Multi-Stakeholder Approach to Optimising Procurement Processes for Sustainable Development in Nigeria

Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 135 ISRG PUBLISHERS Abbreviated Key Title: Isrg J Econ Bus Manag ISSN: 2584-0916 (Online) Journal homepage: https://isrgpublishers.com/isrgjebm/ Volume – III Issue - V (September-October) 2025 Frequency: Bimonthly Multi-Stakeholder Approach to Optimising Procurement Processes for Sustainable Development in Nigeria Lawal Rasheed Ajibola1*, Sule Magaji2, Yahaya Ismail3 1 Sustainable Development Centre University of Abuja 2, 3 Department of Economics University of Abuja | Received: 28.09.2025 | Accepted: 04.10.2025 | Published: 07.10.2025 *Corresponding author: Lawal Rasheed Ajibola Sustainable Development Centre University of Abuja Abstract This study investigates the effectiveness of a Multi-Stakeholder Approach in optimising public procurement processes for sustainable development in Nigeria. Employing a descriptive survey design, the research collected data from 341 stakeholders across government, the private sector, civil society, and communities. Findings confirmed that the influence of diverse stakeholders is statistically significant, with government policies identified as the most critical factor (Mean: 4.04). Key challenges include persistent corruption and the high costs of sustainable options, yet the study established that leveraging digital technologies (e.g., e-procurement) significantly enhances both transparency and efficiency. The research concluded that establishing a robust, collaborative governance framework backed by stricter laws, continuous monitoring, and technological adoption is essential to transform Nigerian procurement from a transactional activity into an equitable and effective driver of the nation’s sustainable development agenda. Keywords: Multi-Stakeholder Approach, Procurement Processes, Sustainable Development, Transparency, Nigeria Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 136 1.0 Introduction Public procurement plays a critical role in driving sustainable development, particularly in developing countries like Nigeria, where effective resource allocation and accountability are essential for growth. Procurement is not only an administrative process but also a strategic tool for promoting transparency, efficiency, and inclusiveness in the delivery of public goods and services (Thai, 2020). However, inefficiencies such as corruption (Mohammed & Magaji, 2002), lack of transparency (Magaji & Musa, 2015), and weak institutional frameworks have historically undermined procurement systems in Nigeria, limiting their contribution to sustainable development (World Bank, 2022). Thus, exploring innovative approaches that enhance accountability and collaboration is vital. One promising strategy is the multi-stakeholder approach, which involves the active participation of government, private sector actors, civil society organisations, and development partners in procurement processes. Such collaboration fosters inclusivity, ensures checks and balances, and builds trust among stakeholders (Uzochukwu & Eze, 2021). By engaging multiple actors, procurement systems can address power asymmetries, reduce opportunities for rent-seeking, and align national policies with the global Sustainable Development Goals (SDGs). In Nigeria, adopting a multi-stakeholder approach is particularly crucial due to persistent governance challenges. Studies show that public procurement accounts for up to 60% of government expenditure in developing countries, making it one of the most significant areas prone to misuse of public funds (OECD, 2019). Collaborative governance in procurement has the potential to mitigate these challenges by institutionalising transparency mechanisms and fostering citizen participation (Onyekpere, 2020). This, in turn, enhances accountability and helps align procurement outcomes with Nigeria’s broader development agenda. Furthermore, the multi-stakeholder approach strengthens sustainability by integrating environmental, social, and economic considerations into procurement decisions. It ensures that procurement not only delivers cost efficiency but also advances green innovation, social inclusion, and ethical practices (United Nations Development Programme [UNDP], 2020). For instance, prioritising local content policies and sustainable supply chains contributes to job creation (Enaberue et al., 2024), poverty reduction (Aluko & Magaji, 2020), and environmental conservation in Nigeria (Yakubu et al., 2025). The multi-stakeholder approach provides a viable pathway for optimising procurement processes to support sustainable development in Nigeria. It addresses the systemic issues of inefficiency and corruption while aligning procurement frameworks with international best practices (El-Yaqub et al., 2024). By engaging diverse actors in decision-making and implementation, Nigeria can harness procurement as a driver of sustainable growth, ensuring that public resources are utilised effectively and equitably for the benefit of its citizens. 