Strategic Logistics Plan

ST.
AUGUSTINE UNIVERSITY OF TANZANIA
STRATEGIC LOGISTICS PLAN

2010/2011-2014/2015
‘Building the City of God’
Prepared by Fransisko T. Mashimbi (3131/T.10)

Submitted to Mr. Bakari Mohamed
Mzumbe University
as a Term paper in National & International Logistics Course (LOG 5621)
TABLE OF CONTENTS
Abbreviations....................................................................................................................... i
Executive Summary............................................................................................................. ii
1.0 University Profile..................................................................................................... 1

1.1 Background.................................................................................................. 1
1.2 Vision and Mission....................................................................................... 2
1.2.1 Vision............................................................................................... 2
1.2.2 Mission............................................................................................. 2
1.3 Objectives of the University......................................................................... 3
1.4 Core Values.................................................................................................. 3
2.0 Situation Analysis..................................................................................................... 4

2.1 Strength and Weaknesses............................................................................. 4
2.1.1 Strengths.......................................................................................... 4
2.1.2 Weaknesses...................................................................................... 5
2.2 Opportunities and Challenges....................................................................... 6
2.2.1 Opportunities.................................................................................... 6
2.2.2 Challenges........................................................................................ 7
3.0 Strategic Logistics Plan............................................................................................ 8

3.1 Management Overview................................................................................ 8
3.2 Statement of Strategic logistics Objectives.................................................. 9
3.2.1 Customer Perspective Objective...................................................... 9
3.2.2 Workforce Perspective Objective.................................................... 9
3.3.3 Financial Perspective Objective....................................................... 9
3.3 Strategies...................................................................................................... 9
3.4 Description of Individual Logistics Functions............................................. 10
3.4.1 Objective 1....................................................................................... 10
3.4.2 Objective 2....................................................................................... 13
3.4.3 Objective 3....................................................................................... 15
3.5 Major Logistics Operational Plan................................................................ 17
3.6 Action Plan Timetable.................................................................................. 20
3.7 Logistics Operational Requirements Forecast.............................................. 21
3.8 Logistics Financial Statements..................................................................... 22
4.0 References................................................................................................................ 23
5.0 Appendix-SAUT Organisation Chart
SAUT Strategic Logistic Plan 2010-2015 Page 1

ABBREVIATIONS
SAUT St. Augustine University of Tanzania
HEAC Higher Education Accreditation Council
TCU Commission for Universities
NSTI Nyegezi Social Training Institute
TEC Tanzania Episcopal Conference
SWOT Strengths, Weaknesses, Opportunities and Threats
SWOC Strengths, Weaknesses, Opportunities and Challenges
WBUCHS Weill Bugando University College of Health Sciences
MUCE Mwenge University College of Education
RUCO Ruaha University College
AAC Association of Africa University
EOQ Economic Order Quantity
JIT Just in Time
ACUHAM Association of Catholic Universities and Higher Institutes of Africa

and Madagascar

EXECUTIVE SUMMARY
This Strategic Logistics Plan clearly sets out the logistics strategies and links to the key
strategic initiatives that St. Augustine University wishes to vigorously pursue in the period of
five years (2009-2014). As a department we are confident that our initiatives shall spur
further university success and place it in an enviable position at the National, East Africa and
even global arena as a community of knowledge creation and dissemination.
This Plan comprises of The University Profile including; Mission, Vision, Objectives and
Core Values. It also comprises the University SWOT Analysis and the main Logistics
Strategic Plan.
The Logistics Plan comprises three objectives; maximizing customer (students) satisfaction
through provision of required academic and support facilities; providing a supportive work
environment that recognizes and rewards achievement through provision of teaching and
support facilities; and Achieving a cost-effective inventory management by ensuring
minimum ordering and inventory holding costs.
The Plan is also states the description of the individual logistics functions in relation to the
stated objectives; Major logistics Operational Plans and Action Plan Timetable stating the
Strategic Objectives and their Strategies, Key Performance Indicator, Timing, Expected Costs
and their Impact; Logistics Operational Requirements and the Logistics Financial Statement.
These initiatives shall require a substantial amount of capital to actualize. It is expected that
the University board and Management with support of academic and support staffs shall
bring detail and precision that will allow these plans to be budgeted both as regard to income
and expenditure as the implementation process roles out.
We therefore call upon all staffs and other partners to support our departmental objectives
and realize the University Vision for “Building the City of God”.

