International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No.

3, September 2020

SUPPLY CHAIN MANAGEMENT AND

ORGANIZATIONAL PERFORMANCE AMONG
KENYAN TEXTILE FIRMS: A MODERATED
MEDIATION MODEL OF GOVERNMENT SUPPORT
AND ENVIRONMENTAL UNCERTAINTY

Enock Gideon Musau

Lecturer School of Business and Economics, Department of Management Science Kisii

University, Kenya

ABSTRACT
The study tested whether supply chain management had a significant effect on the performance of textile
firms in Kenya, and whether this relationship was mediated by government support. The study also
examined whether the indirect relationship between supply chain management and performance of textile
firms by government support was moderated by environmental uncertainty. A sample of 309 employees of
textile and apparel firms located in Nairobi City County was used to test the model. The study confirmed
that supply chain management was a positive and significant predictor of performance of textile firms and
that this relationship was mediated by government support. In addition, the study established that
environmental uncertainty moderated the indirect relationship between supply chain management and
organizational performance via government support. Findings from the study opened a new frontier
through which performance of textile firms in Kenya can be approached, by highlighting factors that need
to be brought on board.

KEYWORDS
Supply chain management, organizational performance, government support, environmental uncertainty

1. INTRODUCTION
The manufacturing sector that encompasses manufacture of furniture fabricated metal products,
plastic products, wearing apparels and textiles among others; remains a critical driver to the
sustenance of economic growth and development and, in creating jobs and alleviating poverty in
Kenya. A substantial body of knowledge has documented the importance of the manufacturing
sector in national economies across the world (Salazar – Xirinachs, Nubler & Kozul-wright,
2014; Signe, 2018; United Nations Industrial Development Organization, 2017). The Kenya
Association of Manufacturers (KAM, 2018) observes that, the contribution of the manufacturing
sector to the economy in Kenya has reportedly stagnated at 10% of the gross domestic product
(GDP). The Big4 Agenda which, aims at increasing the manufacturing sector’s GDP contribution
to 15% by the year 2022 has raised renewed interest in the sector. One area that has been viewed
with renewed optimism is the textile and apparel sector. It is argued that the textile and apparel
sector holds the potential of alleviating unemployment among the youth (KAM, 2018). It has
indeed been documented that manufacturers under the export processing zone (EPZ) banner
employ 21,000 people formally and 30,000 people informally (KAM, 2018).

DOI:10.5121/ijmvsc.2020.11302 17
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
Despite the importance of the textile and apparels industry to Kenya’s economic growth, the
industry has continued to face challenges which boarder on lack of government support and
environmental uncertainty (Ngulu, 2014). A report on the Kenyan Textile and Fashion Industry
by the Africa Cotton and Textile Industry Federation (ACTIF, 2017) identifies lack of policy
coherence and institutional alignment, weak business environment, lack of market readiness,
illicit imports and negative impact of second hand clothing, and lack of a clear national policy on
textile and apparel as among the major challenges that the textile and apparel industry in Kenya
has to contend with. Such challenges no doubt call upon the need to examine the textile value
chain and its supply chain management approach.

Indeed, a number of studies have been conducted to explore the diverse supply chain practices
that can be employed in the manufacturing value chain. In this regard, practices such as use of
informational technology (Han, Wang & Naim, 2017; Jin et al., 2014; Setia & Patel, 2013;
Queseda, Gazo & Sanchez, 2012); information sharing (Ali et al., 2017; Courtin, 2013); use of
information systems (Mulwa, 2015); and customer supplier relations (Kumar, Singh & Shankar,
2015; Queseda et al., 2012; Zekic & Samarzija, 2017) have been identified.

2. CONCEPT OF SUPPLY CHAIN MANAGEMENT AND ORGANIZATIONAL

PERFORMANCE
Competitive advantage remains a key focus among organizations yearning to enhance their
performance relative to their competitors. A plethora of studies point to the desire to understand
how to sustain competitive advantage among competing organizations (Porter & Kramer, 2006;
Liao & Hu(2007). It is argued that this desire among organizations informs strategic management
decisions (Flint & Van Fleet, 2005; King, 2007). In such a scenario of sustaining competitive
advantage, Jain, Dangayach, Agarwal and Banerjee (2010) contend that supply chain
management takes on, a more central role that requires keen interest. In essence, the argument
then is that processes under the supply chain possess the key to unlock organization’s competitive
ability.

