DISTRIBUTORS MANAGEMENT SYSTEM, Study Guides, Projects, Research of Software Project Management

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CAVENDISH UNIVERSITY ZAMBIA

Faculty of Information and Communications

Technology (ICT)

PROJECT TITLE: DISTRIBUTOR

MANAGEMENT SYSTEM

“PROJECT MANAGEMENT ”

Names: George kalota

STUDENT NUMBER 004-

DISTRIBUTOR MANAGEMENT SYSTEM

1.1 INTRODUCTION

Distributor management System is a web-based application, which can be used for maintaining and analyzing the sales of the product in the market. Here all communications held through internet and its database has all the updated information of the sales details. Depending on the access rights given the users can process different modules. The modules are as follows  Administrative department  Manager department  Distributors department  Sales Managers department  Representatives department Each module controls the lower modules with their given rights. The main objective of the project is to analyze the sales of the products by a manager through the details supplied by the distributors, sales managers and representatives. It is very useful for the distributors, sales managers to know about the sales of the products done by them and by others in particular area. 1.2 BACKGROUND OF THE PROBLEM For many organization there is no doubt that distributor’s management system enhances their operations. Organization with high levels of finished goods like trade kings Zambia can offer a wide range of products and make quick delivery from their backyards to the customers.in an organization such as trade kings ltd, the stock requirements enable it to provide the required items to its customers, thereby enabling the company’s operations to be carried out smoothly. There has been a for management about the efficiency of inventory management procedure in place resulting from inconsistencies of inventory levels leading to various weakness like losses that come as a result of , under stocking, expiry inventory, failure to meet targets and low morale of the company members. Late issues of goods to the department and these in turn result into poor inventory service delivery.

LITERATURE REVIEW AND THEORETICAL FRAME WORK

2.0 OVERVIEW

This chapter provides previous studies and theoretical framework that was used in the study. The objective of this chapter is to concentrate on the linkage of the relevant findings, mainly on the impact of distribution channel on firm performance, so as to realize the gap in the literature. 2.1 LITERATURE REVIEW According to Obaji Marketing channel decisions are among the most important decisions that management faces today. Indeed, if one looks at the major strategy of the marketing mix (product, price, promotion and distribution), the g reatest potential for achieving a competitive advantage now lies in distribution (Obaji, 2011). Distribution, as one of four elements of marketing complex, is an inseparable part of’ marketing decisions which involves all the decisions about distribution of products to the end user. The issues of distribution were analyzed by a number of marketing specialists (Berman, 1999; Kim, 1996; Delton, 1997; Frazier, 1999; Kotler, 2003; Rosenbloom, 1999; Stern, 2006; etc.), paying a big attention to the elaboration of the procedures of marketing channel design (Gudonaviciene & Alijosiene, 2008). Obaji postulated that distribution still offers a new frontier for competing successfully, especially if the emphasis is placed on the design and management of superior marketing channel systems to provide excellent customer services. Yet designing optimal marketing channel systems to boost sales, formulating innovative distribution strategies and managing channels system effectively is no simple task. (Obaji, 2011) The very earliest formal conceptions of marketing channels focused on the functions performed by a distribution system and the associated utility of these functions and the overall system. Reflecting their presence in industrial and transitional Economies, marketing channels gradually came to be viewed as the set of interdependent organizations involved in the process of making a product or

service available for use or consumption (Coughlin, Anderson, Stern, & El- Ansary, 2001). This institutional oriented perspective draws attention to those members (e.g. wholesalers, distributors, retailers, etc.) comprising the distribution system and engaged in the delivery of goods and services from the point of conception to the point of consumption (Anderson & Coughlan, 2002). The management of such institutions through marketing channel management involves the planning, organizing, coordinating, directing and controlling efforts of channel members (Gundlach et al, 2006). In general, the concept of distribution refers to where and how product and services are to be offered for sale, all essential mechanism and logistical supports for the transfer of goods and services as well as ownership of goods and services to the customers (Stern et al, 2006). A successful marketing channel ensures that a desired product is distributed in a desired amount to a desired channel to satisfy the desired consumer (Kotler & Keller, 2009). One of the initial problems encountered when the area of integrated distribution is discussed is the problem of definition. No single "model" distribution system can be tailored for all business firms. The distribution function, like other functions of the firm, must be developed within the framework of management philosophy and available resources of the individual firm. During the 1960s, three characteristic or identifiable approaches to integrated distribution management have emerged. They are: physical distribution management, materials management and business logistics. (La Londe, Grabner, & Robeson, 1993). Research devoted to channel management has played an important role in the marketing discipline for over 40 years. Two main areas of channels research in marketing have evolved. First, how channels are organized or structured has been a focal point, centering on the level of channel integration, reliance on multiple channels, distribution intensity and organizational policies relating to centralization, formalization, standardization, and surveillance (cf. Dwyer & Oh, 1988; John & Weitz, 1988; Fein & Anderson, 1997; Shervani, Frazier & Challagalla, 2007). Second, how ongoing channel relationships are coordinated in a behavioral sense has been even more prominent, dealing with methods of channel governance, including the impact of contracts, the development and application of interfirm power, communication approaches, levels of control and conflict, and the attainment of trust and commitment (cf. Frazier, 1983; Anderson & Weitz, 1992; Boyle, Dweyer, Robicheau and Simpson, 1992; Morgan and Hunt, 1994; Kumar, Sheer and Steenkamp, 1995; Lusch and Brown, 1996). Physical distribution has been acknowledged as being an important component of distribution management (cf. Frazier, Spekman & O’Neal, 1988; Coughlan Anderson, Stern & El-ansary, 2006). However, relatively little attention has been paid to physical distribution function in channels research

Valid data Valid re Valid admin name valid rep name password Password Valid SM name Valid man. Name password Output Password Valid dis. name Password Reports Evaluation Output Evaluation Output Evaluation Output PROJECT TIME LINE Admin’s Department Managers Department Distributor Department Sales Managers Department USER

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