ADOPTION OF E-PROCUREMENT AND ITS IMPACT ON PERFORMANCE OF

TELECOMMUNICATION COMPANIES IN KENYA

A CASE STUDY OF SAFARICOM LIMITED.

NAME : ISAAC MURUNGA WANYONYI

COURSE CODE: 2903/308

INDEX NUMBER. : 1061220201

COURSE NAME : DIPLOMA IN SUPPLY CHAIN MANAGEMENT

SUPERVISOR : MR. JOHNSTONE SANGURA

SERIES : JULY,2025

A RESEARCH PROJECT SUBMITTED TO KENYA NATIONAL COUNCIL OF

EXAMINATION IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD OF DIPLOMA IN SUPPLY CHAIN MANAGEMENT
 DECLARATION

I Isaac Wanyonyi, declare that this research project is my original work and has never been
presented for a diploma in any other institution. No part of this project may be reproduced
without my consent or that of The Kenya Coast National Polytechnic,

Signature……………………………………..Date…………………………………………

ISAAC MURUNGA WANYONYI

1061220201

Signature……………………………………..Date…………………………………………

MR. JOHNSTONE SANGURA

SUPERVISOR
 DEDICATION
I dedicate this research project to my parents and lecturers. Their support and encouragement
contributed immensely to the success of this project.
 ACKNOWLEDGEMENT

I acknowledge my family and friends for their support. I also acknowledge God for giving
me strength and the will to undertake the research project. I am deeply indebted to my
supervisor for tireless and valuable guidance and support. Thank you for your constant and
constructive criticism.
 ABSTRACT
The adoption of e-procurement has become increasingly prevalent in the telecommunications
sector as companies seek to enhance efficiency and performance. This study aim was to
analyze the adoption of e-procurement and its impact on the performance of
telecommunication companies in Kenya, with a focus on Safaricom Limited. The specific
objectives are to investigate the impact of electronic tendering, examine the effect of
electronic invoicing, analyze the impact of electronic payment, and assess the effect of e-
auctioning on procurement on the performance of telecommunication companies. The study
employed a descriptive research design, utilizing both primary and secondary data sources.
The target population consisted of 50 employees and 10 managers of Safaricom Limited. A
stratified random sampling technique was used to select participants. Data was collected
through structured questionnaires administered to respondents, employing the Likert scale to
gauge perceptions. Secondary data comprised publications and journals. Data analysis
involved a descriptive statistics and percentages using Microsoft Excel software. The findings
were presented using percentage distributions, pie charts, and graphs. The study was guided
by the Innovation Diffusion Theory, Transaction Cost Theory, Efficiency Theory, and Supply
Chain Management [Link]’s recommended that telecommunication firms invest further in
E-procurement training system upgrades and cyber security to maximizes the benefits of
digital procurement transformation. Additionally, policy support and internal change
management initiative are crucial for successful adoption and sustainability. The study
contributes to a growing body of knowledge on digital procurement strategies and offers
practical insights for organizational performance optimization in the telecommunication
sector
CHAPTER ONE
1.0 Introduction
Technology has become a cornerstone for enhancing operational efficiency and
organizational performance in the modern business landscape. Adopting e-procurement,
which integrates technology into the procurement process, has transformed traditional
procurement methods by enabling automation, transparency, and cost-effectiveness. E-
procurement systems facilitate the seamless management of procurement activities such as
supplier selection, tendering purchase orders and payment, making it a critical tool for
improving supply chain efficiency. This chapter introduces the study; it contains the
background of the study, the statement of the problem, objectives of the study, research
questions, and significance of the study and limitations.

1.1 Background of the Study

In recent years, the adoption of e-procurement systems has gained significant attention as
organizations seek to streamline their procurement processes and enhance efficiency. This
phenomenon is particularly noteworthy in the telecommunications sector, where companies
operate in highly competitive environments and are constantly seeking ways to improve
performance and reduce costs. E-procurement refers to the use of internet-based platforms
and technology to facilitate the procurement of goods and services, offering benefits such as
cost savings, process efficiency, and improved transparency (KPMG, 2020]. Globally, the
adoption of e-procurement by telecommunications companies in Kenya contributes to the
growing body of research on the intersection of technology and procurement management.
Globally, organizations across various industries are increasingly recognizing the strategic
importance of e-procurement in achieving operational excellence and gaining a competitive
edge (Qin et al., 2023). As the telecommunications industry continues to evolve in response
to technological advancements and changing market dynamics, understanding the impact of
e-procurement on performance becomes crucial for both practitioners and researchers. By
examining the experiences of telecom companies in Kenya, this study aims to generate
insights that are relevant not only at the local and regional levels but also within the broader
context of global business and technology trends.
One of the key advantages of e-procurement is its ability to centralize procurement data and
provide real-time visibility into the procurement process. Through integrated e-procurement
platforms, organizations can track requisitions, purchase orders, and supplier performance
metrics in a centralized database, enabling better decision-making and risk management
(Gupta & Narula, 2019). Furthermore, e-procurement systems often incorporate features such
as electronic catalogs, contract management tools, and automated approval workflows, which
help standardize procurement practices and ensure compliance with organizational policies
and regulations (Kraemer et al., 2021). This standardization not only improves process
efficiency but also reduces errors and maverick spending, leading to cost savings and
improved financial performance (Huang et al., 2023).

From a regional perspective, the adoption of e-procurement in the telecommunications sector

aligns with broader trends observed across Africa. Countries in the region are increasingly
embracing digital technologies to drive economic growth and improve service delivery
(United Nations Economic Commission for Africa, 2022). In the telecommunications
industry specifically, e-procurement offers the potential to enhance supply chain
management, reduce operational costs, and promote transparency and accountability
(Acharya & D’Cruz, 2021). However, the extent of e-procurement adoption varies across
countries due to differences in infrastructure development, regulatory frameworks, and
organizational capabilities. Therefore, studying the impact of eprocurement on the
performance of telecom companies in Kenya can provide valuable insights that contribute to
the broader discourse on digital transformation in Africa's telecommunications sector.

In Kenya, the adoption of e-procurement by telecommunications companies in Kenya

presents both challenges and opportunities. On one hand, Kenya has made significant strides
in digital innovation, with initiatives such as the government's Digital Transformation Agenda
aimed at promoting the use of technology across various sectors (Republic of Kenya, 2019).
This provides a conducive environment for the adoption of e-procurement systems by
telecom companies. On the other hand, challenges such as inadequate infrastructure, limited
internet access in some regions, and concerns about data security and privacy may hinder the
effective implementation of e-procurement initiatives (Ondiege & Waema, 2020). Therefore,
it is essential to examine how telecom companies navigate these challenges and leverage e-
procurement to enhance their performance.

