Value Chain Support Activities and Performance of Sheep Production Projects in Nyandarua County, Kenya

Abstract

As Kenya grapples with meat deficit and reduced livestock productivity in the ASALs, sheep production in the high rainfall areas offers an opportunity to bridge the gap. Goats and sheep are beneficial and economical for; flock establishment, lower feed consumptions and thus lower food-related costs, high fecundity, and thus faster flock building, and are easier to manage compared to cows. However, sheep production still faces a myriad of challenges that result in low productivity and ultimately low returns to farmers. Projects have been designed and implemented to improve sheep productivity but with little impact. The execution of such operations in timeliness, budget compliance, and standard has been questioned. This research aims to assess how various value chain support activities impacts the execution of sheep production projects in Nyandarua County, Kenya. Specifically, the research sought to examine the impact of firm infrastructure on the execution of sheep production projects, assess the influence of human resources on the execution of sheep production projects, explore the impact of technology development on the performance of sheep production projects, and evaluate the influence of procurement on the execution of sheep production projects in Nyandarua County, Kenya. Value chain support activities are the independent variable and the contingent variable is the performance of sheep production projects. The theories that support this study are; resource, capability, market and knowledge-based views. Descriptive plan was draw knowledge from sheep production value chain stakeholders in the county, whose population is estimated at 596, 268.A sample size of 271 stakeholders reached. Qualitative information was analyzed through content examination, and descriptive statistics applied to examine quantitative data. Descriptive and inferential stats were incorporated in analyzing the data. Results were statistically dispensed in graphs and tables. The research showed effective leadership styles has a positive influence on employees’ motivation and morale and contribute positively to organizational and sheep production projects performance. At the same time, human capital planning, acquisition, and development strategies have a more positive influence on organizational and sheep production projects performance than traditional strategies. Further, information technology contributes to the successful introduction of new products or services, improved operational processes, and provides guidance to decision making on project implementation and thus affect positively project performance. Moreover, respondents approved that, procurement is a strategic function in that it not only contributes to costs reduction but also to the achievement of budgetary compliance in sheep production projects. It can, therefore, be concluded that human resources, procuration, infrastructure, and technology are key success factors in the increased performance of sheep production projects. As part of the recommendation, players in the sheep production value chain should consider adequately investing in human resources, procuration, infrastructure, and technology. They should also be guided by effective leadership styles that will yield the desired outcome through a positive influence on employees' motivation and morale while exercising; human capital planning, acquisition, and development strategies to enhance execution