The following comments should be addressed in the attached draft proposal: 1) The first section of your proposal is quite extended. I need you to make it a bit more focused highlighting the need for the research. – In the research methodology section you need to provide more information regarding the study participants and the sample population. Please address all these minor issues mentioned in the attachement and re-submit your proposal in order to be able to approve it. NOTE It should be Plagiarism free.So i want you people to look at the modification required and effect it within the shorts possible time and if approved, i will come to you people for the detail write upNone. The attached work is ok just the sections mentioned are to be looked into by the writer.The issue is that i am not after the words but just to look into the attached work done and correct the comment rises by the instructors.It is 2 sections at for the wholeIt is a Dissertation proposal on the Topic there. I have write it but he is asking me to correct the comments i add thereThe oil and gas global supply chain is affected by transportation technology, orderinventory, visibility, control, materials handling, facilitating import / export anddomestic and international information. The price of oil currently has no establishedlink with demand and supply. In the statement of Engdahl (2015), “60% of the crudeoil price is pure speculation operated and controlled by an elaborate system offinancial market, as well as major oil companies”. In addition, a report of the researchcommittee of the US Senate (2006) says no “substantial evidence backing thededuction that the large amount of speculation in the current market has significantlyincreased prices”. Oil Price in the usual free markets enterprise would perhaps bedropping and not escalating. None of the supply predicament substantiates themanner in which the world oil is being priced currently. Hence, the industry proposeda classic model for executing supply chain management techniques. In a supplychain, companies are reliant on providers of raw materials; intermediary providers,information and capital stream via the supply chain (Christopher, 2007). Growth andconsumption of global economic yield has led to the spread of potential suppliers ofthe world's oil and gas industry. This permit oil and gas establishments to cut costs ofexploration and production, procurements of products and services from low-wagecountries like China; though this had little or no effect on the extremely specific corearea as drilling services. In recent years, several international oil and gas concernshave supply chains more than ever developed. Nevertheless, the necessity for riskmanagement approach enhanced the value chain thus, was amplified. Oil and gasestablishments must be unequivocally certain of the quality of products and servicesthey procure and to compensate their vendors within social and legal standards andethical company specifics. Thus, taxing procedures are essential to pre-qualifybuyers and businesses that oversees their supply chain – and have very specificstandards. Systems and hosting process, and upholding information providers play afundamental role in guaranteeing the integrity of data. Customarily, the buyer long-term affiliations and trust is built with suppliers. With supply chains becominggradually global in scope, there are many new contractors, unverified and untested toconsider many of that can be subcontracted or being awarded to expand the chain.Data collection and this pre-qualification of supplier’s country are inexpensive yet acomplex challenge. One of the issues of globalization is a contract with suppliers,including those who had the arena with the will of the international companies of oiland gas. Companies accept long-term contracts with suppliers that were notavailable five years ago. This helps buyers to hedge against the risk of rising costsand in some cases a possible shortage of products and services.The aim of this work is to investigate the role of managing the supply chain contractsin the oil and gas industry. The main challenge facing the oil and gas industryaccording to Steven (2013) “is not the availability of oil and gas resources, butputting these reserves into production and delivering the final products to consumersat the minimum cost possible”. In the same line, there is a high degree for Supply-chain actors to act in their personal interests to enhance their profit. The objective offulfilling fundamental client needs is effortlessly misplaced and prospects that mightcome up from coordination of decisions athwart phases of the supply-chain are notcertain. Hypothetically, should suppliers be made to be superfluous trustworthy, thenecessity “…for inventories of raw materials, quality inspection systems, rework, andnon- value enhancing actions, will be less required if not eliminated completely,resulting in lean production” (Hussain et al. 2006) Consequently, there is need toguarantee that every operator down the supply-chain web react swiftly to the preciserequirements of its clients while shielding itself from hitches with suppliers andcushion its operations from the volatility of demand and supply. Thus, a solid supply-chain management program will enhance this goal. Fundamentally, every strategyinvolved in collaboration and integration is a means to strengthen its position inrelation to competitive supply chains (Sollish et al. 2011).Research Question? What are the challenges in managing the supply chain contracts in the oil and gasindustry? This research question will explore the issues, problems, and barriers infunctions of supply chain contracts. The difficulties in the management and