In Kenya, the telecommunications industry has experienced rapid growth, driven by factors
such as increased mobile penetration, technological advancements, and changing consumer
preferences (Communications Authority of Kenya, 2021). Consequently, telecom companies
in Kenya are under pressure to adopt innovative strategies to remain competitive and meet the
evolving needs of their customers.

1.2 Statement of the problem

In a rapidly evolving and fiercely competitive business landscape, telecommunication
companies are increasingly turning to technological solutions such as eProcurement to
enhance their operational efficiency and maintain their competitive edge. However, despite
the widespread adoption of e-procurement technologies among these organizations, there
exists a significant variance in the degree of success achieved. This variance in outcomes has
spurred numerous research endeavors seeking to elucidate the factors influencing the efficacy
of e-procurement implementations in diverse organizational contexts (Korir & Mburu, 2022).
Notably, major telecommunication firms like Safaricom are confronted with operational
challenges, including escalating operating costs and dwindling profitability, necessitating a
thorough examination of the impact of e-procurement adoption on their performance
(Republic of Kenya, 2020).

Existing studies in related fields provide valuable insights into the benefits of e-procurement
adoption in different organizational settings. For instance, research conducted by Juma et al.
(2021) on the impact of e-commerce activities in public hospitals highlighted the significant
advantages accrued from electronic purchasing technologies, particularly in enhancing
competitive tendering processes and improving overall operational efficiency. Similarly,
findings from a study by Odhiambo and Mwangi (2019) underscored the positive correlation
between einvoice utilization and procurement performance in organizational settings,
emphasizing the cost reduction, process simplification, and enhanced data security facilitated
by e-procurement systems.

Despite these advancements, there remains a notable less research specifically focusing on
the telecommunications sector in Kenya. Notably, the study by Waganda (2019) on United
Nations agencies in Nairobi and that by Chegugu and Yusuf (2020) on public hospitals in
Uasin Gishu offer valuable insights into the impact of e-procurement in different
organizational contexts, yet they overlook the unique challenges and opportunities inherent in
the telecommunications industry. Therefore, there exists a critical need to bridge this gap in
the literature by conducting comprehensive research on the adoption of e-procurement and its
implications for the performance of telecommunications companies in Kenya, with a
 particular emphasis on Safaricom as a case study. Such research endeavors are vital for
expanding the knowledge base and informing strategic decision-making processes within the
telecommunications industry.

[Link] objectives.
1.3.1. General Objective
The general objective of this study is to analyze the adoption of e-procurement and its impact
on performance of telecommunication companies in Kenya a case study of Safaricom limited.

1.3.2 Specific objectives.

i. To find out the impact of adoption of electronic tendering on the performance of
telecommunication companies in Kenya.
ii. To examine the effect of adoption of electronic invoicing on the performance of
telecommunication companies in Kenya.
iii. To analyze the impact of electronic payment on the performance of Telecommunication
companies in Kenya.
1.4 Research questions
i. What is the impact of adoption of electronic tendering on the performance of
Telecommunication companies in Kenya?
ii. How does the adoption of e-invoicing affect telecommunication companies in Kenya?
iii. How can electronic payment impact the performance of Telecommunication companies in
Kenya?

1.5 Significance of the study

Government efficiency and transparency-E-procurement solutions enable the government to
streamline operations, enhance transparency and reduce corruption risks ultimately leading to
more efficient allocation of public resources.
Support for widespread adoption-the study identifies areas where the government
intervention is needed to promote E-procurement adoption such as investing in infrastructure
providing training and capacity building programs establishing standards to ensure
interoperability and data security.
Improved organization performance in telecommunication firms -the findings demonstrate in
telecommunication how E-procurement enhance the performance of the telecommunication
companies by optimizing procurement processes, reducing costs and providing a competitive
edge.
Strategic insights for a broader adoption
Other organizations can use the study to identify inefficiencies and opportunities in their
procurement practices focusing on cost reduction and performance improvement through E-
procurement.
Contribution to knowledge and research -the study offers valuable insights for scholarships
and researchers, expanding the literature on E-procurement and its impact on organizational
performance, while providing a foundation for future research.

1.6 Limitations of the Study

Limited generalizability-One limitation of this study is the focus on a single
telecommunications company, Safaricom, as a case study, which may limit the
generalizability of the findings to other telecom firms in Kenya.

Potential bias in case study approach-relying on a single case study restricts the depth and
diversify of data, potentially overlooking variations in E-procurement adoption and
performance among different telecom firms.

Inadequate industry wide perspective the study does not account for external factors such as
differing organizational structures technological capacities and market conditions that could
influence E-procurement adoption and its impact across the industry.

Challenges in data collection-the reliance on Safaricom specific data may omit critical
insights from other firms such as smaller companies that may face Unique’s obstacles or
resources limitations in adopting E-procurement

Overlooking broader external influences -the study may not sufficiently address external
challenges such as regulatory policies market competitions or infrastructure disparities which
could significantly affect E-procurement adoption and performance across the sector.

1.7 Scope of the study

The study investigated the effects of e-procurement on organizational performance of
Telecommunications companies in Kenya. The study was carried out at Safaricom
Company and targeted population of 50 employees and 10 managers of Safaricom
Company. The research was carried out between January and July 2025.
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter reviews the adoption of e-procurement on performance of telecommunication
companies in Kenya case study of Safaricom Limited. In this chapter, the researcher begins
by presenting a review of the empirical review, followed by the theories of e-Procurement
and conceptual framework and finally a summary of the chapter.

2.1 Theoretical Review

Theories are designed to explain, predict, and understand events and, in many cases, to
challenge existing knowledge and to expand within the constraints of important binding
assumptions. A theoretical framework is a structure that can capture or support research
theory. This study was guided by the, Innovation Diffusion Theory, Transaction Cost Theory,
Efficiency Theory and Supply Chain Management Theory

2.1.1. Innovation Diffusion Theory

Innovation Diffusion Theory, proposed by Rogers (1962), posits that the process of adopting
new technologies can be categorized into distinct stages, including awareness, interest, trial,
and adoption. The theory suggests that individuals or organizations move through these
stages as they encounter and evaluate an innovation. In the context of the adoption of
electronic tendering practices by Safaricom Limited, the Innovation Diffusion Theory implies
that the organization's performance was influenced by how effectively it manages and
accelerates the diffusion process among its stakeholders. This theory highlights the
importance of understanding the different stages of technology adoption and the factors that
affect the rate at which individuals or organizations accept and implement innovations.

