Supply chain integration and operational performance of Kenya’s public health sector
DOI:
https://doi.org/10.20525/ijrbs.v8i5.472Keywords:
Supply Chain Integration, Internal Integration, Supplier Integration, Customer Integration, Operational Performance, KenyaAbstract
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 (?1, = 0.276; p value=0.000), customer integration (?2, = 0.119; p value=0.016) and internal integration (?3, = 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.
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