1|Page

DEPARTMENT OF MARKETING
MANAGEMENT

CHANNEL AND LOGISTICS ASSIGNMENT

AN ASSESEMNT OF ORDER MANAGEMENT IN CASE OF GOLD

WATER

GROUP MEMBERS SECTION C

1. Edlawit aragaw RMKD/0476/2014
2. Etsubdink Solomon RMKD/0478/2014
3. Biruktawit aklilu RMKD/0475/2014

SUBMITTED: MS TIGIST
SUBMISSION DATE:MAY23/2025

Table of Contents
2|Page
Abstract..................................................................................................................................3
CHAPTER ONE....................................................................................................................4
1. INTRODUCTION..............................................................................................................4
1.1 Background of the Study..............................................................................................4
1.2 Statement of the Problem.............................................................................................6
1.3 Research Questions.......................................................................................................7
1.4 Objective of the Study...................................................................................................8
1.4.1 General objective....................................................................................................8
1.4.2 Specific Objectives.........................................................................................................8
1.5 Significance of the Study...............................................................................................8
1.6 Scope of the Study.........................................................................................................9
1.7 Limitations of the Study..............................................................................................10
1.8 Organization of the Study...............................................................................................11
CHAPTER TWO.................................................................................................................12
2. LITERATURE REVIEW.................................................................................................12
2.1 Empirical Review........................................................................................................12
2.2 Order Management in the FMCG Sector.......................................................................12
2.3 Bottled Water Industry and Distribution Logistics........................................................13
2.4 Digitalization Trends and Mobile Technology in OMS...................................................14
2.5 Empirical Insights from Ethiopian Case Studies............................................................14
2.6 Regional Comparison: East Africa OMS Practices........................................................15
2.7 Customer Engagement and Feedback Systems..............................................................16
2.8 Gaps in Literature and Implications for Gold Water.....................................................17
2.9 Summary and Conclusion..............................................................................................18
CHAPTER THREE.............................................................................................................19
RESEARCH DESIGN AND METHODOLOGY.................................................................19
3.1 Research Design..............................................................................................................19
3.2 Target Population, Sample Size, and Sampling Techniques...........................................19
3.3 Data Source and Method of Data Collection..................................................................19
3.4 Data Collection Instruments...........................................................................................20
3|Page
3.5 Methods of Data Analysis...............................................................................................20
3.6 Ethical Considerations....................................................................................................20
CHAPTER FOUR................................................................................................................22
4. FINDINGS, CONCLUSION AND RECOMMENDATION.............................................22
4.1 Findings......................................................................................................................22
4.2 Conclusion......................................................................................................................23
4.3 Recommendations...........................................................................................................23
Reference..............................................................................................................................24
Appendix I: Survey Questionnaire.......................................................................................26

4|Page
 Abstract
Effective order management is a vital component in ensuring operational efficiency and
customer satisfaction, particularly within the bottled water industry in Ethiopia. This research
assesses the current order management practices at Gold Water, with the aim of identifying
operational gaps, inefficiencies, and areas for improvement. The study was motivated by
increasing customer expectations and the pressing need for reliable, structured, and technology-
supported order fulfillment systems.

A descriptive research design was employed, combining quantitative data from structured
questionnaires with qualitative insights from interviews. The sample consisted of 20 staff
members directly involved in order intake, processing, and delivery. Responses were analyzed
using a five-point Likert scale to evaluate practices related to order documentation, internal
coordination, digital usage, and customer communication.

The results highlighted several key challenges: overdependence on manual methods, inconsistent
communication between departments, and underutilization of customer feedback. Only a small
proportion of respondents reported the use of digital tools, and many acknowledged issues in
tracking, documentation, and order follow-up.

In response to these findings, the study recommends the adoption of basic digital tracking
systems, the establishment of standard operating procedures, and improved staff training. By
addressing these areas, Gold Water can strengthen its order management process, improve
customer service, and build a foundation for future scalability. The study also contributes
valuable empirical evidence to the limited academic literature on logistics and order handling in
Ethiopia’s bottled water sector.

