CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Traditionally, in the Nigerian construction industry, most construction procurement

activities use paper-based system in procuring construction projects. The

traditional procurement process involved paper-based advertisement, submission

of tenders, and selection/award of contracts that is characterized with high cost of

lithographic works and unethical practices. Country Procurement Assessment

Report (CPAR) (2000) revealed that long before 1999, Nigeria lost $10 billion

every year to corruption through award of contracts. Thai and Grimm (2000) found

that the implementation of Electronic Procurement initiatives should be seen as an

effort to improve the procurement goals, which normally include quality;

timeliness; cost minimizing, while Alam and Noor (2009) established that E-

procurement has obvious benefits that include increasing transparency and

accountability, standardising and monitoring, enhancing fair competition amongst

bidders, avoiding human interference, reducing human errors and

personal discretion in purchasing decision, and maximising value for money.

According to Mahmood (2010) public procurement represents 18.42% of the world

GDP; Neupane (2014) affirmed that public procurement accounts for almost 10 to

15 percent of Gross Domestic Product (GDP) in developed countries and almost 20

percent or more of GDP in developing countries. Change in the procurement

process is evidently necessary not only due to the issues with traditional

procurement systems but also because organisations want to meet the challenges of

greater competition in the global market (Hampton et al., 2012). Neupane (2014)

further saw it as an essential tool for a sincere attempt to reform the government

public procurement processes as well as to reduce the chances of corruption since

corruption is said to be a threat to economic and human development in all

countries and is believed to be increasing at alarming rates, especially in

developing countries Nigeria inclusive (Neupane, 2014). In spite of this

development and the extensive research yield going with it, there is limited

understanding of the nature of technological modernisations in the use of web-

based technologies in executing construction procurement undertakings (Laryea,

2014).

1.2 Statement of problem

E-procurement adoption is uncertain among procurement executives due to lack of

organizational readiness. To address the issue of successful e-procurement

adoption, an assessment by an institution of e-procurement readiness is important.

Naseebullah et al., (2011) proposed a theoretical framework on e-readiness factors

that lead to e-procurement implementation. These factors were categorized into

perceived management readiness, perceived technological readiness, and perceived

environmental readiness. There have been challenges in being ready for the

adoption of e-procurement systems and this may be due to the institution’s not

being ready to adopt the system which may be brought about by several factors,

among them organizational environment, technological environment, legal aspects,

economic environment and other factors. The Nigerian government had identified

the need for public procurement system that will urgently eliminate or reduce the

global perception of corrupt practices and inefficiencies that have potentials to

impact on good governance, and to build trust through the procurement system

(BMPIU, 2005). However, E-procurement implementation has begun in the

country Nigeria but e-procurement activities are actually very truncated in the

country (Mundy and Musa, 2010). It can further be said that what is required to

achieve a more successful procurement process in Nigeria goes beyond the present

practice. In fact, Afolabi (2017) stated that construction stakeholders currently

have the suitable hardware, software and other enabling settings to actively partake

in the e-procurement process but Afolabi (2019) however stated that there is still

need for improved wakefulness of the e-Procurement tools and technologies and

the benefits that are accumulated from their usage among public sector

construction participants. As a result of little understanding of e-procurement

implementation process, the traditional procurement system adopted by the FCTA,

Abuja for road construction works is characterised by fraudulent practices.

1.3 Objective of the Study

The objective of this study is to develop sustainable e-procurement strategies for

road construction project in Naze/Ihiagwa road construction in Imo State. The

specific objectives are

i. To determine the are the prospects of e-procurement implementation on road

construction projects in Naze/Ihiagwa road construction

ii. To determine factors that affects the e-procurement readiness on

Naze/Ihiagwa road construction

iii. To determine the challenges of e-procurement readiness on Naze/Ihiagwa

road construction

1.4 Research Questions

i. What are the prospects of e-procurement implementation on road

construction projects in Naze/Ihiagwa road construction?

ii. What are the factors that affect the e-procurement readiness on

Naze/Ihiagwa road construction?

iii. What are the challenges of e-procurement readiness on Naze/Ihiagwa road

construction?

1.5 Research Hypotheses

H01: Prospects of e-procurement implementation has no significant effect on

Naze/Ihiagwa road construction

H02: There are no significant factors affecting the e-procurement readiness on road

construction projects of Naze/Ihiagwa road construction

H03: There are no significant challenges of e-procurement readiness on

Naze/Ihiagwa road construction

1.6 Justification for the Study

To the public sector institutions, the study will be useful to government agencies

and public sector organizations in order to know the general perception of

procurement officers towards e- procurement in order to plan adequately in case of

implementation. This will enable them know how they may change the attitudes of

the staff in order to fully implement the system, and also other challenges that they

may experience during the adoption of the system. They will therefore effectively

implement the system that will make them more profitable and competitive.

To the policy makers and the government, the study will provide information that

will provide information to the important policy makers who will come up with a

framework of successful implementation of the e-procurement system. This will

bring efficiency in the fiscal expenditure of the government as a big chunk of

government expenditure is channeled towards procurement. Efficiency by policy

makers and the government means that they can do more with the availabl funds

and more can be done in development projects.

To researchers and scholars, the study will help to increase the general knowledge

of the subject and will provide useful reference to future studies. The gaps

identified in the study may be useful in coming up with a research problem and

solve it.

The study looks at the perceptions, attitudes and challenges of e-procurement

integration. With these, we would be able to state the limitations of the study and

recommendations for further studies.

1.7 Scope of the Study

The contextual scope of this study encompasses development of sustainable e-

procurement strategies for road construction. The study therefore narrow down to

e-procurement strategies on road construction projects along Naze/ Ihiagwa Road,

Imo State. The respondents were the Contractors, Engineers and others involved in

the construction of road.

 CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Review

2.1.1 E-procurement

Chang and Wong (2010) defined E-procurement as an attempt to automate the

traditional procurement system using various communication media to facilitate

efficiently the process between different parties. Nawi et al. (2014) also stated that

e-procurement is efficient processes that automates business transactions, reduces

cost, improves management and brings transparency in business processes while

McCormack and Johnson (2016) defined e- procurement as the use of advanced

electronic technologies to develop the traditional procurement process into a more

advanced one.

2.1.2 Public e procurement

Burton (2005) indicated that public E-Procurement is the core instrument that helps

in economic management of public resources while Vaidya et al. (2006) stated that

Public e- procurement is an inter-authoritative data system, which automates any

piece of the procurement process in order to improve efficiency, quality, and

transparency in government procurement. Furthermore, Vaidya (2007) saw public

electronic procurement as the use of any Internet-based Inter-organisational

Information System, which automates and integrates any parts of the procurement
process in order to improve efficiency and quality in procurement, and promote

transparency and responsibility in the wider public sector.

2.1.3 Readiness in E-procurement

For effective e-procurement adoption, the institution implementing it should be

ready in terms of the operating environment, legal environment, economic

environment, organizational environment, and technical environment (Australian

Government, Department of Finance and Administration, 2005). These aspects

should be clearly outlined by an institution so as to have minimal challenges during

implementation.

In the operating environment, an institution may look at aspects such as the

procurement structures, which may be centralized or decentralized, the drivers of

e-procurement adoption, and the levels of support of e-procurement. The operating

environment is critical in determining the readiness of adoption since it is the

senior officers who create this environment. For the legal aspects, an institution

will look at the national and international jurisdiction in terms of readiness.

National legislation may foster or hinder adoption of e-procurement and the

government may be forced to amend some of its laws in order to accommodate e-

procurement. International laws and charters may be a factor in readiness of e-

procurement especially if the institution wants to deal with international firms.

Economic environment in e-readiness means that both the buyer and the
supplier will be able to meet the costs of implementing and running the e-

procurement system through the demand and supply. E-procurement costs may be

a factor in an institution being able to embrace the system as it may prove to be

expensive for one of the parties, for example, a public institution may implement

the system but there are no willing people to use the e- procurement system.

