Implementation Practices and Performance of Special Economic Zone Manufacturing Projects Within Nairobi Metropolis Region in Kenya

Abstract

Manufacturing has a great deal of potential to increase competitiveness and economic development in a nation like Kenya. However, the manufacturing companies' subpar performance puts this fit in jeopardy. Due to a volatile operating climate, expansive manufacturing companies functioning in Kenya have seen stagnation and lagged in output growth compared to the other sectors. They have experienced diminishing revenues in recent years. Preceding studies have delved more into sequestered cases of project administration like Information access, market access, the use of technology and Monitoring & Evaluation procedures in projects. Considering that project's success is powerfully predisposed by several implementation practices, many studies fall short of offering a comprehensive analysis of all joint project execution techniques that affect the success of manufacturing ventures within Special Economic Zones. Thus, the goal of this research was to examine the Influence of Implementation Practices on the Performance of SEZ Manufacturing Projects within Nairobi Metropolis Region in Kenya. The study's specific objectives were; To establish the extent to which Project Control, Resource Deployment, Risk Management, and Monitoring and Evaluation (M&E) practices influence the performance of manufacturing projects within SEZs in Kenya. The inquiry within the theoretical evaluation was founded on the Resource-Based View Theory and the Theory of Constraints. A descriptive research design was used for the investigation. The study targeted 80 respondents comprising of policy makers ie (government), project implementation committee members, and key informants. Self-reported surveys were used to collect primary information. Split-half method was leveraged to gauge the questionnaires' reliability. The qualitative data was examined using content analysis, while the quantitative data was examined using descriptive and inferential statistics using SPSS version 22. The outcomes designate that inadequate Project Control (β=.777, t=10.888, p<0.01), Resource Deployment (β=.729, t=9.413, p<0.01). Risk Management (β=.698, t=3.598, p<0.01) and inconsistent monitoring & Evaluation practices, (β=.712, t=8.966, p<0.01) had a significant influence on the performance of SEZ Manufacturing projects within Nairobi Metropolis region in Kenya. The study thus recommends that; to effectively implement project control processes in manufacturing, companies should prioritize proactive measures such as demand forecasting, strong supplier relationships, technological advancements, workforce training, compliance readiness, and continuous improvement. Equally, to ensure effective resource deployment in manufacturing companies, strategies like accurate demand forecasting, skill development programs, efficient resource allocation, backup plans, flexible technology integration, budgeting, and improved teamwork are crucial. To overcome risks in SEZs, a multidimensional strategy is needed, including extensive risk analyses, supply chain diversification, technology advancements, compliance funds, budgeting considerations, skill development, and continuous improvement cultures. Implementing M&E practices in manufacturing requires a comprehensive strategy, including robust data collection systems, real-time tracking technologies, adequate resources, tailored evaluation criteria, a data-driven culture, stakeholder engagement, and continuous improvement. This will help project implementation committees to execute better practices and ensure effective and efficient meeting of project performance towards achieving set out Sustainable Development Goals (SDGs).