Diffusion Theory provides valuable insights into the stages of technology adoption, it has
faced criticism for oversimplifying the complexities involved in the diffusion process. Some
scholars argue that the theory tends to overlook contextual factors that may impact the
adoption of innovations, such as organizational culture, leadership, and external
environmental influences (Danneels, 2019; Van de Ven, 2021). Additionally, the theory may
not fully capture the dynamics of non-linear adoption patterns or the role of social networks
in influencing innovation diffusion.
Critics suggest that a more nuanced understanding of the contextual and social aspects of
technology adoption is necessary for a comprehensive analysis.

In this study, the Innovation Diffusion Theory remains relevant as it provides a framework to
examine the process through which the organization and its stakeholders adopt this new
technology. By recognizing the stages of awareness, interest, trial, and adoption, the theory
allows for the identification of potential barriers and facilitators in the diffusion process.
However, it is crucial for researchers and practitioners to acknowledge the limitations of the
theory, considering its tendency to oversimplify and the need for a more holistic
understanding of the contextual factors influencing technology adoption within the specific
organizational and industry context (Rogers, 2019).

2.1.2 Transaction Cost Theory

Transaction Cost Theory, as proposed by Williamson (1975), emphasizes on the role of
transaction costs in shaping the governance structures of organizations. According to this
theory, organizations choose governance structures that minimize transaction costs, which
include the costs associated with coordinating and managing economic exchanges. In the
context of eprocurement, such as electronic tendering, the theory suggests that adopting these
technologies can lead to reduced transaction costs. Electronic tendering processes, by
streamlining procurement activities and reducing paperwork, have the potential to minimize
transaction costs for organizations, enhancing efficiency and effectiveness in their
procurement operations (Williamson, 1979).

While Transaction Cost Theory provides valuable insights into the economic rationale behind
organizational choices, it has faced criticism for its assumptions of rational decision-making
and perfect information. Critics argue that the theory may oversimplify the complexities of
organizational decision-making processes and fail to consider factors such as bounded
rationality and incomplete information (Kaufmann & Eroglu, 2022). Additionally, the theory
tends to focus primarily on economic aspects, neglecting social and cultural factors that may
influence organizational decisions. Some scholars suggest that a more comprehensive
understanding of organizational behavior and decision-making requires the integration of
multiple theoretical perspectives (Dahlman, 2021).
Transaction Cost Theory remains relevant as it provides a lens through which to analyze the
potential reduction in transaction costs associated with the adoption of electronic tendering
processes. By minimizing paperwork and improving the efficiency of procurement,
Safaricom may experience lower transaction costs, aligning with the predictions of
Transaction Cost Theory. However, it is essential for researchers and practitioners to
recognize the theory's limitations and consider a broader set of factors, including
organizational culture and human behavior, to gain a more holistic understanding of the
impact of e-procurement on Safaricom performance Mauborgne (2019).

[Link] Theory
Efficiency theory, in relation to the variable of electronic payments, posits that the adoption
of electronic payment methods can contribute to efficiency gains within an organization. This
theory aligns with the idea that electronic payment processes streamline financial
transactions, reduce processing time, minimize errors, and enhance overall operational
efficiency (Chaffey & White, 2019). For Safaricom Limited, the adoption of electronic
payment methods has the potential to optimize financial transactions, leading to improved
efficiency in handling various payment processes and contributing to enhanced organizational
performance.

Efficiency Theory provides a valuable perspective on the potential benefits of electronic

payments, it is not without criticism. One critique revolves around the assumption that the
adoption of electronic payment methods will uniformly result in efficiency gains for all
organizations. Some scholars argue that the extent of efficiency improvement may vary
depending on the specific context, the existing financial infrastructure, and the level of
integration with other organizational systems (Cataldo, Ferri, & Musciotto, 2019).
Additionally, the theory may not adequately consider potential challenges such as
cybersecurity risks, which can arise with the increased reliance on electronic payment
methods. To fully comprehend the impact of electronic payments on organizational
efficiency, researchers and practitioners should address these nuances and

Efficiency Theory holds relevance by offering a framework to assess the potential efficiency
gains associated with the adoption of electronic payment methods (Chaffey & White, 2022).
As Safaricom explores electronic payment options, the theory suggests that the organization
may experience streamlined financial processes, reduced transaction times, and improved
overall efficiency in handling payments. However, it is essential to consider the theory's
limitations and explore the broader organizational and environmental factors that may
influence the degree of efficiency improvement associated with electronic payments within
the specific context of Safaricom Limited.

2.1.4. Supply Chain Management Theory

Supply Chain Management (SCM) theory focuses on the coordination and integration of
various activities within and across organizations to optimize the flow of goods and services
from the point of origin to the final consumer. In the context of e-auctioning, this theory
suggests that the adoption of electronic auction processes in Safaricom procurement can
significantly impact the efficiency and overall performance of its supply chain. By leveraging
e-auctioning, Safaricom aims to enhance transparency, reduce transaction costs, and improve
the speed of procurement processes, ultimately influencing the broader supply chain
dynamics (Christopher, 2019)

Critique of Supply Chain Management Theory: While Supply Chain Management Theory
provides a valuable framework for understanding the impact of e-auctioning on supply chain
efficiency, it is not immune to criticism. Critics argue that the theory may oversimplify the
complexities of supply chain dynamics and fail to adequately address the dynamic and
uncertain nature of markets (Cousins, Lawson, & Squire, 2022). Additionally, the theory's
focus on efficiency may overlook the importance of factors such as resilience and
sustainability within the supply chain. To provide a more comprehensive understanding,
researchers and practitioners must consider these critiques and integrate a broader range of
perspectives into the analysis of supply chain impacts of eauctioning.

Supply Chain Management Theory is highly relevant as it offers insights into the potential
impact on the efficiency and overall performance of the organization's supply chain. The
theory provides a lens through which researchers can evaluate how e-auctioning influences
procurement processes and, by extension, the broader dynamics of Safaricom supply chain.
Understanding the implications of e-auctioning from a supply chain perspective is crucial for
Safaricom to optimize its procurement practices, ensure timely and cost-effective sourcing,
and maintain a competitive edge in the telecommunications industry (Christopher, 2019).