2.0 Conceptual Review and Theoretical Framework 2.1 Conceptual Review 2.1.1Multi-Stakeholder Approach The multi-stakeholder approach refers to a governance framework in which diverse actors, including government institutions, private sector entities, civil society organisations, and international development partners, collaborate in decision-making and implementation processes. This approach promotes inclusiveness, transparency, and accountability by ensuring that no single group dominates policy outcomes (Ansell & Gash, 2018). In the context of public procurement, a multi-stakeholder approach enhances oversight and fosters innovation by pooling the expertise, resources, and diverse perspectives of various stakeholders. It has been recognised as an effective strategy for addressing complex governance issues, particularly in developing countries where institutional weaknesses often undermine public trust (Uzochukwu & Eze, 2021). 2.1.2Procurement Procurement is the process by which organisations, particularly governments and public institutions, acquire goods, works, and services from external providers to meet their operational and developmental needs. Beyond being a transactional activity, procurement is increasingly viewed as a strategic function that can drive efficiency, cost-effectiveness, and innovation within public administration (Thai, 2020). In developing economies like Nigeria, procurement accounts for a significant share of public expenditure, making it a critical tool for service delivery, economic growth, and governance reforms (World Bank, 2022). However, challenges such as corruption, lack of transparency, and weak institutional capacity often hinder the effectiveness of procurement systems (Magaji & Eke, 2015). 2.1.3Sustainable Development Sustainable development is a holistic concept that seeks to balance economic growth, social equity, and environmental protection, thereby meeting the needs of the present without compromising the ability of future generations to meet their own needs (World Commission on Environment and Development [WCED], 1987). It provides a guiding framework for governments, businesses, and societies to pursue inclusive development while safeguarding natural resources (Magaji, 2008). The adoption of the United Nations Sustainable Development Goals (SDGs) in 2015 further operationalised this concept, emphasising global cooperation to address poverty, inequality, climate change, and environmental degradation (United Nations, 2015). In Nigeria, sustainable development has become a pressing priority due to challenges such as resource mismanagement (Magaji et al., 2024), rapid urbanisation (Gabdo & Magaji, 2025), and environmental vulnerabilities (Abubakar et al., 2025). Others include rising poverty and inequality (Magaji, 2007), as well as conflicts and insecurity (Zailani et al., 2025). 2.2 Theoretical Framework 2.2.1Stakeholder Theory Stakeholder Theory emphasises that organisations and public institutions must consider the interests of all stakeholders, beyond just shareholders, in their decision-making and governance processes. Initially proposed by Freeman (1984), the theory posits that value creation is maximised when diverse actors, including government agencies, private sector players, civil society groups, and communities, are actively engaged. In the context of procurement for sustainable development in Nigeria, stakeholder theory is highly relevant because it supports the multi-stakeholder approach by recognising the interdependence of various groups in ensuring transparency, accountability, and inclusiveness. Applying this theory helps explain why procurement processes that integrate multiple perspectives are more likely to achieve legitimacy, reduce Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 137 corruption, and align with broader sustainable development goals (Donaldson & Preston, 1995). 