Organizational level of e-readiness means that the planned level of adoption

and financial consideration should be looked at. The level of adoption may be mild

(introductory) or full-scale adoption which may be intense for an organization. For

technological e-readiness, it means that the institution will have the required

infrastructure at all levels in order to effectively disseminate the e-procurement

service (Australian Government, Department of Finance and Administration,

2005). Davila et al. (2002), in a study of the adoption and use of e-procurement

technology models surveyed 168 respondents and wanted to understand the drivers

of e-procurement adoption. The study results showed that the lack of an overall

accepted standard is holding back a sizeable number of companies from adopting

technologies. These companies fear buying into a “closed” technology that cannot

communicate with other technologies and thus limits access to a broader network

of supply chain constituencies.

2.1.4 Problems with traditional method of procurement

Nawi et al. (2014) stated that traditional procurement is work intensive and prone

to errors, which are very expensive for the business in both the long and the short

term. Banwo (2016), identified the problems of traditional procurement as: Very

long project duration when compared to other strategies as the strategy is

sequential and construction cannot commence prior to the completion of design

(with no parallel working possible), there is no input into the design or planning of

the project by the contractor and supplier, who will not be appointed at the design

stage, the strategy is based upon price competition, which can result in adversarial

relationships developing and the client is likely to end up paying a high-risk

premium where it is difficult to accurately define the full scope of the project.

2.1.5 Implementation of e-procurement

E-procurement has been seen as the resolution to the insufficiencies of the

traditional procurement method because of the success seen to date in the private

sector (Teo et al., 2009; Tatsis et al., 2006; Muffato& Payaro, 2004). Grilo and

Jardim- Gonclaves (2011) expressed that each organisation needs to accomplish

the best quality procurement with the least investment, negligible risks and

duplication while keeping up a competitive position and picture in the market.

These successes which have been well established, indicates that there is potential

for similar benefits to be realised in the public sector (Panayiotou et al. 2014).
However, In a study conducted by the world atlas, in spite of the rapid growth of

E-readiness in most countries in the world, the Middle East and Africa currently

serve a total of about 1m internet broadband subscribers, a small sum compared

with the 53m in Asia and 42m in the Americas. Low levels of investment and

limited sources of financing constitute the primary reasons for the slow progress.

With public and private funds for infrastructure development lacking, even broadly

available technologies remain too costly for widespread adoption. Mundy and

Musa (2010) stated that E-procurement implementation has begun in lower middle

income countries like Nigeria but the lack of evidence and research has hindered a

clear framework for the adoption as expected, in fact e-procurement activities are

actually very truncated in the country Nigeria but how long will Nigeria as a

country keep avoiding the implementation of e-procurement in spite of the facts

that the same e- procurement have been adopted and implemented successfully to

some magnitude in other parts of the world (Oseni & Dingley, 2014). It is clear

that some of the sectors of the public in Nigeria are in the publish stage and a few

government organisations are at the transact stage. Some organisations have even

avoided the interact stage thereby giving no chance for citizen requests or

feedback. It can further be said that what is required to achieve a more successful

procurement process in Nigeria goes beyond the present practice of these sectors.
2.1.6 Procurement in the Construction Industry

Procurement as defined by Mulch (2009) is a formal process by which many

organizations obtain goods and services. Public procurement is the process by

which governments buy inputs for vital public-sector investments. Those

investments, both in physical infrastructure and in strengthened institutional and

human capacities, lay foundations for national development. In procurement terms,

those inputs are civil works, goods and services (Bureau for Public Procurement)

(BPP, 2011).

Procurement encompasses the whole process of acquiring property and/or services.

It begins when an agency has identified a need and decided on its procurement

requirement. Procurement continues through the processes of risk assessment,

seeking and evaluating alternative solutions, contract award, delivery of and

payment for the property and/or services and, where relevant, the on-going

management of a contract and consideration of options related to the contract.

Procurement also extends to the ultimate disposal of property at the end of its

useful life (Hui et al., 2011). Construction projects are time-consuming

undertakings, which are considered successful if delivered on time, to an

appropriate budget and to a quality desired by the owner (Waziri, 2012). However,

in recent times, apart from the above-mentioned indicators of project success,

health and safety, and environmental performance have also become important
aspects of project performance. Many literature and studies on the construction

industry have analysed projects and tried to identify factors affecting project

performance. Though the factors found are numerous, a lot of the studies indicated

that procurement related factors have significant effects on construction project

performance (Ogunsami, 2013).

Nigeria has shown a significant regression in procurement processes in compares

to the heavy investment channelled into the sector, different studies have

confirmed the use of various types of procurement methods for project delivery in

Nigeria (Ogunsami, 2013).

Hunja (2010) further stated that over-duplication of procurement manuals leads to

diverse interpretations and implementation of existing rules across various public

agencies and even within some of the agencies, lack of oversight responsibilities

for the proper functioning of the procurement system creates serious gap in the

enforcement of rules. In another study, Fayomi (2013) noted that countries all over

the world are always besets with various political and socio-economic problems at

one time or the other. Constant efforts are often being made by the various

governments to find solutions to such problems. This is usually through

administrative reforms, whereby a policy option is made to halt a named political,

educational or socio-economic problem. Fayomi (2013) further stressed that the

due process policy is a package of policy measures, and like any other policy, it
has set goals, which it aimed at achieving. Thus, the institution of the reform

measures presupposes the existence of some administrative deficiencies. The

rectification of the flows in the administrative machinery depends on the

satisfactory implementation of the reform goals (Aliyu, 2015). It becomes apt to

discuss the rationale for the introduction of the due process policy in the public

procurement in Nigeria. That is what are the major differences or defects of the

previous procurement system that the due process policy is addressing. According

to the highlight of the budgets monitoring and price intelligence unit (BMPTU)

which is the office in-charge of the due process, though now changed to the Bureau

of Public Procurement (BPP). According to the BMPIU manual (2005), some of

the defects of public procurement in Nigeria are: lack of competition and

transparency in project procurement leading to high cost of project, improper

project packaging and definition compounding ineffectiveness, budget proposal

submitted by the MDAs not being related to justifiable needs, preference for new

projects, thereby encouraging regular midstream abandonment of projects in

progress and this also fuels the cultural disdain for maintenance, rehabilitation and

refurbishment of existing facilities and infrastructure, Projects not prioritized,

recorded and synchronized among the MDAs such that many Ministries,

Departments and Agencies (MDAs) are pursuing the same or similar need
simultaneously with resultant lack of economy efficiency and effectiveness, while

creating overlapping and waste.

2.1.7 E-procurement for construction projects

Data Technology (IT) is currently routinely utilised as a part of the development

business as a device to lessen a portion of the issues created by fracture. The

utilisation of IT enhances coordination and joint effort between firms taking an

interest in a development extent, prompting to better correspondence rehearses. Its

advantages incorporate an expansion in the nature of archives and the speed of the

work, better money related control and interchanges, and less complex and quicker

access to normal information and a reduction in documentation mistakes (Hatice

and Mehmet, 2012). The investigation of these different ventures demonstrates the

many advantages that development could possibly saddle through e-business

reserve funds and efficiencies. The recognisable proof of the drivers and

obstructions to e-acquisition in development is imperative to picking up a

comprehension of how the advantages of e-acquirement can be utilised to

expand its take-up and to give a model to implant e-obtainment (Farzin and

Teimoori, 2010).

Farzin and Teimoori (2010) in their exploration clarified that the E-procurement

empowers organisations to decentralise operational acquisition forms and

incorporate key obtainment forms as a consequence of the higher production

network straightforwardness given by E- acquirement frameworks, and the

utilisation of the ICT. E-acquisition can likewise incorporate exercises, for

example, Publicising tenders, Electronic requesting, Explore into provider

markets, Web sourcing by means of outsiders, Electronic accommodation of

tenders, Electronic mail amongst purchasers and vendors, Electronic mail in

contract administration and Joining of obtainment inside the monetary and stock

frameworks (Farzin and Teimoori, 2010; Hatice and Mehmet, 2012).

2.1.8 Factors affecting e-procurement implementation in Nigeria

Many researchers have established the factors affecting e-procurement

implementation in Nigeria Oseni and Dingley (2014) stated that issues like

awareness and availability of services and trust all need further development in

order to allow e -procurement services to be delivered and used by citizens. .

Aduwo et al. (2016) established that that the two elements with the most

noteworthy challenge on the uptake of e-Procurement were the high investment

cost, and absence of technical know-how required in setting up e-procurement

technologies and procedures. Other factors which are evident include.