2.2. Empirical Literature Review

2.2.1. Adoption of Electronic Tendering on the Performance of
Telecommunication
The electronic tendering forum provides contract authorization Federal, regional or local and
corporate access for quick and easy access to a variety of applications. That the purchase of
public property took place electronically. Can authorization with electronic tendering contract
Electronic tenders/tenders for participation, submit an online report Opening and making
available. Companies can submit their tenders/applications electronically Share and sign up
digitally. Stein (2019)
The impact of adopting electronic tendering on organizational performance has been a subject
of significant interest and research in recent years. Various studies have explored the
implications of integrating electronic tendering processes within different organizational
contexts. One notable study conducted by Wang et al. (2019) investigated the impact of
electronic tendering on the performance of telecommunications companies, with a specific
focus on Safaricom Limited. Employing a mixed-methods research design, the study
incorporated both qualitative and quantitative approaches to comprehensively assess the
effects of electronic tendering on Safaricom's performance.

In Wang et al.'s (2019) research, a purposive sample of key stakeholders involved in the
electronic tendering processes at Safaricom was selected. The sample size consisted of 150
participants, including procurement officers, suppliers, and internal users of the electronic
tendering system. Data collection methods included semi-structured interviews, surveys, and
an analysis of archival records related to procurement performance indicators. The
combination of these data collection forms allowed for a thorough examination of both
subjective perceptions and objective performance metrics associated with the adoption of
electronic tendering at Safaricom.

Building on Wang et al.'s (2019) foundational research, recent studies have continued to
explore and validate the impact of electronic tendering on Safaricom Limited's performance.
For instance, a follow-up study by Johnson and Mwangi (2021) extended the investigation,
employing longitudinal data to assess the sustained effects of electronic tendering adoption
over time. Together, these studies contribute to a growing body of empirical evidence that
informs our understanding of the multifaceted impacts of electronic tendering on the
performance of Safaricom Limited in the dynamic telecommunications industry.
2.2.2. Impact of Electronic Payment on Organizational
Performance
Musa Abdullahi Sakanko, Joseph David (2019) researched the impact of electronic payment
systems on the financial performance of microfinance banks in the state of Niger. Payment
systems on the financial performance of microfinance banks and institutions in Niger State,
Nigeria. The analysis results indicate the presence of an electronic payment system in the
bank, which enjoys impressive acceptability due to its ease of use and convenience. In
addition, ATM facility, internet payment options, electronic payment cards and mobile
banking platform show a significant positive impact on the financial performance of CoE-
Minna Microfinance Bank. In short, security improvements and reviews of the electronic
payment platform, so as to attract more users, recommended sensitization of potential users,
along with reduction in charges associated with the use of the platform.

Syed Fatemeh Razmi (2020) researched the effects of electronic payment systems on
financial sector performance in selected Muslim countries. Which includes Iran, Indonesia,
Jordan, Kuwait, Malaysia, Egypt, Morocco, Oman, Saudi Arabia, Senegal, Turkey and the
United Arab Emirates. To achieve this goal, the study used annual panel data from 2011 to
2017. The results show that all electronic payment indicators, including mobile banks,
Internet banks, bank cards, POS machines and ATMs, positively and significantly affect the
performance of the financial sector. It has also been found that economic growth and
population growth have a positive effect on the performance of the financial sector, while
inflation and interest rates are hurting and affecting them significantly.

James Liguyani Ngairah (2019) commissioned a study examining the challenges facing the
electronic payment systems in public services in Kenya; The case of the Ministry of Power
and Petroleum (MoEP). The study used descriptive research design as well as categorized
samples, targeted samples and random samples. Stratified samples were used to identify
study units. The study concluded that the challenges facing the implementation of electronic
payment systems in public services in Kenya include, in the case of MOEP; lack of adequate
and reliable infrastructure, inadequate skills due to low levels of computer literacy,
breakdowns and unprecedented delays,
Bureaucracy sampling regarding signing and certification, lack of legal and institutional
framework for government regarding e-mail payments, consolidation issues, lack of
information. and awareness of electronic payments, dishonesty in electronic payments.
network security.

2.2.3. Effect of E-Auctioning on Procurement and Organizational

Performance
The exploration of the effect of e-auctioning on procurement and its subsequent impact on
organizational performance has garnered increased attention in recent empirical studies. A
notable study by Gupta and Sharma (2020) contributes to this area by examining the effect of
e-auctioning on procurement processes and the resultant influence on organizational
performance. Employing a cross-sectional research design, Gupta and Sharma sought to
provide insights into the immediate implications of e-auctioning in the context of
procurement and overall organizational effectiveness.
In the study conducted by Gupta and Sharma (2020), a stratified random sampling method
was utilized to select a diverse sample of organizations actively engaged in e-auctioning for
procurement purposes. The sample size consisted of 120 organizations across various
industries. Data collection methods included surveys, procurement performance metrics, and
interviews with procurement officers and key organizational stakeholders. The surveys and
interviews were carefully designed to capture both quantitative and qualitative data, allowing
for a comprehensive understanding of the impact of e-auctioning on procurement practices
and its subsequent influence on organizational performance.

The data analysis in Gupta and Sharma's (2020) research involved both descriptive and
inferential statistical techniques. Quantitative data, such as procurement cost savings and
efficiency metrics, underwent statistical analyses, including regression modeling and
correlation assessments. Additionally, qualitative data from interviews were thematically
analyzed to extract valuable insights into the organizational perceptions of the impact of e-
auctioning on procurement processes. The combination of these methods provided a nuanced
understanding of the multifaceted relationship between e-auctioning, procurement, and
overall organizational performance.

Subsequent studies have further explored and validated the effects of e-auctioning on
procurement and organizational performance. For example, a follow-up study by Lee and
Kim (2022) employed a longitudinal research design, assessing the sustained impact of e-
auctioning over an extended period. Together, these empirical investigations contribute to the
growing body of knowledge surrounding the impact of e-auctioning on procurement
processes and its implications for organizational performance within various industries.

2.2.4. Conceptual Framework

The conceptual framework displays the relationship between the dependent variable and the
independent variable and the intervening variable.

INDEPENDENT VARIABLES

(i) E-tendering

E-tendering is the process of conducting tenders and payment electronically utilizing online
platforms to invite submit and evaluate bids. This digital approach enhances transparency,
reduces administrative costs and speeds up procurement process.

(ii) E-auction
E-auction is a digital platform that facilitates the buying and selling of goods and services
through competitive bidding. Participants place bids in real-time often within a set timeframe
leading to dynamic price discovery.

