Leagile supply chain practices and supply chain performance of non-governmental health organizations in Nairobi, Kenya
This study focused on leagile supply chain practices and the performance of the supply chain in non-Governmental organizations operating in the health sector in Nairobi, Kenya. The primary aim of the research sought to ascertain the lean-agile supply chain practices implemented by Non-Governmental health organizations in Nairobi, the second objective to determine the relationship between lean-agile supply chains practices and supply chain performance, and third objective to establish the challenges. The study employed a descriptive cross-sectional design on a population of 98 registered health NGOs by NGO Coordination Board and systematic sampling technique was employed where, a total of 49 NGO’s were selected for the study. The respondents for the study were operations managers and supply chain managers or equivalent positions in the respective NGOs. The data for the study was collected using primary data which were self-administered questionnaire through drop and pick later method which consisted of open and closed ended and secondary data from published data and journals. Data analysis was done by use of descriptive statistics i.e. measures of central tendency and also measures of variations, and inferential statistics which include regression analysis and also correlation analysis. Data was presented in form of tables. The study findings established that leagile supply chain practices have a significant effect that is positive on the performance of the supply chain and that the organizations’ management needs to build a strong relationship between the leagile supply chain practices and supply chain performance to be competitive in their supply chain activities. The study recommended that NGOs should adopt the leagile supply chain practices so that they can improve their supply chain performance. Further, process monitoring, operation planning be done to enhance continuous improvement in addition to enabling information sharing with suppliers, SC partners and staff to enhance supply chain performance. The study was faced with limitations including limited period of time, insufficient resources and reluctance of respondents to share information because of the fear of intimidation or the possibility of using the information to create an image that is negative for the particular institution. This study suggested that other researchers should undertake research on link between LSCM practices on organizational performance of Non-Governmental health firms and the benefits or challenges the accompanying Leagile supply management practices on organizational performance. There is also need to undertake similar studies in public or private service health institutions to uncover the underlying relationships with performance and the findings may identify interesting comparisons.
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