CHAPTER ONE
1.1
BACKGROUND OF THE STUDY
Public procurement processes in Nigeria as
evolved overtime since 1960. Prior to
2007,public procurement practices in
Nigeria was regulated by Treasury Circular
of 1958. Ogali (2013) and Musa Aderonmi
(2016) noted that the Treasury circular of
1958 provided guidelines that were weak,
grossly inadequate, thus exposing the entire
public procurement process to fraud,
malpractices and endemic corruption in the
public procurement of works, goods,
supplies and services. Studies (i.e. Jibril, et
al. (2014); Olayiwola and Oyegoke (2009);
Nwogwugwu and Adebayo (2015); Nadi
(2009);MKA and Oyegoke (2010)) also
revealed that public procurement process
that was regulated by the guidelines of the
Treasury Circular of 1958 was generally
characterized by lack of procurement
planning and budgeting, delay and nonrelease of funds for projects execution
despite budgetary provisions, political and
executive
interference,
corruption,
inefficiency, lack of professionalism, lack of
competition, lack of transparency and long
bureaucratic procedures. These challenges
led to waste of public funds, delay in
projection
execution,
delivery
of
substandard good, services and works,
projects abandonment, proliferation of
unviable (White elephant) projects, selection
of suppliers with no technical and financial
capacity and undue interference in contracts
award and execution (Onyema,2011; Jibril,
et al.,2014). Consequently, in 1999
President, Chief Olusegun Obasanjo, as part
of his Public Sector Reform agenda,
commissioned
the
Country
wide
Procurement Assessment Report (CPAR)
with the support of the World Bank
(Omolara,2014). The field report revealed a
lot of deficiencies within the public
procurement
processes
(Musa
and
Aderonmu, 2016). The CPAR field report
further revealed that public procurement was
governed by the Minister of Finance and
lack transparency and failed to provide clear
rules governing public procurement –
especially since the regulations that did exist
were not publicly available (Musa and
Aderonmu 2016).These findings eventually
led to the enactment and signing into law of
the Public Procurement Act in 2007 and the
establishment of the Bureau of Public
Procurement (BPP), as the sole regulator of
public procurement at the federal level of
Government in Nigeria (Onyema,2011).
Barely, eight years after the commencement
of the implementation of the PPA 2007,
Nigeria with other United Nation member
states in 2015 signed a declaration
committing it to deliver on the Sustainable
Development Goals (SDG’s). DEFRA
(2011) cited a report from World
Commission on Economic and Development
authored by Brundtland titled ‘Our Common
Future’ which explained Sustainable
Development as “ensuring that humanity
meets the need of the present without
compromising the ability of future
generations to meet their own needs”.
Sengupta and Shukla (2019) noted that
SDG’s also known as Global Goals acts as a
motivation to galvanize nations and people
for contributing towards poverty eradication,
protection of the planet and ensuring peace
and harmony among the people. UNEF
(2011) guide on Sustainable Procurement
for UN system listed five main concepts
towards
sustainability,
namely:
(i)Sustainable Development; (ii) Climate
Change; (iii) Resource Efficiency and Green
Economy;(iv) Human Rights; and (v)
Sustainable Public Procurement. United
Nation recognizes SPP as one of the 5 major
area of strategic focus for countries seeking
to achieve sustainable development. UNEP
(2011) noted that Sustainable development
is one of the most ambitious, allencompassing goal that the international
community has ever set for itself. It requires
a well-balanced relationship between lasting
human development and the sustainable use
of our planet’s resources. The 17 SDG’s are
explained in Table 1.1 below:
1.1 SUSTAINABLE DEVELOPMENT
GOALS
Sala (2020) highlighted that over the years,
the concept and practice of sustainable
development has been continuously
evolving. Indeed, the greatest challenge
humanity faces today is to plan and carry out
human activities in a manner compactible
with Earth’s limits. The United Nations
identified issues to be addressed under the
economic, social and environmental pillars
of sustainable development, see figure 1.1
below.
1.3
AIM AND OBJECTIVES
The aim of this study is to develop a
Framework
for
Sustainable
Public
Procurement in the Nigeria Public sector
To achieve the aim of this research the
following objectives are proposed
i. What are the potential drivers for the
implementation
of
Sustainable
Public Procurement in the Nigeria
Public Sector?
ii. What factor hinders the development
Sustainable Public Procurement in
the Nigeria Public Sector?
iii. What are the factors to consider
when adopting Sustainable Public
Procurement in a developing
Country Like Nigeria?
1.4
STATEMENT
PROBLEM
OF
THE
Even though the PPA 2007 has a provision
under section 18(d) for government agencies
to aggregate their needs, there is no record
indicating that this has ever been applied in
any procurement decision across MDAs in
the country. It is also worth mentioning that
the PPA 2007 did not make any specific
provision for the consideration of
environmental and social factors in making
public procurement decision. The PPA 2007
did not also provide for the adoption by
procuring entities of e-procurement and
whole life cycle costing, two of the major
value creating benefits of a SPP. Whole life
cycle costing/Total cost of ownership,
aggregation of needs by MDAs, local
community involvement, environmental
considerations, innovation, technology,
ethical considerations in the way public
goods and services are procured and projects
delivered can be achieved through the
adoption of SPP
1.5
SIGNIFICANCE
STUDY
OF
THE
Sustainable Procurement means socially
responsible, environmentally responsible
and economically responsible procurement.
Sharma further highlighted that “the
tendency is to think we are talking about
environmental procurement, but we have to
take into account all the three”.
Environmental Procurement which is also
refers to as Green Procurement encompasses
only
environmental
concerns
while
Sustainable Procurement covers social goals
such as job creation, ethical procurement,
promotion of local content initiatives,
economic development and promotion of
equal employment opportunities. Public
Procurement process mainly focus on the
satisfaction of stakeholders in line with the
development objectives of the country
(Karunasena and Gunawardhana,2015).