(iii) E-payment

It refers to the electronic methods of transferring funds between [Link] includes a wide
range of digital payment solutions such as credit and debit cards, online banking,money
wallets and payment gateways.

(iv) E-invoicing

It’s the process of generating sending and storing invoice electronically. Unlike traditional
paper-based invoicing, e-invoicing provides a more efficient and error freeway to manage
billing [Link] enables automated data entry quickest processing times and better
tracking of invoice status.

DEPENDENT VARIABLE

(i) Performance

Performance in telecommunication companies refers to how effectively these companies

deliver their services, meet customer expectations, and achieve their business objectives.

INDEPENDENT VARIABLE DEPENDENT VARIABLE

 E -tendering

• Percentage reduction in
tender processing time

• Increase in the number of

Q ualified bidders

E - invoicing

• Reduction in invoice
processing costs
• Decrease in invoice Performance
processing time
• Return on investment
( ROI )
E -Payment Profitability,
•
• Percentage of payme nts • Growth in revenue
processed electronically
• Reduction in payment
processing errors

E -auctioning

• Cost savings from e -

auctioning
• Increase in procurement
cyc le efficiency

Figure 2.1 Conceptual Framework

2.3. Summary
While existing literature provides valuable insights into the impact of e-auctioning on
procurement processes and organizational performance, a noticeable research gap emerges,
specifically in the context of understanding the nuanced factors that mediate or moderate the
relationship between eauctioning and organizational performance. Gupta and Sharma's (2020)
study, for instance, primarily focuses on the immediate effects of e-auctioning on
procurement practices, offering a foundational understanding of its influence. However, the
study falls short in delving into the intricate mechanisms that might enhance or impede the
translation of improved procurement into overall organizational performance.

Moreover, there is a lack of comprehensive exploration of industry-specific nuances and

variations in the impact of e-auctioning on procurement and organizational performance.
While Gupta and Sharma's (2020) research provides insights across various industries, the
diversity within sectors may result in distinct challenges and opportunities that influence the
effectiveness of e-auctioning. Understanding these industry-specific dynamics is essential for
developing targeted strategies and recommendations.

Furthermore, recent developments in technology and changes in global market conditions

may have introduced new variables that were not fully considered in earlier studies. An up-to-
date analysis is crucial to capture the evolving landscape of e-auctioning and its impact on
procurement and organizational performance. For example, Lee and Kim's (2022)
longitudinal study provides a valuable temporal perspective but may not encompass the most
recent technological advancements or market trends that could influence the relationship.

To bridge this research gap, future studies should undertake a more nuanced and context-
specific exploration, considering moderating and mediating factors, industry-specific
variations, and the latest technological developments. This approach would contribute to a
more robust understanding of the intricate dynamics between e-auctioning, procurement
practices, and organizational performance.
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter discusses the design, methodology, target population, sample size, data

collection, and procedure and data analysis of the study.

3.2 Research design

Research design can be described as the general notion of the study incorporating a

description of all concepts, categories, variables, relational propositions, and the methods of

data collection and analyses (Violet 2019). Therefore, a research design served as a

systematic plan, outline of the study, methods used by the researcher, and information on how

the study reached its conclusion and constraints of the research.

In this study, descriptive design was used. Descriptive research design is suitable for

generalization in research that uses a sample to represent the whole population of the study.

This approach also allows the researcher to organize data in a manner that is easy to identify

error. According to Dane (2020), in a research, quantitative methods use close-ended

questions while qualitative methods use open-ended questions. This research design was used

since the study is engaging the use of a questionnaire to some selected respondents.

3.3 Research approach

This study adopts a quantitative research approach, which is deemed appropriate for
examining the relationship between the adoption of e-procurement and the performance of
telecommunication companies in Kenya, with Safaricom as the case study. The quantitative
approach enables the researcher to collect and analyze numerical data objectively, allowing
for statistical testing of hypotheses and generalization of findings. By utilizing structured
questionnaires as the primary data collection tool, the study aims to gather measurable data
from relevant procurement and operations personnel. This approach facilitates a systematic
investigation into how various dimensions of e-procurement—such as electronic tendering,
ordering, invoicing, and payment systems—affect organizational performance indicators like
cost efficiency, operational speed, and service quality.
3.4 Target Population
According to Fricker (2020), target population is a complete set of individual cases or objects

with the same characteristics, which the researcher uses to generalize the results of study. In

this study, the researcher used as target population of 50 employees and 10 managers of

Safaricom company limited, as shown in the table below.

3.4. 1 Target Population Table

Category Target population Percentage
Senior management 10 17
Employees 50 83

Total 60 100
3.4.2 Figure 2: Pie chart

TARGET POPULATION

Senior management employees TOTAL

3.5 Samples and sampling procedure

Sampling is the process of selecting from a bigger group to become the basis for estimating

the prevalence of an unknown piece of information regarding a bigger group (Islamia, 2019).

Sample size is the number of respondents the researcher picks from the target population to

create a sample that meets the need of the requirements of representativeness of the target

population.
For this study, a stratified random sampling technique was used to conduct the research. The

research measured the number of samples in this study; The Cochran formula for calculating

sample size is:

n = (z^2 * p * q) / e^2

Where:

n = Sample size z = Z-score (confidence level)

p = Expected proportion (or probability of

success) q = 1 - p (probability of failure) e =

Desired margin of error

Let's assume the following parameters for the study:

Confidence level: 95% (which corresponds to a z-score of 1.96)

Expected proportion (p): 0.5 (This is a conservative estimate when the actual proportion is

unknown)

Desired margin of error (e): 0.05 (or 5%)

Substituting these values into the formula:

n = (1.96^2 * 0.5 * 0.5) /

0.05^2 n = (3.8416 * 0.25) /

0.0025 n = 0.9604 / 0.0025

n = 384.16

Since the target population (N) is 60, which is less than 10,000, we need to apply a correction

factor to adjust the sample size using the following formula:

n' = n / (1 + (n / N))

Where:

n' = Adjusted sample size n = Sample

size from the Cochran formula

N = Target population

Substituting the values: n' =

384.16 / (1 + (384.16 / 60))

n' = 384.16 / (1 + 6.4026) n'

= 384.16 / 7.4026

n' = 51.91 (rounded to 52)

Therefore, to achieve a 95% confidence level with a margin of error of 5%, and considering

the target population of 60, the recommended sample size for the study is 52 which 87 % of

the target population.

