









































Pa
ge

 
1



Pa
ge

 
20

American Journal of  Applied 
Statistics and Economics (AJASE)

Project Procurement Practices and Its Effective Implementation in Public Institutions 
in Rwanda: A Case of  Water Supply Infrastructure and Services Improvement Project in 

MUHANGA-Southern Province
Venant Ndamyumugabe1*

Volume 4 Issue 1, Year 2025
ISSN: 2992-927X (Online)

DOI: https://doi.org/10.54536/ajase.v4i1.4234
https://journals.e-palli.com/home/index.php/ajase

Article Information ABSTRACT

Received: December 16, 2024

Accepted: January 21, 2025

Published: March 04, 2025

Over time, the significance of  the procurement function has increasingly been emphasized 
in the broader framework of  global supply chain management. Nonetheless, the failure to 
execute proper procurement procedures has led to substandard procurement practices. The 
research examined the associations between Project procurement practices and successful 
execution of  projects in public institutions in Rwanda, focusing on the Water Supply 
Infrastructure and Services Improvement Rwanda, in Muhanga-Southern Province. The 
specific objectives were to evaluate the impact of  procurement planning on the efficient 
implementation of  the projects in public institutions in Rwanda, and to assess the effect of  
supplier selection on the successful execution of  projects in public institutions in Rwanda.   
Both primary and secondary data were utilized in the study, with primary data collected 
through questionnaires and document analysis, while secondary data were gathered from 
prior studies on the relevant subjects. The target population comprised 234 em-ployees 
in the management team of  the Water Supply Infrastructure and Services Improvement 
Project in Muhanga-Southern Province, with a sample size of  148 respondents selected 
using a simple random sampling method. Data analysis was conducted through correlation 
analysis and multiple linear regressions. The findings indicated a substantial influence of  
procurement plan-ning on the successful implementation of  the project, demonstrating 
a notable correlation between supplier selection and effective project execution. It is 
recommended that decision makers and project implementers of  WASAC projects provide 
comprehensive training for beneficiaries cover-ing project management, natural resources 
management, and catchment development. Addition-ally, beneficiaries should be assigned 
responsibilities such as managing infrastructures on the site and utilizing them efficiently.    

Keywords

Practices, Procurement Planning, 
Project Procurement Selection, 
Project Procurement, WASAC 
Rwanda 

1 Protestant University of  Rwanda, Rwanda
* Corresponding author’s e-mail: n.vena84@gmail.com

INTRODUCTION 
Over time, the significance of  the procurement function 
has increasingly been emphasized in the broader 
framework of  global supply chain management.  Globally, 
public procurement has garnered attention and sparked 
discussions, leading to reforms, restructuring, and the 
implementa-tion of  regulations (Kabega et al., 2016). Many 
governments have a continuous outsourcing pro-cess 
in place, with a significant portion of  service provision 
being handled by the private sector. The performance 
standards for operations in public sector organizations are 
consistently increas-ing as they strive to deliver services 
to the general public effectively. This illustrates how the 
out-sourcing of  procurement functions transforms it into 
a deliberate and strategic concern (Plant-inga & Dorée, 
2016; Danis & Kilonzo, 2014; Benabbou & Karim, 2024).
In Present-day business landscape, there is a widely 
accepted perspective on the transfor-mation of  the 
procurement function from a mere support service to 
a pivotal leadership role that facilitates organizations 
in navigating uncertainties. As noted by Van Weele and 
Rozenmeijer (1999), the progression of  the information 
society, globalization in trade, and demanding customer 
preferences have played a significant role in enhancing the 
strategic importance of  procurement within companies. 

In particular, the correlation between procurement 
and organizational performance under-scores the 
importance of  adopting best practices for achieving 
current organizational success. Procurement practices are 
prevalent across various industries globally, and they have 
emphasized that numerous public institutions in both 
developing and developed countries have implemented 
procurement reforms that encompass laws and 
regulations (Hussein & Masau, 2020., Kabega et al., 2016).   
However, a key challenge has been the lack of  adequate 
regulatory compliance within these institutions. Public 
entities are significant spenders and manage substantial 
budgets (Rood-hooft & Abbeele, 2006). Moreover, 
Mahmood (2010) has reiterated that public procurement 
was estimated to constitute 18.42% of  the world’s 
Gross Domestic Product (GDP). Recognized as cru-
cial for service delivery, public procurement represents a 
substantial proportion of  total expendi-ture (Basheka & 
Bisangabasaija, 2010; Ningsih, 2025).    
According to Mwangi and Moronge (2019) Procurement 
processes play a critical role within the public sector 
as they are fundamental to transparent financial 
management within organiza-tions. World Bank 
often advises developing countries to enhance their 
procurement systems. Nonetheless, the failure to 



Pa
ge

 
21

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

execute proper procurement procedures has led to 
substandard pro-curement practices. Challenges in public 
procurement practices include increased operational 
expenses, disruptions in the supply chain, subpar quality 
of  purchased goods, deficient supplier management, 
unfavourable supplier evaluations, lack of  familiarity 
with the procurement process, and non-compliance with 
procurement standards (Basheka & Bisangabasaija, 2010).
According to Mak (2014), Procurement encompasses the 
acquisition of  goods, services, and works through various 
contractual means; procurement encompasses the 
acquisition of  goods, services, and works through various 
contractual means, such as purchasing or hiring.   Public 
pro-curement involves the acquisition of  goods, services, 
and works through a competitive process and contractual 
agreement by a public entity. Carr and Smeltzer (1997) 
adds that procurement prac-tices involve the strategic 
actions taken by purchasing departments to optimize 
performance, en-hance productivity, and minimize costs 
and time. Moreover, it involves activities such as vendor 
selection, rigorous vetting processes, negotiation of  
payment terms, contract negotiations, and the actual 
acquisition of  goods (Weele, 2018).
Moreover, the procurement methods utilized by public 
institutions have evolved considera-bly.   This evolution is a 
result of  transitioning away from traditional procurement 
practices that were predominant over the past twenty years.   
Instead, public institutions have embraced a varie-ty of  
strategies such as design and build, design-build-maintain, 
private finance initiative, and project alliancing (Wagner 
et al., 2013). These options were developed as methods 
for project de-livery within organizations (Plantinga & 
Dorée, 2016). Many companies in developed nations such 
as the USA, Canada, and various European countries 
have reassessed their strategies for managing supplies 
and supply chains due to heightened competition from 
their industry counter-parts. Consequently, businesses 
have shifted their focus towards re-engineering their core 
com-petencies and establishing partnerships with other 
entities, resulting in the outsourcing of  many operational 
functions and services (Handfield et al., 2013).
Recent approaches in procurement have focused on 
investing in project partnerships and col-laboration 
within the supply chainwhich advocated for a shift 
towards supply chain management and procurement 
contract development (Egan Report, 1998). According 
to Tookey et al. (2001), procurement can be seen as a 
series of  calculated risks. Instead of  seeking a universal 
approach, many professionals tend to search for a strategy 
that can be applied to various projects within a company.   
Erkisson and Vennstrom (2009) suggest that most clients 
tend to stick to a procurement method they have used 
previously, regardless of  the project at hand. However, 
the main goal of  a procurement contract strategy is to 
mitigate risks and uncertainties that may occur during 
pro-jects, as noted by Chadwick (2013). Given these 
considerations, it is crucial to develop a strategy that can 
meet project objectives while addressing the needs of  all 