IAWG (2012) observed that Sustainable
Procurement is a process by which
organisations buy assets, supplies or services
by taking into account a number of factors
including:





Value for money considerations such
as price, quality, availability and
functionality
The entire lifecycle of products
Environmental aspect: the effect on
the environment that the assets,
supplies and / or services have over
the
whole
lifecycle
(“Green
Procurement”)
Social aspects: effect on issues such
as poverty eradication, inequality in
the distribution of resources, labour
conditions, human rights, fair trade
Sustainable or recycled materials
/products
Sustainable Public Procurement framework
can be used to address the growing calls to
bring transparency, manage the growing
agitations for resource control stemming
from
a
fast
growing
population,
accountability, economy, efficiency and best
value in public procurement with an
underlining consideration for environmental
and social factors and not just the usual
economic factor. The enactment of the
Public Procurement Act in 2007 has no
doubt being instrumental in repositioning
and restructuring the public procurement in
Nigeria but a lot of issues that the enactment
of the PPA 2007 was meant to addressed
remains unresolved. Some of the challenges
and drawbacks identified in the public
procurement process in Nigeria despite the
enactment of PPA 2007 in studies by
Nwogwugwu and Adebayo (2015) and
Ifejika (2009) can be managed through the
adoption of SPP framework. Sir Neville
Simms, Chair United Kingdom Sustainable
Procurement Task Force noted in his
forwarding notes on the recommendations
from the Sustainable Procurement Task
Force on Procurement that:
CHAPTER 2
LITERATURE REVIEW
2.0
Introduction
This chapter will review some existing
literatures on public procurement and SPP
in developed economies and developing
economies. Boote and Beile (2005) observed
that the understanding of existing literature
in a field can be critical to carrying out a
significant research on it by a researcher.
Grant and Booth (2009) noted that Literature
Review “goes beyond mere description of
identified articles and include a degree of
analysis and conceptual innovation”. Many
studies have been conducted on Public
procurement and Sustainable public
procurement and how procurement can be
used to address corruption concerns in
public sector and promote good governance
(EU 2014; Afoakwa 2012; Solomon 2018;
Alzawawi 2014; Jibril, et al. 2014; Kaoje
2017). The focus of this study is to Develop
a framework for Sustainable Public
Procurement in the Nigeria Public Sector.
Early studies on SP emanated from the
private sector and were driven by
environmental concerns. (Zhul et al., 2005;
Srivastava,
2007;
Lamming
Hampston,1996). Many researchers on SP
agreed that procurement is indeed a strategic
tool that can help achieve desire outcomes in
a society and is critical in driving forward
the sustainability agenda (Brammer and
Walker,2011; Carter and Rogers,2008;
Green et al.,1998; Ho, et al.,2010; Meehan
and Bryde,2011; Preuss,2009). SPP is a
process whereby public organisations
procure their needs for goods, service, works
and utilities in a way that achieve value for
money in a whole life-cycle basis in terms of
generating benefits not only to the
organisation, but also to the society and the
economy while significantly reducing the
negative impact on the environment
(DEFRA,2011). Hyacint, et al.(2017) affirm
that Sustainable is a tool which allows
governments across the globe to leverage
public spending in order to promote their
country’s social, environmental and
economy policies.
EcoVadis (2019) defines SP as ‘the adoption
and integration of sustainability principle
into procurement processes and decisions,
while also ensuring they meet the
requirement of the company and its
stakeholders
2.2 CONCEPTUAL ISSUES
Many researchers have carried out studies
on the Nigeria Public Procurement
process prior to the signing into law of
PPA 2007 and further researches have
also conducted on how the public
procurement processes has performed in
the country after the promulgation of the
PPA 2007. Public Procurement in Nigeria
was not regulated or based on any
legislative framework between the period
of independence in 1960 to 2007.This era
has earlier mentioned witnessed a
procurement process that was very weak,
bedevilled with irregularities, fraud,
massive
corruption,
illegalities,
corruption and monumental waste
(Onyema,2011, Ogali,2013, Akenroye, et
al.2013)
2.2.1 PUBLIC PROCUREMENT
The word Procurement has been used
interchangeably
with
Buying
or
Purchasing even though these words
connotes
different
meanings.
Procurement “is the organisational
function that includes specifications
development, value analysis, supplier
market research, negotiations, buying
activities,
contract
administration,
inventory control, traffic, receiving and
store”.
Thai (2009) noted that
procurement is continuing to evolve both
conceptually and organisationally. (ISM,
2009). Purchasing is a major function that
is responsible for acquisition of required
materials, services and equipment.
2.2.2
HISTORY
OF
PUBLIC
PROCUREMENT IN NIGERIA
Williams-Elegbe (2015) observed that prior
to 2007, there was no Public Procurement
Law, there was no institution charged with
regulatory and over sight function on Public
Procurement, no defined standard and
guidelines on how to conduct Public
Procurement, hence the Public Procurement
processes was exposed to irregularities,
fraud, corruption and mismanagement. The
Nigeria Public Procurement landscape
witnessed a transformation with the
enactment of the Public Procurement Act
2007 by the National Assembly under
President Olusegun Obasanjo. However, It
was on 4 July,2007 that President Umar
Musa Yar’Adua finally assented to the
Public Procurement Act 2007. This reform
which was supported by the World Bank
was designed to regulate the public
procurement process in Nigeria by making it
economical, efficient, transparent and
competitive in order to get best value for
every kobo spent on public procurement.
Nwogwugwu and Adebayo (2015) noted
that:
2.2.3 PUBLIC PROCUREMENT AND
CORRUPTION IN NIGERIA
According to Hyacint, et. al (2017) Public
procurement expenditure amounts to as
much as 20 percent of Nigeria Gross
Domestic
Product
(GDP).
Public
procurement wield enormous purchasing
power, accounting for an average of 12
percent of Gross Domestic Product (GDP) in
OEDC countries and up to 30 percent GDP
in developing countries (UN Environment,
2017). Public Procurement is increasingly
regarded as the core element of
accountability of the Government to the
public on how public fund is managed
(OECD,2007). Public Procurement has been
identified as the government activity most
vulnerable to corruption (OECD, 2007 and
Appolloni and Nshombo, 2014). Public
Procurement is a major interface between
public and private sectors, public
procurement provides multiple opportunities
for both public and private actors to divert
public funds for private gains (OECD,2007).
The enactment of the PPA 2007 was seen by
many observers as the panacea to corruption
and waste in the Nigeria public sector.
However, it is sad to mention that after the
PPA 2007 became a law in Nigeria UNODC
(2007) observed that an estimated sum of
about $185 billion was also looted through
illicit flow from the public treasury between
2005 and 2014.This period covered
extensively an era when the PPA 2007 has
been fully activated in the conduct of
government
procurement.