Organizational performance is viewed from financial perspective outcome and operational

efficiency of a firm. The performance of the entire upstream and downstream plays a significant
role in decision making in regard to the value chain.( Kumar&Kushwaha,2018) Most previous
studies relating supply chain practices to organizational performance have concentrated mainly
on individual practices such as supply chain information systems and organizational performance
(Arende, 2015; Gilaninia et al., 2011; Kashani & Baharmast, 2017; Kibera & Orwa, 2016;
Mbaka, 2017; Modgil & Sharma, 2017; Mundia, Langat & Lelegwe, 2015); inventory
management and organizational performance (Elsayed & Wahba, 2016; Kwadwo, 2015; Mogere,
Oloko & Okibo, 2013; Mugarura, 2013; Onchoke & Wanyoike, 2016); Buyer-Supplier
relationship and organizational performance (Azeem & Ahmed, 2015; Gumboh & Gichira, 2015;
Ideet & Wanyoike, 2014; Ullah & Inayat, 2012; Vieira et al., 2013; Wachiuri, Waiganjo &
Oballah, 2015); transport management and organizational performance (Akdogana & Durak,
2016; Gitahi & Ogollah, 2014; Liberatore & Miller, 2016; Muchori, 2015; Mukolwe &
Wanyoike, 2015; Mwangangi, 2016; Ndubi, Iravo & Ochiri, 2016) and warehouse management
and organizational performance (Karimi & Namusonge, 2014; Mukolwe & Wanyoike 2015;
Saifudin, 2013; Wambua et al., 2015).

The direct link between supply chain management as a single construct measured through the
various practices, and organizational performance might particularly be important to examine
since the cumulative effect of each practice is expected to complement the effects of others and
improve organizational performance (D’Amours, Ronnqvist & Weintraub, 2008). Kenya has a
18
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
rich textile and apparel value chain with inputs such as cotton fibre locally sourced or imported;
yarn spinning; wearing and knitting; dyeing and finishing; and design and sewing (ACTIF, 2013).
This then made it necessary to consider the supply chain practices under one construct known as
supply chain management.

2.1 Government Support as a mediator

Quesada et al. (2012) identify government support, as an important facet that a company can
enjoy when sourcing for raw materials or products and, when using domestic materials aimed at
improved organizational performance. Elzarka et al. (2011) contend that the government is well
positioned to encourage logistic competency by making a series of reforms targeting the sector.
In this way, the sector becomes competitive in the international market. We posit that
government support measured through crafting of regulations, norms, policies and provision of
sector advice is a variable that has the potential to mediate the relationship between supply chain
management and organizational performance in the context of textile firms.

2.2 Environmental Uncertainty as a Moderator

Although supply chain management has the capability to predict organizational performance
through government support, not all textile and apparel firms are likely to enjoy improved
performance on this basis. Various factors within the firm’s context may influence the indirect
relationship between supply chain management and organizational performance via government
support. One variable that could potentially moderate such a relationship is environmental
uncertainty. According to Dwivedi and Butcher (2009), the product chain occasionally
experiences environmental issues which amount to unexpected changes in suppliers, customers,
technology and competitors. In the event that this does happen, Paulraj and Chen (2007a) argue
that, the realization of strategic supply management plans may be curtailed. We therefore
postulate that environmental uncertainty, measured in terms of changes exhibited in customers,
suppliers, competitors and technology moderates the indirect relationship between supply chain
management and the performance of textile firms in Kenya.

3. THE PRESENT STUDY

The present study sought to (1) establish the direct relationship between supply chain
management and organizational performance; (2) Investigate whether government support
mediates the relationship between supply chain management and organizational performance;
and (3) explore whether environmental uncertainty moderates the indirect relationship between
supply chain management and organizational performance via government support.
Consequently, the following hypotheses were postulated.

Hypothesis 1: Organizational performance is independent of supply chain management.

Hypothesis 2: Government support does not mediate the relationship between supply chain
management and organizational performance.

Hypothesis 3: Environmental uncertainty does not moderate the indirect relationship between
supply chain management and organizational performance via government support.