CHAPTER ONE
UNIVERSITY PROFILE
1.0 Introduction
St Augustine University of Tanzania (SAUT) is chartered as a secular non-profit
making private university. It was established by the Catholic Bishops of Tanzania in
accordance with the laws of Tanzania. It has a Certificate of Incorporation under the
Trustee incorporation Ordinance (Cap. 375) and a Certificate of Accreditation granted
by the Higher Education Accreditation Council (HEAC) now known as Tanzania
Commission for Universities (TCU).
The university extends over 600 acres in Nyegezi-Malimbe area 10km south of
Mwanza City. It lies 4km off Mwanza-Shinyanga road on the shores of Lake Victoria.
Mwanza can be reached from other parts of Tanzania and East Africa by train, air,
ferry and highway.
1.1 Background
St. Augustine University of Tanzania (SAUT), established in 1998, is the successor of
the Nyegezi Social Training Institute (NSTI) founded in 1960 as the Nyegezi Social
Training Centre by the Catholic White Fathers under the initiative of Bishop Joseph
Blomjous of the Mwanza Diocese.
The NSTI was established with a view to training indigenous manpower, regardless of
race or creed, in general management as well as in professional skills such as
journalism, accountancy, materials management, and health administration.
In 1975, the NSTI was entrusted to the Tanzania Episcopal Conference (TEC). The
TEC guided and managed the NSTI in achieving its aim of manpower training. More
than 2400 men and women graduated from the institute for service in the countries of
East and Central Africa until the 1998.

The TEC founded SAUT established in accordance with the laws of the country,
under the direction of the TCU in accordance with the provision of the Universities
Act No.7 of 2005.
1.2 Vision and Mission

1.2.1 Vision
The founders of SAUT envisioned a training that would not only impart
academic and professional skills but also a training that would inculcate values
of civic and social learning such as the acquisition of national identity, cultural
norms, political growth and responsible citizenship.
1.2.2 Mission
SAUT‟s Mission is:
i) To be a centre of excellence, providing high quality of
education, research and consultancies
ii) To contribute towards the satisfaction of the demand for
experts by the society in various fields of humanities, social
sciences, science and technology, law, medicine, and
agriculture by preparing competent and well qualified
intellectuals of high academic and moral integrity
This mission statement constitutes the purpose or legitimacy for its existence
as an institution.
1.3 Objectives of the University

They are the following
i. To form an academic community of both teachers and learners as a
centre of creativity and dissemination of knowledge;
ii. To advance, expand, transmit, enhance and preserve knowledge;
iii. To promote respect for learning among various disciplines and the
pursuit of knowledge and truth;
iv. To contribute toward the satisfaction of demand for experts by society
in various fields;

v. To prepare and mould men and women of integrity, dedication, and
commitment;
vi. To be an organ of the Church in its prophetic mission;
vii. To act as an example in the implementation of some of the national
policies, such as equal opportunity for women, ethnic minorities, the
poor and the disabled:
viii. To promote an understanding of the practical applications of
knowledge; and
ix. To be a forum for ecumenical dialogue and collaboration with other
Christian denominations.
1.4 Core Values

Excellence-We provide the best quality education, research, publications and
consultancy services.
Teamwork & Collaboration- SAUT provides a positive and challenging

environment that supports the achievement of mission goals and fosters
team spirit.
Students & Community- Students are our customers and satisfying them is our
driving force. Our wish is to continually disseminate knowledge and
enhancing creativity.
Corporate Citizenship- SAUT values a positive corporate image and is sensitive to

our corporate responsibilities to the community. We actively participate and
support community involvement.

CHAPTER TWO
SITUATION ANALYSIS
2.0 Introduction
This chapter provides the appraisal of the internal and external environment. In so
doing, it identifies the major strengths, weaknesses, opportunities and threats (SWOT
analysis). However, the university considers threats as challenges which are
convertible into opportunities, hence considering SWOC analysis. These must be
considered by the plan for the period 2010-2015.
2.1 Strengths and Weaknesses

Through examination of the current situation is critical in identifying promising
strategies. Internal appraisal enables SAUT to identify areas where it is relatively
strong to capitalize on and areas which would require change or improvements as
outlined below:
2.1.1 Strengths
1. It has demand-driven academic programmes which can ensure sustainable
competitive advantage over other universities.
2. The Tanzania Episcopal Conference (TEC) is committed to the

development of SAUT through guidance and management in achieving its
objectives.
3. SAUT is destined to be the largest university in the Lake zone and among
large universities in the Tanzania. This provides opportunities for
economies of scale,
4. The geographical location of Mwanza creates easy accessibility of the

University to the regions of the country and nearby countries of Kenya
and Uganda by ferry through Lake Victoria, railway (central railway), and
air.