operationsof implementing the contracts will be investigated.? What are the legal and business factors that account for the effectivemanagement of supply chain within contracts? This question will investigatethe key performance indicators in relation to legal and business context to seehow contracts can be implemented effectively. The research question will aimto suggest the different methods to effectively manage the contracts.Aim and ObjectiveThe aim of this work is to investigate the role of managing the supply chain contractsin the oil and gas industry. The key task confronting the oil and gas industry isutilizing her reserves and offering the end products to clients at the bare minimumcost possible. The research is aimed to find out the contracts implementationconsidering supply chain factors within oil and gas industry. Impacts of factors like offshoring, cost pressures, geographic clustering, modern communications, anddependence on multiple suppliers will be studied in lieu of contracts of oil and gasindustry. This research is formulated to understand, explain, and predict thephenomena within existing knowledge of supply chain contracts.Feasibility of the studyThe study is helpful in studying the supply chain coordination between parties. Thedifferent co ordinations that affect the contracts are coordination by standardization,coordination by planning, mutual adjustment, and team arrangement. The study willhelp to develop the mechanism to ensure that the relationship stays healthy andvibrant. Equally, to achieve competitive advantage, a partnership relationship withsuppliers must be adopted. This can only be possible when integration, coordinationand collaboration are implemented (Spekman et al. 1998). It will offer the platform forproblem resolution and fleet the continuous improvement goals achieving value forboth parties. It will also help in developing the performance measurement objectivesof the contracts within the supply chain of oil and gas industry.Literature reviewThe work Chim (2007) is the study of the management of the supply chain role in oiland gas. The paper applied document analysis. It performed a secondary research tolook into the stated objectives. The article also examined the relevance of UniformCommercial Code (UCC) in the management of supply chain problems.Subsequently, strings of strategies look at on how to develop the supply chain in oiland gas.Chim (2007) account that dealings between suppliers and customers arehostile in nature; based on the terms set, every parties is under obligation to complywith the conditions of the agreed contract. Conversely, a company can establish along-term strategic partnership with suppliers through a collaboration process.Similarly, the Authors discussed the topic of sole sourcing. He viewed it has apractice whereby a firm commitment to purchase every bit of her goods or servicesfrom a single provider. It is as well acknowledged as part of a contract requirement.In return, the supplier develops into an associate in the design of new products andassociated services. It is discussed that supplier experience and knowledge can beshared and leveraged for products and process improvements. Therefore, contractnegotiation and administration costs can be considerably cut down.On vertical integration, Chim (2007) sees it as an agreement among companyto buy or sell the same from input to output. Contemporary developments underscorethe necessity to handle an establishment's supply-chain in an integrated andorganized way. Diminishing current oil and gas assets is compelling severalestablishments to search for new oil and gas in fresh borderlines. These newborderlines are perhaps discovered in very challenging environments, thuscompelling companies to drill deeper and advance offshore. These developmentshave amplified not just the technical and operational complications, however equallythe costs and risks connected to the development of fresh assets. To address theserevolutions, cutting-edge oil establishments are shifting from just oil drilling firms toreservoir developer and resource management corporations. Backing up thisindispensable and essential swing in strategy require the need to envisage, connect,and manage the acquirement, exploration, and production tasks of an oilestablishment in a very integrated, organized, and well-adjusted way.Philip (2010) applied the survey research method to collecting data fromproduction / manufacturing firms. This data combined the oil sectors with every othersector still; it is more effective for oil and gas industry. Philip (2010) detailed thatestablishment’s gain more overall from outsourcing, if it is determined that it involvedhigher risk. Once this is determined, the contract can be divided into high, medium orlow risk category, and can be managed appropriately. The High-risk contracts tend tobe in a constant appraisal cycle. Since, they offer products or services with mission-critical or high dollar volume. While the Medium risk contracts may have proactivemonitoring occurrence, which is not continuous; conceivably on periodical basis. Lowrisk contracts are not for proactive monitoring contract.According to Philip (2010) the study stresses that three risks effectivelymanage outsourcing contracts, and supplier performance, which include:1) Vendor performance and compliance,2) The Company and the role of suppliers3) Establishment of performance feedback loop and control.These are critical to the effective control of outsourcing. The performance andconsistency of supervision, effective and efficient control should be instituted. Notethe Outsourcing team ought to have clearly defined procedures, reporting medium,and a meeting plan, and document