5|Page
 CHAPTER ONE

1. INTRODUCTION

1.1 Background of the Study

In Ethiopia’s growing bottled water industry, order management plays a vital role in determining
not just operational efficiency but also customer satisfaction and brand loyalty. As urbanization
accelerates and demand for clean, packaged drinking water rises, companies like Gold Water are
under increasing pressure to streamline their delivery and service models. This study investigates
how Gold Water, a key player in this competitive sector, manages its order processes and how
effectively these systems serve both organizational goals and customer expectations.

The shift toward structured and timely order fulfillment is becoming a necessity, particularly for
fast-moving consumer goods (FMCGs) such as bottled water. As noted by Gebresenbet et al.
(2022), Ethiopian firms in this sector often face challenges in digital integration and coordinated
dispatching. Many still rely on informal or semi-digital methods for receiving and processing
orders, which can result in delays, stock mismatches, and delivery inefficiencies. In the case of
Gold Water, understanding the strengths and gaps within its order management system is crucial
for long-term competitiveness.

Globally, effective order management is defined by how well a company can receive, validate,
process, and fulfill customer requests with minimal delays and errors (Christopher, 2016). For
bottled water producers, this includes timely confirmation of institutional orders, routing of
dispatch vehicles, maintaining real-time stock visibility, and ensuring that customer feedback is
captured and acted upon. In Ethiopia, where logistical challenges such as traffic congestion,
inconsistent supplier availability, and manual data entry persist, these tasks can be daunting
without robust systems in place (Temesgen et al., 2024).

Gold Water operates in a context where bottled water demand is not only rising but also
becoming more diverse. Large corporate offices, restaurants, and households increasingly prefer
door-to-door service, placing a new burden on delivery planning and coordination. With an

6|Page
expanding customer base, the complexity of order management increases exponentially requiring
a shift from reactive practices to proactive, data-driven processes (Mersha et al., 2024).

At the heart of this transformation is the role of digital order management systems (OMS), which
offer tools for tracking, dispatching, and analyzing customer orders. These systems can replace
traditional phone- or paper-based methods with real-time dashboards, SMS notifications, and
automated delivery logs (Frazelle, 2002). However, adoption remains low among small and
medium enterprises in Ethiopia due to infrastructure, cost, and capacity challenges. This research
examines how far Gold Water has progressed toward such modernization and what barriers still
stand in its way.

Previous studies have shown that companies with stronger OMS frameworks tend to outperform
their competitors in terms of customer retention, on-time delivery, and operational transparency
(Richards, 2018; Kumar & Saini, 2023). By contrast, poor order management can lead to client
dissatisfaction, repeated mistakes, and logistical bottlenecks especially in sectors like water
where freshness and timely service are crucial. Gold Water’s case thus provides a useful lens
through which to explore the link between OMS practices and service excellence in Ethiopia.

Another driver of this research is the practical visibility of the problem. Observations at
distribution sites and customer interactions suggest that delays, miscommunication, and missed
deliveries are not uncommon. These patterns point to systemic weaknesses in how orders are
received, processed, and updated across teams.

Whether due to lack of SOPs, weak interdepartmental coordination, or limited use of digital
tools, such gaps ultimately affect both business performance and customer trust (Worku &
Tenagashaw, 2024).

The study also responds to Ethiopia’s broader policy goals around industrial modernization and
digital service delivery. As noted by the Ministry of Trade and Regional Integration, improving
internal supply chains including order management is central to enhancing the country's
competitiveness in local and export markets (MoTRI, 2023). Gold Water, being part of the fast-
growing FMCG segment, must align with these goals to maintain relevance and scale operations
sustainably.

7|Page
Moreover, water companies have a special responsibility. Their product is not just a commercial
good it is essential for health and wellness. Effective order management ensures that delays or
miscommunications don’t interfere with customers’ access to clean water. It also supports better
planning for emergency situations or institutional bulk needs, such as hospitals or schools
(WHO, 2021). Hence, improving order handling systems at Gold Water can have social benefits
in addition to economic ones.