5. It has adequate land resource for establishing teaching, research facilities,
and public services centers, including possibility for expansion.
6. Through the programme of recruiting staffs from its own best students,
SAUT is in a better position to shape its own institutional tradition that
will foster success and contribute towards effective and efficient
implementation of the strategic objectives.
7. Competence of staff makes the academic programmes of SAUT

marketable and acceptable throughout the country, and excelling in areas
of research, publications and consultancy.
8. Through its training programmes, SAUT provides opportunity for staff

retention and loyalty to the organization. They also expose staff to
diversified knowledge and skills for university and personal growth.
9. SAUT collaborates with other institutions of higher learning particularly

those located in the AMECEA region for the integral development and
understanding and promotion of cultures, the environment.
10. Through its public relations programme, SAUT offers a variety of

services to communities especially the poorest or the neediest and the
most marginalized in the society.
2.1.2 Weaknesses
1. National and International collaboration of SAUT and other higher
learning institutions is still at an infant stage.
2. With continuous increasing number of students, SAUT does not have

adequate number of administrative and academic staff, and inadequate
infrastructure for teaching, research and publications.

3. SAUT has inadequate accommodation facilities, hence leading most of
people to stay off the campus where it is expensive. This hinders the target
of the University of serving the poor and the needy through affordable fee.
2.2 Opportunities and Challenges

Generally, the uncontrollable environment consists of the external factors that work
for or against the institution. The analysis of these factors sheds light on opportunities
that are available for SAUT and the challenges that need proactive measures to ensure
timely attainment of strategic objectives.
2.2.1 Opportunities
1. SAUT being the only university in the Lake zone part of Tanzania; it has a
great opportunity of attracting students from Lake Zone regions and other
parts of Tanzania.
2. SAUT has a constituent College of Health and Allied Sciences of

Bugando in Mwanza. This has led to the provision of more health
professionals and growth of Bugando hospital into a referral hospital, with
this more people will be attracted to come and live in Mwanza, hence
increasing the population of the potential clients to the university.
3. SAUT incorporates three constituent colleges; Bugando University of

Health Sciences (BUCHS) in Mwanza, Mwenge University College of
Education (MWUCE) in Moshi, and Ruaha University College of Law
and Technological Science (RUCO) in Iringa. It has also three centres;
Dar es Salaam centre (School of Graduates), Mtwara centre, Tabora centre
and Morogoro centre. This provides opportunity for SAUT to gain
popularity and supporting its growth.
4. Through being under TEC, it is given a chance to collaborate with other

institutions of higher learning particularly those located in the AMECEA
region for the integral development and understanding and promotion of
cultures, the environment.

5. Given the vast land owned by the University, there are possibilities for
further investment, both public and public private partnership ventures.
Such partnership and investment are an opportunity for SAUT to become
the largest University among private universities in Tanzania.
2.2.2 Challenges
1. Stiff competition with other universities creates the challenge for SAUT to
improve services in terms of human and physical facilities so as to attract
good local and international students.
2. Training of newly recruited staff at masters and PhD level requires a

balance between demand of work and significant financial commitment by
the university. This becomes a long term on-going process in terms of
time and financial requirements.
3. Implementation of the SAUT‟s strategic objectives as spelt in this plan,

will highly depend on availability of funds in short term as well as long
term.
4. Recruitment and retention of high quality academics may be problematic

since other universities in thee country and commercial firms offer
attractive remuneration and other related fringe benefits. This may
eventually lead to brain drain for the existing and prospective employees.

CHAPTER THREE
STRATEGIC LOGISTICS PLAN
3.0 Introduction
After understanding of the corporate objectives for the attainment of the overall
mission and vision of the university, this chapter gives a unified comprehensive and
integrated planning process to achieve competitive advantage through creating value
and customer service to ensure superior customer satisfaction by anticipating future
demand for logistics services and managing the resources of the entire supply chain.
3.1 Management Overview

St. Augustine University as an organization is divided into two categories; the
Academic category and Administrative category. The Academic category has four
faculties; the faculty of Business Administration, the faculty of Law, the faculty of
Education and the faculty of Humanities and Social Sciences. Each faculty is further
divided into three to four departments. The Administrative category is divided into
Administration section and Finance section.
Logistics and Supplies department integrates to both functional divisions through

supply of academic facilities and administrative facilities. This includes both material
goods and services for enhancing knowledge dissemination and supportive work
environment.
The department also works closely with the Building and Estate section responsible
for buildings‟ construction through the whole tendering process and project
management.
The Logistics and Supplies section plays great role to the satisfaction of customer or
user departments and attaining of value for money purchases through buying in right
quality, right quantity, at right place, for right cost and at right time.

