The influence of supplier selection on the operational performance of the hospitality industry in Zimbabwe

Why hotel suppliers matter to everyday guests

When we book a hotel, we rarely think about where the food, linen, or cleaning products come from. Yet behind every hot shower and fresh breakfast lies a complex web of suppliers. In Zimbabwe, this web is under pressure from inflation, unstable markets, and fragile infrastructure. This study looks inside that hidden world to ask a simple question with big consequences for guests, workers, and the national economy: how do hotels choose their suppliers, and how does that choice affect how well the hotel actually runs?

Hotels under pressure in a tough economy

Zimbabwe’s hospitality sector once played a central role in attracting tourists and foreign currency. Today, hotels must cope with rapid price changes, unreliable deliveries, and fierce competition. These pressures show up in very concrete ways: late or missing shipments, poor-quality goods, stock shortages, and even theft. Such problems don’t just frustrate managers; they can lead to empty rooms, unhappy guests, and rising costs. Despite global research on hotel purchasing, little was known about how supplier choices play out under conditions as volatile as Zimbabwe’s. This study set out to fill that gap.

Different ways hotels choose who supplies them

The researchers surveyed and interviewed staff from five major hotels, focusing on people directly involved in buying and managing supplies. They found that hotels use a mix of sourcing approaches. Some rely on a single supplier for a given item, others use two, and many spread orders across several suppliers to reduce risk. Local sourcing from nearby farmers and businesses is common, partly to cut transport costs and avoid import fees, and partly to support the local economy. At the same time, hotels use formal competitive bidding, inviting several suppliers to offer prices and terms, and they pursue long-term partnerships with especially reliable vendors. This blend of competition and cooperation is shaped as much by economic turbulence as by textbook purchasing theory.

What the data reveal about performance

Using survey responses from 60 staff members and interviews with 22 managers, the study linked supplier strategies to day‑to‑day performance indicators such as service reliability, stock control, and cost levels. Well-run competitive bidding stood out as strongly beneficial, pushing down costs and encouraging transparency when suppliers know they must compete on quality and delivery, not just price. Long‑term, trust‑based partnerships were also powerful: hotels that worked closely with a smaller group of dependable suppliers reported smoother deliveries, better quality, and less waste. Interestingly, simply juggling many suppliers did not guarantee success. In Zimbabwe’s unstable setting, the effort and risk of managing multiple fragile relationships can outweigh savings from playing suppliers off against each other.

Why relationships and strategy beat quick fixes

The findings suggest that supplier selection is not a mechanical exercise in picking the cheapest quote. In a fragile economy, poorly planned sourcing can actually drag performance down, as staff chase late deliveries or cope with substandard goods. By contrast, hotels that combine fair, open competition with carefully nurtured partnerships are better placed to keep kitchens stocked, rooms ready, and guests satisfied. The study argues that investing in local suppliers, using technology to share information, and planning for disruptions can turn the supply chain from a constant headache into a source of resilience.

What this means for guests and the wider economy

For a lay reader, the lesson is straightforward: the invisible choices hotels make about who supplies them help decide whether you get a seamless stay or a disappointing one. In Zimbabwe, where economic shocks are common, smart supplier selection can mean the difference between struggling hotels and a vibrant, competitive tourism industry. The study concludes that open competitive bidding, strong long‑term partnerships, and support for capable local suppliers are key levers for better operations. When hotels get these levers right, they can control costs, improve service, and strengthen the communities and economy around them.

Citation: Nyemba, M.P., Chikwere, D. The influence of supplier selection on the operational performance of the hospitality industry in Zimbabwe. Humanit Soc Sci Commun 13, 276 (2026). https://doi.org/10.1057/s41599-026-06518-3

Keywords: hospitality supply chain, supplier selection, competitive bidding, strategic partnerships, Zimbabwe hotels