parties involved with minimal conflict.
In this context, they also referenced the idea that a strategic 
approach to procurement should be seen as a powerful 
strategic tool, with the primary goal of  establishing a solid 
alliance with similar companies to enhance competitive 
edge.  Indeed, developing collaborative relationships and 
partnerships with suppliers typically have a significant 
positive impact on a company’s overall performance over 
time.   This can be attained through shared resources and 
knowledge exchange (Handfield et al., 2013).
According to Shale (2015), the emphasis on the value 
of  currency in Rwanda supports the en-hancement of  
productive partnerships between public procurement 
entities and significant suppli-ers.   This collaboration aims 
to optimize the benefits of  agreements by pinpointing 
cost-saving opportunities and embracing inventive 
strategies, thereby lowering expenditures on the procure-
ment of  assets and infrastructure for project execution 
in Rwanda.  
Electronic procurement systems have helped 
governments reduce expenses and enhance transparency 
in the procurement process. Beginning in 2014, the 
Government of  Rwanda em-barked on a mission to lead 
Africa in embracing these benefits by collaborating with a 
South Ko-rean company to create its own e-procurement 
system. A pilot system was initiated by the gov-ernment 
in mid-2016, followed by the nationwide implementation 
of  e-procurement in mid-2017 (Mukamurenzi, 2020).  
As a result of  the limited capacity of  most procurement 
officers in the implementation of  pro-jects in the 
Southern Province of  Rwanda, a variety of  issues have 
arisen within procurement units affecting the timely 
completion of  public projects such as water projects and 
district initiatives. These challenges stem from a lack of  
comprehensive procurement strategy planning and inade-
quate monitoring processes for the execution of  plans 
(Siew-Phaik  et al., 2013). 
According to a report by the Ministry of  Local 
Government (2016), the Southern Province managed 
to deliver only 35% of  the planned projects, while 
procurement officials claimed that 63% equivalent to 
Rwf  10 billion were successfully carried out. However, 
the projects suffered from inadequate procurement 
planning, impacting their value for money, particularly in 
the areas of  construction and maintenance, installation of  
traffic lights, and building health centres. An allo-cation 
of  Rwf  2.5 billion was set aside for the construction of  
health centres in various districts such as Gisagara, Huye, 
Kamonyi, Muhanga, Nyanza, Nyamagabe, Nyaruguru, 
and Ruhango. Re-grettably, none of  these health centres 
were completed as originally intended.   For instance, a sum 
of  Rwf  1.9 billion was designated for road maintenance 
and construction in Huye, Nyanza, and Muhanga back 
in 2012 with a projected completion deadline of  2017. 
However, as of  2018, only 55% of  the work had been 
completed (Aimable et al., 2019).  
In Rwanda, 57% of  the population has access to safe 
drinking water within a 30-minute dis-tance from their 



Pa
ge

 
22

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

residence. This poses a particular challenge for girls, 
as they are typically bur-dened with the majority of  
household responsibilities. Despite the proximity of  
water sources to their homes, the water available is often 
contaminated and unsafe for consumption. The Water 
and Sanitation Corporation (WASAC) has implemented 
numerous projects aimed at expanding access to clean 
water in Rwanda. These initiatives are designed to ensure 
that more households and communities have access to 
reliable and sustainable water and sanitation services, 
promoting good hygiene practices among children and 
families (Bimenyimana, 2013). 
This paper aims to investigate how various procurement 
practices such as planning and sup-plier selection might 
impact the successful execution of  water projects in the 
southern province of  Rwanda under WASAC. Data show 
that procurement projects in Rwanda have led to the 
success of  projects in public sector in Rwanda (Aimable et 
al., 2019; Siew-Phaik et al., 2013). However, other studies 
show that many projects managed by WASAC have been 
criticized for failing to ad-here to established timelines, 
often leading to delays in implementation. These delays are 
believed to stem from inefficiencies in the procurement 
process, particularly in sourcing materials from suppliers 
(Gasore, 2019). This study will display various and existed 
impacts of  procurements practices like procurement 
planning and procurement selection on enhancement of  
public pro-curements projects. Finally, it will establish 
various recommendations on how procurements pro-
jects can lead to the success of  projects in public sector.

Exploring the Relationship between Project 
Procurement Practices and Effective Imple-
Mentation in Public Institutions
Various studies in economics and development have 
emphasized the role of  procurement practices for growth 
and development. Procurement plays a critical role in 
the success of  organi-zations, with its strategies now 
recognized as integral to achieving business excellence.   
The op-timization of  efficiency and competitiveness 
through procurement necessitates a thorough consid-
eration of  the strategic factors influencing the 
performance of  the procurement function. Project 
procurement management involves collaborating with 
external stakeholders to establish trust-based partnerships 
for mutual benefit and shared objectives.   This strategy 
improves project re-sults, promotes the exchange of  
knowledge, encourages innovation, and guarantees 
adherence to regulatory standards, thereby advancing 
ethical business practices (Lim & Lu, 2014; Snider, 2006; 
Lloyd & McCue, 2004; Penfold & Reyburn, 2003).
Besides, Karlsson (2011) conducted a comparative study 
that focused on project management practices in Sweden 
and Ethiopia. The aim was to pinpoint effective project 
management strate-gies employed in Swedish projects 
that could potentially be implemented in Ethiopian 
operations and vice versa, in order to enhance efficiency 
and mitigate risks in construction projects. The study 
involved a qualitative analysis, utilizing data obtained 