2.1.8.1 Electricity Supply

According to the reports provided by the Electricity Generating companies, the

average power supply in Nigeria is 3851MW. The highest averaged power supply

was fixed in January 2017 and was around 4425MW. The largest cities of the
country are provided with the majority of the power and energy and there are no

significant changes to this situation till date (power- Nigeria, 2019). From this, it

clear that the power supply pattern in Nigeria is not enough to give room to

implementation of e-procurement

2.1.8.2 Internet Diffusion

The Global State of Digital in 2019 report discovered that there are 98.39 million

internet users in the country compared to January 2018, there has been a 4 million

increase in the number of internet users. Despite this increase, overall internet

penetration remains low, with only 50% of the population connected to the internet

when compared to the global average of 57%. It was further stated that out of the

98.9 million Nigerian internet users, 54% access the internet on a daily basis while

only 12 %( 24 million) have active social media accounts. To improve on this, on

the 2nd of April, 2019, the minister of communication said the federal Government

will ensure free access to the internet in public places across Nigeria. He further

listed the challenges faced by the government in providing free internet service to

include high cost of access, low broadband penetration, poor internet infrastructure

and poor enabling environment (Digital, 2019).

2.1.8.3 Cyber-Crime and Cyber- Security

Although this is not peculiar to Nigeria alone, but a lot of work will need to be

done to ensure that the cyber space is secured. Bharat and Abhijit (2010) stated that
Security, protection and trust-related issues are basics for the successful

implementation of e-procurement. According to Frank and Odunayo (2013),

Cyber-space refers to the boundless space known as the internet. It refers to the

interdependent network of information technology components thatunderpin many

of our communications technologies in place today while Cyber security is the

collection of tools, policies, security concepts, security safeguards, guidelines, risk

management approaches, actions, training, best practices, assurance and

technologies that can to ensure the realisation and preservation of the security

properties of the organization and from a country with zero legislation on cyber

security to a country with an extensive law with the enactment of the cybercrime

this act, Nigeria is said to loose N127, 000,000,000 (one hundred and twenty seven

billion Naira) annually through cyber-crime (Iroegbu 2016). Osuagwu (2018)

further reported that 60% of Nigerian businesses experienced cyber-attacks in the

year 2018.

2.1.8.4 Institutional and human resource capacity

One of the factors contributing to the failings in public procurement in Nigeria has

been the absence of central procurement authorities to oversee procurement policy

and practices, to review procurement rules, draft bidding documents, advertise

intended procurements, and monitor compliance to the rules. A further role of

central procurement authorities is to undertake bulk purchasing and provide

training for procurement officials (Jones, 2009; Hagén, and Zeed, 2015).

2.1.8.5 Competition and access

Major barriers still remain preventing the creation of a level playing field for all

private domestic suppliers as well as for overseas companies. Such barriers may

arise from a bidding system subject to preferential margins, and quota restrictions,

which discriminate against foreign businesses. Competition according to Jones

(2009) this may be further curtailed by restricting the eligibility to tender for only

domestic bidders or products, or to certain categories of domestic bidder, through

set-asides. Eligibility restrictions are often applied in the registration of suppliers

and contractors as government trading partners, or in the pre-tender qualification

process for major procurements. Alternatively, barriers to open competition may

simply be the result of informal practice in which special consideration, as a matter

of course, is given to nation-wide domestic enterprises, provincial/local

enterprises, State-Owned Enterprises (SOEs) or to businesses to which leaders and

senior officials have an association themselves or through family members or

cronies. In such cases, the usual method of procurement is limited to single

sourcing and direct negotiation (Jones, 2009; Bello and Iyagba, 2013).

2.1.8.6 Increase corruption rating

Another key challenge facing the governments is combating widespread corruption

in the procurement process, as in other sectors of government administration.

According to surveys by the World Bank and Transparency International (TI) in

2012, Nigeria stands out as a country with very high corruption indices and these

figures continue to rise annually. Although several definitions of corruption were

found in the literature, it was commonly referred to as being the exploitation of

public power for private benefit (Theis and Stevens, 2007). Public procurement

had been identified as the government activity most vulnerable to corruption,

collusion, fraud and manipulation (United Nations, 2004). The types of corruption

schemes prevalent could be classified under 5 main streams, namely; Kickbacks:

Kickbacks were defined as the method where illegal secret payments were made as

a return for a favour or a bribe and were usually calculated in the form of a

percentage, a share, a cut, a commission or a payoff.; Bias in contractor selection,

preferential treatment for certain contractors. Contractors were allowed to quote

higher prices, government agencies were allowed unnecessary purchases,

government officials lived beyond their means, and frequent use of the same

contractors, receiving of regular gifts from contractors, and Bid rigging happened

when group of bidders colluded with one another and kept the bid amount at a pre-

determined level. This usually occurred in a competitive public tender environment

(Ware et al., 2007). This intentional manipulation as done by the members of the

bidding group, who submitted common bids, discouraged a price war

(Organization for Economic Co-operation and Development (OECD, 2007). The

interested bidders would agree in advance the following details; who would submit

competitive bids, at what prices, who would win and how the profits would be

shared among the bidders (Jones, 2007). Decentralisation of many due process

functions previously undertaken by the Federal Government have been transferred

to newly created Budget Monitoring and Price Intelligence Unit (BMPIU) or

existing states, and local governments. In countries where democratic reforms have

been implemented, these are elected by the local population. Part of their

responsibility is to raise a portion of their own revenue through local taxes,

although reliance on central government grants still continues. The decentralization

reforms have been recommended and guided by international organizations. The

lack of proper decentralization affects the implementation of due process (Jones,

2007).

Public procurement is considered an inherently politically sensitive activity.

Murray (2009), contended that in public procurement, managers take on the role of

agent for elected representatives. However, Pillary (2004) argues that senior

officials and political leaders use public office for private gains and this has

weakened the motivation to remain honest. Raymond (2008), also opined that

ministers and political parties receive clandestine payments in government

procurement. This ultimately interferes with the procurement process and

constrains compliance. This is also re-echoed by Lodhia and Burritt (2004), who
recognise that social and political influences have an important bearing on public

sector reform. In developing countries, one of the major obstacles to the

procurement system is ministerial interference with the tender process where

ministers intervene and influence tender awards. The threat of being suspended or

fired has in many cases intimidated public officers into obeying illegal ministerial

directives leading to non-compliance (Akech, 2005). In support of this, Huiet et al.

(2011) asserted that interference from the local politicians, businesspersons,

members of parliament and very influential top management individuals have

interrupted the procurement processes and consequently deterred transparency.

2.1.9 Barriers to the Uptake of E-procurement in Building Projects

An organisation can use e-procurement to create strategic advantage through

improved customer relationships resulting in greater business efficiency and better

information access and flexibility. In spite of the many benefits of e-procurement

mentioned, the extent of e- procurement adoption in the European Union is below

expectations (Lederer et al., 2009). The low adoption rate is due to the

comprehensive list of barriers for E-procurement implementation. The list

comprises: risk, uncertainty from suppliers, cultural differences, staff resistance to

change, catalogue content readiness, etc (Lederer et al., 2009). One explanation for

the low rate of adoption could be that the implementation process of E-

procurement is very complex and that the main benefits of E-procurement can be
achieved only in the long term. Arbin (2010) identified barriers specific to the

valuation process (industry and organisational barriers) and to the conversion

process (resources, knowledge and usage barriers), and in the time of

implementing E-procurement. Arbin (2010) noted further, the main barriers to

implementing e-procurement to be management barriers, organisational barriers,

IT barriers, and users’ barriers.

2.2 Theoretical Review

2.2.1 Innovation Diffusion Theory (IDT)

Developed by Rogers (1962), the innovation diffusion theory explains how a new

idea, product or innovation is adopted in a social system. Accordingly, some

people adopt the innovation faster than others. There are five categories of adopters

based on how early they adopt the new idea. Innovators are always the first to

adopt a new idea. They have an insatiable interest in new ideas and would,

therefore, adopt the new ideas without being compelled to do. Early adopters are

opinion leaders. They enjoy leading and appreciate new opportunities. The early

majority adopt the new ideas earlier than the average person. Before they adopt a

new idea, they must ascertain that it works. Success stories concerning the

innovation motivate them to adopt it. The late majority is also skeptical and would,

therefore, only adopt a new innovation after it has been tested by majority.