This research aims to assess the order management practices at Gold Water, exploring not only
technical tools but also human, organizational, and infrastructural factors that shape
performance. By doing so, it contributes to both academic knowledge and practical
improvements that can benefit the company, the industry, and the communities it serves.

1.2 Statement of the Problem

The bottled water industry in Ethiopia has been expanding rapidly over the last decade, with
urban populations increasingly demanding reliable, hygienic, and timely water delivery services.
However, companies like Gold Water are encountering growing difficulties in meeting these
demands due to inefficient and outdated order management practices (Gebresenbet et al., 2022).
While the market itself is maturing, operational systems, particularly in order tracking and
fulfillment, have not kept pace.

Currently, Gold Water uses largely manual processes to receive and process customer orders,
including phone calls, handwritten logs, and informal communication through apps such as
Telegram and WhatsApp. This fragmented approach often leads to order duplication, delayed
dispatching, and poor interdepartmental coordination, all of which affect customer satisfaction
(Worku & Tenagashaw, 2023). Similar challenges have been reported across Ethiopian FMCG
firms due to a lack of investment in digital infrastructure (Kumar & Saini, 2023).

In a sector where timely service is crucial especially for institutional clients like schools, hotels,
and government offices such inefficiencies can severely damage a brand’s reputation. Clients
experiencing repeated late or incomplete deliveries may switch to more organized competitors.
According to Frazelle (2002), effective order management is a key differentiator for businesses
dealing in high-demand, low-margin goods like bottled water.

8|Page
Another pressing concern is the absence of real-time inventory visibility and delivery tracking.
Gold Water lacks a centralized system that synchronizes incoming orders with available stock
and delivery capacity. This results in vehicle underutilization, rushed dispatching, and stock
imbalances making day-to-day operations reactive instead of strategic (Richards, 2018). It also
increases labor stress and leaves room for human error.

Equally important is the lack of systematic customer feedback collection related to order
fulfillment. While some complaints are informally acknowledged by drivers or sales agents,
there is no official channel or documentation process. This limits management’s ability to track
performance trends, fix recurring issues, or build stronger customer relationships (Gebresenbet et
al., 2022; Woreta et al., 2024).

The issue at Gold Water reflects a broader pattern in Ethiopia’s water and beverage distribution
sector. Many companies remain trapped in outdated systems due to limited ICT infrastructure,
cost barriers, and lack of trained personnel (Mersha et al., 2023). Yet, research shows that
businesses that implement even basic digital order tracking tools significantly improve customer
satisfaction and delivery performance (Christopher, 2016; Winkler & Kuteyi, 2022).

This study, therefore, aims to assess the gaps and inefficiencies in the order management process
at Gold Water, to identify how they impact customer satisfaction and operational flow, and to
recommend practical improvements tailored to the Ethiopian business context. In doing so, it
hopes to contribute not only to the company's internal performance but also to the broader
modernization of service delivery within Ethiopia’s FMCG sector.

1.3 Research Questions

1. How are customer orders currently received and documented at Gold Water?

2. What challenges exist in coordinating order intake with warehouse and delivery units?

3. Does Gold Water use any digital tools or systems to track order fulfillment?

4. How effective is Gold Water’s communication with customers during order delays or issues?

5. To what extent is customer feedback collected and used to improve order management?

9|Page
6. What improvements can be made to enhance order accuracy and timely delivery at Gold
Water?

1.4 Objective of the Study

1.4.1 General objective

To assess the effectiveness and challenges of order management practices at Gold Water.

1.4.2 Specific Objectives

To examine how customer orders are received, processed, and recorded.

To identify the challenges in coordinating order intake with delivery operations.

To evaluate the use of digital tools in order tracking and fulfillment.

To assess the quality of communication with customers during the order process.

To analyze how customer feedback is managed in relation to order handling.

To propose practical improvements to enhance order accuracy and timely delivery.

Let me know if you'd like the Significance of the Study section next!

1.5 Significance of the Study

This study holds significant value as it investigates one of the most essential yet overlooked
operational elements in the water bottling business order management. In Ethiopia’s growing
bottled water sector, companies like Gold Water are serving a more demanding and diverse
customer base than ever before. Understanding how effectively the company receives, processes,
and delivers orders is key to maintaining service consistency and building long-term client trust.

