SUPPLIER RELATIONSHIP MANAGEMENT PRACTICES AND PROCUREMENT PERFORMANCE OF RWANDA DEVELOPMENT BOARD

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Published Dec 1, 2025
DOI https://doi.org/10.61426/business.v6i1.458

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MARIAM UWASE
School of Business and Economics, Mount Kenya University, Kenya
MALGIT AMOS AKIMS, PhD
School of Business and Economics, Mount Kenya University, Kenya

Abstract

Background: Supplier Relationship Management (SRM) is increasingly recognized as a critical factor influencing procurement performance in public institutions. This study examined the effect of SRM on the procurement performance of the Rwanda Development Board (RDB), guided by the Network Perspective Theory, Communication Theory, and Commitment-Trust Theory. The study specifically focused on the roles of supplier collaboration, supplier commitment, and supplier feedback in improving procurement efficiency, reliability, and accountability.


Methods: A descriptive and correlational research design was employed, integrating both quantitative and qualitative approaches. Data were collected from 112 respondents through structured questionnaires and analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis with SPSS version 30.


Results: The regression model was statistically significant (F = 103.86, p < .001), explaining 74.3% of the variance in procurement performance (R² = 0.743). All SRM dimensions had a significant positive influence on procurement outcomes. Supplier commitment emerged as the strongest predictor (β = .445, p < .001), followed by supplier feedback (β = .320, p < .001) and supplier collaboration (β = .182, p = .006). Descriptive results indicated high agreement across all SRM dimensions (M = 4.05–4.08). Qualitative findings further revealed that collaborative planning reduced procurement cycle time by 12%, while feedback mechanisms reduced procurement errors by 15% and delivery complaints by 20%.


Conclusion: The findings demonstrate that supplier collaboration, commitment, and feedback collectively enhance procurement performance at RDB. The study recommends institutionalizing supplier engagement forums, loyalty programs, and digital feedback dashboards to strengthen SRM practices. Policymakers, including RPPA and MINECOFIN, should reinforce SRM frameworks through policy support and capacity building to sustain procurement efficiency.

Article Details

Issue
Vol 6 No 1 (2025)
Section
Articles
Author Biographies

MARIAM UWASE, School of Business and Economics, Mount Kenya University, Kenya

School of Business and Economics, Mount Kenya University, Kenya

MALGIT AMOS AKIMS, PhD, School of Business and Economics, Mount Kenya University, Kenya

School of Business and Economics, Mount Kenya University, Kenya

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