from informal interviews and on-site observations within 
construction sites. The analysis was centered around 
the nine knowledge are-as within project management, 
including project procurement management. Karlsson 
concluded that Ethiopian construction projects often 
face challenges due to inadequate procurement plan-ning, 
resulting in delays or shortages of  essential materials, 
equipment, and components. Addi-tionally, project 
procurement managers in Ethiopia have limited influence 
and control over sub-contractors.    
According to Sollish and Semanik (2012), procurement 
practices encompass a series of  ac-tivities conducted by an 
organization to enhance the efficient management of  its 
supply chain. Effective implementation of  these practices 
facilitates competitive purchasing and acquisition of  high-
quality materials. The primary objectives of  procurement 
practices involve the mitigation of  risks related to quality, 
finances, and technology, as well as the reduction of  
complexities and lack of  knowledge in procurement 
processes. Furthermore, they aim to foster integrity 
within the organization and protect it from competition 
(Ravenswood & Kaine, 2015). 
Seife (2015) investigated the efficacy of  public procurement 
management in the successful implementation of  public 
projects in Ethiopia, focusing on the Addis Ababa city 
government hous-ing development project office. The 
study delves into the influence of  current public procure-
ment practices on the construction of  condominium 
housing, procurement planning, procurement methods, 
procurement contract administration, and procurement 
policy. To gather data, the re-searcher employed 
purposive sampling techniques, utilizing interviews 
and questionnaires as the research instruments, and 
subsequently analyzed the data using descriptive statistics.   
Martha suggests that the organization under study 
should establish its own procurement policy, engage 
in procurement planning with relevant stakeholders, 
cultivate long-term partnerships, and implement 
electronic record-keeping systems to enhance contract 
management processes.  
Kebede (2020) conducted a study at Jimma University 
to examine the impact of  procurement practices on 
procurement performance. The research utilized a sample 
size of  130 individuals and gathered data through the use 
of  a questionnaire.   The results indicated that variations 
in pro-curement performance were attributed to supplier 
management, information communication tech-nology, 
procurement procedures, and resource allocation, all 
of  which were found to have a statis-tically significant 
influence on organizational procurement performance. 
The research findings suggest that procurement 
practices, while differing in implementation levels across 
organizations, are vital for ensuring optimal leadership in 
organizational procurement performance.   Transition-ing 
towards utilizing sourcing, e-procurement bid, and vendor 
management software can stream-line processes, saving 
time for the organization to concentrate on strategic 
initiatives and fostering strong supplier relationships.  



Pa
ge

 
23

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

Leiya (2016) conducted an analysis on the procurement 
practices and their impact on the or-ganizational 
performance of  the University of  Nairobi. The 
research was predicated on the belief  that effective 
inventory management, oversight of  procurement 
processes, implementation of  pro-curement controls, 
strategic procurement planning, and employee training 
can enhance organiza-tional performance. The study 
employed a descriptive research methodology. It was 
revealed that the University of  Nairobi had moderately 
adopted procurement practices. Additionally, it was 
determined that procurement planning and employee 
training play a crucial role in shaping the organization’s 
performance. The research concluded that the successful 
implementation of  procurement practices within 
the organization hinges on meticulous planning and 
comprehensive employee training.  
In his work Cherop (2016) examined the impact of  
procurement practices on project imple-mentation 
within public institutions in Kenya, focusing specifically 
on the Kenya Electricity Gen-erating Company. The 
primary objective of  the research was to evaluate the 
status of  project im-plementation within the public 
sector in Kenya, with the study population categorized 
into three main groups based on their management 
levels within the organizational structure: senior man-
agement, middle management, and lower-level staff.   
The findings highlighted the significant in-fluence of  
procurement practices on the successful execution of  
projects at KenGen. Specifically, the careful selection 
of  suppliers was identified as a key factor in mitigating 
conflicts of  interest between suppliers and organizational 
management, thereby enhancing staff  productivity.   
Moreo-ver, the implementation of  effective performance 
indicators – a procurement practice identified by the study 
was shown to contribute to cost-saving measures within 
the organization, minimize risks, and foster customer 
loyalty.  
Based on research conducted by Kirungu (2011) 
regarding the factors affecting the execution of  Donor 
Funded Projects, specifically the Financial and Legal 
Sector Technical Assistance Pro-ject (FLSTAP), it was 
discovered that the Ministry of  Finance has struggled to 
meet its objectives within the expected project timeframes.   
This difficulty is primarily attributed to the limitations 
imposed by both the procurement systems of  the World 
Bank (WB) and the Government of  Kenya (GOK).  
Ntayi et al. (2010) carried out an investigation into the 
procurement practices and supply chain performance of  
small and medium enterprises in Kampala. The research 
found that the will-ingness to take risks in purchasing 
significantly affected supply chain performance, whereas 
ex-pertise in procurement and strategic purchasing did 
not.  On a global scale, the study revealed that governments 
frequently engage in trade, procurement of  goods and 
services (including defence equipment), provision and 
receipt of  aid, and management of  diplomatic missions 
in foreign coun-tries, leading to financial risk and 

