature are already done research works, library text books, the online journals and text books, newspapers and finally the magazines concerning procurement management systems and procurement effectiveness. The information extracted from these sources relates to the problem situation on procurement management systems and procurement effectiveness in Civil Aviation Authority. 
2.2 Literature Survey
Okot (2015) conducted a research on E-Government Information Systems and Service Delivery in Uganda Government Ministries: A Case study of Ministry of Public Service. The study adopted a descriptive survey research design. Primary data was collected using a questionnaire. The completed questionnaires were edited for completeness and consistency. Quantitative data collected was analyzed by the use of descriptive statistical package for social sciences (SPSS V.21). The information collected was presented using frequency tables, graphs and pie charts. In addition, the researcher conducted a Pearson’s product moment correlation analysis and multiple regression analysis in order to establish the effects of each of E-Government Information Systems on service delivery in the government ministries. 
The study found out that there is a common network computing and information infrastructure that is readily accessible to everyone in the ministry thus improving service quality to the public as shown by a mean score of 4.491. The study found that ISM lifecycle activities focused on infrastructure management, procedural systems, support systems, qualities management, and informational products and their impact on service delivery. The study left gaps on specific applications of procurement management systems models of: e-Procurement Plan Management; e-Procurement Requisition & Bidding Process Management; and e-Contracts Management & e-Procurement Monitoring to procurement management in the aviation sector. It also focused on service delivery as the dependent variable and ignored procurement effectiveness in government agencies. 
Ahimbisibwe Dr., Tusiime, and Tumuhairwe, (2016) conducted a research study on the Adoption of E-Procurement Technology in Uganda: Migration from the Manual Public Procurement Systems to the Internet: The study examined the e-procurement practices for adoption, the willingness and readiness to adopt e-procurement and investigates the challenges to the adoption of e-procurement practices in Uganda’s PDE’s. A quantitative and cross sectional survey was conducted using simple random sampling to select respondents from whom data was collected using self-administered questionnaires. The research enhances the understanding of e-procurement systems as the best practice technique in modern e-procurement system, an area which has been given less attention. However, by focusing on e-procurement technology only, the study left gaps on the cross-functional operation of procurement which requires a broader procurement management systems integration and analysis to achieve procurement effectiveness, and lacked specific focus on a sector like aviation hence the focus of the current study. 
2.3 Theoretical Review 
Organizational management systems consist of many internal subsystems that need to be continually aligned with each other. As companies grow, they develop more and more complex subsystems that must coordinate with each other in the process of transforming inputs to outputs (McShane and Von Glinow, 2003). These interdependencies can easily become so complex that a minor event in one subsystem may amplify into serious unintended consequences elsewhere in the organization. Every organized enterprise does not exist in a vacuum. It is rather known to depend on its external environment – which is a part of a larger system, such as the industry to which it belongs, the economic system and the society (Weihrich et al, 2008). According to them, the organization receives inputs, transforms them and exports the outputs to the environment. The procurement organisation relies on information systems integrated within the organisation system comprised of users, management and also its external environment. The systems theory therefore, provides the basis upon which procurement information and exchanges are structured in an entity like Civil Aviation Authority to aid the proper functioning and attainment of its procurement objectives.

For corporate growth and profitability, modern day indigenous organizations should manage their organizations applying the systems theory of management. This is because of its bridging ability and interfacing strength in the classical and human relations approaches to managing organizations (Chikere,. and Nwoka,. 2015). They further note that, system concepts has become recognized worldwide as approach to be adapted by organization for their efficiency and effectiveness in the dynamic and changing environments. The systems theory therefore, grounds the significance of procurement management systems linking different sections of the organisation to operate as a system that will deliver efficiency, effectiveness and economy from the procurement of supplies, services, and works in Civil Aviation Authority.

Legitimacy theory derived from the concept of organizational legitimacy was defined by Dowling and Pfeffer, (1975) in Heinrich. (2007), as a condition or status which exists when an entity’s value system is congruent with the value system of the larger social system of which the entity is a part (Guthrie, Cuganesan & Ward, 2006). When a disparity, actual or potential, exists between the two value systems, there is a threat to the entity’s legitimacy. The Legitimacy theory posits that organizations continually seek to ensure that they operate within the bounds and norms of their respective societies. The legitimacy of the procurement function of Civil Aviation Authority is viewed as working in cohesion with other departments and existing organisational structures. This justifies the importance of procurement management systems to facilitate the exchanges and sought cohesion.

According to Wilmshurst and Frost (2000), the legitimacy theory postulates that the organization is responsible to disclose its practices to the stakeholders, especially to the public and justify its existence within the boundaries of society. This theory, which focuses on the relationship and interaction between an organization and the society, provides a sufficient and superior way for understanding state corporations procurement practices (Hui et al., 2011). The legitimacy theory therefore, guided the understanding of the effectiveness of procurement practices in Civil Aviation Authority as shall be evaluated by the benefiting society and stakeholders through the integration of procurement management systems.   
2.4 Literature review 
Information systems are becoming more and more integrated with organizational processes, bringing more productivity and better control to those processes. But simply automating activities using technology is not enough. Entities looking to effectively utilize information systems do more. Using technology to manage and improve processes, both within a company and externally with suppliers and customers, is the ultimate goal (Carr, 2010).  Technology buzzwords such as “business process reengineering,” “business process management,” and “enterprise resource planning” all have to do with the continued improvement of these business procedures and the integration of technology with them.

A system is a collection of components that work together towards a common goal. The objective of a system is to receive inputs and transform them into outputs (Hardcastle Elizabeth, 2008).  Flood and Jackson (1991) define a system as a complex and highly interlinked network of parts exhibiting synergistic properties-the whole is greater than the sum of its parts. It is a collection of interrelated parts acting together to achieve some goal which exists in the environment. Also, system is defined as a set of objects together with relationships between the objects and between their attributes related to each other and to the environment so as to create or form a whole (Schoderbek et al, 1985). Further, Checkland (1981) defines a system as a model of a whole entity, which may be applied to human activity. To this study, the system was therefore conceptualized as the interrelated components in the procurement of supplies, services, and works within Civil Aviation Authority.

Business  information systems is a group of interrelated components that work collectively to carry out input, processing, output, storage, and control functions in order to convert data into information products that can support forecasting, planning, control, coordination, decision making, and operational activities in an organisation. These components can be classified into five basic resources; people, hardware, software, communications and data (Hardcastle, 2008). “Information systems are interrelated components working together to collect, process, store, and disseminate information to support decision making, coordination, control, analysis, and visualization in an organization” (Bourgeois, and Bourgeois, 2012). Communications resources include networks and the hard ware and software needed to support them. Data resources cover the data that an organization has access to such as computer and paper files. How all these components are integrated into the procurement management systems of Civil Aviation Authority to bring about procurement effectiveness was sought to be established by this study. 
As Hardcastle, (2008), and Bourgeois, and Bourgeois., (2012) have a shared view of Business Information Systems, Procurement Information Systems in this study was conceptualized as the information systems that support procurement as a business function in public aviation agencies. This was based on the notion of E-Government Procurement (eGP) which is the use of Information and Communications Technologies in conducting activities of Government Procurement Process Cycle for the acquisition of goods, works, and services (PPDA Report, 2018). E-government is, above all, a process of change in the way government shares information and delivers services to achieve greater transparency and convenience in transacting with citizens and businesses. E-government refers to the use of information and communications technologies (ICT) to improve the efficiency, effectiveness, transparency and accountability of government. Therefore, the current study was based on this notion to evaluate the impact of procurement management systems on procurement effectiveness in Civil Aviation Authority.
Hardcastle, (2008) notes that in most organizations business information systems make extensive use of information technology, such as personal computers. The reasons why computerized business information systems have become wide spread are evident in their advantages such as speed, accuracy and dependability. They also have a high degree of flexibility due to their ability to be programmed to carry out a wide variety of tasks. In addition, Petrovic and Milanovic, (2012) note that the implementation of management information system for procurement processes yields benefits including: economical, functional and rational management of the records about the quantity, quality and level of stocks of input materials/parts, input prices and supply conditions in the market; monitoring of material and financial flows in real time; reduction of the data acquisition processing time.

Hardcastle, (2008) recognises that, there are, however, some disadvantages to business information systems such as their lack of creativity that humans possess and the difficulty of incorporating other factors in to their decision making such as innovation and intuition. Conversely, Petrovic and Milanovic, (2012) assert that automation of procurement processes increases the number of output information due to the rapid and multiplicative intersection of the collected data (data about the materials/parts in the process of development, technological characteristics, requests, data about the required materials/parts for purchasing, current stock of finished products and input materials, materials/parts in transport, etc.). How procurement management systems have been able to deliver such benefits in face of such challenges in Civil Aviation Authority is what this study sought to examine.
Ken, MacKenzie and Janssen (2006) assert that, specific to Procurement Management Information Systems, the greatest value to be derived is from hard-wiring strategic sourcing. Successful strategic sourcing can create around 70% of the value – Procurement Management Information Systems will sustain this benefit over time. The application of strategic sourcing to generate benefits is the economic justification, while Procurement Management Information Systems drive this to the bottom line through compliance, sustained value and savings, improved control over procurement processes (auditable processes according to rules and regulations, contact compliancy), provision of critical management information, and optimization of procurement transaction cost. The delivery of such value by procurement management systems in the strategic sourcing efforts of Civil Aviation Authority was at the heart of this investigation. 
Petrovic and Milanovic, (2012) add that successful implementation of procurement management information systems increases the number of processed data; increases the quality of information (graphical data display, eliminating human errors in data processing); facilitates online communication with suppliers and customers; yields integration into existing company website, online registration of data on customer satisfaction, as well as information on complaints; reduces the number of employees who work on data processing, not only in the procurement processes, but also in other processes while increasing the time available for creative activities that bring added value; web integration with customers and suppliers systems. How these are realised through the procurement management system of Civil Aviation Authority was sought to be evaluated by the current study. 
Ken, MacKenzie and Janssen (2006) note that, system functionality and integration are critical issues that any feasible and optimal systems solution should address. All solutions will provide the basic P2P processes, an electronic catalogue, some form of sourcing component. Most solutions are now shipped with pre-defined processes, templates and reports to help speed deployment and ease maintenance burdens. Therefore, when defining procurement management system requirements, focus should be on the functionality that delivers the true bottom line benefit of sustaining control and compliance as driven by strategic sourcing. Hardcastle, (2008) further notes that, the integration to the organization’s ERP system, either present or planned, will often drive the decision around Procurement Management System. As a rule of thumb, if a single ERP backbone has been implemented, the most suitable solution will almost always be that provided by the ERP supplier. How this taste of functionality and integration is embraced in procurement and general business management systems of CAA was sought to be established by this study.  
2.4.1 Procurement management systems and effectiveness of procurement planning
Fitzgerald, Girón, and Bermudez, (2006) note that procurement planning is a dynamic process that requires input from many different categories of professionals. It is therefore recommended that procurement planning be carried out by a multidisciplinary team established specifically for the purpose, with the participation of different technical and administrative professionals who have experience in procurement and supply management, and knowledge and experience of national public programs. The procurement planning team may draw on expertise from specific advisors when necessary. Thai (2009) adds that the procurement planning phase is characterized by research and strategic planning for the procurement; both long- and short-term costs are considered and calculated. Procurement officials engage in price analysis and cost analysis. 