4. THEORETICAL REVIEW
Supply chain management is approached from two dominant schools of thought, the
microeconomics and the strategic management schools. Insight into the rather novel field of
19
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
supply chain management is therefore believed to benefit greatly from the Resource-Based View
(RBV) theory and the Transactions Cost Economics (TCE) theory (Abushaikha, 2014). It is
important to note here that RBV is mainly used in strategic management. However, on the basis
of assertions by Barralt et al, (2011) that application of theories used in other disciplines is
necessary for innovative insights into emerging fields, there is no denying its potential role as the
lens to examine the concept of supply chain management. Moreover, it is important to consider
the complementary role of the TCE in explaining decisions such as those taken in opting to
outsource.

The desire to underpin supply chain management on transaction cost economics theory is often
informed by the key function the supply chain management plays to reduce operational costs and
hence achieve competitive ability. The argument then as it is now was to cut down costs
associated with transactions, by adopting hierarchical governance. Geyskens et al. (2006) argue
that Hierarchical governance which involves intra-firm transactions has the edge over market
governance that uses the traditional supply and demand approaches.
Uncertainty in terms of business environment and supply chain behaviour gives credence to the
need to underpin SCM on the TCE theoretical framework. The turbulent nature of the business
environment in contemporary society is such that it becomes difficult to anticipate the direction
the supply chain may take (Cousins, 2005; Wong et al, 2011). Williamson (1979 as cited in
Abushaikha, 2014) argues that uncertainty in the case of supply chain management which may be
in terms of technology and volume can lead to increased costs due to re-organizing the supply
chain.

5. METHODOLOGY
The study targeted 1900 employees drawn from textile and apparel firms located in Nairobi City
County (ACTIF, 2017). From a stratified sample of 320 employees (Stratified across the finance,
transport and logistics, production / operations; and procurement/stores departments), 309
employees who were largely male (61.2%), in possession of either a bachelors degree (46.9%) or
diploma (33%) and; most of who had an experience of 1-5 years working in the textile industry
(54.0%), participated in the study.

Data were initially cleaned for missing values and outliers. The PROCESS Macro (Model 4) in
SPSS (Hayes, 2013) was employed to examine whether government support mediated the
relationship between supply chain management and organizational performance. The PROCESS
Macro (Model 58 see Fig 1) was used to examine the moderated mediation in which
environmental uncertainty was conceptualized as the moderating variable to the indirect
relationship between supply chain management and organizational performance.

Government
Support (M)

Environmental
Uncertainty (W)

Supply Chain Organizational

Management (X) Performance (Y)

Fig. 1: Conceptualized Moderated Mediation Model

20
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020

6. RESULTS
6.1 Preliminary Analyses

Missing values were assessed using the MCAR technique. Cases having missing values in the
excess of 5% were deemed serious and deleted from further analyses. Otherwise they were
replaced using mean substitution (Baraldi & Enders, 2010). The percentage of missing data was
small (<5%). Outliers were examined using Box plots which have been identified as suitable in
boxing observations that lie around the median and isolating outliers (Tabachnick & Fidell,
2013). None of the four variables used in the study had outliers.

Correlation results in Table 1 show that supply chain management was positively associated with
government support, environmental uncertainty, and organizational performance; government
support was positively associated with environmental uncertainty and organizational
performance. Similarly, environmental uncertainty was positively correlated with organizational
performance.

Table 1: Correlations

Supply Chain Government Environmental Organizational

Management Support Uncertainty Performance
Supply Chain
1
Management
Government Support .599** 1
Environmental
.623** .528** 1
Uncertainty
Organizational
.461** .540** .508** 1
Performance

**. Correlation is significant at the 0.01 level (2-tailed).

6.2 Testing the Effect of Supply Chain Management on Organizational

Performance
A linear regression was run to test the effect of supply chain management on organizational
performance. The regression results indicated that supply chain management positively and
significantly predicts organizational performance (b=0.401, p<0.005). The model relating supply
chain management to organizational performance was significant, F (1, 307) = 82.928 (Table 2),
explained 21.3% of the variation in organizational performance, and represented a medium effect
(Adjusted R2 = 21.0%).
Table 2: Regression Weights

Unstandardized Standardized 95.0% Confidence

Coefficients Coefficients Interval for B
Lower Upper
B Std. Error Beta t Sig. Bound Bound
1 (Constant) .876 .080 10.982 .000 .719 1.033
Supply Chain
.401 .044 .461 9.107 .000 .315 .488
Management
a. Dependent Variable: Organizational performance (R 2=.213; Adj.R2=.210;
F (1, 307) = 82. 928)

21
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020

6.3 Testing for Mediation Effects

A simple mediation using the PROCESS Macro (Model 4) was conducted (Hayes, 2013). Results
displayed in Fig 2 indicated that supply chain management impacted positively on government
support (a= 0.615, p<0.005), and government support was subsequently related to organizational
performance (b=0.349, p<0.005).