the roles and responsibilities of the actorsimplemented regularly in detailed. Effective contractWhile the Medium risk contracts may have proactivemonitoring occurrence, which is not continuous; conceivably on periodical basis. Lowrisk contracts are not for proactive monitoring contract.According to Philip (2010) the study stresses that three risks effectivelymanage outsourcing contracts, and supplier performance, which include:1) Vendor performance and compliance,2) The Company and the role of suppliers3) Establishment of performance feedback loop and control.These are critical to the effective control of outsourcing. The performance andconsistency of supervision, effective and efficient control should be instituted. Notethe Outsourcing team ought to have clearly defined procedures, reporting medium,and a meeting plan, and document the roles and responsibilities of the actorsimplemented regularly in detailed. Effective contract management process is notalways utilized. Thus, significantly increase the risk of failure. Subcontractingagreements, negotiation, management control and well planned should be executed.The purpose of Muhindo et al. (2014) studies was to scrutinize “the impact ofthe strategy of outsourcing of logistics in the oil and gas industry in Uganda”.(Muhindo et al. 2014) The key advantage of this is that concerns outsourced logisticsundertakings so as to reorganize their distribution arrangement, and gain competitiveedge. To this end, the purposive sampling method was employed and data werequalitatively collected and interpreted. The raw data on the other hand was collectedthrough questionnaires and the quantitative methods for the presentation andanalysis of “the impact of the strategy of outsourcing of logistics in the oil and gasindustry. Muhindo et al. (2014) state that utilizing logistics outsources strategy in theoil and gas industry comes with many benefits as well as challenges confronting bothoil and gas companies and logistics service suppliers in the course of implementingcommercial contracts. The solution is to pursue the creation of the oil and gasindustry logistic service provider environment of others, in order to achieve commongoals. The results show that it is a key part of the total logistics activities in achievingcompetitive edge. Muhindo et al. (2014) found that logistics outsourcing strategy iskey in business because it reduces operating costs and spread the risk among theparties in the contract. Consequently, it is vital for companies to review their strategyand ensure logistics undertakings are positioned.Key arguments and findings, describing the application of the topic andspecific research questions, and potential implications.It was well known that information distortion is likely to transpire; because bigcorporations find it challenging to totally supervise the activities of logistics servicesuppliers in the long run. Nevertheless, the key should be to consider on-going policyin order to mitigate the challenges associated with sustained attention between largeenterprises and service suppliers.For the changing relationships between logistics firms and oil and gas serviceproviders’ can only be successful in this industry if they must do things that try toarrange a close true transactional collaboration in a third-party logistics associationand demonstrate a further essence than reality. Certain issues that has to do withbuyers unwillingness to share information with providers and true commitment is lost,mainly if the contract terms are not totally specified. (Siddharth et al. 2006)Research methodology and methodsAccording to Kothari (2006) Research methodology is a systematic means toresolving research problems. He equally stated that as a fragment of themethodological design of research, it is vital to establish the method of data collectionand type of instrument to be utilised. Obviously, a research method is a meansthrough which relationship can be established, the research subject for collectingdata set and of course the achievement of the objectives proposed in the research.The instrument is the mechanism used by the researcher to collect and record theinformation obtained. Speaking of methods and tools for data collection the primaryand secondary sources exists; information gotten through direct contact with theresearch subject via observation, interview and questionnaire. Secondary data isobtaining information through documents, publications, abstracts etc.A research design in the view of Perry (1998) is the reasoning that connects the datato be collected and the deductions to be pinched to the original questions of a study,which must be logical. It is to these ends that the Case Study and Survey Methodwill be adopted. In context, the case study is to elevate the enquiry from a descriptivejustification of ‘what happens’ to a piece of investigation that can obviouslyworthwhile. Thus, at the initial stage, oil-producing companies will be selected forcase study and then surveys will be conducted within them. The essence of thesurvey is for validation of data for accuracy and free from any bias. Equally, it isutilised so as to generalise its find to all other companies of the same type. Note toothat the method is selected on basis of variables and research questions stated asthe survey is necessarily to gather the data from a large pool of population yet allproducing companies cannot be approach in short span of time thus specific casesThe survey is a method technique of obtaining information about a part of thepopulation or sample, provided by themselves, on opinions, attitudes or suggestions.There are two ways to get information with this method and / or technique, using thequestionnaire or