Laggards are conservative and hence averse to change. Although the adoption of
Electronic Procurement brings uncertainty, it is prudent for the organizations to be

aware of the advantages and risks of such innovation. Rogers (1962) advanced that

the timing of innovation adoption does influence the market share commanded by

the organization. The attributes suggested by IDT include observability,

complexibility, compatibility, trialability and relative advantage. However, past

studies have shown that only two variables; relative advantage and compatibility

have been consistently been found to be positively related to the adoption of

Electronic Procurement. On the other hand complexity has been found to

negatively relating to the adoption of Electronic Procurement (Donnellan, 2006).

Since different agencies with varied intensities will perceive the adoption of

innovation different, it will be prudent to take perception based characteristics into

account rather than salient features of technology that do not vary across various

agencies. Once the organizations are convinced on the benefits of IT, they will then

integrate it with its other department’s thus easy and quick adoption. They will also

dedicate both their financial and managerial skills towards the adoption.

A perceived benefit refers to relative advantages that technology will bring to an

organization after implementation. Many studies have shown that perceived

benefits greatly impact Electronic Procurement adoption (Donnellan, 2006). One

of the limitations of this theory is that it does not consider social support or

individual resources. This theory suggests that players in the construction sector
must perceive the benefits associated with Electronic Procurement

implementation and must aim to counter all possible challenges. This would

specifically influence the management’s support. If the top management and other

key stakeholders have perceived the associated benefits and are committed to

support the implementation process, the project will succeed (Rogers (1962).

2.2.2 Technology Acceptance Model (TAM)

The technology acceptance model is used to study the willingness of people to

adopt a new technology. It was developed by Davis (1986) to explain the factors

that influences the acceptance of new information technology. According to TAM

the two factors that influence acceptance of innovation are perceived usefulness

and complexity of the technology. The degree to which employees believe that

using as system will improve their performance will significantly impact on the

adoption of Electronic Procurement. On other hand, perceived complexity of the

system will discourage the acceptance of the innovation. It is therefore important

for administrators or managers to gauge the attitude of the employees before

implementing the system to avoid implementation failures. The attitude then

determines an individual’s behavior towards the new technology. To this end,

managers and key Electronic Procurement implementation team ought to

understand the external variables amidst other influencers of Electronic

Procurement implementation. The perceived usefulness and ease of use should be

well communicated so as to overcome negative attitude towards use and to

inculcate positive behavior of intention to use the Electronic Procurement system

so as to obtain actual use of the technology.

2.2.3 Unified Theory of Acceptance and Use of Technology (UTAUT)

The UTAUT model explains the acceptance of new technology as being influenced

by an individual’s expectations of the performance of the technology, efforts to be

expended and the technology’s social acceptance as well as the availability of

facilitating conditions (Lawan & Jinjiri, 2012). The four factors are moderated by

the gender, age and experience of the individual as well as the voluntariness of the

use of technology. In this case, if the adoption of the technology is mandatory then

it would be implemented regardless of the way individuals perceive it.

Performance expectancy, social expectancy and effort expectancy are intervened

by gender, age, and experience as moderators. Some individual will accept the

adoption of innovation if they believe that it will improve their job performance

thus performance expectancy. On the other hand, employees will easily accept the

adoption innovation if they believe that the introduction of the system will reduce

their effort in performing the required duties. Social acceptance will also influence
the degree of acceptance of innovation if an individual believe that by using the

system will influence her social status and bring pride and self-esteem. This model

has been largely used in the acceptance of Electronic Procurement and

governments all over the world.

2.3 Empirical Review

Eziyi et al., 2020 examined the adoption of e-Procurement in construction is

gaining global acceptability, but in a developing country like Nigeria, there is a

paucity of studies on the e-Procurement tools/applications used by construction

industry stakeholders and their experiences with this technology. This study

investigated e-Procurement adoption and users’ experience with it in the Nigerian

construction industry using a questionnaire survey of 759 users of e-Procurement.

The data were analyzed using descriptive statistics and factor analysis and the

results show that whereas relatively high usage of e-Procurement tools in sending

and receiving information on tender opportunities, tendering, and making and

receiving payments for construction procurement transactions was observed, the

use of this technology in monitoring the progress of work on construction sites or

tracking the movement of materials was very low. It was also observed that users’

experience with e-Procurement in Nigeria was influenced by the adequacy and

reliability of Internet infrastructure and ease of use of the technology, operational

environment, change management issues, benefits of the technology, and the

availability, accessibility, and interoperability of e-Procurement systems. The study

implies that in order to ensure sustained use of e-Procurement in Nigeria’s

construction sector, adequate attention should be given to these factors that

influence users’ experience.

Moneke et al., 2021 studied determinants of electronic procurement and their

impact on the adoption of construction projects in Nigeria. A questionnaire survey

technique was used to collect data from a cross-section of 224 practitioners

from a public sector environmental entity. The study used structural equation

modelling (SEM) to support the contingency hypothesis that theorises the

relationship between the determinants of e-procurement adoption. A myriad of

determinants that influence e-procurement adoptions have been identified, some of

the variables on the one hand have been found to have some moderate

statistical significance with e-procurement adoption. Key findings revealed that

sub-determinant factors with evidence of relevance include: user friendliness with

e-procurement solutions, capacity building of procurement officers, joint decision-

making on materials supplied, re- calibration of e-procurement processes,

integration with suppliers, and cooperation between government, vendors and

service providers.
Makau (2014) carried out a study to investigate challenges that face the adoption of

electronic procurement in the public sector in Kenya. According to this research

study, the implementation of Electronic Procurement would bring forth huge

benefits for organizations in the public sector through improvement in

transparency, efficiency and reduction costs. The study was carried out the Nairobi

Water and Sewerage Company. A sample of 86 respondents was selected from the

population of 203 employees in the company. Data was gathered through the

use of questionnaires. The analysis was carried out by use of both quantitative and

qualitative methods. The presentation of results was done using pie charts, tables

and bar graphs. The study established four challenges of adopting Electronic

Procurement in the public sector. They include technological challenges, the

competence of employees in information and communication technology, legal

framework that may at times hamper effective implementation of Electronic

Procurement and inadequate managerial commitment to Electronic Procurement

adoption.

A study conducted by Kangongo & Gakure (2013) sort to identify the impact of

Electronic Procurement in the automobile industry in Kenya in the organizational,

managerial, environmental and technical aspects. In the technical aspect, which

also referred to the technological aspect of Electronic Procurement, the findings

indicated that incompatible technological architecture decreases the efficiency in

operations if the Electronic Procurement infrastructure. This further decreases the

speed of the systems, which further causes user frustration. He found out that

technological compatibility issues significantly affected majority of the firms,

whether in the automobile sector or any other sector (including the construction

sector), especially because the internet is a driving factor in Electronic

Procurement. If a firm fails to identify software that integrates with the platform

already in existence, duplicate work steps are created.

A study conducted by Mose, Njihia & Magutu (2013) sort to identify the most

important success factors and challenges pertaining to Electronic Procurement. The

focus was large scale manufacturing firms. The location was in Nairobi, Kenya.

The results identified that the lack of regular use of technology by the employees

was one of the challenges affecting Electronic Procurement in Kenya. This means

that employees are not ready to get out of their comfort zones. This challenge can

be linked to another challenge identified as resistance to change. Employees were

likely to use the traditional approaches of procurement that they were fond of using

rather than embracing Electronic Procurement. Mose et al (2013) also noted that

employee readiness to make Electronic Procurement to succeed greatly impacted

its implementation process. It could be further noted that some of the identified

readiness or willingness was brought about by the lack of technological skills

characterizing a significant share of employees in the organizations.

This study has examined the e-procurement readiness in Kenya’s public sector,

looking at how various factors impact on it. E-procurement in the public sector has

been implemented, though not fully, with several modules being introduced to

enable a full ERP system. Notable ERPs that are currently used by public

institutions are the Integrated Financial Management Information System (IFMIS)

and SAP software enabled them to procure online. The objective of the study

was to determine the extent of e-procurement levels in public institutions in Kenya.