3.2 Statement of Strategic Logistics Objectives
The established objectives focus on three basic perspectives; Customer (Student)
perspective, Workforce perspective, and Financial perspective.
3.2.1 Customer Perspective Objective

“Maximizing Customer Satisfaction”
We will provide the required academic and support facilities to enhance
students‟ creativity and acquiring of knowledge as an academic community.
3.2.2 Workforce Perspective Objective

“Provide a supportive work environment that recognizes and rewards
achievement”
We acknowledge our responsibility as a Supplies department to provide
teaching facilities for enhancing knowledge dissemination and creativity for
academic staffs and other administrative staffs with relevant facilities.
3.2.3 Financial Perspective Objective

“Achieving a cost-effective inventory management”
We want to ensure minimum ordering and inventory keeping costs
3.3 Strategies
Our department will employ twelve key strategies to achieve the above objectives and
university mission and hence positioning the community for future academic success,
these are;
1. Providing library resources (Books) as an ongoing progress.

2. Erect, equip and maintain facilities in lecture halls, students‟ hostels, and staffs
houses.
3. Provide office supplies and general stationeries for supporting administrative
and academic activities.
4. Providing health facilities as an ongoing function.
5. Provision of catering services as an ongoing function.
6. Provide sports equipments and other recreational facilities.
7. Provide cleanness services as an ongoing function.

8. Enhancing security of university assets and community.
9. Providing transport facilities for enhancing administrative and academic
activities
10. Consolidating orders to reduce ordering costs
11. Installing online ordering and warehousing
12. Use of EOQ model to ensure keeping the minimum demanded stock
13. Purchasing of some items on demand (Use of JIT technique) such as fuel.
3.4 Description of Individual Logistics Functions

These include procurement function, order processing, transportation, warehousing,
inventory control and shipping of materials to the user departments.
3.4.1 Objective 1
Maximizing Customer Satisfaction
A detailed given supply chain shows where and how various facilities are acquired,
transported, stored and issued to the user departments for enhancing knowledge
acquiring.
1. Procurement
Under this function, emphasis is on material specification to ensure delivery of
the right materials in right quantity. Method of acquiring each good or service is
indicated.
Books
 Each department needs to communicate the need for current books
relevant to their field of study.
 Most of books will be purchased directly from the relevant professional
bodies. The quantity to be bought in a period of five years will vary
depending on the need for current books on annual basis.

Accommodation facilities
 By 2013/2013, it is under plan to have five buildings erected with 500
rooms and equipped with beds, shelves, small tables and chairs to cope
with increased students‟ enrolment of 15,000 by 2014.
 Competitive tendering will be employed in acquiring a contractor and
facilities supplier who can offer value for money.
Lecture Halls Facilities

 By 2010/2011 to have erected one lecture halls building with five floors,
each having two lecture theaters, giving a total of ten lecture theatres.
 Competitive tendering will be used to acquire a contractor and supplier
of fixed chairs (1500 chairs). Experience in construction projects will
have an added advantage.
Medicines and Medical Facilities

 Continuous supply of medicines will be conducted by purchasing
directly from wholesalers in Mwanza and Dar es Salaam.
Catering Service
 Since is a non-core function, it will be outsourced so as to reduce
operating costs.
 Competitive tendering will be employed in acquiring a service provider
and contract will be given on an annual basis.
Sports Equipment and Recreational Facilities

 They will be purchased directly from sports equipments suppliers in
Mwanza and stored, and will be issued on demand.
 Acquiring of the service provider through competitive tendering for
running the university recreation center and contracted on an annual
basis.

Cleaning Services
 This service will also be outsourced as it is a non-core activity.
and contract will be renewed on an annual basis.
Security Service
 This service will also be outsourced as it is a non-core activity.
and contract will be renewed on an annual basis.
2. Order Processing
 By 2010/2011, Supplies section will have installed an on-line integrated
system.
 The system will involve order placement, order status, order tracing and
back-order status.
 This will minimize order processing time and hence achieving
customers‟ satisfaction.
3. Inventory Control
 By 2010/2011, the department will have installed an automated
inventory control system.
 The system will show inventory levels as new inventory is received or
issued maximum and minimum stock levels once reached and thus
immediately alerting for order replenishment and thus avoiding stock
outs and overstocking.
4. Warehousing Operations
 By 2010/1011 to establish utilization of computers in warehouse
functions including shipping and receiving, order picking system, and
sorting system. The department will implement a system known as
Warehouse Information Network System (WINS).

