Journal of Economics, Finance and Management Studies ISSN (print): 2644-0490, ISSN (online): 2644-0504 Volume 5 Issue 10 October 2022 Article DOI: 10.47191/jefms/v5-i10-12, Impact Factor: 6.274 Page No. 2920-2927 JEFMS, Volume 5 Issue 10 October 2022 www.ijefm.co.in Page 2920 Influence of Information Sharing on Performance of Manufacturing Firms in Kenya Evans Kipchumba Kiprotich 1 , Prof. Hazel Gachoka Gachunga 2 , Dr. Ronald Bonuke 3 1 Phd Student, Jomo Kenyatta University of Agriculture and Technology 2 Jomo Kenyatta University of Agriculture and Technology 3 Moi University ABSTRACT: Information has emerged as a key resource that improves manufacturing companies' performance and helps a company efficiently satisfy consumers' expectations. The goal of the study was to ascertain how information sharing affected the performance of manufacturing companies. The study was backed by the stakeholder theory and the systems theory. The explanatory research design was used in the study. The sample size was 264 procurement managers from Kenyan manufacturing enterprises, with 766 procurement managers as the target population. Respondents were chosen using stratified, simple random, and purposive sampling methods. The primary data collected using questionnaires. Data analysis was done using descriptive statistics (means, standard deviations) and inferential analysis (linear regression analysis) with the aid of SPSS program. The regression model showed that (R 2 =0.276), indicating that the information sharing predicted 27.6% of the firm performance. The information sharing (β=0.417, P=0.000) had positive and significant effect on performance of manufacturing firms. The study concludes that information sharing has significant effect on performance of manufacturing companies in Kenya. It has been determined that the implementation of information sharing, the quality of the shared information, the kind of shared information, and the technology used to communicate this information all affect how much information businesses exchange throughout supply chains. According to the report, industry participants in the manufacturing sector should collaborate closely in order to improve the quality of the information that they share with other providers. KEYWORDS: Information Sharing, Performance, Manufacturing companies INTRODUCTION More and more managers, consultants, and academics are realizing how crucial supply chain performance is to their companies' success. Efficiency along the supply chain necessitates thorough knowledge of every minute mechanic included in each stage of a product's journey as well as a comprehension of how these intricate mechanics successfully support the whole operation (Peterson, 2016). The capacity of the supply chain to create income, save costs, boost asset productivity, and raise customer satisfaction levels has caused the majority of sectors to consider it from a strategic perspective. Because of the shifting environmental pressures, firms currently confront a difficulty in guaranteeing the seamless operation of their supply chains (Ha, Tian & Tong, 2017). Although a firm has some control over its internal environment, it has less control over external forces such as suppliers. Suppliers are one of the external environmental aspects that a firm may not be able to directly control, thus it is critical to develop and maintain strong relationships with them (Singh, 2015). According to Wachira (2013), the effectiveness of these connections is influenced by how information is shared between the company and its stakeholders, such as suppliers. Information is now one of the resources that businesses use to boost their performance, particularly industrial enterprises (Cai, Huang, Liu, & Liang, 2016). An company may minimize costs and lead times and more efficiently address the requirements and wishes of consumers, which improves the performance of manufacturing enterprises (Rucha & Abdallah, 2017). Information has shown to be a key resource that improves manufacturing company efficiency and helps a company efficiently satisfy client expectations (Hsin, Chang, Tsai & Hsu, 2013). Supply chain performance is a term used to describe the quality, responsiveness, and cost savings that emerge from effective information exchange between the buying business and its suppliers (Leuschner, Rogers & Charvet, 2013). Today's businesses want to share information with their suppliers, but they also want that information to be useful and timely when it comes to ordering and replenishment, which will improve the performance of