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Contract Management Performance of Ethiopian Pharmaceuticals Supply Agency

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dc.contributor.advisor Dr. Kreie, Andre
dc.contributor.advisor Dr.Temesgen, Busha
dc.contributor.advisor Teshome, Dawit
dc.contributor.author Gobie, Yikeber Gebeyaw
dc.date.accessioned 2021-01-13T08:25:29Z
dc.date.available 2021-01-13T08:25:29Z
dc.date.issued 2020-02
dc.identifier.uri http://etd.aau.edu.et/handle/123456789/24640
dc.description.abstract Background: The government of Ethiopia spends more than 4.9 billion birr per annum for the procurement of pharmaceuticals. However, little is known how well performance is managed. Objective: To assess contract management performance at Ethiopian Pharmaceutical Supply Agency Methods: Descriptive study design using quantitative and qualitative data collection techniques was employed. 159 declared purchase orders (from July 1, 2017 to June 30, 2018)were taken using simple random sampling method after listing chronologically by time of purchase orders issuing. Six informants were selected with purposive sampling for interview. Quantitative data were analyzed and summarized in descriptive statistics using Microsoft excel for percentage analysis and Statistical package for Social Science version 20.0 for suppliers’ lead time analysis. Qualitative data were analyzed by classifying factors affecting contract management performances. Results were presented in tables, figures and narratives. Results: Asian (64.64%)and African (24%)manufacturers were found to be the top suppliers of agency. Domestic manufacturers’ market share was 24% of which Addis Pharmaceuticals Factory (68%)was the top supplier of agency. Average foreign and domestic suppliers took 98 and 186 days to deliver products. Suppliers’ fill rates were 97.6%. Perceived causes of the agency strong performances were the implementation of public procurement agency guideline, restructuring of contract management internal process, the start of monitoring and evaluation, commitments of employees, collaboration with relevant stakeholders. The main factors perceived to weak performance were delay in contract management activities, weak use of technology, and weak monitoring and evaluation practices. Conclusion and Recommendation: Indian and Chinese manufacturers were top foreign suppliers. Almost all suppliers delivered ordered medicines with the required amount. However, it took longer lead time than agreed. Workflow reform, using of public procurement agency guideline, protracted operations, competency gaps, shortage of hard currencies and weak system automation and integration were factors affecting contract performances. Working with selected suppliers carefully, automating and integrating contract activities, implementing performance improvement tools like Plan-Do-Check-Act cycles, and capacitating the staffs should be done to improve contract management performance of the agency. en_US
dc.language.iso en_US en_US
dc.publisher Addis Abeba University en_US
dc.subject Suppliers’ compliances, contract performance, and contract terms and conditions en_US
dc.title Contract Management Performance of Ethiopian Pharmaceuticals Supply Agency en_US
dc.type Thesis en_US

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