Thai (2009) notes that great strides, including Web portals, have been made to engage federal agencies in information-sharing as it relates to achieving procurement goals through analysis of prices and costs. According to ETS/PRO.CAA/230114 (2014), CAA in its business information systems has established a procurement plan management function that facilitates: Web-based procurement planning by user departments; budget allocation to each procurement; department wise procurement details view; consolidation of procurement plans; procurement plan updating; and approval of procurement plans by the contracts committee. According Sec. 58 of the PPDA Act, (2003), procurement planning is aimed at: avoiding emergency procurement; aggregating requirements in order to obtain value for money and reduce procurement costs; making use of framework contracts where appropriate to efficient, cost effective and flexible means of procurement; avoiding the splitting of procurements to defeat the use of inappropriate methods of procurement; integrating the procurement budget in the entity’s expenditure programme, and also integrating the disposal of assets in the entity’s income and expenditure programme.
Under Reg. 3 PPDA (PDEs) Regulations, 2014, Civil Aviation Authority as a Procuring and Disposing Entity is required to:  have its User Departments prepare departmental procurement plans; submit them to the Procurement and Disposal Unit for consolidation; have the consolidated procurement plan approved by the Contracts Committee; and have the plan approved by the Contracts Committee forwarded to the Board/Council Management. And under Sec. 58 of the PPDA Act, 2003, such approved plans have to be submitted by the Accounting Officer to the PPDA Authority and Ministry of Finance; have the annual procurement plan and its update displayed on the Entity’s notice board, and also displayed on the entity’s website and the PPDA website. How the e-procurement plan management function of the procurement management system of Civil Aviation Authority has aided the effective execution of these functions to achieve set procurement planning objectives was the focus of the current study. 
2.4.2 Procurement management systems and effectiveness of procurement initiation 
Thai (2009) advances that after the procurement planning phase is completed, the government enters into the contract formulation phase during which several aspects are considered such as the type of bidding it will in engage in and the type of contract that is required. Regulation 5 of the PPDA 2014 Regulations on Rules and Methods provides that procurement initiation should start with the Accounting Officer undertaking a market assessment to determine the market price. Under Section 34 of the PPDA Act 2003 the User Department initiates procurement by filling the procurement requisition form (Form 5). Such a requisition includes estimated values and statements of requirements of the required supplies, services and works.

Regulation 3 of the PPDA 2014 Regulations further provides for the authorization and budget approval of the procurement requisition by the authorized officer. It also provides for the registration of the procurement by the Procurement and Disposal Unit upon confirmation of whether it is catered for by the approved procurement plan of the PDE. The PDU then assigns a sequence number and have it registered in the Procurement register. Section 26(f) of the PPDA Act 2003 requires the Accounting Officer to confirm availability of funding as per the approved budget and sanction the procurement process to begin. Then the PDU under Regulations 32 and 37 of the PPDA Act 2014 prepares bid documents to include: the instructions to bidders, the evaluation criteria, bid forms, and contract terms and reference. Notably, is having the initiation of the procurement in time to avoid delays in the procurement process. 
As an operation provision in the Procurement Management System of CAA (ETS/PRO.CAA/230114, 2014), an e-procurement requisition and bidding process management function was integrated in its business information systems. This is intended to perform functions of: web-based procurement requisitioning; contracts committee approval of bidding document; contracts committee approval of procurement method; contracts committee approval of evaluation committee; recording of details of invitation to bid–news papers advert/web site/notice board; and maintaining a short list of bidders. 
It also operates; Website adverts for tenders; Supplier login management; Procurement status management: supplier will be able to login and see the status of a specific tender they submitted; Automatic email communication to suppliers about the process status; Automated email to suppliers or services providers about the change of submission date; Recording the issued documents; Recording the submitted bid & process documents; Bid opening management; and Automatic reminder emails and popup for every stage of procurement (ETS/PRO.CAA/230114, 2014). 
2.4.3 Procurement Management Systems and the effectiveness of contract management
Contract Management, according to the PPDA Act (2003) refers to the administrative activities associated with handling of contracts, such as appointment of the contract manager, contract implementation plan, quality assurance, contract administration, monitoring implementation, contract completion; final deliverables report, final acceptance or handover, defects liability or warranty periods, archiving records, payment, project commissioning and close out. Broadly as laid down the PPDA Chart 5 as revised by 2014, contract management entails three major phases: appointment of the contract management authority, monitoring contract implementation, and contract completion. And following the 2014 PPDA amendments on the Contract Management process, Regulations 47 and 48 provide for the release of guarantee and reconciliation of payments against deliverables. Evaluating whether procurement management systems of Civil Aviation Authority aided these functions was at the heart of this investigation.
Monitoring is the main component of contract administration and overall management in public sector entities like CAA. Anglin and Good (2009) stated that contract monitoring focuses on collecting and analyzing the information to provide assurance to the entity that progress is being made in line with agreed timeframe and towards providing the contract deliverables. The key performance indicators should be clearly set within the contract and then measured, reported and monitored on a regular basis. Anglin and Good (2009) further suggested that the areas to be monitored include; specific goods or services provided on time to the required quality, client or user satisfaction, performance against contract requirements, invoicing and payments and entity contract compliance. Therefore, evaluating the role of CAA’s procurement management system towards more procurement effectiveness in this study was based on these focal performance metrics. 
Gower (2003) advances that, the goal of contract administration is to monitor delivery under the contract to ensure that it achieves its original objectives and includes tracking and auditing of contract terms such as: pricing and discounts; timeliness of payments and or receipts; performance in delivering agreed service level or specification of goods and services; and amendments. Hardcastle, (2008) also notes that the performance of any system in organisations is gauged on the parameters of its functionality to give clear trail of contract terms, speed of information processing, improving coordination, real-time information flow, and generally living to clear service level agreements. Therefore, any established procurement management system should be driven by these vehicles. Hence, this was central to this study on procurement management systems and procurement effectiveness in Civil Aviation Authority. 

According to CIPS, (2014) contract monitoring should reveal situations such as: unsatisfactory performance; misunderstanding of requirements; inadequate or ineffective communications; poor data management; changes to the contract brought about by unexpected altered requirements and contractor insolvency. The PPDA regulation 263 (2) establishes the systems for monitoring and reporting, protocols for communication and record keeping arrangements. These include; draw up a check list covering key timeline deliverables and performance reporting through progress report submission, supplies and service delivered, certification of work done, interim payments, and contract site meetings, update and maintain complete contract records. Also provides for the scheduling of meetings for the life of contract to brief members or stakeholders at specific times. Being guided by the PPDA regulatory framework, evaluating whether these systems of monitoring are catered for in the procurement management system of CAA was imminent in this study.

According to the ETS/PRO.CAA/230114, (2014), Civil Aviation Authority has integrated in its business information systems, a procurement management system with e-Contracts management and e-procurement monitoring operational functions. The e-Contracts Management function operates: web-based contracts management; bid security & performance security document collection & issue management; and automatic reminder email and pop ups for contract’s expiry or renewal. The e-Procurement Monitoring operates: web based procurement monitoring system; alert facility to finance if the procurement request above the planned rate/amount; deferent approval process for control of procurement process; and various reports. How these established procurement management system functions have aided effective contract management in Civil Aviation Authority was sought to be established by this study.  

2.5 Conceptual Framework
Conceptual framework is a model of how one makes a logical link between the several elements that have been identified as important to the problem (Sekaran, 2003). The conceptual framework adopted for this study is developed to examine the relationship between procurement management systems and procurement effectiveness in Civil Aviation Authority as shown in the figure 2.5.

Procurement Management Systems
•	e-Procurement Plan Management
•	e-Procurement Requisition & Bidding Process Management
•	e-Contracts Management & e-Procurement Monitoring
•	System functionality and Integration
•	System security & Authorization procedures

Procurement Effectiveness
•	Effectiveness of Procurement Planning
•	Effectiveness of Procurement Initiation
•	Contract Management effectiveness

•	Government regulations and policies
•	External Resource controls
•	Organisational Resources
•	Supplier Resources and Policies
•	Internal controls

Independent variable

Dependent variable

Intervening variables

Figure 2.5: Conceptual framework

Source: Adapted with modification from Hardcastle Elizabeth, (2008), and PPDA Act, (2014).

The conceptual framework indicates the relationship between procurement management systems and procurement effectiveness as the independent and dependent variable respectively. Procurement management systems are conceptualized in terms of: e-Procurement Plan Management; e-Procurement Requisition & Bidding Process Management; e-Contracts Management & e-Procurement Monitoring; System functionality and Integration; and System security & Authorization procedures. Procurement effectiveness in the context of CAA is centered on the measure of effectiveness in procurement planning, procurement initiation, and contract management. It is assumed that once the constructs of the procurement management systems are effectively managed, then the outcome would be procurement effectiveness. However, the outcome might also be influenced by the intervening variables such as government regulations and policies, organisational resources, supplier resources and policies, external resource controls and internal controls.

CHAPTER THREE
METHODOLOGY
3.1 Introduction
The chapter describes how the research was carried out and the procedures that were followed. It describes in detail the overall research design that was adapted by the study, area of study, target population, sample size, sampling procedures, data collection methods, data collection instruments, data collection, processing, analysis and limitations of the study.
3.2 Research design
The research design provides the cement that holds the research project together. A design is used to structure and show all the major parts of the research project work together to try to address the central research questions (Trochim, 2006). It therefore highlights the research approach, strategy, duration and classification adopted by the study.
3.2.1 Research Approach
The study adopted a phenomenological approach because it is gives the experience of social phenomena by people to involved in the investigation. And according to Trochim (2006), it gives a greater understanding of what is something is happening and therefore yields valuable data. 
3.2.2 Research Duration
The study adopted a cross-sectional survey design duration. A cross sectional survey design duration is one in which contact is made with study respondents in a short period of time (Trochim, 2006). A cross-sectional survey design was adopted because it made the research feasible involving only one study population which was contacted once for the required data. And the actual research activity for this study ran from June to August, 2019.
3.2.3 Research Strategy
The study adopted a case study strategy. The justification for the choice of a case study research strategy was that it uses specific subjects with common characteristics enough to represent the rest other than studying the entire population and the study was able to dwell on the information from Civil Aviation Authority for deductions and generalizations on procurement management systems and procurement effectiveness in public aviation agencies in Uganda.
3.2.4 Research Classification
The study adopted both quantitative and qualitative methods. According to Sarantakos (2005) a quantitative methodology involves the use of structured technique of data collection that allows quantification measurement and operation using quantitative methods of analysis. On the other hand qualitative methodology was based on the theoretical and methodology principles of symbolic interactions between procurement management systems and procurement effectiveness in Civil Aviation Authority. Quantitative methods were used in the study because data sought had to be quantified on a likert scale in order to establish the relationship between procurement management systems and procurement effectiveness in public aviation agencies by way of correlation. The qualitative methods were used because obtaining nominal data is critical to giving detailed information on the relationship between procurement management systems and procurement effectiveness in CAA. By way of interview, the qualitative method gave a systematic and accurate description of the facts on procurement management systems and procurement effectiveness in Civil Aviation Authority. 
3.3 Target population
The target population is the population that the researcher would like to generalize to (Oppenheim, 1996).  The target population under study was 155 constituting the categories of 5 Directors, 22 Stores and Inventory Management staff, 13 Procurement and Disposal Unit, 11 ICT and Systems Administration staff, 25 Airport and Aviation Security, 5 Contracts Committee members, 5 Human Resource and Administration staff, 7 Marketing and Commercial services staff, 9 Internal Audit and Risk Management, 4 Safety Management and Quality Assurance, 20 Managers, 11 Finance and Accounting, and 18 Engineering, Planning and Development.  These were targeted because they were presumed to have knowledge on procurement management systems and procurement effectiveness in Civil Aviation Authority. And also their roles in information systems usage and needs uniquely impact on procurement effectiveness in the authority. 
3.4 Sample Size
Oppenheim (1996) defines a sample as a collection of some of subset elements of the population. Dealing with the whole population would be costly, time consuming, faces limited cooperation, less accurate, among other limitations and therefore, dealing with a smaller group of population elements yields better research convenience and reliability upon generalizations that apply to the whole population would apply. A sample of 108 from a population of 155 was used for the study in accordance with Krejcie and Morgan (1970) as appended in appendix I. And this yielded a sampling frame as indicated in table 3.1.
Table 3.1 Sampling frame
Category of respondents	Population number	Sample
number	Sampling technique	
Directors	5	4	Convenience 	
Stores and Inventory Management	22	22	Census	
Procurement and Disposal Unit 	13	13	Census	
ICT and Systems Administration	11	11	Census	
Airport and Aviation Security	25	8	Simple random	
Contracts Committee members	5	3	Simple random	
Human Resource and Administration	5	3	Simple random	
Marketing and Commercial services	7	5	Simple random	
Internal Audit and Risk Management	9	7	Simple random	
Safety Management and Quality Assurance 	4	3	Simple random	
Managers 	20	14	Convenience	
Finance and Accounting 	11	6	Simple random	
Engineering, Planning and Development	18	8	Simple random	
Total	155	108		

