Supply Chain Management and Organizational Performance in the Sugar Industry in Kenya
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Date
2013-10Author
Nyangweso, Willkister
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
Businesses today operate in a market-driven, customer-oriented era and to survive in such
a competitive environment, they have to be flexible, adaptable and above all provide
superior service. Supply chain management, customer driven corporate policy, and other
elements of supply chain management are frequently cited as strategic options to achieve
competitive success. This study presents details of a survey carried to determine whether
particular supply chain practices and customer relations practices can impact corporate
performance. The objective of the study was to establish the effect of supply chain
management practices on organizational performance of Sugar firms in Kenya. The
research design adopted was descriptive research design. Data was collected using a
questionnaire which consisted of both open and closed ended questions. The data
collected was analyzed using descriptive statistics and also an inferential analysis
involving a regression was performed. The findings of the study were that supply chain
management practices had a positive effect on various parameters of performance. It was
found that effective implementation of supply chain management practices led to
decrease in the operational cost of the firm, reduction on the response time for product
design change, increased accuracy of order processing for customers which leads to
improved market share and customer satisfaction. The study recommends that the
management of the sugar firms consider implementing fully various supply chain
practices due to its positive effects and also for the government to provide incentives on
adoption of certain supply chain practices such as green supply chain due to its effect on
the environmental sustainability.
Citation
Degree in Master of Business AdministrationPublisher
University of Nairobi School of Business
Description
A research project presented in partial fulfillment
of the requirements for the award of the Degree
of Master of Business Administration (MBA), School
of Business, University of Nairobi