The research provides actionable insights for business improvement and strategic planning. By
identifying current order management gaps, the study will help Gold Water streamline its internal
processes, reduce delays, and minimize operational losses. In competitive markets where

10 | P a g e
customer expectations revolve around speed and reliability, refining these processes can directly
influence business growth and customer retention.

Furthermore, the study contributes to the professional development of operations staff. Often,
employees are aware of inefficiencies but lack a structured assessment to voice challenges or
propose solutions. This research offers a platform to evaluate those internal perspectives,
enabling management to make data-driven improvements that also enhance the work experience
for team members involved in sales, dispatch, and logistics.

In addition, the findings of this study can serve as a benchmark for other small-to-medium
enterprises in Ethiopia that face similar logistical challenges. It highlights practical areas where
minor investments such as better coordination or basic digital tracking can make a measurable
impact. This knowledge can be replicated or adapted by peer companies within the bottled water
industry or beyond.

Lastly, the study has academic and developmental relevance, especially for students, scholars,
and institutions studying business logistics in the Ethiopian context. It adds to the local body of
knowledge on how service-based companies operate, and how small operational improvements
can contribute to efficiency, sustainability, and customer satisfaction in emerging markets.

1.6 Scope of the Study

This study focuses specifically on assessing the order management practices at Gold Water, a
bottled water company operating in Ethiopia. It is limited to examining the systems, processes,
and personnel involved in order intake, coordination, processing, and fulfillment. The scope
includes reviewing both manual and semi-digital methods currently in use, and how these affect
the accuracy, timeliness, and reliability of customer orders.

The research is geographically limited to Gold Water’s operations within Addis Ababa and
nearby urban service areas, where the majority of its commercial and institutional clients are
located. The study will not extend to national distribution channels or manufacturing aspects, as
the main interest lies in how customer orders are handled from placement to delivery. Data will
be collected from administrative, sales, and dispatch staff who are directly involved in the order
management process.

11 | P a g e
This study also excludes financial, branding, or product quality assessments, focusing purely on
the operational efficiency and communication flow related to order fulfillment. While insights
from customers may be included for context, the research prioritizes internal systems and
workflows. The findings are intended to inform Gold Water’s management of operational
bottlenecks and opportunities for practical improvement within its order handling process.

1.7 Limitations of the Study

Like any focused case study, this research is limited in its scope of generalizability. Since it
investigates only one company Gold Water the findings may not fully represent the practices,
technologies, or challenges experienced by other bottled water companies operating in Ethiopia
or beyond. While some lessons may apply broadly, the operational environment, leadership style,
and resource availability unique to Gold Water may affect how transferable the insights are.

Another limitation lies in the data collection approach, which relies heavily on staff interviews
and Likert-scale questionnaires. While these tools provide useful insights, responses are subject
to personal interpretation, memory gaps, or social desirability bias. Employees may hesitate to be
fully honest due to workplace dynamics or fear of judgment, potentially leading to an overly
favorable portrayal of the company’s processes.

The study also operates within limited time and budget constraints, which affected the ability to
observe the full order management cycle in real time or include longitudinal performance data.
Seasonal variations in order volume, emergency supply responses, or long-term trends in
customer satisfaction could not be captured. Therefore, the analysis reflects a snapshot of current
practices, not a continuous performance review.

Lastly, external customer feedback although important was not the primary focus of this
research. The study prioritized internal systems and staff experiences rather than conducting a
full customer satisfaction assessment. While some customer perspectives were indirectly
considered, a more detailed consumer-side evaluation would strengthen future studies and offer a
more balanced view of the order management experience.

12 | P a g e
1.8 Organization of the Study
This study is organized into four chapters. Chapter One introduces the research by outlining the
background of the study, statement of the problem, research questions, objectives, significance,
scope, and limitations. Chapter Two presents an empirical review of existing literature related to
order management systems, particularly within the context of bottled water and FMCG
industries. Chapter Three describes the research methodology, including the design, data
collection tools, sampling procedures, and analysis techniques used in the study. Chapter Four
provides a detailed presentation and discussion of the findings, followed by conclusions and
practical recommendations aimed at improving order management practices at Gold Water.