2.3 Empirical Review Salim and Macha (2023) examined the impact of procurement procedures on the performance of public building projects within the Ministry of Education and Vocational Training (MEVT) in Zanzibar. Using a descriptive research design, the study population consisted of 28 individuals, and a purposive sample of 26 respondents was derived from Yamane’s (1967) formula. Data collection was conducted through questionnaires and interviews, with qualitative responses analysed thematically, while quantitative data were analysed using descriptive statistics and multiple regression analysis. The study found that procurement planning, selection criteria, and contract monitoring significantly affected project performance, collectively explaining 59.2%, 37.3%, and 30.7% of the variance in performance, respectively. Similarly, Zuleha et al. (2023) examined the role of procurement procedures in the execution of construction projects in public universities in Kenya. Adopting a descriptive survey design, they employed questionnaires and an observation checklist, validated through piloting in private universities. The purposive sample consisted of 20 university staff members involved in construction projects. Data analysis involved percentages, frequencies, and ordinal regression for quantitative findings. Results revealed that 80% of respondents agreed that procurement procedures had a substantial impact on the success of construction projects in public universities. In Nigeria, Shwarka and Anigbogu (2022) examined the impact of procurement reform on public building project delivery, comparing outcomes in the pre-reform era (1995–2002) with those in the postreform era (2003–2010). Their study examined 40 projects in the Federal Capital Territory, with 20 completed before and 20 after procurement reforms were introduced. The findings indicated that reforms had little effect in addressing cost overruns, delays, and irregularities, as no significant differences were observed between the preand post-reform project outcomes. Instead, inadequate budgeting and planning by clients and project teams were identified as the most critical constraints affecting project delivery. Likewise, Musyoka and Wainaina (2022) studied procurement practices in relation to Kenya Ports Authority projects in Mombasa County. Their census involved 100 respondents, comprising 15 project managers and 85 project team members. Data were collected through questionnaires and analysed using descriptive statistics and multiple regression analysis. The findings showed that effective procurement planning improved efficiency by reducing time and tailoring contracts to specific needs. Supplier selection was based on quality-enhanced project outcomes, while contract monitoring ensured timely delivery and compliance. Furthermore, continuous assessment of procurement processes and efficient inventory management were found to be essential for successful project implementation. 2.4 Gap in the literature Although previous studies have extensively examined the influence of procurement procedures on project performance in various contexts such as Zanzibar (Salim & Macha, 2023), Kenyan public universities (Zuleha et al., 2023), and the Kenya Ports Authority (Musyoka & Wainaina, 2022), as well as the effects of procurement reforms in Nigeria (Shwarka & Anigbogu, 2022), notable gaps remain. Most of these studies focused narrowly on technical and procedural aspects of procurement, such as planning, supplier selection, contract monitoring, and efficiency, while giving limited attention to the role of multi-stakeholder collaboration in optimising procurement outcomes. Additionally, findings from Nigeria suggest that procurement reforms have not adequately addressed systemic inefficiencies. However, there is limited empirical evidence linking procurement practices to sustainable development outcomes in the Nigerian context. This highlights the need for further research that integrates the multistakeholder approach with procurement practices to assess how collaborative governance can improve transparency. 3.0 Methodology 3.1 Study Design The study adopted a quantitative approach, specifically employing a descriptive survey design. This design was deemed appropriate because it allowed the researchers to assess the extent to which the multi-stakeholder approach influences and optimises procurement practices in achieving sustainable development in Nigeria. The design was also suitable, given the study’s reliance on primary data. This aligns with Kombo and Tromp (2006), who noted that descriptive survey designs are effective when gathering information on attitudes, opinions, behaviours, or social issues. 3.2 Population of Study The study population comprised stakeholders involved in Nigeria’s procurement processes. These included government institutions, civil society organisations, private sector actors (such as contractors, suppliers, and service providers), and beneficiary communities. Since the exact population size of these stakeholders was indeterminate, the study concentrated on twelve selected organisations. Three organisations, each from the government sector, the private sector, and civil society, were purposively selected, while three beneficiary communities were randomly chosen. The organisations included the Universal Basic Education Commission (UBEC), Federal Capital Development Authority (FCDA), and Niger Delta Development Commission (NDDC) from the government sector; Dangote Group Plc., Flour Mills Plc., and Guinness Nigeria Plc. from the private sector; Pan Niger Delta Forum (PANDEF), Arewa Peoples Congress, and Afenifere Cultural Association from civil society; and Masaka (Abuja), Eggon (Nassarawa State), and Yandev (Benue State) as benefiting communities. 