3.5 Sampling methods and techniques
The study used both probability and non-probability sampling methods.  There was need for the non-probability sampling method in which according to Bryman, (2001), the elements of the population have no known probabilities of being selected. Though biased, it offers a faster, cheap and less complicated approach to sampling besides not offering any chance to leaving out key informants in the study population. 
Under the non probability sampling, the census and convenience sampling techniques. The Census sampling technique were used for key informants especially Stores and Inventory Management, Procurement and Disposal Unit staff, and ICT and Systems Administration staff who are directly involved in procurement management systems usage and procurement activities of CAA. This technique was used because according to Mcerudlen, (2004) it is judgmental such that it enables the selection of only those members of the population with sufficient technical knowledge of the subject matter so as to access technically required information.
Convenience sampling was used in the selection of Directors and Managers from various departments. This sampling technique according to Corbin and Strauss (1990), involves selecting whichever units of the population are easily accessible. The sample is selected on the basis of how accessible and cooperative the subjects may be. Therefore, the technique was useful in guiding the study towards those managers and directors of CAA who were accessible and willing to cooperate during the investigation.
The probability sampling method in which all the elements of the population have known probability of being selected (Bryman, 2001) was applied to this study. In this, a simple random sampling technique was used in the selection of the respondents from each category where non probability sampling is not applied. This technique is selected because it is advantageous in creating equal chances for all respondents to be selected and avoid bias (Winter, 2000). It involved writing the names of potential sample elements and such paper placed in a box in which random picking was done. The application of these sampling methods and techniques yielded sample components as indicated in Table 3.1.
3.6 Data Collection Methods
Two kinds of data were collected for this study that is, primary data and secondary data. Primary data that is data fresh from the field (Oppenheim, 1996) was collected through survey/questionnaire and interview methods. Review of documents on procurement management systems and procurement effectiveness in Civil Aviation Authority was done to collect secondary data that is according to Oppenheim (1996), is data obtained from already done research and publications.
3.6.1 Interviewing 
An interview is an oral questioning method of data collection where the investigator directly engages in a verbal interaction with participants (Amin, 2005). Interviews were conducted to obtain data on procurement management systems and procurement effectiveness in Civil Aviation Authority.  These were conducted with key informants that gave vital and in-depth data on procurement management systems and procurement effectiveness in Civil Aviation Authority.

3.6.2 Survey method
Survey is a self reporting method of data collection involving the use of a questionnaire to gather data about the variables of interest in an investigation (Oppenheim, 1996). It gathers data in accordance with the specifications of the research objectives, questions and hypotheses. It was necessary for this study to give an in-depth and wider coverage of both the unit of investigation and the study variables, and also provided savings in time. Questions are coded following a likert scale of 1 to 5 as the translated progression from levels of disagreement to high levels of agreement.

3.6.3 Document review
Document review is method that involves the research reading about other people’s work or already existing data in print or published form (Kothari, 2004). It was necessary to collect secondary data required by the study. Kothari, (2004) further notes that, triangulation of data and methodology is critical to any research that yields reliable data. Hence, the study involved a review of documents including those relating to procurement management systems and procurement effectiveness in Civil Aviation Authority. These documents included but not limited to: system operations records, information systems audit reports, procurement audit reports, and e-procurement management system policies of CAA. The data obtained provided a backup and supportive role to the raw data that was obtained using primary data sources and methods.

3.7 Data Collection Instruments 
Data collection starts with determining what kind of data is required and thus the instruments needed to collect the data from the selected sample. The study needed both primary and secondary data and hence adopted several data collection instruments to include self administered questionnaires, interview guides, and document review checklists.

3.7.1 The Self-Administered Questionnaires (SAQs)
The study used self administered questionnaires to collect primary data. These questionnaires were delivered physically by the researcher to respondents who filled them and later collected by the researcher from the point designated for their return. These tools contain questions on procurement management systems and procurement effectiveness in Civil Aviation Authority. The statements required the respondents to tick their favored options supplied on a five point Likert scale to which levels of agreement; Strongly Disagree, Disagree, Not Sure, Agree and Strongly Agree weighed as 1, 2, 3, 4 and 5 in score. This instrument was chosen because it was easy to administer and responses could easily be analyzed. 

3.7.2 Interview Guide
The interview guide was used to gather consistent general information about procurement management systems and procurement effectiveness in Civil Aviation Authority. In addition to answering questionnaires, the interviews targeted key respondents in CAA like the Directors and Managers. This method was appropriate because it ensured proper understanding and capturing detailed facts about the various activities associated with procurement management systems and procurement effectiveness in Civil Aviation Authority. There were face-to-face interactions before the actual interviews with respondents. Appointments with respondents were made, and time of the interview was also agreed upon in advance. At analysis, the data obtained from the interviews was triangulated with the data from other methods before conclusions were made.

3.7.3 Document review checklists
Document review checklists are informational job aids that spell out what items and documents to be reviewed (Sarantakos, 2005). They were necessary because they ensured consistence and completeness of what was being reviewed to gather data intended to be collected by them. They helped raise supportive secondary data from key documents like procurement reports and systems performance reports.

3.8 Data quality control
A pre-test was carried out before administering the questionnaires. Pre-testing would allow adjustments to the questionnaire by incorporating comments from the respondents in addition to assessing the language simplicity, ability to get information needed, acceptability and privacy of the respondents. This according to Salkind, (2003) gives clues to the unforeseen in the study since a thorough check of planned procedures is appraised. Hence, content validity tests, reliability tests and guarantee of respondents’ privacy by data collection instruments were put into consideration. In addition, all the respondents that were issued with questionnaires and all those that participated in the study were expected to be informed and knowledgeable about procurement management systems and procurement operations in Civil Aviation Authority.

3.8.1 Content Validity tests
Validity refers to the extent to which the quality of a research procedure or instrument is accurate, correct, meaningful and right. Content Validity focuses on the extent to which the content of an instrument corresponds to the content of the theoretical concept it is designed to measure (Bell, 1999). Content validity testing of the self administered questionnaire, interview guide and checklists for this study was carried out following computation of the Content Validity Index (CVI) with acceptance at CVI ≥ 0.7 and where it falls below, then revisions would be made following the advice of the experts and a rerun of test done to reach an acceptable index. The content validity formula below was used:

CVI

Number of valid judgments 

Total number of test Judgments 

=

On issuing the main tool that is the self administered questionnaire, 5 out of 5 test judges considered the content valid for the investigation on procurement management systems and procurement operations in Civil Aviation Authority. This yielded a CVI of 1 greater than 0.7 hence, rendering the tool perfect and reliable for use in the study.
3.8.2 Reliability tests
Reliability is the measure of the internal consistency of the research instruments (Amin, 2005). The reliability of questionnaires as the major data collection instrument is concerned with the consistency of responses to the questions. To measure the consistency of responses across all the scaled questions or group of the questions from the questionnaire, establishing the Cronbach’s alpha (α) coefficient using SPSS was done. For the questionnaire and any instrument to be considered reliable, it would have to yield a Cronbach’s alpha (α) coefficient α ≥ 0.7 (Nunnaly, 1978). Any value less, would require a revision of the questions and scaling until the acceptable alpha coefficient is realized. Running Cronbach’s alpha tests for the self administered questionnaire as the main instrument yielded results as shown in matrix 3.2.
Table 3.2: Cronbach’s alpha reliability test results
Test Item	Cronbach’s Alpha	
The Procurement Management System of Civil Aviation Authority	.872	
PMSs and Procurement Planning in Civil Aviation Authority	.835	
PMSs and Procurement Initiation in Civil Aviation Authority	.808	
PMSs and Procurement Contract Management in CAA	.922	
Average Alpha Value	.859	
Source: Primary Tests, 2019
Cronbach’s alpha results in table 3.2 gave proof of reliability of self administered questionnaire as the main instrument of data collection given an overall alpha value (α) = 0.859 greater than 0.7.
3.9 Ethics and data collection procedures
Confidentiality and privacy of respondents were respected in this study. This was done by inserting confidentiality clauses into research instruments and adhering to corporate and research ethics procedures of both Nkumba University and Civil Aviation Authority. And because of the nature of the study being based on procurement management systems and procurement effectiveness in public aviation agencies, it was so sensitive in one way that it assessed the procurement and information systems management practices of personnel in such organizations. However, the researcher followed all the professional guidelines of researchers including acquisition of an introductory letter from School of Business Administration, Nkumba University and permission from the Manager Human Resources of Civil Aviation Authority to conduct a research in the organization. At the same time, the researcher before engaging particular respondents, the researcher requested for an oral or written consent.

3.10 Measurement of variables	
The variables of the study in the questionnaire were measured on a five likert scale ranging from 1, 2, 3, 4, and 5 as ranking/weights to Strongly Disagree, Disagree, Neutral, Agree, and Strongly Agree respectively. The choice of this measurement was based on the premise that each point on the scale carries numerical score which was used to measure the opinion of respondents on procurement management systems and procurement effectiveness in Civil Aviation Authority and it is the most frequently used summated scale in the study of business and social experience.

3.11 Response rate
The study did not receive a 100% response and therefore, analysis of the response rate was critical to this study as shown in table 3.3. 
Table 3.3: Response rate
Response rate	Frequency	Percent	Cumulative Percent	
             Response
             Non response
             Total	80
28
108	74.1
25.9
100.0	74.1
100.0	
Source: Primary data, 2019
Findings indicate that the information obtained gave a significant representation of the population studied and therefore reliance could be placed on the statistics to draw a conclusion on the relationship between procurement management systems and procurement effectiveness in Civil Aviation Authority as investigated. Statistics in table 3.3 show that out of the 80 respondents sampled and reached 80 were able to respond to questionnaires and availed for collection by the researcher. 28 respondents did not return questionnaires indicating a 74.1% response rate and a 25.9% non response rate. 
3.12: Background Information of Respondents
Establishing the background information of respondents such as their age, sex, level of education, occupation, and the period of work in their occupation within Civil Aviation Authority (CAA) was critical to this study. These were viewed to impact in one way or the other on their conceptualization and knowledge of procurement management systems and procurement effectiveness in Civil Aviation Authority. The study came up with the following findings:

3.12.1 Age of respondents
The study sought to establish the age of respondents and findings were as indicated in table 3.4.
Table 3.4: Age of respondents
Age of respondents(years)	Frequency	Percent	Cumulative Percent	
             Below 26 
             26 - 35
             36 – 45
  46 - 55
             Above 55 
             Total	1
12
35
22
10
80	1.3
14.9
43.8
27.5
12.5
100.0	1.3
16.2
60.0
87.5
100.0	
Source: Primary data, 2019
From table 3.4, the age of respondents is given. 1.3% was below 26 years of age, 14.9% were 26-35 years, 43.8% were 36-45, 27.5% were 46-55 and 12.5% were above 55 years. Results reveal that majority of the respondents that is 92.7% were above 26 years of age implying decisions and choices made are those likely to be based on maturity, experience and technical knowledge of procurement management systems and procurement effectiveness in Civil Aviation Authority. 
3.12.2 Sex of respondents
The study sought to establish the sex of the respondents and findings as shown in table 3.5. 
Table 3.5: Sex of respondents
Sex of respondents	Frequency	Percent	Cumulative Percent	
             Male
             Female     
             Total	48
32
80	60.0
40.0
100.0	60.0
100.0	
Source: Primary data, 2019
Basing on the findings in table 3.5 that, 48 of the respondents were male and 32 were female indicating a sex representation of 60% and 40% respectively, the study had a close representation in gender. Hence, it can be drawn that gender bias in opinion was checked to facilitate a balanced view of the relationship between the variables studied. 
3.12.3 Level of education
The study also sought to establish the respondents’ level of education and results are as indicated in table 3.6. 
Table 3.6: Respondents’ level of education
Level of Education 	Frequency	Percent	Cumulative Percent	
             Other qualifications
             Certificate
             Diploma
             Bachelors Degree
 Masters Degree
             Total	3
1
8
45
23
80	3.7
1.2
10.0
56.3
28.8
100.0	3.7
4.9
14.9
71.2
100.0	
Source: Primary data, 2019
Results in table 3.6 indicate majority respondents 56.3% were holders of a bachelor’s degree, 28.8% were masters’ degree holders, 10.0% Diploma holders, 1.2% certificate holders, and 3.7% had other qualifications including PhDs and Technical Certificates of Aviation Management inter alia. Findings implied a great degree of reliance the study could place on the information obtained as the number of educated respondents surpassed the confidence margin reducing the chance of error in responses given by them on procurement management systems and procurement effectiveness in Civil Aviation Authority. 
3.12.4 Occupation of respondents
Establishing the respondents’ occupation was essential to assessing the technical knowledge of procurement management systems and procurement effectiveness in Civil Aviation Authority. Results on this were as indicated in table 3.7. 1.2% respondents were Directors, 22.5% were Stores and Inventory staff, 11.2% were Procurement and Disposal Unit staff, 11.2% ICT and Systems Administration staff, 7.5% were Airport and Aviation Security staff, 1.2% were Contracts Committee members, 3.7% were Human Resource and Administration staff, 5.0% from Marketing and Commercial Services, 7.5% were Internal Audit and Risk Management staff, 2.5% were Safety Management and Quality Assurance staff, 11.3% were Managers, 7.2% were from Finance and Accounting, and 8.8% from Engineering Planning, and Development. 