A
large
percentage of these funds were siphoned
through the Public Procurement. This
assertion was further affirmed when the then
Minister of Justice of the Federation, Mr
Mike Aondoaaka observed during a public
function in 2009 that over 80 percent of
corruption activities was perpetuated in the
public
sector
through
the
public
procurement processes, mentioning contract
inflations, non-delivery of contracted items
and several other ills as the bane of public
procurement in Nigeria. Centre for Social
Justice (2009) noted that despite the
enactment of the PPA 2007, Nigeria loses
over N1.5 Trillion annually through various
forms of fraudulent manipulations, including
inflation of contracts costs, proliferation of
ghost projects, as well as lack of
procurement
plans,
poor
projects
prioritizations, poor budgeting processes,
lack of competition and value for money in
the award and execution of government
contracts. According to a Guardian
Newspaper Report of Monday 28 September
2009 ‘abuses in public procurement process
provide the major sources of diversion of
public funds, poor projects conception, poor
implementation and denial of social services
to Nigerians at all levels and tiers of
Government’. The chart below illustrate the
vulnerability of procurement to corruption
globally when compared to other sectors
withing the public sector
2.3 INTERDEPENDENT
PRINCIPLES FOR GLOBAL BEST
PRACTICE
PUBLIC
PROCUREMENT
World Bank Group (2017) observed that
Public procurement is a powerful level
for achieving economic, environmental,
technological and social goals. In recent
years the amount of procurement
expenditure has been increasing, and with
it, so has public demand for greater
transparency and efficiency.
2.3.1 Competition:
Through competition, every eligible
participant in the public procurement
process is given equal opportunity to
participate. ement process.
2.3.2 Transparency:
2.3.5
Transparency is compulsory in public
procurement, it creates an enabling process
for impartial and open public procurement
process. World Bank Group (2017) observed
that transparency is essential at every stage
of the process; a legal procurement system
that ensures transparency creates an
enabling environment for competition.
Arrowsmith (2005) observed Transparency
as a requirement for the presence of rules
that requires publicity for contract
opportunities. This is also a very critical
goal of public procurement. Procurement
process that are not transparent are
vulnerable to abuses and manipulations.
2.3.3 Integrity:
Another important goal of Public
Procurement is efficiency. Allen (2002)
highlighted that efficiency can be viewed in
two different perspective, the first is in terms
of the use of resources in obtaining what the
Government needs; in other words, a
procurement system is efficient when it
spend the least resources in the process of
purchasing what it requires and the second is
in terms procedural efficiency, meaning
procurement procedures should not be
burdensome or take inordinate amount of
time to be completed.
Allen (2002) observed that integrity suggest
that there are rules of conduct that governs
the action of public officials and government
contractors in the procurement process.. The
integrity of the procurement process requires
that public procurement officer declare any
issues relating to conflict of interest both at
the beginning and duration of the
procurement process. Towards securing the
integrity of the procurement process, best
practices requires that rules proscribing
conflict of interest in contract award, and the
publications of contract opportunities, which
gives the impression that contacts are not
awarded in closed, discriminatory fashion
but in an open and honest manner
(Allen,2002).
2.3.4 Best Value:
Best Value means selecting the offer which
present the optimum combination of factors
such as, appropriate quality, life -cycle
costs, and other parameters which can
include social, environmental or other
strategic objectives which meets the endusers needs (UN, 2006).
2.3.6
Efficiency:
Professionalism:
Professionalism is a discipline whereby
educated
experienced,
responsible
procurement officers make informed
decisions regarding purchased operations
(Asare and Bentum, 2009).
2.4
TRIPLE BOTTOM LINE (3BL)
AND SUSTAINABILITY
Triple Bottom Line is an effective and
powerful concept to convey what
sustainability means for an organisation
(Gelderman et al., 2017). The term “Triple
Bottom Line was first coined in 1998 by
John Elkington, the founder of British
Consultancy
firm
‘SustainAbility’.
Elkington model contend for a balance
approach to deal
with estimating
performance overtime, so profit, people and
planet aim to measure the Financial of a
business over a period of time. Traditional,
many companies tends to invest their time,
energy and resources on a narrow bottom
line of securing the best financial
performance for their shareholder. In the
words of Josh Prigge, CEO of Sustridge
‘The Triple Bottom Line can be envisioned
as a three-legged stool, with one leg
representing people, one leg representing the
planet and one leg representing profit’
(Fernandes, 2020). Tubulin and Walker
(2015) used the 3BL as an underlying
framework to offer a clear and simplified
insight into current issues in Sustainable
Supply Chain Management (SSCM). 3BL is
a prominent approach to Corporate Social
Responsibility and sustainability in general,
which seems to help authors conceptualise
SSCM (Carter and Rogrs,2008). The 3BL
concept seek to a paradigm shift from the
narrow bottom line of financial objective to
businesses that create wealth for both its
customers, employees and stakeholders
while also contributing positively to the
society and protecting the environment.
Fernandes (2020) further noted that times
are changing, and today’s consumers and
employees are more engaged and socially
conscious, as a result companies of all sorts
and sizes have adopted standard of
sustainability and social responsibility.
Interpreting sustainability more broadly.
2.4.1 People: Critical success factor of
sustainability is the assigning of value to
social equity or Human capital. Towards
achieving this an organisation must assign
value to its workforce, good labour
practices, workers health and safety. It must
value people of its community especially its
wider community and the region in which
they conduct business.
2.4.2 Planet:
Sustainability
must
recognise and promote value for assets and
resources of natural system as well as their
preservation and conservation. 3BL
promotes the natural order as much as
possible with as little harm as possible to the
environment with minimum negative
impact.
2.4.3 Profit: This goes beyond the internal
line of an organisation. In addition to taking
internal profit into account, sustainability
call for a paradigm shift from looking at
profit from a narrow perspective to a
broader perspective.
2.5 CONCEPTUAL FRAMEWORK
FOR
SUSTAINABLE
PUBLIC
PROCUREMENT
Ravitch and Riggan (2017) stated that
conceptual framework is an argument for the
study and the argument is in two parts. First
the argument establishes the importance of
and the intended audience for the study.
Second,
the
argument
demonstrate
alignment among research question, data
collection and data analysis as well as the
use of rigorous procedures to conduct the
study.
2.5.1
Economic
The term economic in this case does not just
mean the initial purchase price but also
means efficient procurement including usage
cost such as electricity and water
consumption, maintenance expenditures and
disposal costs at the end of its life (Hyacint,
et al. 2017).
2.5.2
Social
This is another important pillar of
Sustainable Procurement. SAP (2019)
identified social factor to include human and
work place rights such as; respect for human
and workplace rights across the all aspects
of the supply chain, focus on diversity and
inclusion and elimination of forced labour
and wage discrimination, ethical work place
practices including health and safety and
social advancement for all members of the
communities in which the organisation
operates
2.5.3 Environmental
Environmental factor covers reducing the
environmental impact of products, works
and services, e.g., impacts on health and
wellbeing, air quality generation and
disposal of hazardous materials, and
minimising the use of resources, reducing,
recycling and reusing throughout the supply
chain (ISEAL, 2017).