 This will allow direct communication between the user departments and
warehouse attendants. This will include information on shipping orders,
inventory status, warehouse activity levels, warehouse transfer
shipments, and other administrative matters.
 Provide handling equipments including hand pallets/trolleys and
adjustable steel shelves for enhancing warehouse operations and
customer servicing.
5. Transportation
 For most of orders made at the university, suppliers do quote prices
based on free on board (FOB) destination, in other words the price paid
for a product includes delivery to the buyer.
 By 2013/2014 to buy a truck with 3 tons carrying capacity within the
given timeframe for enhancing transportation of user departments
orders.
6. Distribution
 Acquiring of a 3 tons capacity vehicle to enhance distribution of tailor
made goods to other university centers in Morogoro, Tabora and
Mtwara,
7. Customer Service
The university through its supplies section is committed towards provision of
academic and support facilities of right quality, in right quantity, at right place,
for right cost at right time for users’ satisfaction. This will be achieved through
implementation of this five years‟ strategic logistics plan.
3.4.2 Objective 2
Provide a supportive work environment that recognizes and rewards achievement
A detailed given supply chain shows where and how various facilities are acquired,
transported, stored and issued to the user departments for facilitating their tasks.

1. Procurement
There are various requirements for academic and administrative staffs, these
include;
Books and Office Stationeries

 Acquiring of books will involve direct procurement as applied in item
3.5.1 (1).
 Stationeries including papers, pens, chalks staple and punching machines
will be purchased directly from suppliers in Mwanza.
Housing facilities
 Competitive tendering will be employed in acquiring a supplier who can
supply various house furniture for a price reflecting value for money.
Office Facilities
 Erecting and equipping sixty offices block by 2012/2013.
 Competitive tendering will be employed in acquiring contractor and
facilities supplier whose price reflects value for money.
Medicines and medical facilities

 Continuous supply of medicines will be conducted by purchasing
directly from wholesalers in Mwanza and Dar es Salaam in an annual
basis.
2. Order Processing
 On-line integrated System will be employed as applied in item 3.5.1 (2)
for reducing order processing time and hence achieving customers‟
satisfaction.
 Automated Inventory Control System will be employed; this strategy will
be incorporated under item 3.5.1 (3)

4. Warehousing
 Warehouse Information Network System (WINS) will be installed
 Provide and position adjustable steel shelves and hand operated pallets
and trolleys for handling functions. The strategy is incorporated with
item 3.5.1 (4).
5. Transportation
 Acquiring 1 truck, incorporated with plans under item 3.5.2 (5).
 Buying two buses with 40 passengers‟ carrying capacity.
The buses will be operating in the morning to the university and evening
from university to residential areas; 07hrs and 16hrs. The first bus will
be moving to and from Nyakato areas and the other to areas of Ilemela.
6. Distribution
 Acquiring 1 truck for enhancing distribution and incorporated with plans
under item 3.5.1 (6)
8. Customer Service
Supplies department is committed towards provision of academic and support
facilities of right quality, in right quantity, at right place, for right cost at right
time for users’ satisfaction. This will be achieved through implementation of
this five years‟ strategic logistics plan.
3.4.3 Objective 3
Achieving a cost-effective inventory management
1. Procurement
 The use of the right method of procurement depending on the value of
purchase aiming at achieving Value for money
 Consolidating orders to attain discounts and reducing transportation costs

2. Order Processing
On-line integrated System will be employed as applied in item 3.5.1 (2) for
 Reducing transportation expense
 Minimization of order processing time or delays.
 Provide highly accurate data required for forecasting and distribution
planning, updating inventory records and monitoring users‟ demands‟
Employing an Automated Inventory Control System. The system will;
 Show inventory level as new items are received or issued
 Maximum and minimum stock levels and alerts for order replenishment.
The use of EOQ model will also be incorporated to ensure keeping of minimum
stock to reduce carrying costs.
4. Warehousing
Installing a Warehouse Information Network System (WINS). The system will;
 Increase efficiency in warehousing operations
 Requiring less warehouse personnel and hence minimizing carrying costs.
2 full warehouse guards will also be employed to reduce risk of theft, pilferage and
fire.
5. Transportation
1 truck will be acquired to be used in carrying incoming and outgoing goods,
hence reducing transportation costs resulting from using other private carriers.
6. Distribution
 Location of the warehouse within the campus reduces costs related to
distribution.
 A truck to be acquired will reduce distribution costs to other university
centers and facilitating distribution within the campus.