Table 3.7: Occupation of respondents
Occupation of respondents	Frequency	Percent	Cumulative Percent	
Directors
Stores and Inventory Management
Procurement and Disposal Unit
ICT and Systems Administration
Airport and Aviation Security
Contracts Committee members
Human Resource and Administration
Marketing and Commercial services
Internal Audit and Risk Management
Safety Management and Quality Assurance
Managers
Finance and Accounting
Engineering, Planning and Development	1
18
9
9
6
1
3
4
6
2
9
5
7
80	1.2
22.5
11.2
11.2
7.5
1.2
3.7
5.0
7.5
2.5
11.3
6.3
8.8
100.0	1.2
23.7
34.9
46.1
53.7
54.9
58.6
63.6
71.1
73.6
84.9
91.2
100.0	
Source: Primary data, 2019
The statistics therefore imply that the respondents were knowledgeable about procurement management system issues pertaining to their units of operation and procurement effectiveness in Civil Aviation Authority which gives data provided by them a qualified and reliable base for the study in Civil Aviation Authority. 

3.12.5 Period of work in CAA
The study also investigated the respondents’ period of work in Civil Aviation Authority yielding findings indicated in table 3.8. This follows results in table 3.8, where majority of the respondents that is 48.8% had worked in Civil Aviation Authority for 6-10 years, 26.2% for 11-15 years, 20.0% for 16-20 years, 2.5% for over 20 years and 2.5% had served for less than 6 years. 
Table 3.8: Respondents’ period of work in CAA
Period of work (years)	Frequency	Percent	Cumulative Percent	
Valid    Below 6
             6 - 10
             11-15
16 - 20
             Above 20
             Total	2
39
21
16
2
80	2.5
48.8
26.2
20.0
2.5
100.0	2.5
51.3
77.5
97.5
100.0	
Source: Primary data, 2019
Findings implied that majority of the respondents are well versed with the activities of Civil Aviation Authority and therefore, have adequate knowledge of procurement management systems and procurement effectiveness issues of the Authority. And given the scope of the study to be 5 years, reliance can be placed upon the information provided by them to answer the questions of the study.
3.11 Data analysis and presentation
Data collected was analyzed using the SPSS data analysis program by running descriptive analyses to establish frequencies, standard deviations and mean deviations as well as correlation analysis, regression analysis, and analysis of variance. This yielded frequency tables, ANOVA matrices, correlation matrices, and model summaries that are the mode of presenting and basis of interpreting findings. Qualitative data from the field were analyzed using critical judgment by considering those elements which tally with the study elements in the conceptual framework. Presentation also considered triangulation of findings obtained using various methods and instruments of data collection to be adopted by the study.
3.12	 Limitations of the study
Conceptualization of the technicalities associated with procurement management systems may be a limiting factor. However, the study centered on only basic procurement management system aspects and also provided an explanation of technical issues to respondents where necessary. The study also encountered low response rates of key respondents like managers and directors. Dealing with this, the researcher extracted questions relevant to specific respondents in interviews other than addressing the whole set of questions to every respondent.

CHAPTER FOUR
PROCUREMENT MANAGEMENT SYSTEMS AND THE EFFECTIVENESS OF PROCUREMENT PLANNING IN CIVIL AVIATION AUTHORITY
4.1	Introduction
This chapter provides analysis, presentation and interpretation of findings obtained on procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority. To achieve this, a number of approaches to data analysis were used include descriptive statistics by way of generating descriptive statistics of mean and standard deviations presented in section 4.2, and inferential statistics using correlation analysis, regression analysis, and analysis of Variance (ANOVA) as presented in sections 4.3, 4.4, and 4.5. This was necessary to give a descriptive account and draw conclusions on the hypotheses and relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority from the test sample.
4.2: Descriptive findings on PMSs and the effectiveness of procurement planning in CAA
In examining the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority, the study adopted descriptive statistical approaches by way of mean deviations and standard deviations as presented in table 4.1. 
From table 4.1, majority of respondents had a strong agreement to CAA’s procurement management system supporting effective e-procurement planning [M=4.23], CAA’s procurement management system supporting the update and approval of the Procurement Plan by the Contracts Committee [M=4.71], the e-procurement plan management function facilitating the successful integration of the procurement budget into CAA’s expenditure programme [M=4.21] , and that e-procurement management function of CAA has enabled attainment of better value for money and reduced procurement costs [M=4.59] at standard deviation [SD] = 0.53, 0.90, 0.55, and 0.69 respectively. This is confirmed by the findings in table 4.1 which indicate that, majority of the respondents were in agreement with procurement management systems having a significant impact on the effectiveness of procurement planning in Civil Aviation Authority given an average mean of 3.79 for all the items and mean standard deviation of 0.57.
 
Table 4.1: Findings on PMSs and the effectiveness of procurement planning in CAA
No	Item	N	Min	Max	Mean	SD	
1.	CAA’s procurement management system supports effective e-procurement planning	80	1	5	4.23	0.53	
2.	The e-procurement plan management function of CAA facilitates development of departmental procurement plans.	80	1	5	3.35	0.66	
3.	The e-procurement plan management function facilitates consolidation of departmental procurement plans by the PDU	80	1	5	3.11	0.43	
4.	CAA’s procurement management system aids budget allocation to each procurement	80	1	5	2.99	0.41	
5.	CAA’s procurement management system supports the update and approval of the Procurement Plan by the Contracts Committee	80	1	5	4.71	0.90	
6.	CAA’s procurement management system aids web-based submission of approved procurement plans to the Ministry of Finance and PPDA Authority	80	1	5	3.57	0.75	
7.	CAA’s procurement management system facilitates the display of the procurement plan on the website of CAA	80	1	5	3.60	0.43	
8.	The e-procurement plan management function has facilitated the successful integration of the procurement budget into CAA’s expenditure programme	80	1	5	4.21	0.55	
9.	The procurement management system of CAA has aided adequate stakeholder involvement in the procurement planning process  	80	1	5	3.57	0.44	
10.	e-procurement management function of CAA has enabled attainment of better value for money and reduced procurement costs	80	1	5	4.59	0.69	
                                                                                                              Average	3.79	0.57	
Source: Primary data, 2019
Interview results also had majority of the interviewees agree to the view with particular note of the Procurement Manager that, 
“…. Overall, since the introduction of procurement management system, the Authority has made significant strides in value for money improvement……the generational of departmental procurement plans and their receipt in the PDU is a little bit quicker” 
This was further confirmed by the Aggregated Entity Procurement Plan and Budget for FY 2019/20 which was already in place at the time of executing this study. This implies that CAA is committed to cost effective, reliable, and efficient procurement by undertaking procurement planning facilitated by the procurement management system in place that subsequently helps achieve overall value for money in procurement. 
In support to the view that CAA’s procurement management system supports the update and approval of the Procurement Plan by the Contracts Committee, was the interview with the Audit and Risk Manager, who hinted that, 
“….as follow up to see that risk of delay arising from the process of securing necessary approvals, the procurement management system is enabling clear trail of document flow and where they have stalled, we have been able to notify the concerned officer early enough.” 
And the Procurement Manager added that;
“…….where updates in the procurement plan are required, this has been executed more easily and submissions made to the Contracts Committee timely.” 
This implies that procurement management systems are an important aid to effective procurement planning in the aviation sector than using traditional systems. Therefore, improving the effectiveness of procurement planning to achieve improved procurement performance, CAA should make effective use of the procurement management system. However, the minority in disagreement imply the need for a more integrated use of the procurement management system that will help realise greater consolidation of entity needs and be able to avoid use of inefficient procurement methods like direct and micro procurement. Also, a more integrated use helps make use of more effective contracting like framework contracting.
From table 4.1, the mean scores of 3.35, 3.11, 3.57, 3.60 and 3.57 indicate a moderate agreement by respondents to the e-procurement plan management function of CAA facilitating the development of departmental procurement plans [M=3.35,SD=0.66], and facilitating consolidation of departmental procurement plans by the PDU [M=3.11,SD=0.43], CAA’s procurement management system aids web-based submission of approved procurement plans to the Ministry of Finance and PPDA Authority [3.57,SD=0.75], CAA’s procurement management system facilitates the display of the procurement plan on the website of CAA [M=3.60,SD=0.43], and the procurement management system of CAA has aided adequate stakeholder involvement in the procurement planning process [3.57,SD=0.44]. This was evidently supported by several PDU performance reports that give clear details on submissions made to the Ministry of Finance and PPDA Authority that drew input from various departments of CAA, aided stakeholder involvement, and web-based submissions made to the ministry and the PPDA Authority. 
However, the weak link of the procurement management system of CAA in aiding effective procurement planning is the failure to have reliable display of the procurement plan on the entity website and low levels of stakeholder involvement and reach. This was further confirmed in interview with one officer, who noted that, 
“…..the procurement plan is not readily visible on the website. When reference is required to be made to it, common use is made of the paper print plans. ….. The system does not adequately involve all stakeholders at the planning phase. It is only limited to Heads of Sections.” 
These findings imply that though procurement management systems are important in the effective planning of procurement, this has sub optimized in CAA. Therefore, functionality of the procurement management system needs to be revised based on more inclusive entity relationship models that will allow more stakeholder involvement across the organisational divide. Also, the system functionality adjustments should cater for more visibility of the entity procurement plan on the website. 
The mean value M=2.99 with standard deviation at SD=0.41, indicates that CAA’s procurement management system does not aid budget allocation to each procurement. This implies gaps in generating commensurate budgets for planned procurements of the entity. This was in harmony with the interview results where the Finance Manager noted that,
“…. Harmonizing procurement planning with the budgetary process is still a major challenge. Whereas procurement needs are generated internally, the cost estimates are largely dependent on the outside market. The need to have realistic estimates based on current market information erodes the essence of timely plan output by the system in place.”
This implies that, the procurement management system of CAA has not effectively aided budget allocations to planned procurements yet it is a vital requirement to ensuring that timely and cost effective procurement is realised by the entity. 
4.3: Correlation analysis of PMSs and effectiveness of procurement planning in CAA
To determine the significance of the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority-Uganda, a correlation analysis was done and produced results as indicated in table 4.2.
Table 4.2: Correlation of PMSs and effectiveness of procurement planning in CAA
Correlations

	Procurement Management Systems	Effectiveness of Procurement Planning	
Procurement               Pearson Correlation
Management               Sig. (2-tailed)
Systems                        N	                                 1

                               80	                        .753**
                          .000
                             80	
Effectiveness of           Pearson Correlation
Procurement               Sig. (2-tailed)
 Planning                     N	                         .753**
                            .000
                               80	                               1