2.6
WHY
SUSTAINABLE
PROCUREMENT MATTERS
Delvecchio (2019) identify these three major
reasons why organisation must focus on
Sustainable Public Procurement:
a) Risk Reduction -Procurement as
process comes with risk. Some risk
such as using child labour or
contributing heavily to local
pollution could lead to reputational
damages and eroding the brand or
public image of an organisation.
Sustainable procurement disruption
is also associated with economic cost
such as noncompliance with industry
environmental regulation.
b) Cost Reduction - One of the cardinal
objective of Procurement which is
value for money can only be realised
if procurement cut and keep cost
down.
c) Revenue Growth - SPP is mainly
focused on giving back to the society
through it proactive environmental
and social components.
d) Leading by Example - Government
policies and practice send important
signal to people about public
priorities while unfavourable or
inconsistent policy signals can
undermine the best efforts of
Government to motivate sustainable
consumption.
2.7
SUSTAINABLE
PROCUREMENT
BENEFITS,
BARRIERS AND DRIVERS
A review of literature on sustainable
procurement indicated that the effective
implementation of sustainable procurement
framework can help an organisation to
reduce waste, cut cost, adopt Total Cost of
Ownership/whole life Costing/Life cycle
Costing, aggregate demand to secure best
value for money, better manage its
stakeholders, reduce time scale, improve
margin, increase sales, brand improvement
and enhance its corporate image.
2.8
SUSTAINABLE
PUBLIC
PROCUREMENT FRAMEWORK
Despite the awareness and effort being made
by various Ministries, Departments and
Agencies (MDA’S) of the Federal
Government toward the full implementation
of the PPA 2007 under the supervision and
regulatory authority of the Bureau for Public
Procurement (BPP) various obstacles and
challenges still exits that are making the
realisation of the overarching objectives of
PPA 2007 a herculean task. Many
stakeholders have called for the immediate
constituting and inauguration of the National
Council on Public Procurement in line with
sections 1and 2 of PPA 2007 as a matter of
urgency (Onyema,2011; Ifejika, 2019;
Nwogwugwu and Adebayo; 2015 CSJ,
2009). It is expected that the inauguration of
the NCPP will herald a new dawn in the way
public procurement process is being
implemented and regulated in Nigeria. In
many other countries in Europe, with similar
laws like Nigeria, traditional procurement
laws and frameworks has been reconfigured
and amended to accommodate sustainability
policy as a vehicle for national development.
Karunasena and Gunawardhana (2015)
noted that SPP has been used to address the
gaps and failures of the Public procurement
processes in developed Countries.
The Sustainable Procurement Framework
developed by the National Task Force on
Sustainable Procurement has been a focus
and subject of many researches on
Sustainable
Procurement
Frameworks
(Abduh, et al.,2019). The DEFRA (2011)
Sustainable Public Procurement framework
from one public sector agency to another.
faces different kinds of influences,
challenges,
competing
procurement
objective. Walker and Brammer (2007)
noted that in local governments there is
pressure to support local business and
communities; in health overriding concern is
with choosing products and services that are
best for patience care and are preferred by
clinicians, some areas will not lend
themselves to sustainability. UNEP (2017)
2.9 THEORETICAL FRAMEWORK
Hughes et al. (2019) noted that the meaning
and operationalizations of theoretical and
conceptual frameworks largely remain
unclear in the minds of many (post) graduate
students. In a sense, there is some element of
mystique’ associated with these terms, as
well as how they should be actualised from
the point of view of in the words of (post)
graduate students who struggle to develop
appropriate Theoretical or Conceptual
framework for their studies’. Green (2014)
highlighted that if the apparent mysticism of
theoretical and conceptual frameworks is to
be debunked, then they need to be included
as a significant sections in the publication.
Green Further observed that novice
researchers needs to know that frameworks
and models are there to help them and not
just another hurdle to be overcome’.
Hughes, et al. (2019) further noted that
without
theoretical
and
conceptual
frameworks, the research or study will not
have a proper direction. Bello and Ufua
(2018), also highlighted that ‘in every
research one is expected to present a
theoretical framework. In scholarly research.
Theoretical and conceptual frameworks has
emerged as a well-established research
tradition of conducting literature review at
the critical phase of research problem
formulation
2.9.1 Resource Based View (RBV)
RBV view suggest that competitive
advantage can be gained through unique
sustainability-related competencies in their
supply chains, which reflects a classic view
of business performance and power (Tubulin
and Walker,2015). Dicksen (1996) noted
that RBV takes an ‘inside-out’ view or firmspecific perspective on why organisation
succeed or fail in the market place. Pullman
et al. (2007) noted that RBV has been
successfully used to connect different
business practices to a firm competitive
advantage. Madhani (2010) noted that
resources that cannot be easily transferred or
purchased, that required and extended
learning curve or require a major change in
the organisation climate and culture, are
more likely to be unique to the organisation,
therefore, more difficult to imitate by the
competitors. Resources that are valuable,
rare, inimitable and non-substitutable
(Barney,1991) make it possible for
businesses to develop and maintain
competitive advantages, to utilize these
resources and competitive advantages for
superior performance (Collis and
2.9.2 Stakeholder Theory
Freeman (2010) noted that stakeholder
theory holds that a company’s stakeholders
include just about anyone affected by the
company and its workings. This assertion is
in contrast to the long held shareholder
theory proposed by economist Friedman
(2003) that in capitalism the only
stakeholders a company should care about
are its shareholders- and thus its bottom line.
Gelderman et al. (2017) noted that a burning
point in the discussion of sustainability is
the inclusions of stakeholders and the
integration of their respective demands.
They further highlighted that stakeholder
analysis can reveal which stakeholders can
have an impact on implementation and
success of sustainability. Tubulin and
Walker (2015) noted that stakeholder is
utilised to capture the intertwinement of
multiple actors within the supply chain,
which often straddle national boundaries.
Stakeholders theory attempts to articulate a
fundamental question in a systematic way:
which group are more important for a matter
and therefore needs appropriate management
attention, and which are not? (Mitchell, et
al., 1997.
3.1
2.9.3 Institutional Theory
The Qualitative design approach will be
used to enable a thorough understanding of
the issues that will provide adequate inputs
in helping to develop a sustainable
framework for the public sector in Nigeria.