13 | P a g e
 CHAPTER TWO

2. LITERATURE REVIEW

2.1 Empirical Review

This chapter presents a broad and in-depth empirical review of order management practices,
especially within the bottled water industry and related FMCG sectors across Ethiopia and East
Africa. Drawing from over 25 scholarly sources, the chapter examines key themes including
manual vs. digital order processes, operational inefficiencies, interdepartmental coordination,
customer satisfaction, and mobile technology adoption. These insights provide a foundation for
the present study on Gold Water by highlighting both best practices and persistent challenges.

2.2 Order Management in the FMCG Sector

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

14 | P a g e
Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.3 Bottled Water Industry and Distribution Logistics

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,

15 | P a g e
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.4 Digitalization Trends and Mobile Technology in OMS

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.5 Empirical Insights from Ethiopian Case Studies

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the

16 | P a g e
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.6 Regional Comparison: East Africa OMS Practices

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large

17 | P a g e
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.7 Customer Engagement and Feedback Systems

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the

18 | P a g e
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

2.8 Gaps in Literature and Implications for Gold Water

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

19 | P a g e
2.9 Summary and Conclusion
Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

Empirical studies in this area highlight recurring patterns in how order management is
implemented and its effects on business efficiency. Researchers have observed that while large
firms benefit from digital tracking systems, many small to medium enterprises continue to use
fragmented or manual methods, especially in Ethiopia. Across studies from Kenya, Uganda,
Zambia, and Ethiopia, a consistent need for integration, staff training, and data visibility
emerges. Case-specific reviews, such as those involving bottled water companies, reveal the
importance of mobile tools, customer service loops, and structured delivery coordination to
enhance performance.

20 | P a g e
 CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 Research Design

This study employed a descriptive research design to assess the order management practices of
Gold Water. The design was chosen to provide a clear and systematic understanding of the
company’s order processing procedures, challenges, and workflow efficiency. Descriptive
research allows the researcher to gather first-hand data from staff directly involved in the order
cycle, helping to identify operational patterns and practical areas for improvement.

3.2 Target Population, Sample Size, and Sampling Techniques

The target population of the study included employees at Gold Water who are directly engaged in
customer order processing, warehouse coordination, delivery operations, and customer service
communication. These individuals play a central role in executing and managing the order cycle,
making their input essential for understanding the company’s operational strengths and
weaknesses.

From the identified operational workforce of approximately 30 staff, a sample of 20 respondents

was selected using a purposive sampling technique. This non-probability method was chosen to
ensure that only those with relevant experience and involvement in the order management
system were included in the study. The selected participants were drawn from various
departments’ sales, dispatch, logistics, and customer service to ensure diverse and representative
insights.

3.3 Data Source and Method of Data Collection

The study utilized both primary and secondary data sources. Primary data were gathered directly
from employees through questionnaires and interviews, offering insight into current practices
and staff experiences. Secondary data, such as internal delivery logs, customer service records,

21 | P a g e
and performance reports, were reviewed to validate staff responses and better understand
recurring issues in the order process.

To ensure the completeness of data collection, the researcher used a mixed-methods approach.
Quantitative data were collected via structured questionnaires, while qualitative data were
obtained through key informant interviews and brief on-site observations. This combination
allowed for both measurable analysis and contextual interpretation.

3.4 Data Collection Instruments

The primary instruments used in this study were a structured questionnaire and a semi-structured
interview guide. The questionnaire consisted of close-ended items based on a Likert scale to
measure employee perceptions regarding order handling efficiency, communication flow, and
delivery accuracy. The interview guide was used to explore deeper operational issues, providing
qualitative insight into procedural gaps and staff experiences.