                             80	
a. Predictor: (Constant), Procurement Management Systems
From table 4.2, correlation results indicated a strong positive relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority given r = 0.753 at significance levels p = 0.000 less than 0.01. This implies that a well designed and implemented procurement management system will significantly improve the effectiveness of procurement planning in Civil Aviation Authority.
4.4 Regression analysis of PMSs and effectiveness of procurement planning in CAA
In order to examine further the linear relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority, a regression analysis was performed. The results obtained were as summarized in table 4.3. 
Table 4.3: Model Summary 

Model 	
R	
R Square	Adjusted R Square	
Std. Error of the Estimate	
1	.753a	.567	.553	1.11192	
a. Predictor: (Constant), Procurement Management Systems
From table 4.3, it can be drawn that the regression coefficient of determination Adjusted R2 using procurement management systems as the predictor is 0.553 when R is 0.753. This implies that a 75.3% change in the effectiveness of procurement planning in Civil Aviation Authority can be predicted at a 55.3% value change in the use of procurement management systems. 
4.5 Analysis of variance of PMSs and effectiveness of procurement planning in CAA
An analysis of variance test between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority to establish the F value and its statistical significance that indicates this variance was done, yielding results as shown in table 4.4.
Table 4.4: Analysis of variance of PMSs and effectiveness of procurement planning in CAA
ANOVAb

Model 	Sum of squares 	
df	
Mean square	
F	
   Sig.	
1      Regression
        Residual
        Total	    334.215
  1131.212
  1465.427	1
79
80	334.215
       14.319	15.123	         .000b	
a. Predictor: (Constant), Procurement Management Systems (PMSs)
b. Dependent Variable: Effectiveness of Procurement Planning

Table 4.4 shows that F = 15.123 and the Sig. value is 0.000 i.e. p = 0.000 < 0.01. This means that the use of procurement management systems gives a positive statistical prediction of the effectiveness of procurement planning in Civil Aviation Authority. The change in the effectiveness of procurement planning in Civil Aviation Authority is 15.12% predicted by the integration of procurement management systems in the procurement activities of aviation agencies. The 84.8% prediction of change in the effectiveness of procurement planning in Civil Aviation Authority is brought about by other factors other than procurement management systems.
4.6 Conclusion
The critical value which was the cutoff value or boundary beyond which the null hypothesis H01 is retained is 0.01. Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p = 0.000 < 0.01, this led to the rejection of the null hypothesis that there is no significant relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority. Hence, this leads to adoption of the alternative hypothesis HA1 that there is a significant relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority.

CHAPTER FIVE
PROCUREMENT MANAGEMENT SYSTEMS AND EFFECTIVENESS OF PROCUREMENT INITIATION IN CIVIL AVIATION AUTHORITY
5.1	Introduction
The study sought to examine the relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority. This chapter therefore provides analyses, presentation and interpretation of findings obtained on this objective. To achieve this, a number of approaches to data analysis were used include descriptive statistics by way of generating descriptive statistics of means and standard deviations presented in section 5.2, and inferential statistics using correlation analysis, regression analysis, and analysis of variance (ANOVA) as presented in sections 5.3, 5.4, and 5.5. This was necessary to give a descriptive account and draw conclusions on the hypotheses and relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority from the test sample.
5.2: Descriptive findings on PMSs and effectiveness of procurement initiation in CAA
In examining the relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority, the study adopted descriptive statistical approaches by way of mean deviations and standard deviations as presented in table 5.1. 
From table 5.1, majority of respondents had a strong agreement to the procurement management system of CAA aiding the filling of requisition forms and attachment of accompanying statements of requirements by user departments [M=4.42], the procurement management system of CAA integrates requisition authorization by the authorized officer [M=4.53], and the procurement management system of CAA aids web-based submission of authorized requisitions to the Accounting Officer by PDUs [M=4.60] at standard deviations [SDs] = 0.33, 0.45, and 0.50 respectively. This is confirmed by the findings in table 5.1 which indicate that, majority of the respondents were in agreement with procurement management systems having a significant impact on the effectiveness of procurement initiation in Civil Aviation Authority given an average mean of 3.67 for all the items and mean standard deviation of 0.58.
 
Table 5.1: Findings on PMSs and effectiveness of procurement initiation in CAA
No	Item	N	Min	Max	Mean	SD	
1.	The procurement management system of CAA enables online preparation of bid documents by the PDU	80	1	5	2.84	0.62	
2.	The procurement management system of CAA offers inventory visibility in the requisitioning processes	80	1	5	3.78	0.55	
3.	The procurement management system of CAA aids the filling of requisition forms and attachment of accompanying statements of requirements by user departments	80	1	5	4.42	0.33	
4.	The procurement management system of CAA offers a text and web-based search for specifications by users	80	1	5	3.11	0.72	
5.	The procurement management system of CAA supports the confirmation of procurements in the approved procurement plan	80	1	5	3.56	0.74	
6.	The procurement management system of CAA integrates requisition authorization by the authorized officer	80	1	5	4.53	0.45	
7.	The procurement management system of CAA aids web-based submission of authorized requisitions to the Accounting Officer by PDUs	80	1	5	4.60	0.50	
8.	The procurement management system of CAA enables the establishment and verification of price estimates against market prices by the Accounting Officer	80	1	5	3.33	0.69	
9.	The procurement management system of CAA has enabled confirmation of availability of funding by the Accounting Officer as per the  approved budget	80	1	5	2.89	0.73	
10.	Web-based sanctioning of the procurement to begin is facilitated by the procurement management system of CAA.	80	1	5	3.68	0.54	
                                                                                                              Average	3.67	0.58	
Source: Primary data, 2019
Document review results also revealed related positions that; the procurement management system of CAA aids the filling of requisition forms and attachment of accompanying statements of requirements by user departments, the procurement management system of CAA integrates requisition authorization by the authorized officer, and the procurement management system of CAA aids web-based submission of authorized requisitions to the Accounting Officer by PDUs. The Procurement Audit Report of CAA for FY2016/17 reported satisfactory levels of compliance with requisitioning and authorization procedures. With the system already functional at that time, it implies that procurement management system of CAA has aided more effective procurement initiation. 
In an interview with the Procurement Manager, the procurement management system of Civil Aviation Authority was similarly was found to quicken documentation during requisitioning and the entire initiation process. Particularly, he noted that, 
“….the system has made requisitioning faster. User Departments generate and fill Form 5 online which are quickly sent together with soft statements of requirements. This has made our work of review as the PDU so easy.” 
This coupled with moderate mean deviation value of M=3.11 and standard deviation of SD=0.72 for the procurement management system of CAA offering a text and web-based search for specifications by users implies that procurement management systems are an important aid to effective procurement initiation processes. However, the low mean value of M=2.84 and standard deviation SD=0.62 indicate that the procurement management system of CAA has not effectively enabled online preparation of bid documents by the PDU. Whereas, improved effectiveness of procurement initiation may be enhanced by the procurement management system, the integration and redesign of user interfaces that allow document preparation besides standardized documentation will deliver more effectiveness of the initiation process.
From table 5.1, the mean scores of 3.78, and 3.56 indicate a moderate agreement by respondents that the procurement management system of CAA offers inventory visibility in the requisitioning processes [M=3.78; SD=0.55], and supports the confirmation of procurements in the approved procurement plan [M=3.56; SD=0.74]. This was supported by interview results in which the Inventory and Stores Manager was noted saying that,
“…..the procurement management system in place supported by the SUN system has made inventory and stores records more visible to users and management accounting personnel. So, verification of stock balances before requisitions to procure are made. ….the system has improved coordination of the Stores and Inventory section with other sections of the Authority.”
This implies that procurement management systems significantly improve the effectiveness of procurement initiation processes in aviation agencies like CAA. However, the users seem not to have realised this significant role of the procurement management system given the low levels of agreement. 
The mean value M=2.89 with standard deviation at SD=0.73, indicates that the procurement management system of CAA has not enabled effective confirmation of availability of funding by the Accounting Officer as per the approved budget. This implies inadequacies in securing the confirmation of funds availability for some procurements of the entity. The mean values M=3.33 and M=3.68 with standard deviations at SD=0.69 and SD=0.54 respectively, indicate that the procurement management system of CAA moderately enables the establishment and verification of price estimates against market prices, and facilitates web-based sanctioning of the procurement to begin by the Accounting Officer. This has enabled cost effective requisitioning and authorization by the Accounting Officer which has aided better delivery of value for money procurement in the entity.  
5.3: Correlation analysis of PMSs and effectiveness of procurement initiation in CAA
To determine the significance of the relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority, a correlation analysis was done and produced results as indicated in table 5.2.

Table 5.2: Correlation of PMSs and effectiveness of procurement initiation in CAA
Correlations

	Procurement Management Systems	Effectiveness of Procurement Initiation	
Procurement               Pearson Correlation
Management               Sig. (2-tailed)
Systems                        N	                                 1

                               80	                        .626**
                          .003
                             80	
Effectiveness of           Pearson Correlation
Procurement               Sig. (2-tailed)
 Initiation                     N	                         .626**
                            .003
                               80	                               1

                             80	
a. Predictor: (Constant), Procurement Management Systems
From table 5.2, correlation results indicated a moderate positive relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority given r = 0.626 at significance levels p = 0.003 less than 0.01. This implies procurement management systems have a moderate impact on the effectiveness of procurement initiation in Civil Aviation Authority.
5.4 Regression analysis of PMSs and effectiveness of procurement initiation in CAA
In order to examine further the linear relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority, a regression analysis was performed. The results obtained were as summarized in table 5.3. 
Table 5.3: Model Summary 

Model 	
R	
R Square	Adjusted R Square	
Std. Error of the Estimate	
1	.626a	.391	.377	2.36217	
a. Predictor: (Constant), Procurement Management Systems
From table 5.3, it can be drawn that the regression coefficient of determination Adjusted R2 using procurement management systems as the predictor is 0.377 when R is 0.626. This implies that a 62.6% improvement in the effectiveness of procurement initiation in Civil Aviation Authority can be predicted at a 37.7% value change in the integration of procurement management systems in the entity’s procurement activities. 
5.5 Analysis of variance of PMSs and effectiveness of procurement initiation in CAA
An analysis of variance test between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority to establish the F value and its statistical significance that indicates this variance was done, yielding results as shown in table 5.4.
Table 5.4 shows that F = 13.547 and the Sig. value is 0.000 i.e. p = 0.000 < 0.01. This means that the use of procurement management systems gives a positive statistical prediction of the effectiveness of procurement initiation in Civil Aviation Authority given the low levels of variance.
Table 5.4: Analysis of variance of PMSs and effectiveness of procurement initiation in CAA
ANOVAb

Model 	Sum of squares 	
df	
Mean square	
F	
   Sig.	
1      Regression
        Residual
        Total	    285.215
  1229.105
  1514.320	1
79
80	285.215
       15.558	13.547	         .000b	
a. Predictor: (Constant), Procurement Management Systems (PMSs)
b. Dependent Variable: Effectiveness of Procurement Initiation

The change in the effectiveness of procurement initiation in Civil Aviation Authority is 13.54% is closely related and predicted by the integration of procurement management systems in the procurement activities of aviation agencies. The 86.46% prediction of change in the effectiveness of procurement initiation in Civil Aviation Authority is brought about by other factors other than procurement management systems.
5.6 Conclusion
In a 2-Tail test, the critical value which sets the boundary beyond which the null hypothesis H02 is retained is 0.01. Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p < 0.01, this led to the rejection of the null hypothesis H02 that there is no significant relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority. Hence, this led to adoption of the alternative hypothesis HA2 that there is a significant relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority.