3.5 MAJOR LOGISTICS OPERATIONAL PLAN
Strategic Objective Strategies Key Performance Timing/Milestone Expected Costs Impact

Indicator (Academic Years) in Tshs.
1.Maximizing Customer 1.1. Provision of relevant  Relevant books  Beginning of each 200,000,000/= Students satisfied
Satisfaction books on time available year (2010-2015) with facilities for
acquiring
1.2. Erect and equip  Adequate  By end of 2,787,500,000/= knowledge and
accommodation accommodation 2012/2013 enhancing
facilities facilities available academic year creativity
1.3. Erect and equip  Adequate lecture  By end of 1,545,000,000/=
lecture halls halls facilities 2010/2011
facilities
1.4. Provision of  Adequate medical  Beginning of each 100,000,000/=

medical facilities facilities available year, 2010-2015
1.5 Acquiring catering,  Available catering,  Beginning of each 850,000,000/=

cleaning and security cleaning and year, 2010-2015
services security services

Indicator (Academic Years) In Tshs.
2. Provide a supportive 2.1. Erect and equip  Adequate offices  By end of 1,215,000,000/= Staffs provided
work environment office facilities and its facilities 2013/2014 with supportive
that recognizes and work
rewards achievement 2.2. Providing  Available  Beginning of each 250,000,000/= environment
stationeries i.e stationeries i.e semester , 2010-
papers, chalks, papers, chalks e.t.c 2015
pens, staples e.t.c
2.3. Provide transport  2 buses available  By semester 1, 300,000,000/=

facilities (2 buses) 2014/2015
2.4. Install on-line  Reduced ordering  By end of 7,350,000/=

ordering system time 2010/2011
2.5. Provide staff  Adequate housing  By end of 30,000,000/=

housing facilities facilities available 2014/2015

Indicator (Academic Years) in Tshs.
3. Achieving a cost- 3.1.Use of right method  Buying at right  For @ project Minimization in
effective inventory of procurement price through right from 2010-2015 inventory
management reflecting value for procurement ordering and
money method holding cost
3.2.Consolidating user  Reduced ordering  For @ order

departments orders cost from 2010-2015
3.5.Use of inventory  Optimum stock  From 2010-2015

control model (EOQ) kept
 Reduced stores  By 2nd Semester 10,000,000/=

3.6.Improve warehouse theft and pilferage 2010-2011
security system
GRAND TOTAL 7,294,850,000/=

3.6 ACTION PLAN TIMETABLE
S/N Activities 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
1. Purchase of Stationeries (papers,chalks,pens, etc)
2. Purchase of books, medicines, sports equipments
3. Acquiring Security services ( on annual basis)
4. Acquiring Cleaning services( on annual basis)
5. Purchase of system facilities and installation
6. Purchase of hand pallets/trolleys/forklift
7. Fixing of Adjustable steel shelves
8. Erecting and equipping a lecture halls building
9. Improve warehouse security system
10. Erecting and equipping of 5 Hostel blocks
11. Erecting and equipping Staff offices building
12. Acquiring 1 truck
13. Acquiring 2 staff buses
14. Provision of staffs housing facilities
15. Supply of Fuel ( Is on Demand Bases)
Note: S1- First Semester

S2- Second Semester
Purchase of stationeries is on semester basis from 2010/2011-2014/2015
Purchase of Books, Medicines, sports equipments and acquiring of security and cleaning services is on annual basis in the first semester
of each year

3.7 LOGISTICS OPERATIONAL REQUIREMENTS FORECAST
1. Capital Requirements
 1 truck vehicle
 Adjustable Steel shelves
 Hand pallets/trolleys and forklift
2. Operating Requirements
 Fuel and Lubricants
 Vehicle Maintenance
 Computer with internet facility and system software
 1 working telephone
 2 tables and 4 chairs
3. Workforce Requirements
Table 2: The Logistics staff cadres, qualifications and experience