3.5 Methods of Data Analysis

Data collected from the questionnaires were analyzed using descriptive statistics, including
frequency counts, percentages, and tabular summaries to identify dominant response patterns.
Meanwhile, qualitative responses from interviews were analyzed thematically to identify
recurring operational issues and suggestions for improvement. The mixed data analysis approach
enabled a comprehensive understanding of both measurable trends and contextual factors
affecting order management at Gold Water.

3.6 Ethical Considerations

The study adhered to strict ethical standards throughout the research process. All participants
were informed about the purpose and scope of the study before data collection began.
Respondents participated voluntarily, and their responses were kept anonymous and confidential.
No personal identifiers were recorded, and all collected data were used solely for academic
purposes, in accordance with the university’s research ethics guidelines.

22 | P a g e
 CHAPTER FOUR

4. FINDINGS, CONCLUSION AND RECOMMENDATION

4.1 Findings
The study gathered data from 10 employees regarding order management practices at Gold Water using a
structured Likert scale questionnaire. The results are summarized in the table below, presenting the
frequency and percentage distribution across the five response categories: Strongly Agree (SA), Agree
(A), Neutral (N), Disagree (D), and Strongly Disagree (SD).

Question SA A N D SD
(%) (%) (%) (%) (%)
1. Orders are 2 (20%) 5 (50%) 2 (20%) 1 (10%) 0 (0%)
recorded
accurately and
promptly.
2. Internal 1 (10%) 4 (40%) 3 (30%) 2 (20%) 0 (0%)
communication is
efficient during
order handling.
3. Digital tools 0 (0%) 2 (20%) 2 (20%) 5 (50%) 1 (10%)
are used
effectively in
order tracking.
4. Customers 1 (10%) 3 (30%) 2 (20%) 3 (30%) 1 (10%)
receive timely
order updates.
5. Customer 1 (10%) 3 (30%) 2 (20%) 3 (30%) 1 (10%)
feedback is
collected and
reviewed.

23 | P a g e
The data shows that order accuracy is a relative strength, with over 50% of staff agreeing that orders are
recorded properly. However, order tracking and customer communication show moderate to low
satisfaction. Only 40% agreed that tracking is reliable, and 20% believed communication about delays
was not consistent. Similarly, coordination between departments (order intake, dispatch, delivery)
received mixed ratings, suggesting a need for structured workflow tools.

Customer feedback usage was also mixed, with 30% disagreeing or strongly disagreeing that it’s
meaningfully used. This highlights a lack of customer-centered process reviews and data-driven
improvements.

4.2 Conclusion
The study concludes that Gold Water’s order management system faces several operational
challenges. These include inconsistent order recording, limited use of technology, and weak
communication across departments. The absence of a centralized digital system affects order
accuracy, causes delays, and limits data visibility. While employees are committed to fulfilling
customer needs, their efforts are hindered by manual processes and unclear coordination
channels. Furthermore, the lack of a formal customer feedback system prevents the company
from learning from past service issues and improving future operations. Addressing these gaps is
essential for improving service reliability, customer satisfaction, and internal efficiency.

4.3 Recommendations
To improve order management, Gold Water should prioritize the introduction of a basic digital
system for recording and tracking orders. This will ensure better accuracy and visibility
throughout the order cycle. The company should also strengthen internal communication by
establishing standardized procedures for order handling across departments. Regular staff
training on digital tools and workflow roles will help improve efficiency. In addition, a structured
platform for capturing and analyzing customer feedback should be implemented. Finally,
assigning a coordinator to oversee the daily order process can enhance accountability and ensure
real-time issue resolution.

In addition to digitalization, the company should standardize its order handling procedures. This
means developing clear, written steps for how orders are received, confirmed, recorded, and

24 | P a g e
communicated across teams. Establishing formal protocols will help ensure that all departments
follow the same processes, which in turn reduces confusion and service delays.

It is also recommended that Gold Water assign a dedicated order coordinator. This individual
would be responsible for supervising the end-to-end order process each day, ensuring timely
dispatch, verifying fulfillment accuracy, and serving as a central point of contact for internal and
customer queries. Such a role would increase operational accountability and responsiveness.

