Lead-time management and supply chain performance in Ugandan public health institutions

Purpose This study examines the association between lead-time management and supply chain performance in Ugandan public health institutions by investigating whether the order-to-delivery cycle and the cash-to-cash cycle are associated with supply chain flexibility, reliability and complete order fulfilment. Design/methodology/approach A cross-sectional quantitative survey design was employed. Data were collected from 340 supply chain personnel across 157 public health facilities in the Kampala Metropolitan Area using structured questionnaires. Responses were aggregated to the facility level, resulting in 115 health facilities for analysis. Pearson's correlation and multiple regression analyses were used to test the hypothesized relationships. Findings The results indicate that lead-time management is positively associated with supply chain performance, explaining 45.2% of the variation in performance. Both the order-to-delivery cycle and the cash-to-cash cycle exhibited significant positive associations with supply chain performance, with the order-to-delivery cycle demonstrating the stronger association. Practical implications The findings suggest that improving order processing, delivery coordination and financial-flow management can strengthen supply chain responsiveness, reliability and complete order fulfilment in public health institutions. The study provides practical insights for health facility managers, National Medical Stores and policymakers seeking to improve medicine availability and overall public health supply chain performance. Originality/value This study extends Lean Philosophy by demonstrating the relevance of lead-time management as a process-efficiency mechanism in resource-constrained public health supply chains. It provides empirical evidence from Uganda's centralized public health system, thereby enriching the literature on supply chain management in developing-country public health contexts.