THE EFFECT OF POST-CONTRACTING PROCUREMENT PRACTICES ON SUPPLY CHAIN PERFORMANCE IN ROAD SECTOR IN KAKAMEGA COUNTY

NAOMY KEMUNTO OKINYI, DR. EVANS SILVER KWENDO (PhD), DR. FREDRICK NJEHU KIONGERA (PhD)

Abstract


Public institutions have continuously faced the challenge of ensuring that supply chain performance is optimal. Institutions are operating in a competitive business environment that is dynamic and unpredictable. Due to this factor supply chain performance levels in most public institutions is wanting. Key to optimal performance is understanding the procurement practices. The study focused on the effects of the post- contracting procurement practices on the supply chain performance in road sectors, Kakamega County. The study covered three road sectors in Kakamega County, KeNHA, KURA, KeRRA.

Methodology: Research design used was explanatory. The target population was 48 respondents that comprised of supply chain officers, roads officers and accounts officers on the road sector institutions. Census method was adopted in the study. Structured questionnaires were used as a data collection instruments. Pilot testing was conducted in Vihiga County. Data was analyzed using normality, multi-collinearity and regression. Data presentation was done diagrammatically by use of tables and figures.

Findings: Post-contracting procurement has a significant influence on supply chain performance in Road Sector in Kakamega.

Conclusion: The study concluded that the KeNHA, KURRA and KeRRA can promote supply chain performance by adopting the procurement practices in all the levels of contracting especially post contracting activities.

Recommendation: the study recommended the use of post contracting procurement practices as it poses the biggest contributions to supply chain performance.

Key Words: Post- Contracting, Supply Chain Performance.

CITATION: Okinyi, N. K., Kwendo, S. E., & Kiongera, N. F. (2022). The effect of post-contracting procurement practices on supply chain performance in road sector in Kakamega County. The Strategic Journal of Business & Change Management, 9 (4), 510 - 520.


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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2417

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