CHAPTER SIX
PROCUREMENT MANAGEMENT SYSTEMS AND THE EFFECTIVENESS OF CONTRACT MANAGEMENT IN CIVIL AVIATION AUTHORITY
6.1	Introduction
The study further sought to examine the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority. This chapter therefore provides analyses, presentation and interpretation of findings obtained on this objective. To achieve this, a number of approaches to data analysis were used including descriptive statistics by way of generating descriptive statistics of mean deviations and standard deviations presented in section 6.2, and inferential statistics using correlation analysis, regression analysis, and analysis of variance (ANOVA) as presented in sections 6.3, 6.4, and 6.5. This was necessary to give a descriptive account and draw conclusions on the hypotheses and relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority from the test sample.
6.2: Descriptive findings on PMSs and the effectiveness of contract management in CAA
In examining the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority, the study adopted descriptive statistical approaches by way of mean deviations and standard deviations as presented in table 6.1. 
From table 6.1, findings indicate that the procurement management system of CAA has aided effective monitoring and reporting through system integration [M=4.01], update and maintenance of complete contract records is effectively integrated in the procurement management system of CAA [M=4.52], CAA’s web-based contracts management facility provides an effective e-contract implementation plan [M=4.52], and the procurement management system of CAA has enabled faster order processing and expediting [M=4.13] with standard deviations [SDs] = 0.74, 0.59, 0.78 and 0.62 respectively. These findings are confirmed by the findings in table 6.1 which indicate that, the procurement management systems have a significant impact on the effectiveness of contract management in Civil Aviation Authority given an average mean of 3.83 for all the items and mean standard deviation of 0.62.

 Table 6.1: Findings on PMSs and the effectiveness of contract management in CAA
No	Item	N	Min	Max	Mean	SD	
1.	The procurement management system of CAA provides protocols for communication and record keeping in contract management	80	1	5	3.95	0.51	
2.	The procurement management system of CAA has aided effective monitoring and reporting through system integration	80	1	5	4.01	0.74	
3.	The procurement management system of CAA has provided a checklist that covers key timeline deliverables and performance reporting 	80	1	5	3.25	0.68	
4.	Update and maintenance of complete contract records is effectively integrated in the procurement management system of CAA	80	1	5	4.52	0.59	
5.	The procurement management system of CAA has facilitated faster invoicing and processing of interim payments	80	1	5	3.87	0.57	
6.	The procurement management system of CAA provides an interface and functionality for tracking and auditing of procurement contract terms	80	1	5	2.22	0.61	
7.	The procurement management system of CAA provides an effective automatic reminder and pop ups for contract expiry or renewal	80	1	5	3.98	0.43	
8.	CAA’s web-based contracts management facility provides an effective e-contract implementation plan	80	1	5	4.52	0.78	
9.	The procurement management system of CAA aids detection of overstatement of prices in contract variations management	80	1	5	3.89	0.65	
10.	The procurement management system of CAA has enabled faster order processing and expediting	80	1	5	4.13	0.62	
                                                                                                              Average	3.83	0.62	
Source: Primary data, 2019
Interview results also indicated that CAA’s web-based contracts management facility provides an effective e-contract implementation plan, maintenance of complete contract records, and effective monitoring and reporting through system integration when the Procurement Manager hinted that, 
“…. Reference is made to the e-contract implementation plan facility to keep the contract management process and execution on track. This has enabled early and timely detection of deviations from planned contract standards.” 
This was further confirmed by document reviews in which Complete Contract Management Files on the Entebbe Extension Project for the period 2017/18 contained printouts of web-based contract implementation plans with key contract milestones and corrective measures taken reflected. This implies that CAA’s procurement management system aids effective contract implementation that subsequently helps achieve better value for money from such contracts. 
In addition, interviews gave a significant indication that the procurement management system of Civil Aviation Authority facilitates effective records management, monitoring and reporting. In an interview with the Manager-Engineering, he noted that, 
“….information on contract progress is real-time. No longer is it a requirement to go the different operational sites to obtain contract information. Field supervisors update system records for use in the contract progress reviews.” 
This adds to the note of Procurement Manager that, 
“Contract monitoring has been more effective since the inception of the procurement management systems. Therefore, the processing of interim payments is kicked off early without waiting for actual site visits.”
Given similar mean values M=3.87 and standard deviation values SD=0.57 indicating that the procurement management system of CAA has moderately facilitated faster invoicing and processing of interim payments, it is implied that procurement management systems of contribute significantly to the effectiveness of contract management in the aviation sector.
The moderate mean value of M=3.95 and standard deviation of SD=0.51 indicate that the procurement management system of CAA moderately provides protocols for communication and record keeping in contract management. In addition, the moderate mean value of M=3.25 and standard deviation of SD=0.68 indicate that the procurement management system of CAA has provided a checklist that covers key timeline deliverables and performance reporting. However, the low mean value of M=2.22 and standard deviation SD=0.61 indicate that the procurement management system of CAA does not provide interface and functionality for tracking and auditing of procurement contract terms. This implies that whereas improved effectiveness of contract management may be enhanced by the procurement management system by providing protocols for communication and record keeping in contract management, the integration of the interface and functionality for tracking and auditing of procurement contract terms will deliver more contract management effectiveness.
From table 6.1, the mean scores of 3.98, and 3.89 indicate a moderate agreement by respondents that the procurement management system of CAA provides an effective automatic reminder and pop ups for contract expiry or renewal [M=3.98; SD=0.43], and aids detection of overstatement of prices in contract variations management [M=3.89; SD=0.65]. This adding to the key note by the Audit and Risk Manager that’ “to reduce escalation of financial risk in contracts, the system enables detection of overstatements of prices where the prior price assessment results are fed into the system” implies that procurement management systems significantly improve the effectiveness of contract management processes in aviation agencies like CAA. However, the users seem not to have realised this significant role of the procurement management system given the low levels of agreement. 
6.3: Correlation analysis of PMSs and effectiveness of contract management in CAA
To determine the significance of the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority, a correlation analysis was done and produced results as indicated in table 6.2.

Table 6.2: Correlation of PMSs and effectiveness of contract management in CAA     Correlations

	Procurement Management Systems	Effectiveness of Contract Management	
Procurement               Pearson Correlation
Management               Sig. (2-tailed)
Systems                        N	                                 1

                               80	                        .785**
                          .000
                             80	
Effectiveness of           Pearson Correlation
Contract                      Sig. (2-tailed)
 Management              N	                         .785**
                            .000
                               80	                               1

                             80	
a. Predictor: (Constant), Procurement Management Systems
From table 6.2, correlation results indicated a strong positive relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority given r = 0.785 at significance levels p = 0.000 less than 0.01. This implies procurement management systems have a strong impact on the effectiveness of contract management in Civil Aviation Authority.
6.4 Regression analysis of PMSs and effectiveness of contract management in CAA
In order to examine further the linear relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority, a regression analysis was performed. The results obtained were as summarized in table 6.3. 
Table 6.3: Model Summary 
Model 	R	R Square	Adjusted R Square	Std. Error of the Estimate	
1	.785a	.616	.602	1.71335	
a. Predictor: (Constant), Procurement Management Systems
From table 6.3, it can be drawn that the regression coefficient of determination Adjusted R2 using procurement management systems as the predictor is 0.602 when R is 0.785. This implies that a 78.5% improvement in the effectiveness of contract management in Civil Aviation Authority can be predicted at a 60.2% value change in the integration of procurement management systems in the entity’s procurement activities. 
6.5 Analysis of variance of PMSs and effectiveness of contract management in CAA
An analysis of variance test between procurement management systems and the effectiveness of contract management in Civil Aviation Authority to establish the F value and its statistical significance that indicates this variance was done, yielding results as shown in table 6.4.
Table 6.4 shows that F = 18.318 and the Sig. value is 0.000 i.e. p = 0.000 < 0.01. This means that the use of procurement management systems gives a positive statistical prediction of the effectiveness of contract management in Civil Aviation Authority given the low levels of variance.
Table 6.4: Analysis of variance of PMSs and effectiveness of contract management in CAA
ANOVAb
Model 	Sum of squares 	df	Mean square	F	   Sig.	
1      Regression
        Residual
        Total	    331.223
  1432.309
  1763.532	1
79
80	331.223
       18.130	18.318	         .000b	
a. Predictor: (Constant), Procurement Management Systems (PMSs)
b. Dependent Variable: Effectiveness of Contract Management

The change in the effectiveness of procurement contract management in Civil Aviation Authority is 18.31% is closely related and predicted by the integration of procurement management systems in the procurement activities of aviation agencies. The 81.69% prediction of change in the effectiveness of contract management in Civil Aviation Authority is brought about by other factors other than procurement management systems.
6.6 Conclusion
In a 2-Tail test, the critical value which sets the boundary beyond which the null hypothesis is retained is 0.01. Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p = 0.000 < 0.01, this led to the rejection of the null hypothesis H03 that there is no significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority. Hence, this led to adoption of the alternative hypothesis HA3 that there is a significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority.

CHAPTER SEVEN
HARMONIZING PROCUREMENT MANAGEMENT SYSTEMS AND PROCUREMENT EFFECTIVENESS IN CIVIL AVIATION AUTHORITY
7.1 Introduction
This chapter sets out to link literature review and study findings on procurement management systems and procurement effectiveness in Civil Aviation Authority. It deduces implications of study findings against the ideal practice postulated by the literature. As a result, the way forward towards improved procurement management systems and procurement effectiveness is drawn.  
Petrovic and Milanovic, (2012) note that the implementation of management information system for procurement processes yields benefits including: economical, functional and rational management of the records about the quantity, quality and level of stocks of input materials/parts, input prices and supply conditions in the market; monitoring of material and financial flows in real time; reduction of the data acquisition processing time. The study on procurement management systems and procurement effectiveness in Civil Aviation Authority found the authority’s systems delivering more economy from procurement, aiding effective contract monitoring, improved procurement records management, and has reduced time for processing procurement data. However, it was found not to offer adequate visibility of inventory for effective procurement decision making.
 Ken, MacKenzie and Janssen (2006) assert that, specific to Procurement Management Information Systems, the greatest value to be derived is from hard-wiring strategic sourcing. Successful strategic sourcing can create around 70% of the value – Procurement Management Information Systems will sustain this benefit over time. The application of strategic sourcing to generate benefits is the economic justification, while Procurement Management Information Systems drive this to the bottom line through compliance, sustained value and savings, improved control over procurement processes (auditable processes according to rules and regulations, contact compliancy), provision of critical management information, and optimization of procurement transaction cost. The study established that procurement management systems of Civil Aviation Authority are delivering more value for money from procurement processes since the introduction of the system in 2014. 
Ken, MacKenzie and Janssen (2006) note that, system functionality and integration are critical issues that any feasible and optimal systems solution should address. Therefore, when defining procurement management system requirements, focus should be on the functionality that delivers the true bottom line benefit of sustaining control and compliance as driven by strategic sourcing. Hardcastle, (2008) further notes that, the integration to the organization’s ERP system, either present or planned, will often drive the decision around Procurement Management System. The study found out that functionality and integration is embraced in procurement management systems of CAA.  The system addresses the functionality needs of various sections in CAA and feasibly integrates with other systems of the authority like the SUN system.
7.2 Procurement management systems and procurement planning
The study set out to examine the relationship between procurement management systems and effectiveness of procurement planning in Civil Aviation Authority. Fitzgerald, Girón, and Bermudez, (2006) note that procurement planning is a dynamic process that requires input from many different categories of professionals. It is therefore recommended that procurement planning be carried out by a multidisciplinary team established specifically for the purpose, with the participation of different technical and administrative professionals who have experience in procurement and supply management, and knowledge and experience of national public programs. The procurement planning team may draw on expertise from specific advisors when necessary. The study established that the procurement management system of CAA facilitates the input of various departments to the procurement planning process and allows the consolidation of such departmental procurement plans by the procurement and disposal unit as required under the PPDA regulatory framework. 
Thai (2009) adds that the procurement planning phase is characterized by research and strategic planning for the procurement; both long- and short-term costs are considered and calculated. Procurement officials engage in price analysis and cost analysis. Thai (2009) further notes that great strides, including web portals, have been made to engage federal agencies in information-sharing as it relates to achieving procurement goals through analysis of prices and costs. It was established in the study on procurement management systems and procurement planning that the system requires the stakeholders in procurement planning to input market price analysis results and resultant estimates into the system. However, the functionality of doing the market price analysis by the system itself was found lacking. Therefore, systems redesign to integrate this functionality that keeps the authority abreast with market prices and supplier market dynamics is required.   
According to ETS/PRO.CAA/230114 (2014), CAA in its business information systems has established a procurement plan management function that facilitates: Web-based procurement planning by user departments; budget allocation to each procurement; department wise procurement details view; consolidation of procurement plans; procurement plan updating; and approval of procurement plans by the contracts committee. The study established that the ePlan Management function in the procurement management system of Civil Aviation Authority facilitates web-based procurement planning by user departments as required under Reg. 3 PPDA (PDEs) Regulations, 2014, facilitates consolidation of procurement plans by the procurement and disposal unit, facilitates procurement plan updating and approval of procurement plans by the contracts committee was done using the system in place. 
According Sec. 58 of the PPDA Act, (2003), procurement planning is aimed at: avoiding emergency procurement; aggregating requirements in order to obtain value for money and reduce procurement costs; making use of framework contracts where appropriate to efficient, cost effective and flexible means of procurement; avoiding the splitting of procurements to defeat the use of inappropriate methods of procurement; integrating the procurement budget in the entity’s expenditure programme, and also integrating the disposal of assets in the entity’s income and expenditure programme. The study on procurement management systems and effectiveness of procurement planning in Civil Aviation Authority found out that the system has made a significant contribution towards the attainment of these procurement planning objectives and goals. However, the procurement management system of CAA should adopt a market view functionality to keep track of market trends so as to effectively aid budget allocations to planned procurements to have timely and cost effective procurement realised by the entity. 
7.3 Procurement management systems and procurement initiation 
The study sought to examine the relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority. Regulation 5 of the PPDA 2014 Regulations on Rules and Methods provides that procurement initiation should start with the Accounting Officer undertaking a market assessment to determine the market price. Under Section 34 of the PPDA Act 2003 the User Department initiates procurement by filling the procurement requisition form (Form 5). Such a requisition includes estimated values and statements of requirements of the required supplies, services and works. It was established by the study that the procurement management system effectively aids the use of Form 5 in the requisitioning and initiation of procurement in CAA.