3.3 Sample and Sampling Techniques The sample size was determined using Cochran’s formula for large or unknown populations. Based on a 95% confidence level and a 5% margin of error, the required sample size was 324. To account for potential non-response, 36 additional questionnaires were included, bringing the total to 360. Stratified sampling was employed to ensure representation across the four stakeholder groups. Each of the twelve organisations or communities was allocated 30 respondents, resulting in a balanced distribution of respondents across all groups. 3.4 Sources of Data The study utilised both primary and secondary data. Primary data were collected directly from government agencies, private sector organisations, civil society groups, and community beneficiaries. Secondary data were drawn from scholarly articles, reports, and other relevant literature. 3.5 Method of Data Collection Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 138 Data were collected using structured questionnaires administered to procurement stakeholders. Respondents included procurement officials in ministries, departments, and agencies (MDAs); procurement managers in private firms; civil society representatives; and community beneficiaries. The questionnaires sought to capture opinions and experiences regarding the extent to which procurement processes have been optimised through multistakeholder participation. 3.6 Data Analysis Techniques Data analysis employed both descriptive and inferential statistical methods. Descriptive statistics, including frequencies, percentages, means, and standard deviations, were used to summarise and present responses. Inferential statistics were applied using ANOVA (F-statistics) to test for significant differences in the impact of optimised procurement practices on sustainable development. Data were processed using the Statistical Package for the Social Sciences (SPSS). A cutoff mean of 3.00 was applied, with responses coded on a five-point Likert scale ranging from “Strongly Disagree” (1) to “Strongly Agree” (5). This approach facilitated both a comprehensive interpretation of descriptive findings and robust hypothesis testing through inferential analysis. 4.0 Data Presentation, Analysis, and Discussion of Results 4.1 Introduction The data was collected from the field through the survey method. These data are presented, analysed, computed, and the results discussed to ascertain the validity or otherwise of the research hypotheses. A total of 360 questionnaires were sent out to solicit information from the target respondents. However, only 341 questionnaires, representing a 95% response rate, were returned, while 19, representing 5% were not returned. It can therefore be concluded that the findings of this research are reliable, as adequate information was obtained from the respondents. 4.2 Reliability Test of the Instrument To test the reliability of the Multi-Likert Questionnaire (MLQ) instrument, we considered determining the Cronbach's Alpha coefficient for the variables under consideration. Table 4.1: Summary of Reliability Statistics S/N Construct Item No of Items Cronbach Alpha 1 Latent Variable 1 (Stakeholders' Influence in the Procurement Process) 5 0.886 2 Latent Variable 2 (Challenges in the Adoption of Procurement Practices) 5 0.843 3 Latent Variable 3 (Adoption of Digital Technology in Enhancing Procurement Processes 5 0.765 4 Latent Variable 4 (Effectiveness of Regulatory Frameworks) 5 0.723 5 Latent Variable 5 (Best Practices in Implementing Procurement Processes) 5 0.774 Source: Computed with the aid of SPSS 20 From the table above, the Cronbach alpha values of all the construct items exceed the threshold of 0.70, indicating a high degree of internal consistency among the variables or scales used to measure the Multi-Stakeholder Approach to Optimising Procurement Processes for Sustainable Development in Nigeria. The magnitude of reliability of the scales is almost perfect (Close to 1). Thus, the questionnaire instruments that were used are considered internally stable and consistent, indicating that they measure what they were intended to measure. 