Fig 2: Simple Mediation Path Diagram

The 95% confidence interval created by a 10,000 bootstrap samples (see Table3) revealed that
the indirect effect (ab= 0.215) was above zero (0.139 to 0.299), an indication that government
support mediated the relationship between supply chain management and organizational
performance.

Table 3: Indirect Effects

Indirect Effect of Supply Chain Management on Organizational Performance through

Government Support

Effect BootSE BootLLCI BootULCI

.2145 .0405 .1394 .2986

6.4 Testing for Moderated Mediation

To test whether environmental uncertainty moderates the indirect relationship between supply
chain management and organizational performance via government support, the PROCESS
Macro (Model 58) was used. Under this model, the moderating effect of environmental
uncertainty on the relationship between supply chain management and government support was
first estimated. This was then followed with an estimation of the moderating effect of
environmental uncertainty on the relationship between government support and organizational
performance.

As illustrated in Table 4, the interaction between supply chain management and environmental
uncertainty on government support was found to be non-significant (b=0.09, p=0.85). The
relationship between supply chain management and government support was therefore not
moderated by environmental uncertainty.

22
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
Table 4: Interactions

Model
Coeff Se t p LLCI ULCI
Constant .00 .00 -.10 .92 -.01 .01
Supply Chain .46 .06 7.66 .00 .34 .57
Management
Govt. Support .21 .05 4.45 .00 .12 .30
Int_1 .09 .46 .19 .85 -.82 1.00
Product terms key:
Int_1 Supply Chain Mgt X Govt. Support M

Similarly, the illustration in Table 5 indicates that the interaction between government support
and environmental uncertainty on organizational performance was also non-significant, b=-0.28,
p=0.45. The relationship between government support and organizational performance was also
not moderated by environmental uncertainty.

Table 5: Interactions

Model
Coeff Se t p LLCI ULCI
Constant 1.60 .00 503.47 .00 1.60 1.61
SupChainMgt .08 .06 1.35 .18 -.03 .18
Govt. Support .29 .05 5.60 .00 .19 .39
Env. Uncertainty .19 .04 4.50 .00 .11 .27
Int_1 -.28 .37 -.75 .46 -1.00 .45
Product terms key:
Int_1 Govt. Support X Env. Uncertainty M

The moderation plot in Fig 3 confirmed that environmental uncertainty did not moderate the
relationship between government support and organizational performance. The slopes of the lines
depicting lower levels of environmental uncertainty (1 SD below mean) and that depicting higher
levels of environmental uncertainty (1 SD above mean) were relatively the same.

Fig 3: Variables Moderation

23
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
The bootstrap results (Table 6) indicated that the conditional indirect effects of supply chain
management on organizational performance via government support was moderated by
environmental uncertainty. For low levels of environmental uncertainty, the indirect effect of
supply chain management on organizational performance was significant, b=0.14, SE=0.04, 95%
CI = (0.07, 0.22). Similarly, the indirect effect for higher levels of environmental uncertainty was
also significant, b=0.12, SE=0.04, 95% CI = (0.05, 0.22).

Table 6: Results

Conditional Indirect Effect of Supply Chain Management on Organizational

Performance through Government Support

Level of Leader Effect BootSE BootLLCI BootULCI

member exchange
Lower .14 .04 .07 .22
Higher .12 .04 .05 .22

7. DISCUSSION
The direct relationship between supply chain management and organizational performance has
attracted extensive support empirically (Al-Shboul et al., 2017; Gandhi, Shaikh & Sheorey, 2017;
Karimi & Rafiee, 2014). These findings then add to this extensive empirical evidence by
affirming that supply chain management is indeed a sure way of ascertaining improved
performance of textile firms in Kenya. The study also finds that government support can heighten
the relationship between supply chain management and the performance of textile firms through
mediation. This finding is quite significant considering that previous studies have failed to
examine the role of the government in mediating relationships aimed at organizational
performance.

