EFFECT OF SUPPLIER’S QUALITY COMMITMENT ON PROCUREMENT PERFORMANCE IN PRIVATE HOSPITALS IN KAKAMEGA COUNTY, KENYA
Abstract
Globalization has gained much attention in today’s business environment, with businesses going multinational on transactional activities. However, this trend is characterised by several challenges whereby cost is key and customers are expecting lower cost products without compromising on quality of the services and goods being provided. It is important that continuous improvement activities such Kaizan, lean operation, effective and efficient supply chain are embarked upon for the upholding of supplier’s quality commitment. The objective of the study was to evaluate the effect of supplier’s quality commitment on procurement performance in private hospitals in Kakamega County; Kenya. The study applied Cross Sectional Survey research design. The targeted population was from procurement staffs from the total Kakamega County Private Hospitals. Simple Sampling was engaged that involved census technique since the population was manageable. Data was collected through structured questionnaire which was used as an instrument of data collection; hence administered through drop and pick technique. Piloting was done in Vihiga County on Private Hospitals hence this enabled for testing of the reliability and validity of the research instrument. The study’s descriptive and inferential statistics was analyzed by use of SPSS version 24 software and conclusion was; Supplier’s Quality Commitment had an influence on Procurement Performance in Private Hospitals in Kakamega County, Kenya. The study recommends for the Private Hospitals in various Counties to embrace the use supplier’s quality commitment practice for the improvement on procurement performance.
Key words: Supplier’s Quality Commitment, Supplier Evaluation, Procurement Performance
CITATION: Okwaro, S., & Otsyula, J. (2022). Effect of supplier’s quality commitment on procurement performance in private hospitals in Kakamega County, Kenya. The Strategic Journal of Business & Change Management, 9 (4), 255 - 266.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2408
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