accountability challenges associated with these activities.  
In the study conducted by Kipchilat (2006) the effects 
of  public procurement regulations on the procurement 
processes within Kenyan universities were assessed.   
The results revealed that adherence to these regulations 
is necessary for public universities when engaging in 
procurement activities. Consequently, the management 
of  risks in the competitive environment poses chal-lenges 
in ensuring accountability, as the roles and responsibilities 
of  individuals involved in the process may lack clarity.  
In her research on the factors affecting adherence to 
procurement regulations in public sec-ondary schools, 
Onyinkwa (2013) recognized the significance of  ethics, 
awareness, and training in ensuring compliance with 
procurement procedures and regulations. However, she 
emphasized the need for greater efforts to enhance ethical 
behavior and employees’ understanding of  procurement 
regulations and training programs, as non-compliance 
poses a risk of  substantial financial losses for government 
funds.  
Kirungu (2011) examined the various factors that 
influence the execution of  Donor Funded Projects within 
the Procurement Systems of  the Financial and Legal 
Sector Technical Assistance Project under the Ministry 
of  Finance. His findings revealed that 11% of  the 
participants viewed policies as having a significant impact 
on the project implementation, with 20% indicating a 
sub-stantial influence, and an additional 22% noting a 
moderate effect. Kirungu ultimately deter-mined that 
the principal challenges faced in the implementation of  
donor funded projects are tied to procurement policies 
and guidelines from donors, compounded by bureaucratic 
hurdles leading to reduced disbursement of  financial aid.  
Through the utilization of  triangulation methodology, 
it was disclosed by Ashok (2013) that procurement 
systems, and subsequently supply management, have a 
considerable favourable im-pact on project performance.   
The study also uncovered that collaborative strategies 
play a signif-icant role in enhancing various aspects of  
project success.   Furthermore, partnering and collabora-
tive practices were found to greatly impact key project 
success factors such as time, cost, and quality, in addition 
to fostering innovation, competitive advantage, and post-
project support.  
Research on the correlation between procurement 
practices and project advancement has un-veiled a 
significant connection between these two factors, yet 
minimal guidance has been offered to address the 
obstacles identified that could bolster or improve 
procurement management. Fur-thermore, scant focus 
has been directed towards pivotal components of  project 
procurement prac-tices such as selection and planning.   
Consequently, this analysis aims to elucidate the influence 
of  two project management practices, namely project 
procurement planning and planning, on the efficiency 
of  public sector projects. Finally, recommendations will 
be provided to address the challenges uncovered in this 
study.  



Pa
ge

 
24

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

MATERIALS AND METHODS
Research Design
The research utilized quantitative and correlational 
methodologies. Through a quantitative lens, the study 
examined the impact of  procurement planning on the 
successful execution of  pro-jects within the WASAC 
Southern Province of  Rwanda, as well as the effect of  
supplier selection on project implementation in the same 
region. The correlational approach was employed to dis-
cern the relationship between various variables. Both 
primary and secondary data sources were incorporated 
into the study. Primary data was gathered through the 
dissemination of  question-naires to participants and 
through a thorough review of  relevant documents.   
Secondary data was acquired from a wide array of  
documents pertaining to the Water supply infrastructure 
and ser-vices improvement project in Muhanga-Southern 
Province.

Study Population
The target population was 234 employees in management 
team of  Water supply infrastructure and services 
improvement Project in Muhanga-Southern Province 
include engineers, project de-signers and planners, 
project technicians, project managers and assistants, team 
committee of  fol-low up of  water projects of  WASAC 
in southern.

Sample Size
In this study, sample size was selected from the target 
population. This study uses 5% of  mar-gin errors and 
confidential is 95%. The study applies the formula of  
Taro Yamane (1982)
n = sample size N= Total population e= margin error 

Sampling Technique
This study applied simple randomly sampling technique 
to select the respondents. All re-spondents were given 
equal chance to participate in the study, but the luckiest 
148 respondents were involved in this study.

Data Collection Instruments
Questionnaire
In this research, surveys were disseminated to 148 
individuals involved in the Water Supply Infrastructure 
and Services enhancement Project in Muhanga-Southern 
Province. The surveys consisted of  closed-ended 
questions with an anticipated response rate of  100%. In 
constructing the survey, the researcher implemented five 
Likert scales to evaluate the respondents’ sentiments.  

Document Review
A comprehensive analysis of  documentation was 
conducted by a researcher in order to gather information 
on a specific phenomenon. This study focuses on 
examining reports from the years 2017 to 2020 that 
pertain to water projects and their execution in the 
southern province.  

Validity and Reliability
Validity
In this research, a questionnaire was distributed to 
supervisors and other experts in order to assess the 
relevance of  the inquiries posed. The reliability of  the 
questionnaire was tested by ad-ministering it to various 
groups of  participants on two separate occasions to 
determine consisten-cy in their responses.   A pre-test was 
conducted using Cronbach’s Alpha with a score of  0.70.  

Legend Cronbach’s Alpha Test of  Reliability
Cronbach’s Alpha Internal consistency
α ≥ 0.9 Excellent
0.8 ≤ α < 0.9 Good
0.7 ≤ α < 0.8 Acceptable (Surveys)
0.6 ≤ α < 0.7 Questionable
0.5 ≤ α < 0.6 Poor
α < 0.5 Unacceptable

Data Processing and Analysis Methods
Correlations Analysis 
In this research, a correlation coefficient was utilized to 
assess the connection between two variables.   Specifically, 
the correlation coefficient was employed to analyse the 
association be-tween project procurement practices and 
the successful execution of  water projects undertaken by 
WASAC in the southern province of  Rwanda.  

Regression Analysis 
Finally in respect of  this study, the multiple linear regression 
models were formulated to measure the relationship 
between sub-variable representing project procurement 
practices and ef-fective implementation of  projects.

Model Estimation 
The models were as follows:
X= independent variable = project procurement practices 
(PPP), which has four indicators:

1. x1=Procurement Planning (PP)
2. x2=Supplier Selection (SS)
3. x3=Monitoring and Control (MaC)
4. x4=Contract Review (CR)

Y= dependent variable= Effective project implementation 
(EPI)which also has five indicators as follows:

1. y1= Respecting Timeliness of  Project
2. y2= Effective use of  budget use/cost of  project
3. y3= Quality of  project
4. y4= Effectiveness of  project

Regression Equation
Y= f(X) Therefore,
Y= EPI= β0+β1PP+β2SS+β3MaC+β4CR+ε
Where β0= Constant, β1- β4 are coefficients of  
determination.
Ethical Considerations
To maintain the confidentiality of  data provided by 
participants and adhere to ethical standards in the study, 
a range of  ethical principles were upheld. Participant 



Pa
ge

 
25

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

identities were anonymized through coding rather than 
using their names.   Written permission was sought from 
authorities in the study locations. Informed consent 
forms were presented to participants for their signature.   
Academic sources were acknowledged through 
appropriate citations and references by the author.  

RESULTS AND DISCUSSIONS
Project Procurement Practices
Findings presented perceptions of  respondents on 
the influence of  procurement planning on effective 
implementation of  Water supply infrastructure 
and services improvement project in Mu-hanga 

and the influence of  supplier selection on effective 
implementation of  Water Supply Infra-structure and 
Services improvement Project in Muhanga

Perception of  Respondents towards Procurement 
Planning 
Respondents were asked on how they perceive project 
planning in terms of    increasing num-ber of  orders; 
to reduces number of  complaints; helping projects 
completed on time; facilitates procurement systems; 
checker whether resources are well utilized through 
procurement planning; to reduce conflict of  interest; to 
improve project performance; to reduce project costs.