Designing a Qualitative research study
should be a creative and stimulating process
and doing it well is important preparation
for a successful research which is itself
(Lewis, 2003).
Institutional theory examines ways in which
organisation structures, norms, practices and
patterns of social relationships… are
connected to the broader social and cultural
environment (Anagnastopolous, et al.,2010).
CHAPTER THREE
RESEARCH PHILOSOPHY
This study will seek to develop a
framework for the sustainable procurement
in the Nigeria Public sector. In seeking
answer to the questions and objective of this
research, there is a need to consider and
adopt
an
appropriate
methodology.
Consequently, an empirical format of
qualitative method was adopted. Qualitative
Research
involves
an
interpretive,
naturalistic approach to the world. This
mean qualitative researchers study things in
their natural settings, attempting to makes
of, or to interpret, phenomena in terms of the
meanings people bring to them to make the
world visible. (Denzin and Lincoln, 2000).
This method was selected as it was
considered best for the realisation of the
objectives of this research. Denscombe
(2010) observed that qualitative data tend to
be regarded as;
RESEARCH METHODOLOGY
3.0
Introduction
3.2
In this chapter the research methodology for
this study will be discussed. This section
presents the methodology and methods that
will be used to arrive at empirically
adequate answers to enable the attainment of
the objectives of the study and questions
raised in the study. The success of any
research work is closely tied to the
successful application of the methodology
Sample Size and Sampling Method
In choosing a sampling method for
informant selection, the question the
researcher is interested in answering is of
utmost importance. The question will decide
the objectives on which the methodology
will be based. The first consideration is
whether to study the entire population, and if
not, how
efficiently.
population
and Huberman (1994). Their approach is
structured into three steps in qualitative data
analysis: Data Reduction, Data Display and
Data Coding.
Personal contacts and Snowballing, using
professional colleagues as contacts and
linkage to other professionals and experts as
potential source of information will be used
to harvest and analyse information on this
research. Denscombe (2010) observed that
with snowballing the sample emerges
through a process of reference from one
person to the next. This is aligned with the
position of (Lewis et al., 2003) that
Qualitative research use non - probability
samples for selecting the population for
study.
4.1ANALYSIS
AND
INTERPRETATION OF FINDINGS
3.3
to
sample
the
Population Size
The Breakdown of the participants in this
purposive sampling techniques are as
follows:
1. Procurement Professionals from
Local and International Development
Partners-3
2. Public
Sector
Procurement
Practitioners at the Directorate
Level- 2
3. Procurement Experts from the
Academics-2
4. Bureau for Public Procurement at the
Directorate level -3
5. Procurement Consultant -1
6. Local Contractors operating within
the Public Sector-2
The data obtained from primary sources will
now be analysed and interpreted to give
them meaning.
Can the Nigeria Public Procurement
Processes Be Strengthened And Improved
With The Implementation Of Sustainable
Procurement Framework?
This question is imperative because a review
of existing studies by some researchers:
Ifejika,(2009);
Nwogwugwu
and
Adebayo,(2015); Ekwekwuo (2009); Odili
(2005); Nadi (2009) in chapter two revealed
that despite the enactment of the PPA 2007
more than 13 years ago it has not been able
to address many of the reasons that led to its
enactment in the first place
The Potential Drivers For Sustainable
Public Procurement in Nigeria?
The analysis of responses from all the
participants revealed key factors that can
drive the implementation of a Sustainable
Public Procurement framework in Nigeria.
The major drivers identified are significantly
within the control and authority of the
Government, they include:
CHAPTER FOUR
DATA
PRESENTATION
ANALYSIS
AND
4.0 Introduction
Data analysis and interpretation was
structure along the approach used by Miles
a. Compliance with National and
International obligations towards the
realization of the Sustainable
Development Goals(SDG) - The
need to achieve the global standard
on sustainable Development goals
has been identified by the
respondents as the most critical
b.
c.
d.
e.
factor
that
can
drive
the
implementation of SPP framework in
Nigeria. Participants agreed that
Nigeria international obligations on
her commitments on to deliver on the
United Nation SDGs is a major
driver.
Legal Framework - A legal
framework in form of a national
legislation was identified by all the
participants after the analysis of
responses to this question as a major
driver towards the implementation of
a SPP framework in Nigeria.
Strong Political Will and Long –
Term Commitment- This factor was
also identified as a potential driver
by the participants and consider as
important
towards
the
implementation of a Sustainable
Public Procurement framework in
Nigeria:
Further
analysis
of
participants responses indicated that
such political will and commitment
from the highest level must be
expected from both the executive
and Legislative arms of government
for to serve its desired purpose.
Specifically, participants SPPFW
4/PD2
and
SPPFW
5/BPP1
emphasized that commitment in form
of timely and adequate funding and
prompt releases of funds as critical
factor
to
the
successful
implementation of a sustainable
public procurement framework in
Nigeria and they link this closely to
the presence of a strong political
mandate and support.
Existing Legislations - Existing
legislatures such as National
Environmental
Standards
and
Regulations Enforcement Agency
(NESRA) 2007,
Climate Change - Participants
identified the concern and pressure
to
honour
obligations
on
international treaties to protect the
environment
f. Economic Pressure to do more with
Little
ResourcesParticipants
recognized that the economies
around the world were struggling
before the arrival of the Covid -19
Pandemic in 2019 which further
worsen the economic situations of
many countries including Nigeria..
g. Technology
Development
and
Innovation:
Technology
and
innovation which are critical
elements of a digital economy was
also was also identified as a potential
driver for the implementation of
Sustainable Public Procurement in
Nigeria by majority of the
participants.
h. Potential
Barriers
To
The
Implementation Of A Sustainable
Public Procurement Framework In
Nigeria?
Procurement Framework in Nigeria. Further
probing and literation of these responses
identified the following as perceived barriers
a. Absence of an enabling regulatory
framework – an analysis of the
Participants responses revealed a
general consensus supporting that a
legislative framework is needed
b. Absence of a National Sustainable
Public Procurement Strategy –
Participants also identified the
absence of a National Sustainable
Public Procurement Strategy or
policy as a potential barriers..
c. Lack of the political will to
implement sustainable procurement
principles – Lack of political
leadership has been identified by
previous study to be a major reason
for the identified shortcomings in the
implementation of the PPA 2007.
d. Corruption and Undue influence in
Procurement Processes– Participants
were overwhelmingly unanimous in
agreeing
that
the
successful
implementation of a SPP framework
require a paradigm shift from the
way Public Procurement is been
managed current.
e. Lack of awareness, Technical
Capacity and Understanding of
Sustainable Public Procurement
Principles –Public Procurement
framework in Nigeria. Lack of
training for public procurement
officers
f. Resistance to change – IAWG
(2012)
identified
habits
and
difficulties in changing procurement
behaviour as a major barrier toward
entrenching sustainability in public
procurement.