With the objective of the study, relevant literature in relation to the objective was

sought out. Similar studies in other countries were done and analyzed, with

important aspects of readiness in these countries being noted. From these studies,

important aspects were brought out and impacted the readiness of e-procurement

readiness were procurement environment, legal environment, economic

environment, organizational environment, and technological environment. The

study compiled a questionnaire as a tool for primary data collection. Based on

these readiness aspects the study sought to find whether the environmental aspects

affected the readiness of e- procurement adoption in public institutions in Kenya.

Data analysis was done using descriptive statistics and factor analysis. The sample

of 50 units was selected from the various ministries and parastatals of which 46

responded and their responses analyzed. The study found that resistance to change,

lack of enthusiasm, staff skills, and to some extent procurement policies impacted
the readiness of e-procurement in public institutions. With factor analysis done on

the responses, the KMO measure of sampling had a value of 0.565 which indicated

that distinct factors can be formed. The extracted factors from the rotated

component factor matrix were technology (factor 1), organization’s finance (factor

2), leadership and integrity (factor 3), legal framework and technical preparedness

(factor 4), international law and employee attitude (factor 5), procurement policy

and national procurement law (factor 6), e-procurement adoption and staff I.T

adequacy (factor 7), and online marketplace and government support (factor 8).It

was therefore seen technology and legal framework and procurement policies were

factors that respondents agreed to affect the readiness of public procurement

institutions in Kenya. Also, the extent of procurement level in public procurement

was low as there was no integration with other systems and low use in electronic

commerce. Challenges encountered in e-procurement readiness were staff skills,

resistance to change, and lack of enthusiasm by staff. Recommendations made

were for the government and e-procurement stakeholders to improve the legislative

framework and procurement policies as these were found to impact the readiness

of e-procurement adoption in Kenya. The study concluded by suggesting that more

needed to be done on the factors affecting e-procurement readiness in Kenya, and

other factors that may affect preparedness of its adoption can also be analyzed in

further studies. Also the study may be carried out in the private sector and
similarities or disparities compared to this study. Other analytical techniques may

also be used in other studies to find out the e-procurement readiness in Kenya’s

public sector.
 CHAPTER THREE

METHODOLOGY

3.1. Introduction

This chapter incorporated, research design, the population and sampling technique

used were purposeful sampling technique and random sampling technique

respectively. The data collection procedure made use of closed end questionnaires.

The chapter concluded with a data analysis method.

3.2 Research Method

The researcher used descriptive research survey design in building up this project

work the choice of this research design was considered appropriate because of its

advantages of identifying attributes of a large population from a group of

individuals. The design was suitable for the study as the study sought to develop

sustainable e-procurement strategies for road construction project in Naze/Ihiagwa

road construction in Imo State.

3.2.1 Study Area

In this part of the research, the researcher talked mainly about the sustainable e-

procurement strategies for road construction project.

3.3 Population of the Study

For the purpose of this research, the population of study comprised the Clients,

Contractors, Consultants, and Other Professionals in the study area. 103

questionnaires were distributed, Using Taro Yamane formula for the sample size

determination.

n = N

1+Ne2

n= 139

1+139 (0.0025)

n= 103

The sample size is 103 respondents.

3.4 Sampling design & Procedures

Convenience sampling is a method of collecting samples by taking samples that

are conveniently located around a location or Internet service. The convenience

sampling method was used because this study was largely exploratory. One

hundred and three (103) respondents were used for this study which was when

saturation in the interview was attained. All the adolescents approached during the

study period consented to be part of this study.

3.5 Method of Data Collection

For purposes of triangulation (Ghauri and Grönhaug, 2005) both primary and

secondary sources of data were used. According to Kumar (2005) primary sources

are sources of data collection where the data is collected for the specific purpose at
the time of collection. The primary sources of data were collected primarily

through survey of the staffs using questionnaires. The study also made used

secondary sources of data. To Ghauri and Grönhaug (2005) secondary sources of

data are data that were collected, recorded and used previously. The secondary

sources of data were from featured periodicals, company websites and journals.

3.5.1 Sources of data

The two sources of data used for this research are primary and secondary sources.

Primary Source: The data collected from this source include the one obtained as a

result of direct contact with the respondents, questionnaire, personal observation

and interview.

Secondary Source: The secondary data is the one obtained from the existing work

done by various researchers on the topic closely related to the one of this study.

The source includes library, journals, magazines, internet and other publication on

sustainable e-procurement strategies for road construction project.

3.5.2 Instrument for Data collection

The major source of data will be primary which will be from questionnaire

administration to gather the required information from the clients and the

professionals in the construction industry, so as to fulfill the aim and objectives.

The questionnaire consists of 5% open ended questions and 95% close ended

questions. There are three (3) parts in the questionnaire; part A gives a general
particulars of the respondents, part B deals with the prospects of e-procurement

implementation on road construction projects, part C deals with the factors that

affects the e-procurement readiness and D deals with challenges of e-procurement

readiness on Naze/Ihiagwa road construction

3.5.3 Methods of Data Administration

The copies of the questionnaire were gathered immediately after completion. This

was to ensure that there was no loss of copies of the questionnaire. The sources of

data were both primary and secondary. The secondary source was the sample from

which data was created through the questionnaire. The use of non-participant direct

perception was a supplementary primary source. The optional source was made up

of literature and past studies on the topic under investigation. Newspapers,

magazines, seminars/workshop papers and textbook constituted the auxilary

source.

3.6 Method of data analysis

The reactions obtained from respondents on stakeholders’ on road construction

project were treated statistically in accordance with research questions generated

from the study. Consistency was checked for data collected; this was done based

on the answers specified by the respondents in the questionnaires gathered.

Information’s gathered were coded and analyzed using the selected analytical tool.

These tools involved the T-Test.

s

CHAPTER FOUR

RESULT AND ANALYSIS

4.1 Preamble

This study aimed at evaluating the risk model on road construction project delivery

in Imo State. In order to accomplish the above, three hypotheses were formulated

and the results are presented. this chapter is divided into four sections, namely:

section one deals with the demographic characteristics of respondents, section two

presents the prospects of e-procurement implementation, section three ascertains

the challenges of implementing of e-procurement implementationand four presents

the strategies for effective implementation of e-procurement in the public sector.

From the above figure4.1, out of 250 respondents, it was indicated that majority

141(56%) were male, while 109(44%) were female.

 Table4.1: Profession

Cumulative
Frequency Percent Valid Percent Percent

Valid Project manager 53 21.2 21.2 21.2

Builder 49 19.6 19.6 40.8

Quantity Surveyor 58 23.2 23.2 64.0

Architect 55 22.0 22.0 86.0

Engineer 35 14.0 14.0 100.0

Total 250 100.0 100.0

From the table4.1 above, out of 250 respondents, majority 58(23.2%) were

Quantity surveyor, 55(22%) were Architect, 53(21.2%) were project manager, the

least respondents 35(14%) were Engineer.

Table4.2: Years of experience in procurement unit of your organization?

Cumulative
Frequency Percent Valid Percent Percent

Valid Less than 5 - 10 60 24.0 24.0 24.0

11 – 20 68 27.2 27.2 51.2

21 – 30 57 22.8 22.8 74.0

Above 30 65 26.0 26.0 100.0

Total 250 100.0 100.0

From table4.2 above, it shows the years of experience in procurement unit of their

organization, it was indicated that 68(27.2%) had 11-20 years of experience,

65(26%) had 30 years and above experience, 60(24%) had Less than 5 – 10 years

of experience, the least responded 21-30 years of experience.

 Table4.3: Academic Qualification:

Cumulative
Frequency Percent Valid Percent Percent

Valid ND 56 22.4 22.4 22.4

HND 77 30.8 30.8 53.2

B.Sc./B.Tech 66 26.4 26.4 79.6

M.Sc/M.Tech 51 20.4 20.4 100.0

Total 250 100.0 100.0

It was indicated from table4.3, out of 250 respondents, about 77(30.8%) had HND

qualification, 66(26.4%) had B.Sc./B.Tech qualification, 56(22.4%) had ND

qualification, 51(20.4%) had M.Sc/M.Tech qualification.