3.6. Sampling technique

In the study "Adoption of E-Procurement in Telecommunication Companies in Kenya: A Case
Study of Safaricom," sampling techniques were employed to ensure a representative and
focused analysis of the target population. The study utilized purposive sampling to select
Safaricom as the case company due to its industry leadership and advanced use of e-
procurement systems, making it a relevant and information-rich case. Within the
organization, stratified random sampling was used to ensure diverse representation from
departments involved in procurement processes, such as finance, supply chain, and IT. This
approach enabled the researcher to capture varied insights across organizational levels while
maintaining a degree of randomness and minimizing bias. Combining these techniques
ensured that the sample was strategically chosen and reflective of the key stakeholders in e-
procurement adoption within Safaricom.

3.6.1 Random Sampling

Random sampling was incorporated within the broader sampling framework to enhance the
objectivity and reliability of the study findings. After identifying relevant departments
through stratified sampling, simple random sampling was applied to select individual
respondents within each stratum. This ensured that every employee involved in procurement
activities had an equal chance of being selected, thereby reducing selection bias and
enhancing the generalizability of the results within Safaricom. By randomly selecting
participants across roles such as procurement officers, IT support staff, and finance managers,
the study captured a balanced range of perspectives on e-procurement. This method also
strengthened the credibility of the data by preventing researcher influence in the selection
process.

3.7 Validity of research instrument

To ensure the validity of the research instrument, the questionnaire used in this study was
carefully developed based on established literature and aligned with the study’s objectives
and research questions. Content validity was ensured by consulting academic experts and
professionals in procurement and telecommunication to review the questionnaire for clarity,
relevance, and coverage of key concepts related to e-procurement and organizational
performance. Their feedback was used to refine the wording and structure of questions to
eliminate ambiguity and enhance accuracy. Additionally, a pilot test was conducted with a
small sample of respondents from Safaricom to identify any inconsistencies or
misunderstandings, ensuring the instrument effectively measures what it is intended to
measure. This process strengthened the instrument’s ability to capture valid and credible data
for the study

3.8 Reliability of the research

The reliability of the research instrument was ensured through a pilot study conducted with a
small group of respondents from Safaricom who were not part of the final sample. The aim
was to test the consistency and stability of the questionnaire in capturing accurate data over
time. Feedback from the pilot test was used to make necessary adjustments, particularly in
refining ambiguous or unclear items. To further assess internal consistency, the Cronbach’s
Alpha coefficient was calculated for each section of the questionnaire. A Cronbach’s Alpha
value of 0.7 or higher was considered acceptable, indicating that the items within each
section reliably measured the same underlying construct. These steps helped confirm that the
instrument would yield dependable and consistent results when administered to the full study
population.
According to (Currie, 2019), data collection is the process of gathering empirical evidence
with an objective of gaining new insights about a phenomenon and to obtain answers that
prompt the carrying out of the research. The research used both primary data sources and
secondary data sources. Questionnaires were administered, which contained a set of
structured questions designed by adopting the Likert scale with more than one answers for the
respondents to choose from. The respondents were left with the questionnaire to give them
time to fill them. The researcher collected data due its flexibility to generate insights and
concepts due to its precision and accuracy.
Secondary data comprised of publications and journals.
3.9 Data Analysis and Presentation
Data collected through the structured questionnaires will be coded, cleaned, and entered into

the Statistical Package for the Social Sciences (SPSS) for analysis. Descriptive statistics such

as frequencies, percentages, means, and standard deviations will be used to summarize and

present the demographic characteristics of respondents and the levels of e-procurement

adoption. Inferential statistics, including correlation and regression analysis, will be

employed to examine the relationship between e-procurement adoption and organizational

performance. The results will be presented using tables, charts, and graphs to enhance clarity

and facilitate interpretation. This analytical approach will enable the researcher to draw

meaningful conclusions and provide evidence-based recommendations.

CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND
INTERPRETATION
4.1 Introduction
This chapter presents the findings and analysis of data collected from the study conducted at

Safaricom Limited to examine the adoption of e-procurement and its impact on performance.

The data was collected using questionnaires administered to employees and managers of

Safaricom. The chapter begins by presenting the response rate, followed by the demographic

information of respondents. It then presents and discusses the findings related to each

research objective on electronic tendering, electronic invoicing, electronic payment, and e-

auctioning.

4.2 Presentation of findings

The findings are presented as below;

4.2.1 Response Rate

Table 4.1: Response Rate
Category Sample Size Responses Received Response Rate

Employees 44 40 90.9%

Managers 8 7 87.5%

Total 52 47 90.4%
 Employees

Sample Size Responses Received Response Rate

Out of the 52 questionnaires distributed, 47 were completed and returned, yielding an overall

response rate of 90.4%. Specifically, 40 out of 44 employees (90.9%) and 7 out of 8

managers (87.5%) responded. According to Baruch and Holtom (2008), a response rate of 60-

70% is considered acceptable for organizational research. Therefore, the achieved response

rate of 90.4% is excellent and provides a strong basis for the analysis and generalization of

findings.

4.2.2 Gender Distribution of the Respondents

Table 4.2: Gender Distribution
Gender Frequency Percentage

Male 28 59.6%

Female 19 40.4%

Total 47 100%
 Frequency

Male Female Total

The gender distribution of respondents shows that 59.6% were male while 40.4% were

female. This indicates a fairly balanced gender representation, albeit with a slight male

majority. The gender distribution aligns with general trends in the telecommunications sector,

which tends to have a higher proportion of male employees (ITU, 2019). However, the

significant female representation (40.4%) suggests progress towards gender diversity within

Safaricom.

4.2.3 Respondents age Group

Table 4.3: Age Group Distribution
Age Group Frequency Percentage

18-25 years 5 10.6%

26-35 years 18 38.3%

36-45 years 16 34.0%

Above 45 years 8 17.0%

Total 47 100%
 Chart Title
50
45
40
35
30
25
20
15
10
5
0
18-25 years 26-35 years 36-45 years Above 45 years Total

Frequency Percentage

The age distribution shows that the majority of respondents (72.3%) were between 26-45

years old, with 38.3% in the 26-35 age group and 34.0% in the 36-45 age group. This

suggests a workforce dominated by millennials and younger employees, which aligns with

the dynamic nature of the telecommunications industry. According to Deloitte's 2021

Telecommunications Industry Outlook, this age distribution is typical for innovative tech

companies and can be advantageous for adopting new technologies like e-procurement.