While some studies have attempted to examine the role of administrative capacity (Andrews &
Boyne, 2010); the impact of political leadership on organizational performance (Francesca et al.,
2009) and the impact of e-government on organizational performance (Kareem & Haseeni,
2015). The particular role the government plays in the performance of manufacturing firms has
hitherto remained unknown. This study therefore establishes that textile firms in Kenya would
thrive better if the government is supportive in terms of the requisite norms, policies, regulations,
and advice.

Perhaps a major contribution that this study makes and which, has not been hitherto explored is
the fact that the indirect relationship between supply chain management and organization
performance via government support can be moderated by environmental uncertainty. It has been
pointed out that environmental uncertainty impacts negatively on firm performance (Ambrose,
Marshall & Lynch, 2010). This can however be reduced when other factors such as government
support are brought into the value chain.

8. CONCLUSION
The study confirms that it is not enough to manage the textile supply chain in order to achieve
improved performance of the firms but, rather the government ought to take the initiative of
providing the necessary support in form of reforms and policy guidelines. This has potential to
have an indirect influence on the relationship between supply chain management and the
performance of the textile industry. In addition, while it may be important to harness government
24
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
support, textile players should take cognizance of environmental uncertainty which may render
government support and supply chain management null and void by, moderating the indirect
relationship between supply chain management and the performance of the textile firms under the
support of the government. This study therefore contributes to existing knowledge by showing
that performance of textile firms could be a function of several factors that interact in diverse
ways. However, the challenge associated with the study is the sample design and thus replicating
the results to other study settings is not justifiable. Therefore it is advisable scholars to pursue the
same study in a wider context.

9. ACKNOWLEDGEMENT
The author could like to thank the Government of Kenya through the National Commission for
science technology and innovation for promoting knowledge, increased awareness and adequate
information of research system. Special thanks to all the respondents who contributed to the
success of the study.

REFERENCES
[1] Abushaikha, I. (2014). Supply Chain Integration from a Resource-based View Perspective
[2] African Cotton & Textile Industries Federation (ACTIF) (2017). Policy Research on the Kenyan
Textile Industry. Findings and Recommendations
[3] Akdogana, M.S. & Durak, A. (2016). Logistic and marketing performances of logistics companies: A
comparison between Germany and Turkey. Procedia - Social and Behavioral Sciences 235 ( 2016
):576 – 586
[4] Ali, M.M., Babai, M.Z., Boylan, J.E., & Syntetos, A. A (2017). Supply chain forecasting when
information is not shared. European Journal of Operational Research 260: 984-994
[5] Al-Shboul, M., Barber, K. D., & Garza-Reyes, A.J., Kumar, V. & Abdi, R.(2017). The Effect of
Supply Chain Management Practices on Supply Chain and Manufacturing Firms Performance.
Journal of Manufacturing Technology Management. 28. 10.1108/JMTM-11-2016-0154.
[6] Ambrose E, Marshall D, Lynch D. Buyer supplier perspectives on supply chain relationships.
International Journal of Operations & Production Management (2010) 30:1269.
[7] Andrews, R. and G. A. Boyne. 2010. "Capacity, Leadership, and Organizational Performance:
Testing the Black Box Model of Public Management." Public Administration Review, 70(3): 443-454
[8] Arende, S.O. (2015). Effects of Technology Adoption on the Procurement Process at Kenya
Maritime Authority Mombasa. The International Journal Of Business & Management.
Vol 3 Issue 10
[9] Azeem, K., & Ahmed, H. (2015). A study on the Role of Buyer-Supplier Relationship on
Organizational Performance: Perspective of Beverage Industry. Scholedge International Journal of
Management and Development, 2(5).
[10] Baraldi, A.N. & Enders, C.K. (2010). An introduction to modern missing data analyses. Journal of
School Psychology 48: 5–37
[11] Barratt, M., Choi, T.Y. and Li, M. (2011), “Qualitative cases studies in operations management:
Trends, research outcomes and future research implications”, Journal of Operations
Management, 29(4), pp329-342
[12] Courtin, G. (2013). Supply chain and the future of applications. Research Report Case of
Manufacturing Firms. International Journal of Economics, Commerce and Management, 3(5), 1625 –
1656
[13] Cousins, P. D. (2005).The alignment of appropriate firm and supply strategies for competitive
advantage. International Journal of Operations & Production Management, 25(5), 403–428.
[14] Dwivedi, A. & Butcher, T. (2009). Supply Chain Management and Knowledge Management:
Integrating Critical Perspectives in Theory and Practice
[15] Egyptian Clothing Companies. SSRN Working Paper Series (2011).
[16] Elsayed, K., & Wahba, H. (2016). Reexamining the relationship between inventory management and
firm performance: An organizational life cycle perspective. Future Business Journal 2 (2016) 65–80