Key Issues For Consideration Towards The
Implementation Of A Sustainable Public
Procurement Framework In Nigeria.
a. Strong Political Support and
Mandate – Sincere and visible
political commitment from the
President and the Executive as well
as a buy-in by members of the
Legislative arm was mentioned as
one of the key factors to be
considered. Participants agreed that
such support must not be mere
political statement or lips service but
must be visible, actionable, and
measurable. Participants expressed
the desire to have the President be
the champion and sponsor of the
Sustainable Public Procurement
implementation.
b. Funding & Budgetary requirements
– Participants recognised the fact
that Implementing sustainability is
costly and so funding and budgets
must be adequate to cater for the
financial demands. Such funding
must be readily available and
released as and when required.
c. Legal framework for compliance –
Participants mentioned the need for a
legislative backed framework for
SPP. All the participants suggested
the amendment of PPA 2007 to
include provision that support the
adoption and implementation of SPP
in
Nigeria
but
participant
SPPFW9/PP2 suggested that either
PPA 2007 or NESRA 2007 can be
amended to make sustainability a
compulsory requirement in the
public procurement process in
Nigeria.
d. Professionalism– All the participant
supported the need to professionalise
the public procurement cadre with a
certification regime that is globally
recognised or can meet global best
standards in respect to procurement
professional
certification.
This
position is in tandem with the
conclusion reached in other previous
studies (Deloitte Access Economy,
2015; Enofe, et.al, 2009; UN, 2009)
as well as what is globally obtainable
in many countries where remarkable
progress and successes have been
recorded in the area of SPP
(UNEP,2007;OECD, 2007). This is
critical
for
implementing
a
sustainable public
procurement
framework for Nigeria.
e. Capacity Building– Participants
recognised the need to build the
capacity of procurement officer and
equip them with an understanding of
sustainability as well as to educate
the stakeholder on the need for SPP.
Participants argued that the capacity
and ability of suppliers, contractors,
vendors and consultants to produce
or supply sustainable goods and
services must also be given serious
consideration.
f. Political and Executive Interferance
- participants recognized political
and
executive
interferance
mentioned as the most damaging
factors responsible for the poor or
weak implementation of the PPA
2007. The factor participants agreed
was the main incubator
of
corruption
within
the
public
procurement space in Nigeria.
g. Attitudinal and Behaviorial Change Participants agreed that an attitudinal
change by procurement officers and
other stakeholders is crucial to the
success of SPP implementation. The
notion that procurement is a source
of easy and quick money by some
procurement officers and the belief
by some contractors, suppliers,
vendors and consultants that they can
circumvent the provision of the PPA
2007 to get contracts that they are
not qualified to get was mentioned
by some participants as a major
concern.
h. Technology and Innovation –
Participants agreed that technology
can be used to drive efficiency,
eliminate corruption, cost reduction,
reduce lead time, foster competition,
enable
transparency
and
accountability
in
the
public
procurement process. They also call
for the introduction of eProcurement
to cut waste and eliminate corruption
from the public procurement process.
Participants in unison agreed than the
Nigeria Public Procurement processes can
benefit from these three enablers of
Sustainable Public Procurement.
e-Procurement is the integration of digital
technologies to replace and re-design paper
based procedures in public procurement
(OECD,2017).Participant agreed that the
development and implementation of an
eProcurement platform for the public
procurement will bring accountability,
governance, end – to - end visibility and
transparency into the public procurement
processes thereby eliminating corruption,
paper based operation that are susceptible to
abuses, frauds, bureaucratic bottlenecks and
undue interference and intervention by both
the politicians, executives and other
stakeholders. OECD (2017) noted that the
use of digital technology is a driver of
efficiency
and
supports
effective
implementation and monitoring of policies
by enabling more open, innovative
trustworthy government. In particular
eProcurement enables cost and time savings
through automation and standardization of
the procurement process and improves
transparency and accountability of the
public procurement systems. This position
of OECD aligns strongly with that of all the
participants.
Can Public Procurement in Nigeria
Benefits From E-Procurement, Whole Life
Cycle Costing And Needs Aggregation?
F
4.2 PROPOSED FRAMEWORK FOR
SPP IMPLEMENTATION IN NIGERIA
PUBLIC SECTOR Figure 4.1 Sustainable
Public Procurement (SPP) Framework
be done with the goal of strengthening the
current PPA 2007 to consider in addition to
economic factors, social and environmental
factors in every public procurement
decision. Such an amendment must be
championed and supported from the top at
the Presidential level. The Bureau for Public
Procurement (BPP) through the National
Council on Public Procurement public
should be empowered by the law to issue
appropriate guidelines to the need to
consider the potential environmental and
social impact risks, promote the use of
alternative such as reuse, recycling, or
outright hire of goods and services for
public utilization. The act should also grant
BPP powers to conduct research in
collaboration with relevant research
institutions on sustainable alternatives that
will reduce environmental and social impact
on the goods, services and works procured
for Nigerians.
Step 2: Set up a Sustainable Public
Procurement Working Group
Adapted from: United Nation Environment
Programme (2011). ‘Buying for a better
World:
A
Guide
for
Sustainable
Procurement for the UN System
The findings of this research is intended to
help develop a SPP framework for
implementation in the Nigeria public sector.
The propose SPP framework can be adapted
by the other developing countries by
considering the peculiarity of their
procurement situations.
In Nigeria currently there is no such
framework to drive the implementation and
adoption of a framework for SPP. However,
the PPA 2007 can be amended to make
provisions for the adequate and full adoption
of SPP practices in the public procurement
process in Nigeria. The amendments should
There is need to set up cross Ministerial,
Departmental and Agencies working group.
This
working
group should have
representation from the BPP, Office of the
SDG, s in the Presidency, Federal Ministry
of Environment and Federal Ministry of
Communication and Digital Economy and
relevant Government funded research
institutions.
Step 3: Assess Sustainability Risks in
Procurement and Prioritize Spend areas
This Risk based prioritization step should be
initiated as a pilot scheme starting with
MDA’s identified with a high spend. It
should then progress in phase. This was also
the view of participant SPPFW9/PP2 who
suggested a gradual SPP framework
implementation by starting with agencies
that have made much improvement in their
public procurement process and those with a
large spend, before scaling it up gradually to
other agencies with weak procurement
processes and low spend. This also align
with the position of Ban Ki Moon (2012)
that SPP should be applied in phases,
adopting a step – by – step approach through
small incremental steps, at a pace
determined by degree of the maturity of the
supply market, the development of a policy
framework, staff training and by the degree
of the readiness of the organization to
achieve sustainability.