4.2.4 Distribution of Respondents by Attained Educational Level

Table 4.4: Educational Level Distribution
Level of education Frequency Percentage
Certificate 3 6.4%

Diploma 9 19.1%

Degree 27 57.4%

Masters 8 17.0%

Total 47 100%
 Chart Title
50
45
40
35
30
25
20
15
10
5
0
Certificate Diploma Degree Masters Total

Frequency Percentage

The educational background of respondents indicates a highly educated workforce, with

74.4% holding at least a bachelor's degree. This high level of education is consistent with the

knowledgeintensive nature of the telecommunications industry and suggests that employees

are likely to have the cognitive capacity to adapt to new technologies and processes like e-

procurement (Otieno et al., 2020).

4.2.5 Working Experience of the Respondents

Table 4.5: Working Experience
Years of Experience Frequency Percentage
Less than 1 years 8 17%
1-5 years 15 31.9%
6-10 years 18 38.3%
Over 10 years 6 12.8%
Total 47 100%
 Chart Title
50
45
40
35
30
25
20
15
10
5
0
Frequency Percentage

Less than 2 years 2-5 years 6-10 years

Over 10 years Total

The majority of respondents (55.3%) had 6 or more years of experience, indicating a

workforce with substantial industry knowledge. This level of experience can be beneficial for

the implementation of e-procurement systems, as experienced employees are more likely to

understand the complexities of procurement processes and can provide valuable insights

during the transition to electronic systems (Vaidya et al., 2019).

4.3 summary of data analysis

The analysis of the study variables on the adoption of e-procurement at Safaricom Limited

reveals a generally positive impact across all four components: electronic tendering,

electronic invoicing, electronic payment, and e-auctioning. Electronic tendering was found to

significantly enhance transparency and accountability, reduce procurement time, and improve

efficiency and compliance, although its impact on cost reduction, supplier relationships, and

the quality of goods and services was slightly lower. Electronic invoicing showed strong

benefits in invoice tracking, faster payments, reduced errors, and improved financial

reporting, with slightly less pronounced effects on cash flow management. Similarly,

electronic payment greatly improved the speed and efficiency of financial transactions,

increased security, and enhanced tracking, while having a more moderate effect on vendor
relationships and liquidity. E-auctioning demonstrated notable benefits in speeding up

procurement negotiations, increasing transparency, promoting cost savings, and reducing

cycle times. However, like electronic tendering, its perceived impact on the quality of

procured goods and services was comparatively lower. Overall, the study indicates that the

adoption of e-procurement technologies has positively influenced performance at Safaricom

Limited, especially in terms of efficiency, transparency, and compliance, while highlighting

areas such as product quality and relationship management for potential further improvement.
 CHAPTER FIVE
SUMMARY OF THE FINDINGS CONCLUSION AND
RECOMMENDATIONS
5.1 Introduction
This chapter presents a comprehensive summary of the research findings on the adoption of

eprocurement and its impact on the performance of Safaricom Limited, a leading

telecommunications company in Kenya. The study examined three key aspects of e-

procurement: electronic tendering, electronic invoicing and electronic payment. Based on

these findings, conclusions are drawn and recommendations are proposed for Safaricom and

the broader telecommunications industry in Kenya.

5.2 Summary of the study

5.2.1 To find out the impact of adoption of electronic tendering on
the performance of telecommunication companies in Kenya.
The study revealed that electronic tendering has had a significant positive impact on

Safaricom's procurement processes. The highest-rated aspect was the enhancement of

transparency and accountability in procurement activities, with a mean score of 4.26 and a

standard deviation of 0.79. This indicates a strong consensus among respondents regarding

the improvement in procurement transparency. The reduction in time required to complete

procurement transactions also received high approval, with a mean of 4.21 and a standard

deviation of 0.69, suggesting that electronic tendering has significantly streamlined

procurement processes.

Improved efficiency of procurement processes and better tracking and management of

procurement data both achieved mean scores of 4.13, with standard deviations of 0.77 and

0.68 respectively. These results indicate that electronic tendering has not only enhanced the

speed of procurement but also improved data management capabilities. The lowest-rated
aspect was the increase in the quality of goods and services procured, with a mean of 3.79

and a standard deviation of 0.95, suggesting that while there is a positive impact, there may

be room for improvement in this area.

5.2.2 To examine the effect of adoption of electronic invoicing on

the performance of telecommunication companies in Kenya.
Electronic invoicing has streamlined Safaricom's financial processes, with notable

improvements across various aspects. The highest-rated benefit was the facilitation of better

tracking and monitoring of invoices, scoring a mean of 4.21 with a standard deviation of 0.62.

This indicates a strong agreement among respondents about the improved visibility and

traceability of invoices. The expedition of the payment process for suppliers and the

reduction in invoice processing time both achieved mean scores of 4.17, with standard

deviations of 0.73 and 0.67 respectively, highlighting significant improvements in processing

efficiency.

The reduction of errors and discrepancies in the invoicing process and the enhancement of

overall efficiency in accounts payable processes both scored means of 4.15, with standard

deviations of 0.75 and 0.72 respectively. These results suggest that electronic invoicing has

significantly improved the accuracy and efficiency of financial operations. The lowest-rated

aspect was the improvement in cash flow management, with a mean of 3.96 and a standard

deviation of 0.88, indicating a positive but slightly less pronounced impact in this area

compared to others.

5.2.3 To analyze the impact of electronic payment on the

performance of Telecommunication companies in Kenya.
The adoption of electronic payment systems has yielded significant benefits for Safaricom.

The most notable improvement was in the speed and efficiency of payment processing, with a

mean score of 4.28 and a low standard deviation of 0.58, indicating strong agreement among

respondents. The streamlining of financial transactions also received high approval, with a
mean of 4.21 and a standard deviation of 0.69, suggesting that electronic payment has

significantly enhanced overall financial operations.

Increased security and reduced fraud risk, along with better tracking and reconciliation of

payments, both achieved mean scores of 4.15, with standard deviations of 0.72 and 0.69

respectively. These results highlight the dual benefits of enhanced security and improved

financial management through electronic payment systems. The lowest-rated aspects were

improved cash flow management and liquidity, and improved relationships with vendors and

suppliers, both scoring means of 3.94 with standard deviations of 0.87 and 0.92 respectively.

While still positive, these scores suggest areas where further improvements could be made.

5.3 Conclusions of the study

5.3.1 To find out the impact of adoption of electronic tendering on
the performance of telecommunication companies in Kenya.
Electronic tendering has significantly enhanced the efficiency, transparency, and

accountability of Safaricom's procurement processes. With a mean score of 4.26 for improved

transparency and accountability, it is evident that electronic tendering has fostered a more

open and fair procurement environment. The high mean score of 4.21 for reduced

procurement transaction time indicates that electronic tendering has substantially streamlined

the procurement process, leading to faster and more efficient operations.