Table 1: Perception of  respondents towards procurement planning
Perception of  respondents towards Procurement planning Mean Std Dev.
1. Procurement p”lanning increases number of  orders 1.597 .520
2. Procurement planning reduces number of  complaints 1.460 .714
3. Procurement planning help projects completed on time 1.985 .833
4. Procurement planning facilitate in uniform of  procurement systems 1.971 .416
5. Resources are utilized trough procurement planning 2.122 .726
6. Procurement planning reduces conflict of  interest 1.474 .593
7. Procurement planning improves performance 1.654 .656
8. Procurement planning reduces costs 1.474 .745
9. Procurement planning is meeting performance indicators 1.964 .811
10. Procurement planning is meeting organizations objectives 1.949 .347
Overall mean and standard deviation 1.765 0.636

Source: Primary data (2021)

Results from a survey of  stakeholders involved in the 
Water Supply Infrastructure and Services improvement 
Project in Muhanga District suggest that effective 
procurement planning plays a crucial role in the 
successful implementation of  the project. The average 
rating of  1.765 and a standard deviation of  0.636 indicate 
a moderate level of  influence. The responses reflect 
a range of  perspectives on how procurement planning 
impacts various aspects of  project implementation, such 
as increasing the number of  orders, reducing complaints, 
ensuring timely completion of  pro-jects, standardizing 
procurement systems, optimizing resource utilization, 
mitigating conflicts of  interest, enhancing project 
performance, and lowering overall project costs.   Overall, 
the findings suggest that procurement planning aligns 
with the performance indicators and objectives of  the 

water supply infrastructure and services improvement 
project in Muhanga District.  

Perception of  Respondents towards Supplier Selection 
Respondents were also asked on how supplier selection 
can have impactful results in terms of  : reduces number 
of  project  risks; reducing conflict of  interest; to 
help organization to have  clear policies on projects 
through supplier selection; increases quality of  goods 
and services; to be used as effective utilization of  
resources;  increases reliability; it increases number 
of  projects com-pleted on time; it reduces number of  
complaints; and increases number of  orders; corporate 
social responsibility are part of  the projects; and key 
stakeholders are involved during project implemen-
tation and environmental factors.

Table 2: Perception of  respondents towards supplier selection
Perception of  respondents towards supplier selection Mean Std Dev.
Supplier selection reduces the number of  project risks 2.122 .6858
Supplier selection reduces conflict of  interest 1.489 .6297
Organization has clear policies on projects through Supplier selection 2.525 1.187
Supplier selection increases quality of  goods and services .5791 .7739
Supplier selection uses as effective utilization of  resources 1.474 .7739
Supplier selection increase’s reliability 1.971 .8070



Pa
ge

 
26

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

Supplier selection increased number of  projects completed on time 1.661 .6762
Supplier selection reduces number of  complaints 1.446 .6933
Supplier selection increases number of  orders 1.971 .8070
Corporate Social Responsibility are part of  the projects 1.971 .4331
Key stakeholders are involved during project implementation 2.136 .7142
Environmental factors are considered in Supplier selection 1.489 .6411
Overall mean and standard deviation 1.737 0.735

Source: Primary data (2021)

According to the findings in table 2 show Perception of  
respondents towards supplier selec-tion in Water supply 
infrastructure and services improvement Project of  
Muhanga has presented overall average of  ( =1.737and 
SD=0.735) that influence effective implementation of  
Water supply infrastructure and services improvement 
project of  Muhanga district; this means there is reasonable 
mean and the evidence of  existing fact and heterogeneity 
of  responses of  the influence of  influence of  supplier 
selection in effective implementation of  Water supply 
infrastructure and services improvement Project of  
Muhanga district as supplier selection reduces number of  
project  risks; reduces conflict of  interest; organization 
has clear policies on projects through supplier se-lection; 
increases quality of  goods and services; it uses as effective 

utilization of  resources; sup-plier selection increases 
reliability; it increased number of  projects completed 
on time; it reduces number of  complaints; and increases 
number of  orders; corporate social responsibility are 
part of  the projects; key stakeholders are involved 
during project implementation and environmental fac-
tors are considered in supplier selection of  Water supply 
infrastructure and services improvement Project of  
Muhanga district.

Correlation Matrix Analysis
Table 3 illustrates findings on correlation matrix test of  this 
study between variables of  pro-ject procurement practices 
as independent variable and effective implementation in 
public institu-tions as dependent variable.

Table 3: Correlation Matrix Analysis

Va
ria

bl
es

 

Pr
oc

ur
em

en
t 

Pl
an

ni
ng

Su
pp

lie
r 

Se
le

ct
io

n

C
on

tr
ac

t 
M

on
ito

rin
g 

an
d 

C
on

tr
ol

C
on

tr
ac

t 
R

ev
ie

w

Pr
oj

ec
t 

Pr
oc

ur
em

en
t 

pr
ac

tic
es

E
ffe

ct
iv

e 
pr

oj
ec

t 
im

pl
em

en
ta

tio
n

Procurement 
Planning

Pearson Correlation 1
Sig. (2-tailed)
N 139

Supplier Se-
lection

Pearson Correlation .968** 1
Sig. (2-tailed) .000
N 139 139

Contract 
Monitoring and 
Control

Pearson Correlation .850** .877** 1
Sig. (2-tailed) .000 .000
N 139 139 139

Contract Re-view Pearson Correlation .980** .960** .847** 1
Sig. (2-tailed) .000 .000 .000
N 139 139 139 139

Project Pro-
curement 
practices

Pearson Correlation .981** .985** .922** .979** 1
Sig. (2-tailed) .000 .000 .000 .000
N 139 139 139 139 139

Effective pro-ject 
imple-mentation

Pearson Correlation .842** .877** .941** .866** .911** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 139 139 139 139 139 139

