Supply chain integration and operational performance of Kenya’s public health sector

Abstract

This research objective is to determine the effect of the Supply Chain Integration dimensions on the operational performance of the of Kenya’s public health sector level five hospitals. The results are based on close-ended questionnaires from one hundred and sixty-four respondents working in the level five health facilities supply chain selected using simple random sampling. The data collected was subjected to completeness checks, before it was cleaned, coded, and analyzed using Statistical Package for Social Scientists (SPSS) for the generation of both descriptive and inferential statistics. The results show that Supplier integration (β1, = 0.276; p value=0.000), customer integration (β2, = 0.119; p value=0.016) and internal integration (β3, = 0.232; p value=0.000) have a significant effect on operational performance. The R2was 0.429, indicating that 42.9% of the variation in operational performance is explicated by the variation of Supply chain integration dimensions. This implies that all three supply chain integration dimensions significantly influence operational performance. The study concludes that the government needs to internally integrate and embrace forward and backward integration with the customers and suppliers to leap the full benefits of an integrated health sector to accomplish the universal health care goals.

Assessment of the mediating effects of external integration on manufactury firms operational performance

“…The findings on internal integration and its effect on operational performance was not consistent with literature. This is because, previous studies have shown that significant positive relationships exist between internal integration and operational performance (Annea & Julianab, 2019;Osei & Kagniciogu, 2018). The findings which showed that customer integration and supplier integration impacts positively on operational performance among manufacturing firms was consistent with relevant literature (Annea & Julianab, 2019;Osei & Kagniciogu, 2018;Uwamahoro, 2018).…”

“…This is because, previous studies have shown that significant positive relationships exist between internal integration and operational performance (Annea & Julianab, 2019;Osei & Kagniciogu, 2018). The findings which showed that customer integration and supplier integration impacts positively on operational performance among manufacturing firms was consistent with relevant literature (Annea & Julianab, 2019;Osei & Kagniciogu, 2018;Uwamahoro, 2018). The results of the study which showed that internal integration contributes positively to supplier and customer integration was also consistent with literature (Kim et al, 2013).…”

“…In a similar study, the extent to which the operational performance of hospitals in Kenya was impacted by SCI was examined by Annea and Julianab (2019) using a quantitative research approach. A sample size of 164 employees was used.…”

The Mediating Role Effect of Internal Integration Between Long Term Relationship with Suppliers and Customers and Business Performance in Turkey ICI 500 Enterprises

“…Similarly, industrial enterprises of other developing countries should complete their internal integration to improve performance. There are many studies available examining the effect of internal integration on business performance (Mbugua and Namada, 2019;Syed et al, 2019;Pakurár et al 2019;Thai and Jie, 2018) However, discussions on the impact of long-term relationships with customers and suppliers regarding internal integration are insufficient. In this sense, the research model has a theoretical contribution.…”

“…Business performance evaluation includes the customer base, finances and operational issues. These issues include metrics such as quality, cost, market share, supply and order time reduction (Mbugua and Namada, 2019).…”