No. of Experience
S/No. Logistics Post Academic staffs (Years)
Qualifications
1. Principle Logistics MSc. (PSCM), BBA 1 10
and Supplies
(PLM), CPSP (T)
Manager
2. Warehouse BBA (PLM), DBA 1 5
superintendent
3. Procurement & BSc. (PSCM) 3 3-5
Supplies officers
4. Warehouse BBA (PLM) 2 2-5
management officers
5. Warehouse operators Form six with warehouse 2 5-7
management course
6. Warehouse mgt & BSc (ICTM), CICT 1 3
ordering systems
analyst
7. Forklift driver Driving course-Class C 1 2
8. Truck driver Driving course-Class C 1 3
9. Security Guard JKT Certificates 2 1

3.8 LOGISTICS FINANCIAL STATEMENT
A. Overall Five Years‟ Financial Statement
1. Capital Requirements; Tshs. Tshs.
1 truck vehicle……………… 200,000,000

Adjustable Steel shelves……. 5,000,000
Hand pallets/trolleys & forklift (1 ton) 10,000,000
System facilities and installation;
3 computers @700,000… 2,100,000
1 printer………………… 250,000
System installation…….. 5,000,000
1 working telephone………. 500,000
2 office tables and 4 chairs... 1,000,000 223,850,000
2. Consumable Operating Requirements

Office Stationeries
(12,000,000@yr * 5yrs)…… 60,000,000
Fuel and Lubricants
(20,000,000@yr * 5yrs)…… 100,000,000
Vehicle Maintenance
(10,000,000@yr * 5yrs)…….. 50,000,000 210, 000,000
3. Workforce Requirements;
*Salaries and Allowances
1 Principle Logistics and Supplies Mnger
(1,500,000*12*5yrs) 90,000,000
1 Warehouse superintendent
(750,000*12*5yrs) 45,000,000
2 Procurement & Supplies officers
(@500,000*2*12*5yrs) 60,000,000
2 Warehouse management officers
(@500,000*2*12*5) 60,000,000
2 Warehouse operators
SAUT Strategic Logistic plan 2010-2015 Page 25

(@200,000*2*12*5) 24,000,000
1 W/h mgt & ordering systems analyst
(550,000*12*5yrs) 33,000,000
1 Forklift driver (@250,000*12*2yrs) 6,000,000
1 truck driver (@250,000*12*2yrs) 6,000,000
Security Guard (200,000*12*5) 12,000,000
Other staffs‟ benefits/allowances 50,000,000 386,000,000
4. Miscellaneous Requirements
Breakfast and refreshments
(5,400,000@yr * 5yrs)……… 27,000,000
Drinking water
(1,800,000@yr * 5yrs)…….. 9,000,000 35,000,000
Grand Total 854,850,000/=
* Salaries and allowances are in approximations as they may vary depending on

annual increments, contract renewals and special allowances

B. Annual Financial Statements from 2010/11-2014/15 (in „000 Tsh.)
Requirements/Year 2010/11 2011/12 2012/13 2013/14 2014/15

1. Capital Requirements;
1 truck vehicle ------- -------- -------- 200,000 --------
Adjustable Steel Shelves 5,000 -------- -------- -------- --------
Hand pallets/trolleys & forklift 10,000 -------- -------- -------- --------
System facilities and installation 7,350 -------- -------- -------- --------
Office furniture 1,000 -------- -------- -------- --------
1 Working telephone 500 -------- -------- -------- --------
2. Consumable Operating Requirements;

Office Stationeries 12,000 12,000 12,000 12,000 12,000
Fuel and Lubricants 20,000 20,000 20,000 20,000 20,000
Vehicle maintenance 10,000 10,000 10,000 10,000 10,000
Staff salaries and allowances 77,200 77,200 77,200 77,200 77,200
3. Miscellaneous Requirements;
Breakfast and refreshments 5,400 5,400 5,400 5,400 5,400
Drinking Water 1,800 1,800 1,800 1,800 1,800
Grand Total 150,250 126,400 126,400 326,400 126,400

3.9 Description of the Business Impact of the Logistics Strategy
With successfully implementation of the stated logistics strategies, the plan will have
the following impact to the university;
 Maximized customer satisfaction

University customers who are students will be satisfied through being
provided with both academic and support facilities for enhancing acquiring of
knowledge and students‟ creativity.
 Supportive Work Environment

Both academic and administrative staffs will be provided with supportive
work environment that recognizes and rewards achievement. This is through
being provided with teaching and office facilities for academic staffs and with
office and other operating requirements for supporting or administrative staffs.
 Cost Effective Inventory Management

The department will play part in reducing university operating costs through
minimization of inventory ordering costs and holding costs by using various
techniques in procurement and inventory controlling.
Through these impacts with consideration of the increased students‟ enrollment to

15,000 by 2014, Supplies & Logistics department will have contributed greatly
towards the achievement of the university goal of being a centre of excellence,
providing high quality education, research and consultancies.