4.3 Demographic Characteristics of Respondents This section presents the demographic analysis of respondents, including their gender, age bracket, Years in Service, Educational Qualification, and cadre. Table 4.2: Gender of Respondents Option Freq. Per cent (%) Male 220 65 Female 121 35 Total 341 100 Source: Field Survey 2025 Table 4.2 and Fig. 1 show the gender characteristics of the research participants. The analysis indicates that 65% of the respondents are Male, while the remaining 35% are female. Based on this analysis, male respondents participated significantly more than their female counterparts. Table 4.3: Age of Respondents Option Freq. Percentage 18-35 Years 82 24.0 36-50 Years 151 44.3 51 & Above 108 31.7 Total 341 100.0 Source: Field Survey 2025 65% 35% Fig. 1: Gender of Respondents Male Female Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 139 Table 4.3 and Figure 2 show the Age bracket of the research participants. The analysis indicated that 24.5% of the respondents are between 18 and 35 years old, 43.3% fall between 36 and 50 years old, and only 32.2% are above 51 years of age. However, the majority of respondents are within the 36-50 years age range, suggesting that the research participants are effectively active within the working population. Table 4.4: Length of Service Option Freq. Percentage 1-10 Years 51 15.0 11-20 Years 166 48.7 21 Years above 124 36.4 Total 341 100.0 Source: Field Survey 2025 Table 4.4 and Fig. 3 describe the length of service/working experience of the research participants. The analysis shows that 15.2% of the respondents have between 1 and 10 years of working experience. 47.8% respondents have between 11-20 years of working experience, and 37.% of the research participants have 21 years and above. The study concludes that the majority of respondents are between 11 and 20 years old, slightly above those aged 21 years and above. This suggests that the research participants possess sufficient knowledge of the research subject matter. Table 4.5: Cadre of Respondents Option Freq. Per cent (%) Lower Cadre 54 15.8 Middle Management 168 49.3 Senior Management 119 34.9 Total 341 100.0 24.50% 43.30% 32.20% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% 18-35 Years 36-50 Years 51 & Above Fig 2: Age of Respondents 15.20% 47.80% 37.00% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 1-10 Years 11-20 Years 21 Years above Fig 3: Length of Service Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 140 Source: Field Survey 2025 Table 4.5 and Fig. 4 present the cadre to which each of the research participants belongs. As seen from the analysis, only 16% are in the lower cadre. The Majority of the research participants (48.40%) are at the middle management level, and 35.50% are in the Senior Management Cadre. This also suggests that the majority of research participants possess adequate knowledge and experience on the subject matter, and therefore, the outcome of these findings can be considered reliable. Table 4.6: Educational Qualification of Respondents Option Freq. Per cent (%) First Degree 81 23.8 Masters 138 40.5 Doctorate 92 27.0 Others 30 8.8 Total 341 100.0 Source: Field Survey 2025 Table 4.6 and Fig. 5 depict the educational qualifications of the respondents. The descriptive analysis of the Academic qualifications of the research participants indicates that about 24% of the respondents have a first degree as a qualification, the majority of the respondents, representing 39.4% have a master's degree, 27.5% of the respondents have a doctorate, and only 9% of the respondents have other academic qualifications. Thus, we can conclude that individuals with a master's degree participated more in the study than those in the other categories. 16.10% 48.40% 35.50% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% Lower Cadre Middle Management Senior Management Fig. 4 Cadre of Respondents 24.20% 39.40% 27.50% 9% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% First Degree Masters Doctorate Others Fig.5 Educational Qualification of Respondents Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 141 4.4 Descriptive Statistics This section aims to analyse all questions related to the Multi-Stakeholder Approach to Optimising Procurement Processes for Sustainable Development in Nigeria. The mean is calculated by multiplying the frequencies by their assigned value. Thereafter, the sum is multiplied by the total sample. The threshold or cut-off mean is 3.00, i.e, ((5+4+3+2+1)/15). The standard Deviation (SD) was generated using SPSS, and the tstat is calculated by dividing the mean score by the SD. The critical/table value of the t-stat is 2.06 at 5% significance level. Therefore, a particular statement (item) is statistically significant if the calculated t-stat is greater than the critical value of 2.06. The essence of the t-statistic (T-stat) is to show the statistical significance of each statement. Table 4.7 Influence of stakeholders on the effectiveness of procurement processes in achieving sustainable development in Nigeria. N = 341 S/N Statements Mean STD T-Stat Remarks 1 Government policies strongly influence the adoption of sustainable procurement practices in Nigeria. 