Abstract: Procurement is increasingly assuming a critical role in the strategic functions of organizations, potentially contributing significantly to operational success, leading to dependable service delivery and enhanced competitiveness. Effective organizational performance relies on the efficiency and efficacy of the procurement function, transitioning from a reactive to a proactive approach to attain predetermined performance objectives. Generally, an organization overall performance results from a combination of distinct operational performance metrics (Osoro & Shale, 2019) The aim of this research was to examine how the choice of suppliers affects the performance of an organization, as this decision can furnish valuable insights for potential efficiency enhancements and improved competitiveness. The research was guided by the structural contingency theory. Employing a descriptive research design, the study targeted 48 participants, employing a comprehensive approach. Data collection primarily relied on self-administered questionnaires distributed among staff members in the procurement and finance departments. Data analysis was conducted using the Statistical Package for Social Studies (SPSS). The findings and results were presented through tables, charts, and graphs to establish a hypothesis regarding the impact of supplier selection on organizational performance.