**. Correlation is significant at the 0.01 level (2-tailed)
Source: author computation of  data by using SPSS 28.0



Pa
ge

 
27

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

According to the correlation matrix Table 3 the findings 
suggest a substantial correlation between procurement 
planning and successful project execution, with a Pearson 
correlation coefficient of  .842** and a p-value of  0.000. 
This p-value is lower than the standard significance levels 
of  0.05 and 0.01, indicating that among the various 
factors influencing project implementation, procure-ment 
planning from project procurement practices stands out 
as having a significant impact on the success of  the Water 
supply infrastructure and services project in Muhanga. 
The findings reveal a robust correlation between 
supplier selection and successful project execution, with 
a Pearson correlation coefficient of  .877**. The p-value 
of  0.000, below the typi-cal significance thresholds 
of  0.05 and 0.01, suggests that supplier selection is 
the only factor among project procurement practices 
significantly linked to effective project implementation 
in the Water supply infrastructure and services project, 
at a level of  87.7%. 
Analysis from the correlation Table identifies a strong 
positive correlation between Contract Monitoring 
and Control and successful project execution, with a 
Pearson correlation coefficient of  .941**. The p-value 
of  0.000, below the standard significance levels of  0.05 
and 0.01, indicates that contract monitoring and control 
is the sole factor significantly associated with project 

im-plementation in the Water supply infrastructure and 
services project, at a level of  96.4%.  
The findings indicate a robust association between 
Contract Review and successful project execution, with 
a Pearson correlation coefficient of  .866**. The p-value, 
which stands at 0.000, falls below the commonly accepted 
significance thresholds of  0.05 and 0.01. This suggests 
that, among various factors examined, only contract 
review demonstrates a notable impact of  86.6% on the 
implementation of  projects within the water supply 
infrastructure and services sector.  
The results indicated a p-value of  0.000, lower than the 
commonly used significance levels of  0.05 and 0.01, 
suggesting a significant relationship between project 
procurement practices and the successful implementation 
of  water supply infrastructure and services projects.   
This was fur-ther supported by a Pearson correlation 
coefficient of  .911**, indicating a positive and highly ro-
bust correlation between the two variables in the context 
of  water supply projects in Muhanga District, Rwanda.  

Regression Analysis
the following functions have been set: Y= f(X) 
Therefore,Y= EPI = β0+β1PP+β2SS+β3MaC+β4CR+ε. 
However, this study verified each of  the five null research 
hy-pothesis we had in this study as follows.

Table 4: Model Summary
Model Summary
Model R R Square Adjusted R Square Std. Error of  the Estimate
1 .974a .949 .947 2.36852
a. Predictors: (Constant), Contract Review, Contract Monitoring and Control, Supplier Selection, Procurement Planning

Source: author computation of  data by using SPSS 28.0

Table 5: ANOVAa

ANOVAa

Model Sum of  Squares df Mean Square F Sig.

1
Regression 13891.946 4 3472.986 619.084 .000b
Residual 751.723 134 5.610
Total 14643.669 138

a. Dependent Variable: Effective project implementation
b. Predictors: (Constant), Contract Review, Contract Monitoring and Control, Supplier Selection, Procurement Planning

Source: author computation of  data by using SPSS 28.0

Table 4 illustrates that the R-squared value in this 
investigation is 0.949, or 94.9%, which signi-fies that 
nearly 95% of  the successful execution of  the Water 
Supply Infrastructure and Services Enhancement Project 
in Muhanga (dependent variable) can be attributed to 
the independent varia-ble related to project procurement 
practices (PPP). These practices are characterized by 
procure-ment planning (PP), supplier selection (SS), 

Monitoring and Control (MaC), and contract review 
(CR). This robust percentage suggests a highly effective 
model where the independent variables notably account 
for the variations in the dependent variable.   The adjusted 
R-squared value is uti-lized to account for additional 
variables within the model, yielding a figure of  94.7% in 
this in-stance. 

In this instance, according to the ANOVA Table 5 the 
level fit mode registers at 619.084, and the corresponding 
p-value is 0.000b, falling below the designated standard 

significance level of  0.01. Consequently, the researcher 
has opted to reject the null hypothesis positing that there 
is no substantial impact of  procurement practices such 



Pa
ge

 
28

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

as Procurement Planning (PP), Supplier Se-lection (SS), 
Monitoring and Control (MaC), and Contract Review 
(CR) on the successful execu-tion of  the Water supply 
infrastructure and services enhancement project in 

Muhanga. Instead, they have embraced the alternative 
hypothesis, which asserts that these independent variables 
have a meaningful influence on the project’s progress in 
Muhanga District.

Table 6: Coefficients
Model Unstandardized 

Coefficients
Standardized 
Coefficients

t Sig.

B Std. Error Beta

1

(Constant) .550 .993 .554 .001
Procurement Planning 1.475 .276 .605 5.345 .000
Supplier Selection .189 .155 .108 1.218 .002
Contract Monitoring and Control 1.926 .096 .840 20.103 .000
Contract Review 1.162 .183 .639 6.359 .000

a. Dependent Variable: Effective project implementation
Source: author computation of  data by using SPSS 28.0

The models were X is independent variable equals project 
procurement practices (PPP), which has four indicators 
where x1= Procurement Planning (PP); x2= Supplier 
Selection (SS); x3= monitoring and control (MaC); x4= 
Contract Review(CR) while Y= dependent variable= 
effective project implementation (EPI) which also has 
five indicators which were y1= respecting timeliness of  
Project; y2= Effective use of  budget use/cost of  project; 
y3= quality of  project; and y4= Effec-tiveness of  project. 
Therefore, y= β0+β1PP+β2SS+β3MaC+β4CR+ε. 
α=Constant
€ =Error
β =Coefficient of  the Disbursement
y= 0.550+1.475x1+0.189x2+1.926x3+1.162x4+0.99
The regression equation illustrates that the successful 
execution of  the Water supply infra-structure and 
services improvement project is consistently influenced 
by a coefficient of  0.550, irrespective of  the presence 
of  other variables. The additional factors indicate that 
any alteration in project procurement practices will 
correspondingly influence x1, x2, x3, x4, with coefficients 
of  1.475, 0.189, 1.926, and 1.162, respectively, impacting 
the effective implementation of  the Water Supply 
Infrastructure and Services improvement Project in 
Muhanga District. 