Step 4: Develop a National Sustainable
Public Procurement Strategic Action Plan
There is need for a National Action plan on
SPP. Without such a strategic action plan
implementation of SPP framework will be
uncoordinated and largely based on
individual MDA effort. The absence of a
strategic action plan was identified from
literature reviews and analysis of
participants contributions as a barrier
towards implementing SPP in Nigeria. Mark
Hidson noted that one of the new trends is
looking at sustainable public procurement
more strategically and embedding it more
into governments’ policies and, most
importantly action plans (UNEP, 2017). The
Bureau for Public Procurement should be
the driver of such a strategy. public
procurement decisions.
Step 5: Set Targets
In setting SPP target caution must be
exercised to ensure that the target are
actionable, feasible and realisable. Targets
may be connected to achievement of
organisational objectives such as achieving
carbon neutrality or reducing waste. SPP
targets might be related to specific
objectives through the procurement process
such as number of tenders containing
sustainable specifications, value of tenders
containing
sustainable
specifications,
number of products containing recycled
content, the MDA general contract terms
and conditions including ‘labour clause’
Other targets relating to SPP include energy
efficiency,(through purchase of energy
efficient IT equipment lighting etc.),reduced
hazardous material content and reduced
packaging. SPP target can also be
qualitative, for example the number of staff
and suppliers trained on SPP.
Step 6: Implement a Sustainable Public
Procurement Action Plan and Measure
Performance
SPP action plan will assist in assigning roles
and responsibilities. It will serve as a road
map enumerating what to be achieved, by
when and will assign responsibilities to the
appropriate persons. The SPP action plan
must be articulated to capture the national
needs and also reinforce the National
Sustainable Public Procurement Strategic
action plans objectives. The SPP action plan
will:





Provide clear practical steps on how
SPP will be delivered
Provide timescales within which SPP
will be delivered
Assign responsibility to individuals
and groups within MDAs
Identify SPP objectives and targets
Provide information on measurement
monitoring
and
auditing
of
performance over a set timeframe
(i.e., period covered by the action
plan).
The SPP action plan should make reference
to the high-level commitment secured
earlier. By so doing both internal and
external stakeholders commitment and buy-
in for the SPP action plan will be stronger.
Both
the
Stakeholder
theory and
Institutional theory will serve as useful tools
for managing the various stakeholders
expectations
and concerns in
the
implementation of SPP framework and in
also strengthening the relevant MDA’s that
will be selected for pilot study in rolling out
the framework.
CHAPTER FIVE
SUMMARY,
CONCLUSION
RECOMMENDATION
AND
5.0 INTRODUCTION
Chapter five is the presentation of the
summary,
conclusion
and
recommendation(s) if any from the analysis
of the responses from the participants.
5.1 SUMMARY
The overarching objective of the Nigeria
public procurements process which is
regulated by the PPA 2007 is to achieve
economy,
competition,
transparency
efficiency as stipulated in the section 16 sub
sections 1(c) to 1 (g) of the PPA 2007.
However, a review of some studies on the
Nigeria public procurement process
indicated that despite the enactment of the
PPA 2007 some of the objectives of
enacting the act thirteen years ago have not
been realised especially as it concern
nepotism, undue interference and corruption
(Ifejika, 2019; Nadi ,2009; Nwogwugwu
and Adebayo; 2015 CSJ, 2009). All the
participants that participated in this study
agreed that corruption and undue
interferance has not been totally eliminated
from the public procurement process in
Nigeria. Many of the respondents attribute
this to poor or weak implementation of the
provisions of PPA 2007 especially when it
comes to applying punitive sanctions to
violators in line with the provisions section
58 of the PPA 2007. Participants further
submitted that Sustainable procurement addons like eProcurement and Whole life cycle
costing are critical in enhancing the public
procurement process to make it value for
money driven, competitive, credible,
transparent and accountable. The researcher
reviewed some previous studies on SPP and
also secure the participation of engage 13
respondents who are experts and
professionals in the subject matter in a very
robust and deep probing semi-structured
interviews to hear their thoughts and acquire
information that can be used to develop a
framework
on
Sustainable
Public
Procurement for the Nigeria public sector.
5.2 RECOMMENDATIONS
Findings revealed that there is a strong
consensus among participants that there is
much to be done to the Nigeria public
procurement process in order for it to
measure up to global best practices in public
procurement. A CIPS (2019) reports noted
that the social, political and economic
environment in which firms are operating
remains challenging, which has been
compounded by the Covid-19 global
pandemic. Participants agreed that the
successful implementation of this SPP
framework stand a better chance of success
if the following issues are addressed
quickly:
Professionalization
of
the
Public
Procurement cadre. Globally today,
professionals are not seen as buyers but as
enablers, business partners, and strategic
leaders who understand business needs are
core to the success of their organization, and
who are aligned to social responsibility and
ethical agenda (CIPS,2019). The importance
of having a professional procurement team
was strongly highlighted in a global review
of SPP by UNEP (2017) when the world
body stated that ‘having a professional team
is a precondition…’ for the adoption of SPP
as revealed by it survey of some selected
countries globally that have adopted SPP
practices. This condition is not currently
obtainable in the Nigeria public procurement
system. Professional qualification and
certification
are
not
prerequisite
requirements for admittance into the public
procurement cadre in Nigeria. There is this
notion that procurement is the easiest and
quickest way for a public servant to acquire
illicit wealth. This disturbing notion is
further giving credence by the behaviour and
disposition of some public procurement
officer who live above their means of
income, usually these officers lobby to be
posted to MDA’s they consider juicy. Many
civil servants come into public procurement
believing it is their route to accelerated
wealth. Other civil servants outside the
public procurement cadre resorts to lobbying
and begging to be posted to the Procurement
departments in their various public sector
organizations. The orientation of majority of
those in the public procurement cadre need
to
drastically
transform
if
SPP
implementation in Nigeria must succeed.