Regulation 3 of the PPDA 2014 Regulations further provides for the authorization and budget approval of the procurement requisition by the authorized officer. It also provides for the registration of the procurement by the Procurement and Disposal Unit upon confirmation of whether it is catered for by the approved procurement plan of the PDE. The study established that the procurement management system of CAA integrates requisition authorization by the authorized officer [M=4.53], and the procurement management system of CAA aids web-based submission of authorized requisitions to the Accounting Officer by PDUs [M=4.60], and supports the confirmation of procurements in the approved procurement plan [M=3.56; SD=0.74]. It was also established that the procurement management system in place supported by the SUN system has made inventory and stores records more visible to users and management accounting personnel. So, verification of stock balances before requisitions to procure are made.
Section 26(f) of the PPDA Act 2003 requires the Accounting Officer to confirm availability of funding as per the approved budget and sanction the procurement process to begin. The study established that the procurement management system of CAA has not enabled effective confirmation of availability of funding by the Accounting Officer as per the approved budget given a mean value M=2.89 with standard deviation at SD=0.73. This implies inadequacies in securing the confirmation of funds availability for some procurements of the entity. The mean values M=3.33 and M=3.68 with standard deviations at SD=0.69 and SD=0.54 respectively, indicate that the procurement management system of CAA moderately enables the establishment and verification of price estimates against market prices, and facilitates web-based sanctioning of the procurement to begin by the Accounting Officer. 
The PDU under Regulations 32 and 37 of the PPDA Act 2014 prepares bid documents to include: the instructions to bidders, the evaluation criteria, bid forms, and contract terms and reference. Notably, is having the initiation of the procurement in time to avoid delays in the procurement process. In study however, the low mean value of M=2.84 and standard deviation SD=0.62 indicated that the procurement management system of CAA has not effectively enabled online preparation of bid documents by the PDU. Whereas, improved effectiveness of procurement initiation may be enhanced by the procurement management system, the integration and redesign of user interfaces that allow document preparation besides standardized documentation will deliver more effectiveness of the initiation process.
7.4 Procurement Management Systems and contract management
The study set out to examine the relationship between procurement management systems and effectiveness of contract management in Civil Aviation Authority. Contract Management, according to the PPDA Act (2003) refers to the administrative activities associated with handling of contracts, such as appointment of the contract manager, contract implementation plan, quality assurance, contract administration, monitoring implementation, contract completion; final deliverables report, final acceptance or handover, defects liability or warranty periods, archiving records, payment, project commissioning and close out. Broadly as laid down the PPDA Chart 5 as revised by 2014, contract management entails three major phases: appointment of the contract management authority, monitoring contract implementation, and contract completion. The study established that procurement management system of Civil Aviation Authority has aided the operation of these contract management functions.

Gower (2003) advances that, the goal of contract administration is to monitor delivery under the contract to ensure that it achieves its original objectives and includes tracking and auditing of contract terms such as: pricing and discounts; timeliness of payments and or receipts; performance in delivering agreed service level or specification of goods and services; and amendments. Anglin and Good (2009) stated that contract monitoring focuses on collecting and analyzing the information to provide assurance to the entity that progress is being made in line with agreed timeframe and towards providing the contract deliverables. The key performance indicators should be clearly set within the contract and then measured, reported and monitored on a regular basis. It was found out that that the procurement management system of CAA has aided effective monitoring and reporting during contract management through system integration given a mean deviation value M=4.01. 
Anglin and Good (2009) further suggested that the areas to be monitored include; specific goods or services provided on time to the required quality, client or user satisfaction, performance against contract requirements, invoicing and payments and entity contract compliance. Therefore, evaluating the role of CAA’s procurement management system towards more procurement effectiveness in this study was based on these focal performance metrics. Given a mean deviation value M=3.87 and standard deviation values SD=0.57 the study established that the procurement management system of CAA moderately facilitates faster invoicing and processing of interim payments. Therefore, procurement management systems of contribute significantly to the effectiveness of contract management in the aviation sector.
Hardcastle, (2008) also notes that the performance of any system in organisations is gauged on the parameters of its functionality to give clear trail of contract terms, speed of information processing, improving coordination, real-time information flow, and generally living to clear service level agreements. Therefore, any established procurement management system should be driven by these vehicles. The study however established that the procurement management system of CAA does not provide interface and functionality for tracking and auditing of procurement contract terms given a low mean value of M=2.22 and standard deviation SD=0.61. This implies that whereas improved effectiveness of contract management may be enhanced by the procurement management system by providing protocols for communication and record keeping in contract management, the integration of the interface and functionality for tracking and auditing of procurement contract terms will deliver more contract management effectiveness.
According to CIPS, (2014) contract monitoring should reveal situations such as: unsatisfactory performance; misunderstanding of requirements; inadequate or ineffective communications; poor data management; changes to the contract brought about by unexpected altered requirements and contractor insolvency. The PPDA regulation 263 (2) establishes the systems for monitoring and reporting, protocols for communication and record keeping arrangements. It was established by the study that the procurement management system of CAA moderately provides protocols for communication and record keeping in contract management. It has provided a checklist that covers key timeline deliverables and performance reporting  given the moderate mean and deviation values of M=3.95;SD=0.51 and M=3.25;SD=0.68 respectively.

CHAPTER EIGHT
SUMMARY, CONCLUSION AND RECOMMENDATIONS
8.1 Introduction
This chapter set out to examine the relationship between procurement management systems and procurement effectiveness in public aviation agencies with Civil Aviation Authority, Uganda as the case study. This chapter gives the summary, conclusion, recommendations and areas of further research suggested by this study. 
8.2 Summary of findings
The study was guided by the following objectives:
a)	To examine the relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority. 
b)	To examine the relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority.
c)	To examine the relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority.
8.2.1 Procurement management systems and effective procurement planning 
The study set out to examine the relationship between procurement management systems and effectiveness of procurement planning in Civil Aviation Authority. The study found that CAA’s procurement management system supports effective e-procurement planning, supports the update and approval of the Procurement Plan by the Contracts Committee, the e-procurement plan management function facilitates successful integration of the procurement budget into CAA’s expenditure programme, and that e-procurement management function of CAA has enabled attainment of better value for money and reduced procurement costs. The mean scores of 3.35, 3.11, 3.57, 3.60 and 3.57 indicated that the e-procurement plan management function of CAA moderately facilitates the development of departmental procurement plans, consolidation of departmental procurement plans by the PDU, aids web-based submission of approved procurement plans to the Ministry of Finance and PPDA Authority, facilitates the display of the procurement plan on the website of CAA, and has aided adequate stakeholder involvement in the procurement planning process. 
However, the weak link of the procurement management system of CAA in aiding effective procurement planning is the failure to have reliable display of the procurement plan on the entity website and low levels of stakeholder involvement and reach. In addition, the mean value M=2.99 with standard deviation at SD=0.41, indicates that CAA’s procurement management system does not aid budget allocation to each procurement. This implies gaps in generating commensurate budgets for planned procurements of the entity
Summarily, the study established that procurement management systems have a significant impact on the effectiveness of procurement planning in Civil Aviation Authority given an average mean of 3.79 for all the items and mean standard deviation of 0.57. Correlation results indicated a strong positive relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority given r = 0.753 at significance levels p = 0.000 less than 0.01 determined at 55.3% given Adjusted R2 value of 0.553. Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p = 0.000 < 0.01, this led to the rejection of the null hypothesis that there is no significant relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority. Hence, this led to adoption of the alternative hypothesis HA1 that there is a significant relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority.
8.2.2 Procurement management systems and effective procurement initiation 
The study set out to examine the relationship between procurement management systems and effectiveness of procurement initiation processes in Civil Aviation Authority. From the study, it was established that the procurement management system of CAA aids the filling of requisition forms and attachment of accompanying statements of requirements by user departments, integrates requisition authorization by the authorized officer, and also aids web-based submission of authorized requisitions to the Accounting Officer by PDUs. The mean values M=3.33, M=3.68, and M=3.11 respectively, indicate that the procurement management system of CAA moderately enables the establishment and verification of price estimates against market prices, facilitates web-based sanctioning of the procurement to begin by the Accounting Officer, and offers a text and web-based search for specifications by users. 
Mean scores of 3.78, and 3.56 also indicate that the procurement management system of CAA moderately offers inventory visibility in the requisitioning processes and supports the confirmation of procurements in the approved procurement plan. However, the mean values M=2.89 and M=2.84 respectively, indicate that the procurement management system of CAA has not enabled effective confirmation of availability of funding by the Accounting Officer as per the approved budget, and that the procurement management system of CAA has not effectively enabled online preparation of bid documents by the PDU. 
Summarily, procurement management systems have a significant impact on the effectiveness of procurement initiation in Civil Aviation Authority given an average mean of 3.67 for all the items and mean standard deviation of 0.58. Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p < 0.01, this led to the rejection of the null hypothesis H02 that there is no significant relationship between procurement management systems and the effectiveness of procurement initiation in Civil Aviation Authority. This led to adoption of the alternative hypothesis HA2 that there is a significant relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority.
8.2.3 Procurement management systems and effective contract management
The study set out to examine the relationship between procurement management systems and effectiveness of procurement initiation processes in Civil Aviation Authority. Findings indicate that the procurement management system of CAA has aided effective monitoring and reporting through system integration, update and maintenance of complete contract records is effectively integrated in the procurement management system of CAA, the web-based contracts management facility provides an effective e-contract implementation plan, and enabled faster order processing and expediting. These findings are confirmed by the findings in table 6.1 which indicate that, the procurement management systems have a significant impact on the effectiveness of contract management in Civil Aviation Authority given an average mean of 3.83 for all the items and mean standard deviation of 0.62
Mean values of M=3.87, M=3.95 indicate that the procurement management system of CAA has moderately facilitated faster invoicing and processing of interim payments, moderately provides protocols for communication and record keeping in contract management, and has provided a checklist that covers key timeline deliverables and performance reporting. In addition, the mean scores of 3.98, and 3.89 revealed that the procurement management system of CAA moderately provides an effective automatic reminder and pop ups for contract expiry or renewal, and aids detection of overstatement of prices in contract variations management. However, the low mean value of M=2.22 and standard deviation SD=0.61 indicate that the procurement management system of CAA does not provide interface and functionality for tracking and auditing of procurement contract terms. 
Since the sig. values of individual correlations, regression and ANOVA analyses were all less than 0.01 i.e. p = 0.000 < 0.01, this led to the rejection of the null hypothesis H03 that there is no significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority. Hence, this led to adoption of the alternative hypothesis HA3 that there is a significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority.
8.3 Conclusion
It was established that procurement management systems has a significant positive relationship with effectiveness of procurement in Civil Aviation Authority. Therefore, the effective implementation of procurement management systems especially in procurement planning, procurement initiation and contract management significantly improves procurement effectiveness in the aviation sector. This was established following the testing of hypotheses by way of correlation, regression, and variance analyses. With correlation and regression results indicating a strong positive relationship between procurement management systems and the effectiveness of procurement planning in Civil Aviation Authority given r = 0.753 at significance levels p = 0.000 less than 0.01, a significant relationship between procurement management systems and effectiveness of procurement initiation in Civil Aviation Authority, and a significant relationship between procurement management systems and the effectiveness of contract management in Civil Aviation Authority, it was concluded that procurement management systems significantly affect procurement effectiveness in the aviation sector.
8.4 Recommendations
The findings of the study on procurement management systems and procurement effectiveness in public aviation agencies with Civil Aviation Authority (CAA), Uganda as the case study sighted gaps that led to the following recommendations:
•	Functionality of the procurement management system needs to be revised based on more inclusive entity relationship models that will allow more stakeholder involvement across the organisational divide. Also, the system functionality adjustments should cater for more visibility of the entity procurement plan on the website. 
•	There should be a more integrated use of the procurement management system that will help realise greater consolidation of entity needs and be able to avoid use of inefficient procurement methods like direct and micro procurement. Also, a more integrated use helps make use of more effective contracting methods like framework contracting.
•	The procurement management system of CAA should adopt a market view functionality to keep track of market trends so as to effectively aid budget allocations to planned procurements to have timely and cost effective procurement realised by the entity. 
•	Also the functionality of doing the market price analysis by the procurement management system itself was found lacking. Therefore, systems redesign to integrate this functionality that keeps the authority abreast with market prices and supplier market dynamics is required.   
•	Whereas, improved effectiveness of procurement initiation may be enhanced by the procurement management system, the integration and redesign of user interfaces in the system that allow document preparation besides standardized documentation will deliver more effectiveness of the initiation process.
•	To have improved effectiveness of contract management, the procurement management system should provide eContract management protocols for communication and record keeping in contract management. It should also integrate the interface and functionality for tracking and auditing of procurement contract terms so as to deliver more contract management effectiveness.
8.5 Areas of further research
Based on the findings of the study, further research may be done on:
•	The e-Governance Regulation and procurement performance in public aviation agencies,
•	The e-Supply chain management and effectiveness of agricultural development programmes in Uganda, and
•	Business Information Systems and supply chain performance of agricultural advisory agencies in Uganda.