Table4.4: Prospects of e-procurement implementation
Total
SA A N D SD Total Number RII Rank
Transparency and openness of information in public
procurement 210 152 183 90 64 200 699 0.699 1
Transparency in public accessibility to the information
of tender process 305 176 141 94 51 200 767 0.767 8
Transparency in scope of online vigilance and
monitoring 295 148 150 112 48 200 753 0.753 7
Transparency in secrecy of bidder’s information 300 176 162 96 44 200 778 0.778 10
Transparency in real time access of information and
bidding 285 196 117 92 59 200 749 0.749 5
Cost and time savings in advertisement of tender
documents 205 204 153 110 52 200 724 0.724 2
Cost and time savings in preparation of tender
documents 280 172 138 114 48 200 752 0.752 6
Cost and time savings of pre-tender meeting 270 208 156 102 41 200 777 0.777 9
Cost and time savings in tender collection from
multiple locations 260 176 171 80 57 200 744 0.744 4
Cost and time savings in tender evaluation report
process 250 176 162 98 53 200 739 0.739 3
Hypothesis one

H0: Prospects of e-procurement implementation has no significant effect on

Naze/Ihiagwa road construction

H1: Prospects of e-procurement implementation has a significant effect on

Naze/Ihiagwa road construction

From the above table4.4, it was indicated that transparency and openness of

information in public procurement has the highest risk prospects of e-procurement

implementation, followed by cost and time savings in advertisement of tender

documents, cost and time savings in tender evaluation report process, cost and time

savings in tender collection from multiple locations, transparency in real time

access of information and bidding, cost and time savings in preparation of tender

documents, transparency in scope of online vigilance and monitoring, transparency

in public accessibility to the information of tender process, cost and time savings

of pre-tender meeting, the least is the transparency in secrecy of bidder’s

information. In conclusion; prospects of e-procurement implementation have a

significant effect on Naze/ihiagwa road construction

Table4.5: Challenges of implementing of e-procurement implementation
Total
SA A N D SD Total Number RII Rank
Inadequate financial resources a backing 285 160 183 88 48 200 764 0.764 7
Lack of competent employee on e-procurement 290 176 123 104 55 200 748 0.748 6
Inadequate technological infrastructure to implement the
process 220 212 153 114 45 200 744 0.744 4
Inadequate technological infrastructure of tenderers 235 220 150 90 53 200 748 0.748 6
Insufficient training on procurement and other indirect
costs 285 168 126 82 68 200 729 0.729 2
Organization culture, bureaucratic inertia or processes 225 212 159 90 54 200 740 0.740 3
Lack of change management, top management support 220 172 174 110 50 200 726 0.726 1
Internal user resistance to learn multiple procurement
systems and procedures 250 196 156 92 53 200 747 0.747 5
Training of contractors 285 156 174 108 42 200 765 0.765 8
Logistic support – scanner, printer 240 248 153 76 51 200 768 0.768 9
Hypothesis two

H0: There are no significant challenges of e-procurement readiness on

Naze/Ihiagwa road construction

H1: There are significant challenges of e-procurement readiness on Naze/Ihiagwa

road construction

From the above table4.5, it was indicated that lack of change management, top

management support has the highest risk in challenges of implementing of e-

procurement implementation, followed by insufficient training on procurement and

other indirect costs, organization culture, bureaucratic inertia or processes,

inadequate technological infrastructure to implement the process, internal user

resistance to learn multiple procurement systems and procedures, inadequate

technological infrastructure of tenderers and inadequate technological

infrastructure of tenderers respectively, inadequate financial resources a backing,

training of contractors, the least is the logistic support – scanner, printer. In

conclusion;there are significant challenges of e-procurement readiness on

Naze/ihiagwa road construction.

Table4.6: strategies for effective implementation of e-procurement in the public sector
Total
SA A N D SD Total Number RII Rank

Assessing and documenting the current procurement

process 305 164 144 106 47 200 766 0.766 4

Assess and document your desired future procurement

strategy 175 188 147 118 60 200 688 0.688 1

Identify the gaps between where you are now and where
you where you want to be 290 220 129 90 49 200 778 0.778 5

Identify the process and system solutions that will be

required to bridge the gaps 255 216 141 104 46 200 762 0.762 3
Document the important benefits that will come from
implementing an e-procurement system (hard, soft and
benefits) 180 216 153 120 49 200 718 0.718 2

Develop key performance indicators (KPIs) to measure

success against your identified procurement goals. 180 216 153 120 49 200 718 0.718 2
Hypothesis three

H0: There are no significant factors affecting the e-procurement readiness on road

construction projects of Naze/Ihiagwa road construction.

H1: There are significant factors affecting the e-procurement readiness on road

construction projects of Naze/Ihiagwa road construction.

From the above table4.6, it was indicated that assess and document your desired

future procurement strategy has the highest risk in strategies for effective

implementation of e-procurement in the public sector, followed by document the

important benefits that will come from implementing an e-procurement system

(hard, soft and benefits) and develop key performance indicators (kpis) to measure

success against your identified procurement goals , identify the process and system

solutions that will be required to bridge the gaps assessing and documenting the

current procurement process, the least is the identify the gaps between where you

are now and where you where you want to be. In conclusion;there are significant

factors affecting the e-procurement readiness on road construction projects of

Naze/ihiagwa road construction.

 CHAPTER FIVE

5.0 CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion of the Study

The study set out to develop sustainable e-procurement strategies for road

construction project in Naze/Ihiagwa road construction in Imo State with a view to

mitigating procurement fraud in Nigeria. The study concludes that the major

challenges associated with the current paper-based procurement system are poor

legal framework and corruption, lack of transparency, political interference by the

executives, complexity of procurement regulations, and inadequate institutional

and human resource capacity. In addition, the barriers to the uptake of E-

procurement in FCTA building projects are lack of technical expertise, unreliable

power supply, inadequate government support, poor ICT and internet

infrastructure, and high costs of implementation. The study also concludes that the

leading prospects of e-procurement implementation are good governance in

reduction of collusion among the bidders, transparency and openness of

information in public procurement, good governance in pre-qualifying process,

cost and time savings in sending tender evaluation report to approving authority for

approval, and transparency in secrecy of bidder’s information. Also concluded that

the main challenges of implementing E-procurement by are inadequate financial

resources and backing, Inadequate technological infrastructure of tenderers,

Internal user resistance to learn multiple procurement systems and procedures,

Lack of competent employee on e-procurement, and Training of contractors.

Similarly, the prominent strategies for effective implementation of e-procurement

in public sectors are; Assessing and documenting the current procurement process,

Review and select the optimal e-procurement solution provider for your needs,

document the important benefits that will come from implementing an e-

procurement system (hard, soft and intangible benefits) , Identify the process and

system solutions that will be required to bridge the gaps, and Secure executive

sponsorship and an internal champion for the initiative.

5.2 Recommendations by the Study

From the findings and conclusion, the study makes the following recommendation

I. Government should come up with policies and framework that will mandate all

public sector projects to be procured through e-procurement platform.

II. In order to guarantee the quick uptake of e-procurement in government and top

management must ensure ample support to the system.

iii. Continuous training and retraining of procurement officers and other

construction professional the application and use of e-platforms for procurement.

This will increase the technical capability and skilled manpower available.

iv. The success of e-procurement is dependent on regular and reliable power

supply and the provision of ICT supports facilities.

v. The level of political interference with public project procurement using e-

procurement system should be minimised or even stopped.

vi. Transactions with E-procurement system should be kept open to public

scrutiny.