4.0 REFERENCES
Business planning available at

http://www.sba.gov/starting_/business/planning/basic.html accessed on 23th Dec, 2010
Christopher M.; Logistics and Supply Chain Management, 3rd Edition, (1992),
Prentice Hall, UK
Lambert M. & Stock R.; Strategic Logistics Management, 3rd Edition, (1999),
McGraw-Hill, Singapore
SAUT Corporate Strategic Plan, 2009-2014
SAUT Procurement Plan, 2009/2010
SAUT Quality Assurance Project Report 2009/2010
St. Augustine University of Tanzania –Prospectus 2010-2011
Unsons Technical Works, Logistics/Warehousing Services, available at

www.unsonstechnicalworks.com accessed on 22nd Dec, 2010
WWF Project, Design operational plan (2007) available at

https://intranet.panda.org/documents/folder.cfm?uFolderID=60980.

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ST.

AUGUSTINE UNIVERSITY OF TANZANIA

STRATEGIC LOGISTICS PLAN

‘Building the City of God’

Prepared by Fransisko T. Mashimbi (3131/T.10)

1.0 University Profile..................................................................................................... 1

2.0 Situation Analysis..................................................................................................... 4

3.0 Strategic Logistics Plan............................................................................................ 8

5.0 Appendix-SAUT Organisation Chart

SAUT Strategic Logistic Plan 2010-2015 Page 1

SAUT St. Augustine University of Tanzania

HEAC Higher Education Accreditation Council

TCU Commission for Universities

NSTI Nyegezi Social Training Institute

TEC Tanzania Episcopal Conference

SWOT Strengths, Weaknesses, Opportunities and Threats

SWOC Strengths, Weaknesses, Opportunities and Challenges

WBUCHS Weill Bugando University College of Health Sciences

MUCE Mwenge University College of Education

RUCO Ruaha University College

AAC Association of Africa University

EOQ Economic Order Quantity

JIT Just in Time

ACUHAM Association of Catholic Universities and Higher Institutes of Africa

SAUT Strategic Logistic Plan 2010-2015 Page 2

SAUT Strategic Logistic Plan 2010-2015 Page 3

SAUT Strategic Logistic Plan 2010-2015 Page 4

1.2 Vision and Mission

1.3 Objectives of the University

SAUT Strategic Logistic Plan 2010-2015 Page 5

1.4 Core Values

Teamwork & Collaboration- SAUT provides a positive and challenging

Corporate Citizenship- SAUT values a positive corporate image and is sensitive to

SAUT Strategic Logistic Plan 2010-2015 Page 6

2.1 Strengths and Weaknesses

2. The Tanzania Episcopal Conference (TEC) is committed to the

4. The geographical location of Mwanza creates easy accessibility of the

SAUT Strategic Logistic Plan 2010-2015 Page 7

7. Competence of staff makes the academic programmes of SAUT

8. Through its training programmes, SAUT provides opportunity for staff

9. SAUT collaborates with other institutions of higher learning particularly

10. Through its public relations programme, SAUT offers a variety of

2. With continuous increasing number of students, SAUT does not have

SAUT Strategic Logistic Plan 2010-2015 Page 8

2.2 Opportunities and Challenges

2. SAUT has a constituent College of Health and Allied Sciences of

3. SAUT incorporates three constituent colleges; Bugando University of

4. Through being under TEC, it is given a chance to collaborate with other

SAUT Strategic Logistic Plan 2010-2015 Page 9

2. Training of newly recruited staff at masters and PhD level requires a

3. Implementation of the SAUT‟s strategic objectives as spelt in this plan,

4. Recruitment and retention of high quality academics may be problematic

SAUT Strategic Logistic Plan 2010-2015 Page 10

STRATEGIC LOGISTICS PLAN

3.1 Management Overview

Logistics and Supplies department integrates to both functional divisions through

SAUT Strategic Logistic Plan 2010-2015 Page 11

3.2.1 Customer Perspective Objective

3.2.2 Workforce Perspective Objective

3.2.3 Financial Perspective Objective

1. Providing library resources (Books) as an ongoing progress.

SAUT Strategic Logistic Plan 2010-2015 Page 12

3.4 Description of Individual Logistics Functions