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APPENDICIES
APPENDIX I: Table for determining sample size from a given population
N	S	N	S	N	S	N	S	N	S	
10	10	100	80	280	162	800	260	2800	338	
15	14	110	86	290	165	850	265	3000	341	
20	19	120	92	300	169	900	269	3500	246	
25	24	130	97	320	175	950	274	4000	351	
30	28	140	103	340	181	1000	278	4500	351	
35	32	150	108	360	186	1100	285	5000	357	
40	36	160	113	380	181	1200	291	6000	361	
45	40	180	118	400	196	1300	297	7000	364	
50	44	190	123	420	201	1400	302	8000	367	
55	48	200	127	440	205	1500	306	9000	368	
60	52	210	132	460	210	1600	310	10000	373	
65	56	220	136	480	214	1700	313	15000	375	
70	59	230	140	500	217	1800	317	20000	377	
75	63	240	144	550	225	1900	320	30000	379	
80	66	250	148	600	234	2000	322	40000	380	
85	70	260	152	650	242	2200	327	50000	381	
90	73	270	155	700	248	2400	331	75000	382	
95	76	270	159	750	256	2600	335	100000	384	
Note:	“N” is population size
	“S” is sample size.
Source: Krejcie, Robert V., and Morgan, Daryle W., (1970): “Determining Sample Size for Research Activities”: Educational and Psychological Measurement:

APPENDIX II: Document review checklists
Document review
a)	PPDA Act 2003 and the 2014 amendments.
b)	Information Systems Policy of CAA
c)	CAA internal and external audit reports
d)	Procurement and Disposal Unit Reports of CAA
e)	Procurement and Systems Audit Reports
f)	Electronic and Technical Services Reports of CAA

APPENDIX III: QUESTIONNAIRE
Dear Respondent: 
My name is Kyalimpa Judith. I am a Master of Procurement and Logistics Management degree student at Nkumba University. In partial fulfillment of the requirements of this course, I am conducting my academic research entitled “Procurement Management Systems and Procurement effectiveness in Public Aviation Agencies: A case study of Civil Aviation Authority-Uganda”. The University has permitted me to carry out this research and I will treat your opinions with confidentiality. Your honesty is both critical and paramount when responding to the questionnaire. 
Thank you so much for your cooperation.
Section A: Background Information
Pleas mark the applicable option with a tick [√]
1.	Age (years)
Below 26  [  ] 	26-35  [  ]	36-45  [  ]	46-55  [  ]	Above 55  [  ]
2.	Sex 
Female [  ]		Male  [  ]
3.	Level of Education  
Masters [  ]	Bachelors [  ]	    Diploma [  ]      Certificate [  ]  	
Others [  ] (Specify) ………………………………………………...	
4.	What is your post/department of occupation? 
Directors   [  ]   Stores and Inventory Management [  ]    Procurement and Disposal Unit [  ]       
ICT and Systems Administration [  ]     	Airport and Aviation Security [  ]   
Contracts Committee members [  ]  	Human Resource and Administration [  ]     
Marketing and Commercial Services [  ]          Internal Audit and Risk Management [  ]    
Safety Management and Quality Assurance [  ]	     Managers [  ]
Finance and Accounting [  ]    Engineering, Planning and Development [  ]             
5.	Marital status
Single [  ] 	     Married [  ]      Divorced [  ]      Separated [  ]	  Widowed [  ]
Others (Specify) ……………………………………………..

6.	Your period of work with CAA (years)
Below 6yrs [  ] 	6-10yrs [  ]	11-15yrs [  ]	16-20yrs [  ]	Above 20yrs [  ]
For sections B, C, D and E use the scale/ranking below to tick in the box that corresponds with number that best indicates your opinion on the statement or question.
1-	Strongly Disagree; 2-Disagree; 3-Neutral; 4-Agree; and 5-Strongly Agree

SECTION B: The Procurement Management System of Civil Aviation Authority
No.	Item	1	2	3	4	5	
1.	CAA’s procurement management system supports effective e-procurement management system						
2.	Functionality of CAA’s procurement management system has delivered sustained control and compliance of suppliers						
3.	The procurement management system of CAA has enabled better supplier rationalization and demand management. 						
4.	The procurement management system has been well integrated in the business information systems of CAA						
5.	The procurement management system of CAA provides inventory visibility to aid effective order placement by procurement						
6.	The procurement management system of CAA provides adequate approval mechanisms and controls in the procurement process						
7.	The procurement management system of CAA aids effective document exchanges amongst stakeholders in the procurement process						
8.	Security and risk management controls of the procurement management system of CAA provide adequate safeguards in the procurement process						
9.	The procurement management system of CAA facilitates good communications and end user support for effective procurement interactions						
10.	The procurement management system of CAA has successfully integrated supplier strategy in the procurement process						

SECTION C: Procurement Management Systems and Procurement Planning in CAA
No.	Item	1	2	3	4	5	
1.	CAA’s procurement management system supports effective e-procurement planning						
2.	The e-procurement plan management function of CAA facilitates development of departmental procurement plans.						
3.	The e-procurement plan management function facilitates consolidation of departmental procurement plans by the PDU						
4.	CAA’s procurement management system aids budget allocation to each procurement						
5.	CAA’s procurement management system supports the update and approval of the Procurement Plan by the Contracts Committee						
6.	CAA’s procurement management system aids web-based submission of approved procurement plans to the Ministry of Finance and PPDA Authority						
7.	CAA’s business information systems facilitate the display of the procurement plan on the website of CAA						
8.	The e-procurement plan management function has facilitated the success integration of the procurement budget into CAA’s expenditure programme						
9.	The procurement management system of CAA has aided adequate stakeholder involvement in the procurement planning process  						
10.	e-procurement management function of CAA has enabled attainment of better value for money and reduced procurement costs						

SECTION D: Procurement Management Systems and Procurement Initiation in CAA	
No.	Item	1	2	3	4	5	
1.	The procurement management system of CAA enables online preparation of bid documents by the PDU						
2.	The procurement management system of CAA offers inventory visibility in the requisitioning processes						
3.	The procurement management system of CAA aids the filling of requisition forms and attachment of accompanying statements of requirements by user departments						
4.	The procurement management system of CAA offers a text and web-based search for specifications by users						
5.	The procurement management system of CAA supports the confirmation of procurements in the approved procurement plan						
6.	The procurement management system of CAA integrates requisition authorization by the authorized officer						
7.	The procurement management system of CAA aids web-based submission of authorized requisitions to the Accounting Officer by PDUs						
8.	The procurement management system of CAA enables the establishment and verification of price estimates against market prices by the Accounting Officer						
9.	The procurement management system of CAA has enabled confirmation of availability of funding by the Accounting Officer as per the  approved budget						
10.	Web-based sanctioning of the procurement to begin is facilitated by the procurement management system of CAA.						

SECTION E: Procurement Management Systems and Contract Management in CAA
No.	Statement	1	2	3	4	5	
1.	The procurement management system of CAA provides protocols for communication and record keeping in contract management						
2.	The procurement management system of CAA has aided effective monitoring and reporting through system integration						
3.	The procurement management system of CAA has provided a checklist that covers key timeline deliverables and performance reporting 						
4.	Update and maintenance of complete contract records is effectively integrated in the procurement management system of CAA						
5.	The procurement management system of CAA has facilitated faster invoicing and processing of interim payments						
6.	The procurement management system of CAA provides an interface and functionality for tracking and auditing of procurement contract terms						
7.	The procurement management system of CAA provides an effective automatic reminder and pop ups for contract expiry or renewal						
8.	CAA’s web-based contracts management facility provides an effective e-contract implementation plan						
9.	The procurement management system of CAA aids detection of overstatement of prices in contract variations management						
10.	The procurement management system of CAA has enabled faster order processing and expediting						

Thanks for your participation.

APPENDIX IV: INTERVIEW GUIDE
Dear Sir/Madam,
My name is Kyalimpa Judith. I am a Master of Procurement and Logistics Management degree student at Nkumba University. In partial fulfillment of the requirements of this course, I am conducting my academic research entitled “Procurement Management Systems and Procurement effectiveness in Public Aviation Agencies: A case study of Civil Aviation Authority-Uganda”. You have been selected to participate in this study. The information got from you will be kept confidential and will be used strictly for academic purposes.
1) What is your position at Civil Aviation Authority?
2) Describe the state of the Procurement Management System in CAA.
3) How has the Procurement Management System impacted on procurement planning in CAA?
4) What issues have made e-procurement plan management challenging in CAA?
5) What is effect of the Procurement Management System on procurement initiation in CAA?
6) How would you rate the Procurement Management System as far as improving the effectiveness of the procurement initiation process in CAA is concerned?
7) How has the Procurement Management System impacted on contract management in CAA?
7) What is the impact of the Procurement Management System on the attainment of value for money in procurement activities of CAA?
8) What is your view on the alignment of the Procurement Management System with the procurement operational needs in CAA?
9) How has the integration of the Procurement Management System with SUN System affected the procurement effectiveness in CAA?
Thank you for cooperating.