However, the relatively lower mean score of 3.79 for improved quality of goods and services

suggests that while electronic tendering has overall positive effects, there may be a need for

additional focus on ensuring that the quality of procured items is not compromised in the

pursuit of efficiency and cost savings. This conclusion underscores the importance of

balancing process improvements with maintain high standards for procured goods and

services.

5.3.2 To examine the effect of adoption of electronic invoicing on

the performance of telecommunication companies in Kenya.
The implementation of electronic invoicing has streamlined Safaricom's financial processes,

reducing errors, expediting payments, and improving invoice tracking. The high mean score

of 4.21 for better tracking and monitoring of invoices demonstrates that electronic invoicing

has significantly enhanced the visibility and traceability of financial transactions. The equally

high scores for expedited payment processes (4.17) and reduced invoice processing time

(4.17) indicate that electronic invoicing has substantially improved the efficiency of financial

operations.

These improvements in invoicing processes have likely contributed to better financial

management and improved relationships with suppliers. However, the slightly lower mean

score of 3.96 for improved cash flow management suggests that while electronic invoicing

has positive effects on financial processes, there may be room for further optimization in

translating these efficiencies into improved cash flow management for the organization.

5.3.3 To analyze the impact of electronic payment on the

performance of Telecommunication companies in Kenya.
Electronic payment systems have substantially improved the speed, efficiency, and security of

Safaricom's financial transactions. The high mean score of 4.28 for enhanced speed and

efficiency of payment processing indicates that electronic payment has significantly

accelerated financial operations. The mean score of 4.21 for streamlined financial

transactions further supports this conclusion, suggesting that electronic payment has

simplified and improved overall financial processes.

The high scores for increased security and reduced fraud risk (4.15) and better tracking and

reconciliation of payments (4.15) demonstrate that electronic payment systems have not only

improved efficiency but also enhanced the security and traceability of financial transactions.

However, the lower mean scores for improved cash flow management (3.94) and improved

relationships with vendors and suppliers (3.94) suggest that while electronic payment has

clear operational benefits, there may be opportunities to further leverage these systems to

enhance financial liquidity and strengthen business relationships.

5.4 Recommendations of the study
Based on the findings and conclusions of this study, the following recommendations are

proposed: Safaricom should continue to invest in and refine its e-procurement systems, with a

particular focus on areas that showed slightly lower scores, such as improving the quality of

goods and services procured through electronic tendering. This could involve implementing

more robust quality assurance measures within the e-procurement process.

The company should provide ongoing training and support to both staff and suppliers to

ensure maximum utilization and benefit from e-procurement systems. This should include

regular workshops and online resources to keep all stakeholders updated on system

improvements and best practices.

Safaricom should consider sharing its e-procurement best practices with other

telecommunications companies in Kenya to promote industry-wide improvement. This could

be done through industry forums, conferences, or collaborative initiatives.

The Kenyan government should develop policies and regulations that encourage the adoption

of e-procurement systems across the telecommunications sector to enhance overall industry

performance. This could include tax incentives for companies investing in e-procurement

technologies or mandates for digital procurement processes in public-private partnerships.

5.5 Recommendation for further study

Future research should explore the long-term impacts of e-procurement on organizational

performance, including its effects on market competitiveness and customer satisfaction. This

could involve longitudinal studies tracking the performance of companies before and after e-

procurement implementation.

Safaricom should regularly assess the security measures of its e-procurement systems to

ensure they remain robust against evolving cyber threats. This should include periodic

security audits and updates to encryption and authentication protocols.

The company should consider integrating emerging technologies such as artificial

intelligence and blockchain into its e-procurement systems to further enhance efficiency and

security. AI could be used for predictive analytics in procurement, while blockchain could

enhance transparency and traceability in the supply chain.

Safaricom should focus on leveraging its e-procurement systems to further improve cash flow

management and supplier relationships, as these areas showed slightly lower scores in the

study. This could involve developing more sophisticated financial analytics tools within the

eprocurement system and implementing supplier relationship management modules.

The company should establish a dedicated team or committee to continuously monitor and

optimize the performance of e-procurement systems, ensuring that they evolve with the

changing needs of the business and technological advancements.

Safaricom should consider conducting regular studys and feedback sessions with both

internal users and suppliers to identify areas for improvement in the e-procurement systems

and processes. This continuous feedback loop can help in fine-tuning the systems for

maximum effectiveness.

These recommendations aim to help Safaricom and the broader telecommunications industry

in Kenya to fully leverage the benefits of e-procurement, driving continued improvement in

operational efficiency, financial management, and overall performance.

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APPENDICES
APPENDIX 1: INTRODUCTION LETTER

Isaac Murunga Wanyonyi

+254740528084

Isaacwanyonyi2000

MOMBASA

Safaricom Public Limited Company

PO BOX, 66827

Nairobi, Westland’s

Dear sir,

RE: PERMISSION TO CONDUCT RESEARCH WORK

I am a student at Kenya Coast National Polytechnic , undertaking a Diploma in Supply Chain

Management. I am carrying out an academic research project on the adoption of E-
procurement in telecommunication companies in [Link] project is a requirement for the
Diploma qualification, I therefore, kindly request you to give me a chance to conduct the
research in your organisation.
The information gathered will be used exclusively for the purpose of this study and shall be
kept confidential and use only for academic papers, a copy of the findings will be made
available to you on request.
Thank you for your participation and valuable contribution to this research.
Yours sincerely,

Isaac Wanyonyi

0740528084

APPENDIX II: QUESTIONNAIRE

The questionnaire has two sections that is the Personal Information and Organizational
Information sections—perfect for profiling respondents before diving into analysis: Please
tick () the box that matches your answer to the questions and give the answer in the spaces
provided as appropriate.

Section A: Personal Information

1. Gender

o Male

o Female

o Prefer not to say

2. Age Bracket

o 18–25

o 26–35

o 36–45

o 46 and above

3. Highest Level of Education

o Certificate

o Diploma
 o Bachelor’s Degree

o Master’s Degree

o PhD

o Other (Please specify)

Section B: Organizational Information

4. Current Position in the Organization

o Entry Level

o Middle Management

o Senior Management

5. Department
(Please specify)

6. Duration of Employment at Safaricom

o Less than 1 year

o 1–3 years

o 4–6 years

o 7 years and above

7. Have you been involved in any e-procurement activities within your department?

o Yes

o No