Strategic supplier relationship on performance of devolved systems of government in Kenya

Authors

  • Carren Chepng'etich PhD student
  • Esther Waiganjo
  • Noor Ismael

DOI:

https://doi.org/10.20525/ijrbs.v9i4.769

Keywords:

Strategic supplier relationship, supply chain performance, devolved systems of government

Abstract

The purpose of this study was to investigate the influence of strategic supplier relationship on the performance of the devolved system of government in Kenya, the study adopted a cross-sectional survey design using both quantitative and qualitative approaches. The target population for this study was all employees working in finance and procurement departments in 10 counties namely; Garissa, Kisii, Nyamira, Narok, Marsabit, Murang’ a Bomet, Nairobi, Kiambu and Homa Bay. We study used stratified random sampling to pick 186 respondents from finance and procurement department. Data was collected by using questionnaires Descriptive and inferential statistics were used aided by Statistical Packages for Social Sciences version 24 to compute percentages of respondents’ answers.  Hypothesis testing was carried using multiple regression analysis and standard F tests. We found out that a positive and significant relationship between strategic supplier relationship and performance of devolved systems of government. We recommend that devolved systems of government should conduct jointly product development with suppliers and involve suppliers directly or indirectly in their strategic plans. Suppliers’ involvement would support the company’s development innovation and capabilities thus increasing the benefits perceived by the company’s customers. Finally, we recommend that management should implement strategic supplier relationships practice within the frameworks of public procurement acts and regulations.

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Published

2020-07-14

How to Cite

Chepng’etich, C., Waiganjo, E., & Ismael, N. (2020). Strategic supplier relationship on performance of devolved systems of government in Kenya. International Journal of Research in Business and Social Science (2147- 4478), 9(4), 437–443. https://doi.org/10.20525/ijrbs.v9i4.769

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Articles