Examining relationship between supplier relationship management and operational efficiency Case study: PPDA Authority
| dc.contributor.author | Ruth Nkamusiima | |
| dc.date.accessioned | 2026-06-26T16:31:54Z | |
| dc.date.available | 2026-06-26T16:31:54Z | |
| dc.date.issued | 2026-04-28 | |
| dc.description | Undergraduate | |
| dc.description.abstract | This study examined the influence of supplier relationship management practices on operational efficiency at the Public Procurement and Disposal of Public Assets Authority (PPDA). Specifically, the study focused on supplier collaboration, ethical procurement practices, and supplier performance monitoring as key dimensions of supplier relationship management. The study was guided by three objectives: to examine how supplier collaboration relates to cost efficiency, to assess the relationship between ethical procurement practices and service quality, and to determine how supplier performance monitoring relates to timely delivery. A cross-sectional research design was adopted, and data were collected from 24 respondents using structured questionnaires. Quantitative data were analyzed using the Statistical Package for Social Sciences (SPSS), employing both descriptive statistics (frequencies, percentages, means, and standard deviations) and inferential statistics (Pearson correlation and multiple regression analysis). The findings revealed that all the independent variables were positively associated with operational efficiency. Supplier performance monitoring showed a strong and statistically significant effect on operational efficiency (β = 0.74, p = 0.036), indicating that continuous evaluation and monitoring of suppliers play a critical role in improving timely delivery and overall organizational performance. Supplier collaboration (β = -0.01, p = 0.965) and ethical procurement practices (β = 0.13, p = 0.661), although positively correlated with operational efficiency, were not statistically significant predictors in the regression model. The model summary indicated that the independent variables collectively explained 72% of the variation in operational efficiency (R² = 0.72), suggesting that supplier relationship management practices play an important role in influencing organizational performance. However, the relatively high correlations among variables indicate possible overlap between constructs, and the findings should therefore be interpreted with caution. In addition, the small sample size limits the generalizability of the results. The study concludes that supplier performance monitoring is the most critical factor in enhancing operational efficiency at PPDA, while supplier collaboration and ethical procurement practices remain important supportive practices. The study recommends strengthening supplier performance monitoring systems, enhancing collaboration mechanisms, and maintaining ethical procurement standards to improve operational outcomes. | |
| dc.identifier.uri | https://hdl.handle.net/20.500.12311/3425 | |
| dc.language.iso | en | |
| dc.publisher | Uganda Christian University | |
| dc.title | Examining relationship between supplier relationship management and operational efficiency Case study: PPDA Authority | |
| dc.type | Dissertation |