4.04 0.88 4.60 Significant 2 Private sector companies actively participate in green procurement and sustainability initiatives. 3.41 1.03 3.30 Significant 3 NGOs and civil society organisations play a key role in promoting transparency in procurement. 3.70 1.21 3.05 Significant 4 Local communities are adequately consulted in procurement decisions affecting them. 4.00 0.85 4.72 Significant 5 Collaboration among stakeholders improves the effectiveness of sustainable procurement. 2.77 0.84 3.29 Significant Source: Field Survey 2025 Table 4.7 presents the descriptive statistics, including the mean, standard deviation, and t-statistics, for Research Question 1. It aimed at analysing the Influence of stakeholders on the effectiveness of procurement processes in achieving sustainable development in Nigeria. All the means of the construct items exceed the threshold of 3.00, which is considered acceptable, and have individual t-statistics greater than 2.06, indicating that all the construct items are statistically significant. Table 4.8. Challenges hindering the adoption of sustainable procurement practices among public and private sector stakeholders in Nigeria. N = 341 S/N Statements Mean STD T-Stat Remarks 1 Corruption and lack of transparency are significant barriers to sustainable procurement in Nigeria. 3.49 1.19 2.98 Significant 2 Many procurement officers lack sufficient knowledge about sustainable procurement principles. 3.31 1.19 2.77 Significant 3 High costs prevent organisations from adopting eco-friendly procurement options. 4.04 1.07 3.74 Significant 4 Existing laws on sustainable procurement are poorly enforced in Nigeria. 3.40 1.16 2.91 Significant 5 Resistance to change within institutions hinders the shift to sustainable procurement. 3.74 1.01 3.70 Significant Source: Field Survey 2025 Table 4.8 presents the descriptive statistics, including the mean, standard deviation, and t-statistics, for Research Question 2. It aimed at identifying the key Challenges hindering the adoption of sustainable procurement practices among public and private sector stakeholders in Nigeria. All the means of the construct items have values greater than the threshold of 3.00, which are considered accepted, and have individual t-statistics greater than 2.06, which signifies that all the construct items are statistically significant. Table 4.9: Extent to which digital technologies enhance transparency and efficiency in multi-stakeholder procurement processes in promoting sustainability in Nigeria. N = 341 S/N Statements Mean STD T-Stat Remarks 1 E-procurement systems significantly reduce delays and inefficiencies in procurement processes. 3.99 1.17 3.41 Significant 2 Blockchain technology can effectively prevent fraud in public procurement. 3.41 1.09 3.12 Significant Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 142 3 AI and data analytics help optimise procurement decisions for cost and sustainability. 3.76 1.03 3.54 Significant 4 Most stakeholders in Nigeria are well-trained to use digital procurement tools. 3.73 1.03 3.62 Significant 5 Cybersecurity concerns reduce trust in digital procurement systems. 3.35 1.22 2.75 Significant Source: Field Survey 2025 Table 4.9 presents the descriptive statistics, including the mean, standard deviation, and t-statistics, for Research Question 3. It aimed to analyse the Extent to which digital technologies enhance transparency and efficiency in multi-stakeholder procurement processes, promoting sustainability in Nigeria. All the means of construct items have values greater than the threshold of 3.00, which are considered accepted, and have individual t-statistics greater than 2.06, which signifies that all the construct items are statistically significant. Table 4.10: Regulatory frameworks needed to strengthen collaboration among stakeholders in Nigeria’s procurement systems to ensure sustainability. N = 341 S/N Statements Mean STD T-Stat Remarks 1 Nigeria needs stricter laws mandating sustainable procurement practices. 3.45 1.07 3.19 Significant 2 Tax incentives would encourage more organisations to adopt green procurement practices. 3.46 1.18 2.91 Significant 3 A robust monitoring system is essential to ensure sustainable procurement compliance. 4.12 0.91 4.53 Significant 4 Stakeholders should be regularly consulted in the development of procurement policies. 3.07 1.23 2.47 Significant 5 Penalties for violating sustainable procurement rules should be enforced strictly. 