25
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
[17] Elzarka S, Tipi N, Hubbard N, Bamford C. Creating a Logistics Competency Framework
[18] Flint, G. D., & Van Fleet, D. D. (2005). A comparison and contrast of strategic management and
classical economic concepts: Definitions, comparisons, and pursuit of advantages. Retrieved on
9 April, 2006, from http://www.uvsc.edu/ schools/business/facultyScholar/jbi/jbi_v3.html.
[19] Francesca G., Greasley, S. Peter J. & Stoker, G. (2009) The Impact of Political Leadership on
Organisational Performance: Evidence from English Urban Government, Local Government Studies,
35:1,75-94, DOI: 10.1080/03003930802574466
[20] Gandhi, A., Shaikh, A., & Sheorey, P.(2017). Impact of supply chain management practices on firm
performance: Empirical evidence from a developing country. International Journal of Retail &
Distribution Management. 45. 366-384. 10.1108/IJRDM-06-2015-0076.
[21] Gilaninia, S., Mousavian, S.J., Tayebi, F., Panah, M.P., Ashouri, S., Touhidi, R., Nobahar, R., Azizi,
N., & Seighalani, F.Z. (2011). The Impact of Information Technology Application on Supply Chain
Performance. Interdisciplinary Journal of Contemporary Research in Business, 3(8).
[22] Gitahi, P.M.,& Ogollah, K. (2014). Influence of Fleet Management Practices on Service Delivery To
Refugees in United Nations High Commissioner for Refugees Kenya Programme. European Journal
of Business Management Vol.2, Issue 1
[23] Gumboh, J., & Gichira, R. (2015). Supply Chain Collaboration among SMEs in Kenya: A Review of
Collaboration Barriers. International Journal of Humanities and Social Science Vol. 5, No. 9(1);
[24] Han, J.H., Wang, Y., & Naim, M. (2017). Re-conceptualization of information technology flexibility
for supply chain management: An empirical study. International Journal of Production Economics
187:196–215.
[25] Hayes, A. F. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis: A
Regression-Based Approach. New York: Guilford Press.
[26] Ideet, I.L., & Wanyoike, D. (2014). Role of Buyer-Supplier Relationship on Supply Chain
Performance in the Energy Sector in Kenya: A Survey of Kenya Power and Geothermal Development
Companies.International Journal of Science and Research. Volume 3 Issue 10.
[27] Jain, J., Dangayach, G. S. , Agarwal, G. & Banerjee, S. (2010). Supply chain management:
literature review and some issues.Journal of Studies on Manufacturing, 1 (1): 11-25.
[28] Jin, Y., Vonderembse, M., Ragu-Nathan, T.S., & Smith, J.T., (2014). Exploring relationships among
IT-enabled sharing capability, supply chain flexibility, and competitive performance. Int. J. Prod.
Econ. 153, 24–34.
[29] Kareem, M.A. & Haseeni, Z.J. (2015). E-Government and Its Impact on Organizational Performance.
International Journal of Management and Commerce Innovations, 3(1): 664-672
[30] Karimi, E. & Rafiee, M. (2014). Analyzing the Impact of Supply Chain Management Practices on
Organizational Performance through Competitive Priorities (Case Study: Iran Pumps Company).
International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1):
1-15
[31] Karimi, K. &Namusonge G.S. (2014). Role of Information Technology on Warehouse Management
in Kenya: A Case Study of Jomo Kenyatta University of Agriculture and Technology. International
Journal of Academic Research in Business and Social Sciences 4 (11), 36-54
[32] Kashani, F.H., & Baharmast, S (2017). Effect of Supply Chain Information Systems on Firm
Performance: An Empirical Case Study. Engineering, Technology & Applied Science Research, 7(2).
[33] Kenya Association of Manufacturers (2018). Manufacturing in Kenya Under the ‘Big 4 Agenda’ A
Sector Deep-dive Report.
[34] Kibera, L.W., & Orwa, B. (2015). Implementation of Integrated Supply Chain in Manufacturing
Companies Kenya: A Case of Bidco Oil Refineries. International Journal of Education and Research
Vol. 4 No. 3
[35] King, A. W. (2007). Disentangling interfirm and intrafirm causal ambiguity:A conceptual model
of causal ambiguity and sustainable competitive advantage. Academy of Management Review,
32(1), 156–178.
[36] Kumar A., Kushwaha G.S., 2018. Supply chain management practices and operational performance
of fair price shops in India: an empirical study. Log Forum 14 (1), 85-99.
[37] Kumar, R., Singh, R.K., & Shankar, R (2015). Critical success factors for implementation of supply
chain management in Indian small and medium enterprises and their impact on performance. IIMB
Management Review 27, 92-104.