RESULTS AND DISCUSSION 
This study investigated the impacts of  Project 
Procurement Practices and Its Effective Im-plementation 
in Public Institutions in Rwanda: A Case of  Water Supply 
Infrastructure and Services Improvement Project in 
Muhanga-Southern Province. Data were collected by 
using both interview and document review.
According to the data, there is a significant correlation 
between project procurement practic-es and their 
execution within public institutions in Rwanda. For 
instance, it is indicated that prac-tices such as procurement 
planning and supplier selection are vital for the success 
of  projects within the organization. These findings are 

consistent with earlier research on procurement prac-
tices in public institutions and the impact on project 
management effectiveness within these or-ganizations 
(Cherop, 2016; Ntayi et al., 2010; Kipchilat, 2006; 
Onyinkwa, 2013).
Initially, the research uncovered that project procurement 
has a positive impact on various aspects such as 
increasing the number of  orders, decreasing the number 
of  complaints, ensuring timely completion of  projects, 
streamlining procurement systems, assessing resource 
utilization through strategic planning, minimizing 
conflicts of  interest, enhancing project performance, and 
ultimately reducing project costs. Furthermore, feedback 
gathered from stakeholders engaged in the Water Supply 
Infrastructure and Services enhancement initiative in 
Muhanga District indi-cates that effective procurement 
planning is instrumental in the project’s successful 
execution.   The survey results, with an average rating 
of  1.765 and a standard deviation of  0.636, suggest a 
moderate level of  influence of  procurement planning on 
project outcomes. 
According to the correlation matrix the findings suggest a 
substantial correlation between procurement planning and 
successful project execution, with a Pearson correlation 
coefficient of  .842** and a p-value of  0.000. This p-value 
is lower than the standard significance levels of  0.05 and 
0.01, indicating that among the various factors influencing 
project implementation, procure-ment planning from 
project procurement practices stands out as having a 
significant impact on the success of  the Water supply 
infrastructure and services project in Muhanga. R-squared 
value in this investigation is 0.949, or 94.9%, which signifies 
that nearly 95% of  the successful execution of  the Water 
Supply Infrastructure and Services Enhancement Project 
in Muhanga (dependent var-iable) can be attributed to 
the independent variable related to project procurement 
practices (PPP).   The results are consistent with previous 
research on the impact of  procurement planning on pro-
ject management efficacy within public sectors. Previous 



Pa
ge

 
29

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

studies have indicated that organiza-tions that utilize 
procurement planning experience a range of  advantages, 
including enhancing or-ganizational orderliness, lowering 
production costs, mitigating customer complaints, and 
improv-ing production efficiency (Cherop, 2016; Eyaa 
Ntayi et al., 2010; Ramabodu, 2014; Ibrahim, 2015; Aliza 
& Bambang, 2011).
Secondly, research indicates that the careful selection of  
suppliers can significantly impact the development of  
projects in the public sector.   For instance, studies have 
shown that this pro-cess leads to a decrease in the number 
of  risks associated with projects, mitigates conflicts of  
in-terest, facilitates the establishment of  clear project 
policies through supplier selection, enhances the quality 
of  goods and services, optimizes resource utilization, 
improves reliability, boosts on-time project completion 
rates, decreases the frequency of  complaints, and 
increases order volumes.   Furthermore, considerations 
for corporate social responsibility are integrated into 
projects, and key stakeholders are engaged throughout 
project implementation while also factoring in environ-
mental concerns.  Moreover, according to the findings 
in table 4.3 show Perception of  respondents towards 
supplier selection in Water supply infrastructure and 
services improvement Project of  Muhanga has presented 
overall average of  ( =1.737and SD=0.735) that influence 
effective im-plementation of  Water supply infrastructure 
and services improvement project of  Muhanga dis-trict.  
The findings reveal a robust correlation between supplier 
selection and successful project execution, with a Pearson 
correlation coefficient of  .877**. The p-value of  0.000, 
below the typi-cal significance thresholds of  0.05 and 
0.01, suggests that supplier selection is the only factor 
among project procurement practices significantly linked 
to effective project implementation in the Water supply 
infrastructure and services project, at a level of  87.7%.  
the R-squared value in this investigation is 0.949, or 
94.9%, which signifies that nearly 95% of  the successful 
execution of  the Water Supply Infrastructure and 
Services Enhancement Project in Muhanga (dependent 
var-iable) can be attributed to the independent variable 
related to project procurement practices (PPP).   The 
results are consistent with prior research on the impact 
of  procurement selection on project management 
effectiveness in the public sector.   Past studies have 
demonstrated that procurement selection in public 
organizations has resulted in risk mitigation, improved 
reliability, efficient re-source allocation, and ultimately a 
more effective production of  goods and services (Cheung 
et al., 2001., Skitmore & Marsden,1988; Thanh Luu & Eng 
Chen, 2003; Buzzetto, 2020; Alhazmi & McCaffer, 2000).

CONCLUSION 
In this instance, according to Table 5 of  the ANOVA 
analysis, the degree of  model fit is 619.084, with a p-value 
of  0.000b, below the standard significance level of  0.01. 
Consequently, the null hy-pothesis, which posited that 
procurement practices such as Procurement Planning 

(PP), Supplier Selection (SS), Monitoring and Control 
(MaC), and Contract Review (CR) do not have a signifi-
cant impact on the successful execution of  the Water 
supply infrastructure and services improve-ment project 
in Muhanga, was rejected in Favor of  the alternative 
hypothesis, stating that these independent variables do 
indeed influence the project’s implementation effectively 
in Muhanga District. The results obtained resolved the 
research problem, achieved the research objectives, and 
provided answers to the research questions. Hence, the 
study confirmed a meaningful and fa-vourable correlation 
between project procurement practices and the successful 
implementation of  the Water supply infrastructure and 
services project in the southern province of  Muhanga 
District, Rwanda.  
In order to establish a robust connection between project 
procurement practices and the suc-cessful execution of  
water supply infrastructure and services projects, it is 
crucial for decision makers and implementers of  WASAC 
projects to offer comprehensive training sessions to 
benefi-ciaries.   These training programs should encompass 
various aspects such as project management, natural 
resources management, and catchment development.   
The beneficiaries are expected to assume responsibilities 
for the management of  infrastructures on site and ensure 
their efficient utilization. Government officials should 
actively engage with communities and provide guidance 
on lifestyle choices during construction projects.

REFERENCES 
Aimable, N., Osunsan, O. K., Florence, I., Comet, K. F., 

& Sarah, N. (2019). Procurement planning on value 
for money among selected districts in Southern 
Province, Rwanda. Journal of  Re-search in Business and 
Management, 7(1), 34-40.

