The research aimed at determining the impact of ICT applications on procurement processes. The population of study was composed of 110 respondents from Chegutu, Kadoma, Kwekwe, Chinhoyi and Gweru urban councils with a representative sample of eighty-six participants all drawn from the procurement, finance and works departments of the five councils. Quota sampling was used in this research with strata based on the level of employment in the three different divisions. The research utilized a proportion of 78% from each stratum to select eight-six respondents. Both primary and secondary data was used. Primary data was collected through questionnaire which was designed to satisfy research objectives. Secondary data came from relevant literature review, journals, business magazines, conference papers, and internet. Questionnaire responses were tabulated, coded by use of Statistical Package for Social Sciences (SPSS) version 16 to analyze quantitative data. Qualitative analysis was used to obtain in depth knowledge of the level of ICT utilization and why users were operating at different levels. Findings of the study indicated that although ICT infrastructure with procurement application is in existence and available, utilization of Information Communication Technology is at basic level. Acceptance and adoption of ICT in procurement was driven by both organization and personal objectives. The view that technology adoption is based on the Technology Acceptance Model was applied in this study by testing the perceptions of ease of use and usefulness of ICT. The study revealed that ICT adoption in procurement improves the process and benefits other operations of the business. ICT training and skills development, coupled to organizations’ leadership commitment and availability of financial resources were cited as critical success factors in the acceptance and improved utilization of ICT in procurement. The researchers recommended further studies on the topic of ICT adoption in business operations by public entities.

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Supplier relationship management (SRM) is the overall coordination, collaboration and information sharing between an organization and its suppliers. The study focused on the effect of supplier relationship management on organizational performance for firms in the plastic manufacturing industry in Harare. This research adopted an interpretivism philosophy and data was collected using open-ended questionnaires and telephonic interviews. The population was derived from plastic manufacturing companies operating in Harare. A purposive sampling technique was used to select twenty participants. The study findings revealed that organizations in the plastic industry enjoyed several supplier relationship management benefits that included information sharing and involvement of suppliers in new product development as these contributed positively to their overall organizational performance. However, firms in the plastic manufacturing industry also encountered supplier relationship management challenges that affected their organization’s performance. Challenges such as organizations failing to meet their obligations to the buyer–supplier relationship resulting in negative reactions by suppliers. Supplier relationship management implementation was also constrained by challenges that included the unavailability of supplier relationship management (SRM) team and lack of resources to support the SRM system. It was however noted that organizations in the plastic of supplier relationship management to the organizational performance. These strategies included open communication with suppliers for the purposes of sharing critical information, the involvement of suppliers in the new product manufacturing industry implemented SRM strategies that ensured the positive contribution development and supplier certification as a pre-requisite to supplier engagement. The study, therefore, recommends that organizations in the plastic manufacturing industry continue to develop and maintain clear lines of communication with their suppliers. These would enable suppliers to share information that is critical in their strategic decision-making process. Further recommendations were also made to the effect that organizations in the plastic manufacturing industry should always endeavor to honor their obligation to the buyer-supplier relationship.