3.71 0.99 3.74 Significant Source: Field Survey 2025 Table 4.10 presents the descriptive statistics, including the mean, standard deviation, and t-statistics, for Research Question 4. It aimed to analyse the extent to which regulatory frameworks help strengthen collaboration among stakeholders in Nigeria’s procurement systems to ensure sustainability. All the means of construct items have values greater than the threshold of 3.00, which are considered accepted, and have individual t-statistics greater than 2.06, which signifies that all the construct items are statistically significant. Table 4.11 Best practices in implementing multi-stakeholder procurement models for sustainable development. N = 341 S/N Statements Mean STD T-Stat Remarks 1 Other developing countries have better sustainable procurement models than Nigeria. 3.28 1.14 2.87 Significant 2 International best practices can be successfully adapted to Nigeria’s economic context. 3.82 1.01 3.78 Significant 3 Nigeria should adopt foreign digital procurement solutions to improve efficiency. 3.86 1.01 3.82 Significant 4 Public-Private Partnerships (PPPs) have been effective in promoting sustainable procurement abroad. 3.22 1.24 2.57 Significant 5 Nigeria’s procurement policies should be revised based on lessons from other countries. 3.71 1.09 3.40 Significant Source: Field Survey 2024 Table 4.11 presents the descriptive statistics, including the mean, standard deviation, and t-statistics, for Research Question 4. It aimed to analyse best practices in implementing multi-stakeholder procurement models for sustainable development. All the means of the construct items have values greater than the threshold of 3.00, which are considered accepted, and have individual t-statistics greater than 2.06, which signifies that all the construct items are statistically significant. 4.5 Discussion of Findings The findings of this study reveal that government policies play the most influential role in optimising procurement processes for sustainable development in Nigeria, with the highest mean score (4.05). This underscores the importance of strong legislative and regulatory frameworks, similar to those in South Africa, where procurement laws have advanced sustainability objectives. However, while Nigeria demonstrates strength in policy influence compared to some countries, such as Kenya, gaps remain in Copyright © ISRG Publishers. All rights Reserved. DOI: 10.5281/zenodo.17283618 143 enforcement and the integration of explicit sustainability clauses within existing legislation. This highlights the need for Nigeria not only to strengthen but also to broaden its procurement framework to align with international best practices. Private sector involvement and NGO participation showed moderate influence on procurement outcomes, with mean scores of 3.40 and 3.70, respectively. The private sector’s role was found to be inconsistent, mainly due to financial and awareness constraints, in contrast to more advanced economies, where regulations enforce stronger sustainability engagement. NGOs and civil society organisations demonstrated a vital role in promoting transparency and accountability, though capacity disparities across regions limited their effectiveness. Addressing these weaknesses through fiscal incentives, capacity building, and supportive policies could boost both private sector and NGO engagement in procurement reform. Local communities reported a high mean score (4.01), indicating growing involvement in decentralised procurement; however, variability exists across regions, raising concerns about equity. However, stakeholder collaboration scored the lowest (2.77), exposing a systemic weakness in Nigeria’s procurement process. Unlike countries such as Denmark and Rwanda, where integrated digital platforms facilitate collaboration and accountability, Nigeria’s siloed and trust-deficient system undermines sustainable outcomes. While all constructs were statistically significant, the disparities highlight context-specific challenges that must be addressed. Overall, the results indicate that while Nigeria’s procurement system is government-driven and relatively effective in certain areas, weak collaboration mechanisms and uneven participation continue to be significant obstacles to achieving holistic and sustainable procurement outcomes. 