5.3 Contributions to Knowledge

From the findings, the following are the contribution of the research to knowledge;

i. The study has contributed in deepening the knowledge of using e-procurement in

procuring public projects

ii. The study has increased the understanding on the barriers to the uptake of e-

procurement.

iii. The study has also added to the existing body of knowledge available

procurement and e-procurement in construction management within the

construction industry.
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Sector in Turkey. International Journal of Business and Social Science, 3
(7), 35-45
Helen Walker, S. (2012). The relationship between sustainable procurement and e-
procurement in the public sector. Elsevier, 256-268.
Hsin Hsin Chang, K. H. (2010). Adoption of e-procurement and participation of e-
marketplace on firm performance. Journal of procurement Elsevier, 5, 262–
270.
Hui, W., Othman, R., Normah, O., Rahman, R., Haron, N. (2011). Procurement
issues in Malaysia. Int. J. Public Sector Manage, 24(6),567-593.
Hunja, (2010). Obstacles to Public Procurement Reform in Developing Countries’,
supra note 6, p. 17. See also D. Rodrik, ‘Institutions for High Quality
Growth: What They Are and How to Acquire them’, 35(3) Studies in
Comparative International Development.
Ibem, E.O. and Laryea, S. (2015). E- Procurement use in the South African
construction Industry. Journal of Information Technology in Construction
(ITCon) 20, 364- 384
Jalal, F.S.A, (2016). E-procurement implementation for projects (analysis,
challenges, and solutions). A dissertation project submitted in partial
fulfilment of the requirement for the degree of Master of Science (project
management),1-150.
James A. (2015) Critical assessment on effects of e-procurement in enhancing
project performance among private sector organizations in Tanzania: a case
of applied technology co. ltd. Dar es Salaam. Research report submitted in
partial / fulfillment of the requirements for the award of master degree in
project management of the Open University of Tanzania.
Jeffrey S. Kishor V. & Jianming Y. (2012). Role of public E-procurement
technology to reduce corruption in government procurement, International
Public Procurement Conference.
Kakwezi, D. & Nyeko, P. K. (2010). Procurement Processes and Performance:
Efficiency and Effectiveness of the procurement function. Retrieved April,
3, 2011.
Khanapuri V.B, Nayak S. & Soni P. (2011) Framework to Overcome Challenges
of Implementation of E-procurement in Indian Context: International
Conference on Technology and Business Management, Mumbai
Lagat D.C. (2016). Determinants of successful implementation of e-procurement in
public institutions in Kenya. International Journal of Economics, Commerce
and Management. United Kingdom, 4(4), 7-19.
Lederer A. Kakwezi, D. & Nyeko (2009). The Search for Strategic Advantage
from the World Wide Web, International Journal of Electronic Commerce,
5(4), 22-32.
McCue, C. (2012). E-procurement: Myth or Reality. Journal of Public
Procurement, 12 (2), 221-232.
Maia S. & Tavares, L. V. (2013). Public procurement re-examined. Journal of
Public Procurement, 1(1), 9–50.
McCormack, P. T. (2010). Estimating the Benefits and Risks of Implementing E-
Procurement. IEEE Transactions on Engineering Management, 3, 338-349.
Mahmood, S. A. I. (2010). Public procurement system and e-Government
implementation in Bangladesh: The role of public administration. Journal of
Public Administration and Policy Research, 5 (5), 117 – 123.
McConnell (2010). Analysis into the Factors Affecting the Uptake of Application of
E-Procurement within the UK Publics Sector. Published Doctoral thesis.
Mohammed, N.M. Rafikullah, D. Jibril, A.B., Faisal Z. & Salman, R.M.R., (2016).
E-Procurement in Malaysian Construction Industry: Benefits and Challenges
in Implementation. International Journal of Supply Chain Management. 6
(1), 3-9.
Mohammed, U. (2010). Corruption in Nigeria. A challenge to sustainable
development in the fourth republic. European Scientific Journal. 9(4), 234-
245.
Moon, M. (2005), E-procurement management in state governments: Diffusion of
e-procurement practices and its determinants. Journal of Public
Procurement, 5, 54-72.
Morenikeji, W. (2006). Research and Analytical methods (for social scientist,
planners and environmentalist). Jos University Press Limited, Jos. 102, 180-
182.
Musa, S.J., Success, B.E. & Nwaorgu I.A. (2014). The Public Procurement
Reforms in Nigeria: Implementation and Compliance Challenges. Journal of
Asian Business Strategy, 1 (2), 177-187. Journal home page
http://www.aessweb.com/journals/5006
Musa, S.J., Success, B.E., and Nwarorgu, R.A., (2014) The Public Procurement
Reforms in Nigeria: Implementation and Compliance Challenges. Journal of
Asian Busines Strategy, 2, 149-162.
Nasir M. U., (2015). Masters in procurement & supply management, batch -3brac
university, dhaka. Student id-13382009. BRAC Institute of Governance and
Development (BIGD) BRAC University, Dhaka
Nawi, M.N.M., Nifa, F.A.A., Ahmed, V. (2016). A review of traditional project
procurement towards integrated practice. American-Eurasian Journal of
Sustainable Agriculture, 8(2), 65-70.
Naveed, S. (2017). Assessing E-Procurement Success Factors in
Telecommunication Organisation. Master of Science in engineering
management. 1-69
Naziri.,K.M. (2012). Industrial Property Rights Protection and Entrepreneurship
Development in Nigeria: The Economic Implication: Journal of Politics and
Law, 5(1), 1-10
Nergiz.I.l and Mahbubur.R.M (2013). Understanding E-procurement Systems
Benefits: A Theoretical Model with Initial Findings from an Australian
Local Council. 24th Australasian Conference on Information Systems 4-6
Dec 2013, Melbourne
Neupane, A., Soar, J., Vaidya, K., & Yong, J. (2012). Role of public e-
procurement technology to reduce corruption in government procurement. In
Proceedings of the 5th International Public Procurement Conference
(IPPC5) (pp. 304-334). Public Procurement Research Centre.
OECD, (2009). Integrity in Public Procurement Good Practice from A to Z, OECD
Publishing, Paris, France.
Ogunsanmi, O.E., (2013). Effects of procurement related factors on construction
project performance in Nigeria. Ethiopian Journal of Environmental Studies
and Management 6(2), 215-222.
Ojha, A. & Palvia, S. (2012). E-Government and the Fight against Corruption:
Conceptual Model and Five Case Studies from India. Journal of Information
Technology Case and Application Research, 14 (4),11-29.
Ojo, O. (2000). Efficient Management for Local Government and Rural
Development in the 21st Century” Lagos; centre for management
development.
Olatunji, S.O. Olawumi, T.O, & Odeyinka, I.A. (2016). Nigeria’s Public
Procurement Law-
Puissan Issues and Projected Amendments. Public Policy and Administration
Research 6(6), 26-33.
Olukayode S. O. and Adeyemi A. A (2011) A survey of the state of the art of e-
tendering in Nigeria. Journal of Information Technology in Construction -
ISSN 1874-4753PeralToktaş-Palut, E. (2014). The impact of barriers and
benefits of e-procurement on its adoption decision: An empirical analysis.
Elsevier, 77-90.
Osanyinro, O., & Aghimien, D. O. (2017). Assessment of the procurement
methods adopted by public procuring entities in Ondo State, Nigeria. In
Assessment of the procurement methods adopted by public procuring entities
in Ondo State, Nigeria, 1–15.
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mro.massey.ac.nz
Hatice C. and Mehmet S (2012) E-Procurement: A Case Study about the Health
Sector in Turkey. International Journal of Business and Social Science, 3
(7), 35-45
Helen Walker, S. (2012). The relationship between sustainable procurement and e-
procurement in the public sector. Elsevier, 256-268.
Hsin Hsin Chang, K. H. (2010). Adoption of e-procurement and participation of e-
marketplace on firm performance. Journal of procurement Elsevier, 5, 262–
270.
Hui, W., Othman, R., Normah, O., Rahman, R., Haron, N. (2011). Procurement
issues in Malaysia. Int. J. Public Sector Manage, 24(6),567-593.
Hunja, (2010). Obstacles to Public Procurement Reform in Developing Countries’,
supra note 6, p. 17. See also D. Rodrik, ‘Institutions for High Quality
Growth: What They Are and How to Acquire them’, 35(3) Studies in
Comparative International Development.
Ibem, E.O. and Laryea, S. (2015). E- Procurement use in the South African
construction Industry. Journal of Information Technology in Construction
(ITCon) 20, 364- 384
Jalal, F.S.A, (2016). E-procurement implementation for projects (analysis,
challenges, and solutions). A dissertation project submitted in partial
fulfilment of the requirement for the degree of Master of Science (project
management),1-150.
James A. (2015) Critical assessment on effects of e-procurement in enhancing
project performance among private sector organizations in Tanzania: a case
of applied technology co. ltd. Dar es Salaam. Research report submitted in
partial / fulfillment of the requirements for the award of master degree in
project management of the Open University of Tanzania.
Jeffrey S. Kishor V. & Jianming Y. (2012). Role of public E-procurement
technology to reduce corruption in government procurement, International
Public Procurement Conference.
Kakwezi, D. & Nyeko, P. K. (2010). Procurement Processes and Performance:
Efficiency and Effectiveness of the procurement function. Retrieved April,
3, 2011.
Khanapuri V.B, Nayak S. & Soni P. (2011) Framework to Overcome Challenges
of Implementation of E-procurement in Indian Context: International
Conference on Technology and Business Management, Mumbai
Lagat D.C. (2016). Determinants of successful implementation of e-procurement in
public institutions in Kenya. International Journal of Economics, Commerce
and Management. United Kingdom, 4(4), 7-19.
Lederer A. Kakwezi, D. & Nyeko (2009). The Search for Strategic Advantage
from the World Wide Web, International Journal of Electronic Commerce,
5(4), 22-32.
McCue, C. (2012). E-procurement: Myth or Reality. Journal of Public
Procurement, 12 (2), 221-232.
Maia S. & Tavares, L. V. (2013). Public procurement re-examined. Journal of
Public Procurement, 1(1), 9–50.
McCormack, P. T. (2010). Estimating the Benefits and Risks of Implementing E-
Procurement. IEEE Transactions on Engineering Management, 3, 338-349.
Mahmood, S. A. I. (2010). Public procurement system and e-Government
implementation in Bangladesh: The role of public administration. Journal of
Public Administration and Policy Research, 5 (5), 117 – 123.
McConnell (2010). Analysis into the Factors Affecting the Uptake of Application of
E-Procurement within the UK Publics Sector. Published Doctoral thesis.
Mohammed, N.M. Rafikullah, D. Jibril, A.B., Faisal Z. & Salman, R.M.R., (2016).
E-Procurement in Malaysian Construction Industry: Benefits and Challenges
in Implementation. International Journal of Supply Chain Management. 6
(1), 3-9.
Mohammed, U. (2010). Corruption in Nigeria. A challenge to sustainable
development in the fourth republic. European Scientific Journal. 9(4), 234-
245.
Moon, M. (2005), E-procurement management in state governments: Diffusion of
e-procurement practices and its determinants. Journal of Public
Procurement, 5, 54-72.
Morenikeji, W. (2006). Research and Analytical methods (for social scientist,
planners and environmentalist). Jos University Press Limited, Jos. 102, 180-
182.
Musa, S.J., Success, B.E. & Nwaorgu I.A. (2014). The Public Procurement
Reforms in Nigeria: Implementation and Compliance Challenges. Journal of
Asian Business Strategy, 1 (2), 177-187. Journal home page
http://www.aessweb.com/journals/5006
Musa, S.J., Success, B.E., and Nwarorgu, R.A., (2014) The Public Procurement
Reforms in Nigeria: Implementation and Compliance Challenges. Journal of
Asian Busines Strategy, 2, 149-162.
Nasir M. U., (2015). Masters in procurement & supply management, batch -3brac
university, dhaka. Student id-13382009. BRAC Institute of Governance and
Development (BIGD) BRAC University, Dhaka
Nawi, M.N.M., Nifa, F.A.A., Ahmed, V. (2016). A review of traditional project
procurement towards integrated practice. American-Eurasian Journal of
Sustainable Agriculture, 8(2), 65-70.
Naveed, S. (2017). Assessing E-Procurement Success Factors in
Telecommunication Organisation. Master of Science in engineering
management. 1-69
Naziri.,K.M. (2012). Industrial Property Rights Protection and Entrepreneurship
Development in Nigeria: The Economic Implication: Journal of Politics and
Law, 5(1), 1-10
Nergiz.I.l and Mahbubur.R.M (2013). Understanding E-procurement Systems
Benefits: A Theoretical Model with Initial Findings from an Australian
Local Council. 24th Australasian Conference on Information Systems 4-6
Dec 2013, Melbourne
Neupane, A., Soar, J., Vaidya, K., & Yong, J. (2012). Role of public e-
procurement technology to reduce corruption in government procurement. In
Proceedings of the 5th International Public Procurement Conference
(IPPC5) (pp. 304-334). Public Procurement Research Centre.
OECD, (2009). Integrity in Public Procurement Good Practice from A to Z, OECD
Publishing, Paris, France.
Ogunsanmi, O.E., (2013). Effects of procurement related factors on construction
project performance in Nigeria. Ethiopian Journal of Environmental Studies
and Management 6(2), 215-222.
Ojha, A. & Palvia, S. (2012). E-Government and the Fight against Corruption:
Conceptual Model and Five Case Studies from India. Journal of Information
Technology Case and Application Research, 14 (4),11-29.
Ojo, O. (2000). Efficient Management for Local Government and Rural
Development in the 21st Century” Lagos; centre for management
development.
Olatunji, S.O. Olawumi, T.O, & Odeyinka, I.A. (2016). Nigeria’s Public
Procurement Law-
Puissan Issues and Projected Amendments. Public Policy and Administration
Research 6(6), 26-33.
Olukayode S. O. and Adeyemi A. A (2011) A survey of the state of the art of e-
tendering in Nigeria. Journal of Information Technology in Construction -
ISSN 1874-4753PeralToktaş-Palut, E. (2014). The impact of barriers and
benefits of e-procurement on its adoption decision: An empirical analysis.
Elsevier, 77-90.
Osanyinro, O., & Aghimien, D. O. (2017). Assessment of the procurement
methods adopted by public procuring entities in Ondo State, Nigeria. In
Assessment of the procurement methods adopted by public procuring entities
in Ondo State, Nigeria, 1–15.
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 APPENDICES

