Ivan Henry Ogaino2026-06-302026-06-302026-05-08HenryHenryhttps://hdl.handle.net/20.500.12311/3448An assessment of the hindrances to the adoption of Sustainable Supply Chain Practices (SSCP) at Mukwano Industries Ltd. Due to the increased focus worldwide on sustainability, manufacturing organizations have been compelled to consider sustainability in terms of environmental, socio- economic, and other aspects of the supply chains. However, despite the need for the organizations in developing countries to adopt these initiatives, they fail to do so in a significant manner. Therefore, the purpose of the study is to identify any financial, technological, organizational, and institutional barriers to the adoption of SSCP at Mukwano Industries Ltd. Descriptive research was adopted along with the application of quantitative method. The questionnaires were administered to employees involved in procurement, logistics, manufacturing, and management departments. Descriptive statistics, including means and standard deviations, were used to analyze the collected data. The results show that the high cost of implementing SSCP, inadequate financial resources, poor technological infrastructure, employee resistance, lack of top management commitment, insufficient knowledge of sustainability practices, and weak enforcement of environmental regulations are among the key barriers to the adoption of SSCP. Organizational and financial constraints emerged as the most significant challenges affecting implementation. In conclusion, although Mukwano Industries Ltd recognizes the importance of sustainable supply chain practices, various internal and external barriers limit their effective adoption. The study recommends strengthening management support, enhancing employee capacity through training, adopting appropriate technologies, ensuring proper budgeting and allocation of funds, and enforcing environmental laws. This research contributes valuable insights to the existing body of knowledge on sustainable supply chain management in developing countries.enArticle