Supplier Quality Management Practices and Procurement Performance of Nakuru County Government, Kenya

Increased competition and persistent inefficiencies in public procurement have heightened the need for effective supplier quality management practices (SQMPs) to enhance organizational performance. This study examined the influence of SQMPs on procurement performance of Nakuru County Government, Kenya, focusing on four dimensions: supplier selection, supplier audits, supplier development, and supplier integration. Guided by the Resource-Based View, Kaizen, and Theory of Constraints, the study adopted a descriptive cross-sectional research design. The target population comprised 409 respondents, including departmental accounting officers, procurement committees, and registered tenderers, from which a sample of 202 was drawn using stratified random sampling. Data were collected through semi-structured questionnaires and analyzed using descriptive statistics, correlation, and multiple regression. The findings revealed that all four SQMP dimensions had significant positive effects on procurement performance. Supplier selection emerged as the strongest predictor, underscoring the importance of transparent, merit-based evaluation frameworks. Supplier audits were found to be vital in enhancing quality assurance and risk management, though their potential was underutilized due to inconsistent implementation. Supplier development contributed moderately, with noticeable gains in cost reduction and quality improvement but limited impact in technology transfer. Supplier integration demonstrated significant influence, particularly through technology use and collaborative planning, though gaps in consistent information sharing persisted. Regression analysis showed that the four practices collectively explained 62.7% of the variance in procurement performance, confirming their critical role in improving efficiency, accountability, and service delivery. The study recommends institutionalizing standardized frameworks for supplier selection and audits, allocating dedicated resources for supplier development, and enhancing information sharing through digital platforms. Further research should extend to other county governments and sectors to capture broader insights and investigate additional factors explaining the remaining 37.3% of performance variance.