26
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
[38] Kwadwo, B. P. (2015). The impact of efficient inventory management on profitability: evidence from
selected manufacturing firms in Ghana. International Journal of Finance and Accounting, 5(1): 22-26
[39] Liao, S. H., & Hu, T. C. (2007). Knowledge transfer and competitive advantage on environmental
uncertainty: An empirical study of the Taiwan semiconductor industry. Technovation, 27, 402–411
[40] Liberatore, M.J., & Miller, T. (2016) Outbound Logistics Performance and Profitability:
Taxonomy of Manufacturing and Service Organizations. Bus Eco J 7:221. doi:10.4172/2151-
6219.1000221
[41] Mbaka, A.O. (2017). Influence of Integrated Financial Management Information System on Supply
Chain Effectiveness: A Case of Kirinyaga County Government. Master’s Thesis Presented to United
States International University-Africa
[42] Modgil, S. & Sharma, S. (2017). Information Systems, Supply Chain Management and Operational
Performance: Tri-linkage—An Exploratory Study on Pharmaceutical Industry of India. Global
Business Review, 18(3).
[43] Mogere, K., Oloko, M. & Okibo, W. (2013). Effect of Inventory management practices on
Operational Performance of Tea Processing Firms: A Case Study of Gianchore Tea Factory, Nyamira
County, Kenya. The International Journal Of Business & Management, 1 (5), 12-27.
[44] Muchori, P.K. (2015). The Effects of Road Traffic Congestion on the Efficiency of Freight Logistics:
A Survey of the Port of Mombasa. The International Journal of Business & Management. Vol 3 Issue
10.
[45] Mugarura, K. (2013). The Impact of Inventory Management and Performance of Private
Organizations in Uganda. A Case Study of Coca- Cola Mbarara Plant in Mbarara Municipality
(Bachelor’s Research Report). Bishop Stuart University, Uganda.
[46] Mukolwe, G.A., & Wanyoike, D.M. (2015). An Assessment of the Effect of Logistics Management
Practices on Operational Efficiency at Mumias Sugar Company Limited, Kenya. International Journal
of Economics, Commerce and Management United Kingdom Vol. III, Issue 6
[47] Mulwa, L.M. (2015). Determinants of Supply Chain Management Practices in Organizations.
Proceedings from 1st DBA-Africa Management Review International Conference 20th March , 2015
Pp. 196-211.
[48] Mundia, C., Langat, E.K., &Lelegwe S.(2015). Effect of Information System on Upstream Supply
Chain Management Among Supermarkets in Nakuru Town, Kenya. International Journal of
Economics, Finance and Management Sciences. Vol. 3, No. 5, 2015, pp. 535-540.
[49] Mwangangi, P.W. (2016). Influence of Logistics Management on Performance of Manufacturing
Firms in Kenya. PhD Thesis Presented to Jomo Kenyatta University of Agriculture and Technology
[50] Ndubi, S.O., Iravo, A.M., Ochiri, G. (2016). Effect of Lead Time Variability on Inbound Logistics
Performance in Safaricom Limited. International Academic Journal of Procurement and Supply
Chain Management | Volume 2, Issue 2, pp. 179-205
[51] Ngulu, G. (2014). Competitiveness of Kenyan Textile Industry at the International Markets under the
Africa Growth and Opportunity Act (AGOA). Master’s Thesis Submitted to University of Nairobi.
[52] Omai, K.M. (2013). Determinants of Electronic Procurement on Supply Chain Performance: A
Survey of Tea Factories in Kisii County-Kenya. Interdisciplinary Journal of Contemporary Research
in Business.Vol 4, No 12.
[53] Onchoke, B. N., & Wanyoike, D. M. (2016). Influence of Inventory Control Practices on
Procurement Performance of Agrochemicals Distributors in Nakuru Central Sub-County, Kenya.
International Journal of Economics, Finance and Management Sciences. 4 (3), 117-126
[54] Paulraj, A. & Chen, I.J. (2007a). Environmental Uncertainty and Strategic Supply Management: A
Resource Dependence Perspective and Performance Implications. Journal of Supply Chain
Management 43:29.
[55] Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive
advantage and corporate social responsibility. Harvard Business Review, 79–92.pp. 263-280
[56] Quesada,H., Gazo,R.,& Sanchez, S (2012). Critical Factors Affecting Supply Chain Management: A
Case Study in the US Pallet Industry. Retrieved from www.intechopen.com
[57] Saifudin, A.M., Zainuddin, N., Santhirasegaran, & Nadarajan, S.R. (2013). Warehouse Layout and
Efficiency in Small and Medium Enterprises (SMES): A Management Information System
Perspective. Proceedings of 4th International Conference on Education and Information Management
(ICEIM-2013) 276