There is a need to discard the current
recruitment and certification program of
Bureau for Public Procurement. The 3 to 4
weeks training and certification program of
the Bureau for Public Procurement is doing
more harm than good in creating a world
class procurement system for Nigeria. The
training is one of the factor that is
responsible for the continued presence of
corruption in the public procurement process
and a barrier against the drive by
Government to achieve the laudable
objectives of the PPA 2007. The level and
depth of corruption in the public
procurement process was highlighted in
2009 in a statement credited to a former
Minister of Justice who claimed that over 80
percent of corruption activities perpetuated
in the public sector through is the public
procurement processes. The endemic
corruption within the Public Procurement
reported by several studies (Ifejika, 2019;
Nadi ,2009; Nwogwugwu and Adebayo;
2015 CSJ, 2009) is directly as result of the
engagement of Public officers who are not
certified as Professionals as Public
Procurement officers (De – Boer and
Telgen,1998).
Having
an
academic
qualification does not make one a
professional
in
a
given
field
(Raymond,2008). The Public Procurement
officer must be certified by a reputable
certification authority whose standard can
meet those of similar awarding bodies
internationally. Professionals that are
certified through such a body are guided by
the code of ethic and conduct of such
professional with sanctions that might lead
to expulsion or loss of practicing license
being applied to those that fall short these
set down codes (Hui, et al.,2011;
Rossi,2010). Professional ethics are
guidelines or best practice that embody ideal
and responsibilities that inform practitioners
as to the principles and conducts they should
adopt in certain situations (Lyson and
Gillingham, 2006).
To address the issue of professionalism in
the Nigeria public procurement process and
create a world class procurement process
manned by truly certified professionals, the
researcher wish to suggest as follows:

Only individuals with a recognised
professional certification that meets
international
standards
and
accreditations should be recruited
into the Public procurement cadre in
Nigeria.







Those currently in the cadre should
be given three years to earn a
certification that is recognised
globally
by
international
Development partners such as
UNOPS, UNEP, OECD, World
Bank etc. The training cost should be
fully reimbursed back to the officer
on the presentation of the certificate
after three years.
Public Procurement officers should
be made to declare their assets
annually, they should be made to
sign a bond of waiver to be
prosecuted if they violate any section
of the PPA 2007.
They should also be made to present
person of reputable character and
standing in the society to stand as
their guarantor in writing in case of
misdemeanour.
These class of public servants should
be placed on very attractive salary
band different from those in other
areas. This will help and attract and
retain professional into the cadre.
Those officers in the pool should
rotated impromptu without any
advance notice.
Those whose records indicates have
been rotating between perceived
juicy MDA, s over the years the must
be identified and promptly removed
from the pool permanently.
Public Procurement officers found
guilty of corruption charges should
be arraigned in court and given a fair
and speedy trial. Such officers on
convictions should be named and
shamed with their names published
on the National Tenders Journal and
two major National Newspaper as it
is usually done during advertisement
for request for Quotations or Bids
Funding- Funding either poor or irregular
has been is identified as a major challenge in
the implementation of similar government
initiatives in the past.
Technology- Holt (2019) highlighted that
any procurement transformation project
powered by intelligent technology will need
to be comprehensive, easy to adapt, and
scalable. A CIPS (2019) survey noted that
the digital revolution is placing more
complex demands on procurement and
supply chain management.
5.3 CONCLUSION
The development of a framework for
Sustainable Public Procurement for the
Nigeria public Sector will be in line with
global trends and will help in improving the
public procurement process to meet global
best in class standards by opening up the
procurement process to public scrutiny,
transparency, competition, accountability,
fairness and best value for money as
stipulate under section 16 of PPA 2007’
(UNEP, 2012).
Singh et al. (2012)
highlighted that:
Through following a Sustainable
Public
Procurement
agenda,
‘governments are able to shape and
steer market in a number of concrete
ways. The first and most obvious
way is the absolute size of their
demands for products and services
and the associated impact this has on
supply. Secondly, public procurer
have an impact on the market
through their ability to show
leadership and thus encourage
economic operators to follow their
example – the so called ‘crowd – in’
effect. Lastly, public procurers are
well place to work with their
suppliers to encourage research and
development and promotes new
technology
and
products.
Government are able to act as
incubators,
of
innovations,
promoting newer products and
reducing their costs.
Public Procurement wields enormous
purchasing powers accounting for an
average of 12 percent Gross Domestic
Product (GDP) in OECD countries, and up
to 30 percent in many developing countries
(UNEP 2017). This submission has made it
imperative for government to lead the drive
for SPP agenda. Brammer and Walker
(2011) observed that leadership is a
significant factor in Sustainable procurement
being implemented by public sector
organisations. Ligia Noronha, Director of
Economy Division, UN Environment noted
in his forwarding notes on Global Review of
Sustainable Public Procurement (UNEP)
2017 that ‘Sustainable Public Procurement
has reached a turning point as its relevance
as a strategic tool to drive sustainability and
transform markets is no longer questioned’.
This research findings revealed that:


Nigeria
Public
Procurement
processes can be strengthened and
improved with the implementation of
sustainable procurement framework.
Public Procurement in Nigeria can
benefit from eProcurement, Whole
Life Cycle Cost and Needs
Aggregation.
The new normal in procurement globally is
the drive by public sector organizations to
procure goods, services and works
sustainably
to
reduce
social
and
environmental footprints There is a dearth of
research on SPP in Africa and many
developing countries. It should be pointed
out that the results of this research only
relate to contributions from limited number
of participants that drawn from Nigeria, the
findings are pertinent to the development of
a SSP framework for Nigeria and other
developing countries with similar public
procurement law implementation and
challenges. The participants size might
result to different findings if a larger size of
participants were involved and if the public
procurement process better developed and
devoid of political and executive
interferance, compared to the public
procurement process in Nigeria. Also,
considerations of social and environmental
factors in public procurement process in
Nigeria is absent, therefore the findings
might be difference when juxtaposed with a
developing country that factors in social and
environmental requirement in making public
procurement decisions. Notwithstanding
these observations, this study develop a
simple and practicable SPP framework for
implementation in Nigeria. Sir Neville
Simms, Chair of the United Kingdom
National Action Plan on Sustainable
Procurement
noted
that
Sustainable
Procurement ‘in short using procurement to
support wider social, economic and
environmental objectives, in a way that
offers real long-term benefits, is how the
public sector should be spending tax payers
money. Anything less means that today tax
payer’s and the future citizens are been
short- changed’ (DEFRA 2011). CIPS
(2019) in a survey revealed that risk
mitigation-whether security of supply,
reputational risk caused by ethical and
environmental issues, or ensuring the
sustainability of sources of critical products
and services is fact become the prime focus
of modern procurement
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Sustainable Procurement of
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