Appendix I: Introduction Letter

Dear Respondent,
My name is Jideobi Samuel, a student at Federal University of Technology,
Owerri, carrying out a study on sustainable e-procurement strategies for road
construction project. This is in partial fulfillment of the Requirement for the Award
of a Bachelor of Technology in Project Management technology. The attached
questionnaire contains three sections, ‘A’, ‘B’ and ‘C’. There are no rights or
wrong answers. Please answer all questions. Please note that this is strictly an
academic exercise towards the attainment of the above mentioned purpose. You
are hereby assured that the information will be treated with the strictest confidence.

Your co-operation will be highly appreciated.

Regards

………………………..
 Appendix II: Questionnaire

SECTION A: DEMOGRAPHIC INFORMATION

Please tick as appropriate in the boxes using a tick (√) or cross mark (x).

SECTION A: Information of Respondent

1. Gender:

Male

Female

2. Profession:

Project manager

Builder

Quantity Surveyor

Architect

Engineer

others

3. Years of experience in procurement unit of your organization?

Less than 5 - 10

11 – 20
 21 – 30

Above 30

4. Academic Qualification:

ND

HND

B.Sc./B.Tech

M.Sc/M.Tech

others

SECTION B: Prospects of e-procurement implementation:

S/N Variables SA A N D SD
1. Transparency and openness of
information in public procurement
2. Transparency in public accessibility to
the information of tender process
3. Transparency in scope of online
vigilance and monitoring
4. Transparency in secrecy of bidders
information
5. Transparency in real time access of
information and bidding
6. Cost and time savings in advertisement
of tender documents
 7. Cost and time savings in preparation of
tender documents
8. Cost and time savings of pre-tender
meeting
9. Cost and time savings in tender
collection from multiple locations
10. Cost and time savings in tender
evaluation report process

SECTION C:Challenges of implementing of e-procurement implementation:

S/N Variables SA A N D SD
1. Inadequate financial resources an backing
2. Lack of competent employee on e-
procurement
3. Inadequate technological infrastructure to
implement the process
4. Inadequate technological infrastructure of
tenderers
5. Insufficient training on procurement and
other indirect costs
6. Organization culture, bureaucratic inertia
or processes
7. Lack of change management, top
management support
8. Internal user resistance to learn multiple
 procurement systems and procedures
9. Training of contractors
10. Logistic support – scanner, printer etc

SECTION D: strategies for effective implementation of e-procurement in the

public sector:

S/N Variables SA A N D SD
1. Assessing and documenting the current
procurement process
2. Assess and document your desired future
procurement strategy
3. Identify the gaps between where you are
now and where you where you want to be
4. Identify the process and system solutions
that will be required to bridge the gaps
5. Document the important benefits that will
come from implementing an e-
procurement system (hard, soft and
benefits)
6. Develop key performance indicators
(KPIs) to measure success against your
identified procurement goals.