interview. In this research, questionnaire will be the main source ofdata collection. The survey research design will be adopted for this purpose.The questionnaire is a technical piece of information used in online or printed form,designed to get answers about the problem under study in which information isobtained about the variables to be investigated. Questionnaire will be directlyadministered and they will be LIKERT Scale. It can be applied in person or by mail,and individually or collectively. Questionnaire design must be based on thetheoretical framework, hypotheses its variable and the research objectives. Eachquestion to be included will be related to the indicator variables, it is desirable thatwhen the questionnaire is designed, it will have on hand the working of the variables,to ensure that all indicators are being investigated.According to Gomm, et al. (2000) it is a rich resource for examining, categorising andtabulating proof to evaluate whether the proof backs or otherwise the early intentionsof the study. As regards this study, data will be scrutinized with the aid of contentanalysis and descriptive statistics. The descriptive statistics will assist in evaluatingthe central tendencies and dispersions. Pictorial representation of data throughhistograms and bar charts will not be left out. SPSS or MS Excel will be suitablesoftware for the analysis of data collected through questionnaire. Likert Scalequestionnaire will be used to collect the data from participants.Political and Ethical ChallengesConsent will be gotten before conducting the surveys. Personal details of participantswill not be disclosed. This is because, according to Easterby-Smith, (2012), thefundamental principals of a research ethics is to guarantee that participants will becherished and obeyed. Thus, the work will be for academic purpose only and it willnot be published. All the participating firms will be contacted before conducting thesurveys and official permission will be gotten so that political challenges can beNB: You must reach Stage 8 at least 4 weeks before your deadline. A 30-day contingency provision is also advisable to allow for potentialslippages. This will enable your DA to give you sufficient feedback on yourYou should produce a final Proposal for submission to the DA for approval within1 to 2 months from your module start date. However, please aim for 7 weeksfrom your start date at the latest, to ensure time for any necessary revisions andfinal approval by the 8-week cut-off.Milestone Description Due date Remarks1 Stage 1: Area of interest2 Stage 2: Specific topic selected 21/01/2015 Completed3 Stage 3: Topic refined to4 Stage 4: Proposal written and5 Stage 5: Collection of data and6 Stage 6: Analysis anddevelop dissertation proposalsubmittedinformationinterpretation of collecteddata/information7 Stage 7: Writing up8 Stage 8: Final draft prepared—9 Final Deadline—9 months fromsubmission of dissertationmodule start date.Chen, I. J., & Paulraj, A. (2004). Towards a Theory of Supply Chain Management:The Constructs and Measurements. Journal of operations management, 22(2), 119-Chim M. C. (2007) ‘Supply-Chain Management Issues In The Oil And Gas Industry’,Journal of Business & Economics Research 5(6), pp. 27-36Christopher, M. C. (2007) ‘Supply-Chain Management Issues In The Oil And GasIndustry’, Journal of Business & Economics Research, 5(6)Easterby-Smith, M., Thorpe, R. & Jackson, P. (2012) Management Research. 4rd ed.Engdahl, F. W. (2015) Oil and Energy, Centre for Research on Globalization .Retrieved from: http://www.globalresearch.ca/perhaps-60-of-today-s-oil-price-is-pure-speculation/8878 (Accessed 15 February 2015)Gomm, R., Hammersley, M. & Foster, P. (2000) Case Study Method: Key Issues,Key Texts. London: Sage Publications.Hussain, R., Assavapokee, T. & Khumawala, B. (2006). ‘Supply Chain Managementin the Petroleum Industry: Challenges and Opportunities’, International Journal ofGlobal Logistics & Supply Chain Management, 1(2), 90-97.Kothari, C. R. (2006) Methodology: Methods and Techniques. New Age International(P) Limited, Publisher: New Delhi.Lambert, D. M. & Cooper, M. C. (2000). Issues in Supply Chain Management.Industrial marketing management, 29(1), 65-83.Muhindo, A., Zhou, J. & Mzuza, M. (2014). Impact of Logistics Outsourcing Strategyin Oil and Gas Industry in Uganda. International Journal of Business andPerry, C. (1998) “Processes of a case study methodology for postgraduate re- searchin marketing.” European Journal of Marketing, 32 (10), pp.785- 802.Philip, O. (2010) Managing the Risks of Outsourcing: A Survey of Current Practicesand Their Effectiveness, APICS and ProtivitiSiddharth, V., Subhash, W. & Deshmukh, S.G. (2006) "Implementing supply chainmanagement in a firm: issues and remedies", Asia Pacific Journal of Marketing andLogistics, Vol. 18 Iss: 3, pp.223 – 243Sollish, F., Semanik, J., Morris, P.W. & Pinto, J.K. (ed.) (2011). Planning andAdministering Project Contracts and Procurement. Laureate Education, Inc., customed. Hoboken: John Wiley & Sons.Spekman, R, Kamauff, J. & Myhr, N. (1998). ‘An Empirical Investigation into SupplyChain Management: A Perspective on Partnerships’. International Journal of PhysicalDistribution and Logistics Management, 28 (8).Steven, R. K. (2013) Solutions to overcome salient logistics challenges in the Oil andGas industry, 2nd Annual Oil & Gas Logistics Summit Abu Dhabi 27 March 2013.Retrieved from: http://www.fleminggulf.com/conferenceview/2nd-Annual-Oil—Gas-Logistics-Summit—Strategizing-OPEX-in-oil-and-gas-logistics/373 (Accessed: 20United States Senate Subcommittee on Investigations (2006), The Role of Marketspeculation in Rising Oil and Gas Prices: A Need to Put the Cop Back on the Beat,