4.5.1 Discussion of Findings on Research Question Two The findings on research question two identified five critical barriers to the adoption of sustainable procurement practices in Nigeria, each of which was statistically significant. Corruption and lack of transparency (mean = 3.49) emerged as a systemic challenge, consistent with trends in Uganda and Kenya, though less severe than in Venezuela. Knowledge gaps among procurement officers (mean = 3.31) were also highlighted, echoing studies from India and South Africa, which found that insufficient training programs hinder the adoption of sustainability. Financial constraints (mean = 4.04) proved to be the most significant obstacle, reflecting the conditions in Pakistan and other developing economies, where the additional costs of sustainable procurement deter implementation. Weak enforcement of existing laws (mean = 3.40) further compounded these challenges, showing that Nigeria lags behind countries like Rwanda, where compliance systems are robust. Resistance to institutional change (mean = 3.74) was also identified, with findings aligning with Egypt but contrasting sharply with Denmark’s successful integration of change management strategies. These results demonstrate that Nigeria’s barriers are not unique but are shaped by the combined weight of financial, institutional, and cultural challenges. While the country’s situation is more favourable than some struggling economies, it lags behind regional leaders like Rwanda and global exemplars such as Denmark. The findings underscore the importance of targeted interventions, including strengthening anti-corruption frameworks, integrating sustainability into procurement training, offering financial incentives, reinforcing enforcement mechanisms, and implementing structured change management programs. Collectively, these measures are essential for transforming Nigeria’s procurement systems into drivers of sustainable development. 4.5.2 Discussion of Findings on Research Question Three The findings on research question three highlight the transformative role of digital technologies in Nigeria’s procurement processes, while also exposing persistent challenges. E-procurement systems had the highest impact (mean = 3.99), demonstrating significant gains in reducing inefficiencies; however, adoption remains uneven across regions due to infrastructure disparities. Blockchain technology received moderate support (mean = 3.41), reflecting limited practical applications compared to countries like Ghana, where blockchain use in contract management is more advanced. Similarly, AI and data analytics (mean = 3.76) demonstrated strong adoption trends, placing Nigeria ahead of some regional peers but still trailing global leaders like India. Digital literacy (mean = 3.73) was another promising area, suggesting that capacity-building programs are effective, though unevenly distributed between urban centres and rural communities. However, cybersecurity concerns (mean = 3.35, SD = 1.22) emerged as the most divisive issue, with preparedness varying widely across organisations. These results align with the Technology-Organisation-Environment (TOE) framework, showing how adoption is shaped not only by technological capabilities but also by organisational readiness and external conditions such as infrastructure gaps and regulatory environments. Compared to its African peers, Nigeria is progressing more rapidly, but still lags behind global exemplars such as Estonia and India. This trajectory suggests that, with sustained investment in infrastructure, more vigorous policy enforcement, and targeted support for digital literacy and cybersecurity, Nigeria could significantly enhance the efficiency and transparency of its procurement processes in the years to come. 4.5.3 Discussion of Findings on Research Question Four The findings on research question four reveal that Nigeria’s procurement regulatory framework requires significant strengthening to foster sustainability and effective multistakeholder collaboration. The strongest consensus among stakeholders was on the need for robust monitoring mechanisms, which they viewed as the most critical area for reform. This result aligns with global experiences, such as those in Rwanda and South Africa, where real-time digital monitoring and automated compliance systems have significantly enhanced transparency and reduced procurement fraud. Similarly, stakeholders emphasised stricter enforcement of penalties, citing Nigeria’s inconsistent sanctioning of procurement infractions compared to Kenya and Botswana, where consistent penalties have reduced violations. These findings highlight that effective monitoring and enforcement remain the bedrock of sustainable procurement reforms in Nigeria. Beyond compliance, stakeholders identified the need for stricter laws and tax incentives, though these were rated as secondary to oversight and penalties. Compared to India and Thailand, where binding legal mandates and fiscal incentives significantly boosted sustainable procurement adoption, Nigeria’s weaker performance suggests the necessity of complementary reforms. Regular consultation scored lowest, with wide variability indicating fragmented and ad hoc engagement, particularly excluding SMEs and rural communities. This contrasts with Canada’s