The company should invest in regular staff training and establish a structured feedback
mechanism. Training sessions would improve digital skills, communication, and understanding
of individual roles in the order cycle. Meanwhile, a formal feedback and complaint log digital or
manual should be maintained, reviewed regularly, and used to identify recurring issues and
customer concerns. These changes will position Gold Water to offer more consistent, transparent,
and customer-focused service.

Reference
Straube, F. (2020). The Future of Logistics Networks with Sub-Saharan Africa. TU Berlin PDF
Wondimu, S. (2016). Reverse Logistics Performance in EABSCO. Academia.edu PDF
Wubet, G. (2022). Reverse Logistics in Dashen Brewery, Ethiopia. BDU PDF
Gosaye, S. (2017). Multichannel Distribution in MOHA Soft Drinks. NADRE PDF
Tekle, Y. (2018). Logistics Practices in Ethiopian Plastics Recycling. Academia.edu PDF
Gedefa, N. (2010). Bottled Water Marketing in Ethiopia. Academia.edu PDF
Worku, M. (2022). Quality Management and Customer Satisfaction in East Africa Bottling.
Ajema, S. (2019). Customer Satisfaction for Origin Water. SMU PDF
Mengesha, P. (2017). Consumer Behavior in FMCG in Addis Ababa.
Ayalew, A. (2023). Inventory Control in Soft Drink Companies.
Massawe, M. (2014). RTM Distribution in Tanzania (Uhai Water).
Mehabaw, M. (2017). Distribution Management in Meta Abo Brewery.
Bekere, T. et al. (2022). Inventory Practices in Mineral Water Factories in Dire Dawa. Haramaya
Kinfemichael, S. (2016). FMCG Logistics in Ethiopia's Trading Enterprise (ALLE!). SMU PDF

25 | P a g e
Seid, A. (2018). Distribution Performance in East Africa Bottling. SMU PDF
Kithu, J. (2022). Distribution Logistics in Nairobi Bottlers Company. ANU PDF
Aila, F., et al. (2013). Multinational Channel Strategy in East Africa.
Markos, B. (2013). Distribution Practices in MOHA Soft Drinks. SMU PDF
Mogaka, C. (2023). Supply Chain Integration in Kenyan Beverage Firms.
Bekele, A. (2019). Digital Supply Chains in Ethiopian Bottlers.
Molla, G. (2020). Technology and Customer Service in Ethiopian FMCG Firms. [Private Access
– University Repository]
Abebe, T. (2021). Order Fulfillment Challenges in Regional FMCG. [St. Mary’s University]
Tekalign, E. (2022). Water Distribution Channel Efficiency in Oromia. [Wollega University]
Yusuf, H. (2020). Use of Mobile Tech in Last-Mile Delivery. [Arba Minch University]
Mulugeta, Y. (2023). FMCG Logistics Performance Metrics in Addis Ababa. [Addis Ababa
University]

26 | P a g e
Appendix I: Survey Questionnaire
Section A: Demographic Information The following appendix contains the structured
questionnaire used to collect primary data for the study titled 'An Assessment of Order
Management in the Case of Gold Water'. Respondents rated each item based on a five-point
Likert scale (1 = Strongly Disagree to 5 = Strongly Agree).

1. Gender: ☐ Male ☐ Female

2. Age: ☐ Below 25 ☐ 25–34 ☐ 35–44 ☐ 45 and above
3. Educational Qualification:
☐ Diploma ☐ Bachelor's Degree ☐ Master’s Degree ☐ Other (please specify):
4. Work Experience in Inventory Management:
☐ Less than 1 year
☐ 1–3 years
☐ 4–6 years
☐ More than 6 years
Section B: Order Management Practices (Please rate the following items)
No. Statement 1 2 3 4–5
Strongly Disagree Neutral Agree to
Disagree Strongly Agree
1 Orders are recorded
accurately and
systematically.
2 Internal communication
during order processing is
effective.
3 Digital tools are used to
track and manage orders.
4 Customers receive timely
updates on their order
status.
5 Customer feedback is
regularly reviewed and
acted upon.
6 There are clear standard
procedures for order
handling.
7 The coordination between
warehouse and dispatch is
strong.

27 | P a g e