27
 International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 11, No. 3, September 2020
[58] Salazar-Xirinachs, J.M.; Nübler, I. & Kozul-Wright, R. (2014). Transforming economies: Making
industrial policy work for growth, jobs and development. International Labour Office. – Geneva:
ILO, 2014
[59] Setia, P., & Patel, P.C. (2013). How information systems help create OM capabilities: Consequents
and Antecedents of Operational Absorptive Capacity. J. Oper. Manag. 31(6), 409–431.
[60] Signé, L. (2018). The potential of manufacturing and industrialization in Africa Trends, opportunities,
and strategies. Brooking
[61] Tabachnick, B.G. & Fidell, L.S. (2013) Using Multivariate Statistics. Pearson, Boston.
[62] Ullah & Inayat.(2012).Role of Buyer-Supplier Relationship and Trust in Organizational Performance.
Delhi Business Review. 13. 74-82.
[63] United Nations Industrial Development Organization, 2017. Industrial Development Report 2018.
Demand for Manufacturing: Driving Inclusive and Sustainable Industrial Development. Vienna.
[64] Vieira, L.M., Paiva, E.L. & Finger,A.B.(2013). Trust and supplier-buyer relationships: an empirical
analysis. Brazilian Administration Review, 10(3).
[65] Wachiuri, E.W., Waiganjo, E.,& Oballah, D. (2015). Role of Supplier Development on
Organizational Performance of Manufacturing Industry in Kenya; a Case of East Africa Breweries
Limited. International Journal of Education and Research Vol. 3 No. 3
[66] Wambua, B. J., Okibo, W. B., Nyang’Au, A., & Ondieki, S. M. (2015). Effects of Inventory
Warehousing Systems on the Financial Performance of Seventh Day Adventist Institutions: A Case of
Adventist Book Centers (ABC), Kenya. International Journal of Business and Management, 10(4),
p259.
[67] Yousefi, N.,& Alibabaei, A. (2015).Information flow in the pharmaceutical supply chain. Iran J.
Pharm Res.14(4): 1299-1303.
[68] Zekić, Z.L.,& Samaržija.(2017).Analysis of the impact of selected supply chain management factors
on the performance...EKONOMSKI PREGLED, 68 (1) 59-87.

AUTHOR
Dr.Enock Gideon Musau with over 6 years of experience as a Lecturer and
Programme Leader for purchasing and supplies management based at the
department of management science in the School of business and economics Kisii
University Kenya. He has Ph.D. in Supply Chain Management from Jomo
Kenyatta University of Agriculture and Technology, Nairobi, Kenya, Master of
Science (MSc) in Procurement and logistics from Jomo Kenyatta University of
Agriculture and Technology, Nairobi, Kenya and Bachelor of Business
Management-Purchasing and supplies, Moi University, Eldoret, Kenya. He has
extensive administrative and management experience in the private sector
particularly in the transport and logistics sector. His research interests include but
not limited to Supply chain Management, Value chain Management, Supply Chain Information technology
in service delivery and distribution, Logistics management and planning, Demand forecasting and planning
and change Management.

28