Aimable, N., Osunsan, O. K., Florence, I., Comet, K. F., 
& Sarah, N. (2019). Procurement planning on value 
for money among selected districts in Southern 
Province, Rwanda. Journal of  Re-search in Business and 
Management, 7(1), 34-40.

Alhazmi, T., & McCaffer, R. (2000). Project procurement 
system selection model. Journal of  Con-struction 
Engineering and management, 126(3), 176-184.

Alhazmi, T., & McCaffer, R. (2000). Project procurement 
system selection model. Journal of  Con-struction 
Engineering and management, 126(3), 176-184.

Aliza, A. H., Stephen, K., & Bambang, T. (2011). The 
importance of  project governance frame-work in 
project procurement planning. Procedia Engineering, 14, 
1929-1937.

Ashok, A. (2013). Procurement in project management: A 
collaborative perspective (Doctoral dissertation). Heriot-
Watt University.

Basheka, B. C., & Bisangabasaija, E. (2010). Determinants 
of  unethical public procurement in lo-cal government 
systems of  Uganda: a case study. International Journal 
of  Procurement Management, 3(1), 91-104.

Benabbou, H., & Karim, K. (2024). Efficiency of  Public 



Pa
ge

 
30

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

Procurement Function in Morooc-co. American Journal 
of  Economics and Business Innovation, 3(2), 75-84.

Bimenyimana, T. (2013). Assessment of  urban potable water 
availability and accessibility in Kigali City, Rwanda (Master’s 
thesis).

Buzzetto, R. R., Bauli, M. R., & Carvalho, M. M. D. 
(2020). The key aspects of  procurement in project 
management: Investigating the effects of  selection 
criteria, supplier integration, and dynamics of  
acquisitions. Production, 30, e20190112.

Carr, A. S., & Smeltzer, L. R. (1997). An empirically 
based operational definition of  strategic pur-chasing. 
European Journal of  Purchasing & Supply Management, 
3(4), 199-207.

Cherop, P. J. (2016). Procurement practices influencing 
project implementation in public institu-tions in 
Kenya: A case of  Kenya Electricity Generating 
Company. Journal of  business and management, 18(5), 47-
71.

Cheung, S. O., Lam, T. I., Leung, M. Y., & Wan, 
Y. W. (2001). An analytical hierarchy process-
based procurement selection method. Construction 
Management & Economics, 19(4), 427-437.

Danis, O., & Kilonzo, J. M. (2014). Resource allocation 
planning: Impact on public sector pro-curement 
performance in Kenya. International Journal of  Business 
and Social Sci-ence, 5(7), 1.

Eriksson, P. E., & Vennström, A. (2009). Effects of  
procurement on project performance: A survey of  
Swedish construction clients. In CIB Joint International 
Symposium, Construction Facing Worldwide Challenges: 
27/09/2009–29/09/2009 (pp. 19–28). ArCiBel 
Editores.

Gasore, A. (2019). Role of  cadastral information in peri-
urban settlement planning in Kigali City (Master’s thesis, 
University of  Twente)

Handfield, R. B., Cousins, P. D., Lawson, B., & Petersen, 
K. J. (2015). How can supply manage-ment really 
improve performance? A knowledge‐based model 
of  alignment capabili-ties. Journal of  Supply Chain 
Management, 51(3), 3-17.

Hu, F., Lim, C. C., & Lu, Z. (2014). Optimal production 
and procurement decisions in a supply chain with 
an option contract and partial backordering under 
uncertainties. Applied Math-ematics and Computation, 
232, 1225-1234.

Hussein, W. M., & Musau, E. G. (2020). Adoption of  
Supply Chain Drivers On Sustainable Per-formance 
of  Constituency Development Funded Projects in 
the County Government of  Bungoma. International 
Journal of  Supply Chain Management, 5(2), 1-16.

Ibrahim, I. I. (2015). Project planning in construction 
procurement: the case of  Nigerian indige-nous contractors 
(Doctoral dissertation).

Kabega, C., Kule, J. W., & Mbera, Z. R. (2016). Effect 
of  procurement practices on performance of  public 
projects in Rwanda. International Journal of  Economics, 
Commerce and Management IV, 5, 377-397.

Kebede, O. (2020). Effect of  procurement practices on 
procurement performance at Jimma University, Jimma, 
Oromia, Ethiopia (Master’s dissertation).

Kipchilat, G. T. (2006). An evaluation of  the impact of  the 
public procurement regulations on procurement in Kenyan 
public universities (Unpublished MBA project). Egerton 
University, Nakuru, Kenya.

Kirungu, E. (2011). Factors influencing implementation of  
donor-funded projects: A case study of  the Financial and Legal 
Sector Technical Assistance Project [Master’s thesis]. Jomo 
Kenyatta University of  Agriculture and Technology, 
Department of  Entrepreneurship and Procurement.

Leiya, A.R. (2016). Procurement Practices and Organizational 
Performance: Case Study of  The University of  Nairobi 
(master’s thesis)

Lloyd, R. E., & McCue, C. P. (2004). What is public 
procurement? In Definitional problems and implications, 
International Public Procurement Conference Proceedings 
(Vol. 3, pp. 12–28).

Mak, J. (2014). What is procurement. In Proceedings of  the 
6th International Public Procurement Conference (pp. 1-14).

Mukamurenzi, N. (2020). Rwanda-AFRICA-P168551-
Rwanda Quality Basic Education for Human Capital 
Development Project—Procurement plan.

Mwangi, L. N., & Moronge, M. (2019). Influence of  
Purchasing Management Practices on Per-formance 
of  Commercial Banks in Nairobi County, Kenya. The 
Strategic Journal of  Busi-ness & Change Management, 6(2), 
387-403.

Ningsih, D. K. (2025). The Influence of  CITO 
Procurement on Pharmaceutical Supply Chains: Ef-
ficiency, Challenges, and Outcomes. American Journal 
of  Medical Science and Innova-tion, 4(1), 1–10.

Ntayi, J. M., Namugenyi, I., & Eyaa, S. (2010). Supplier 
delivery performance in Ugandan public procurement 
contracts. Journal of  Public Procurement, 10(4), 479-511.

Onyinkwa, J. (2014). Factors influencing compliance to 
procurement regulations in public secondary schools in Kenya: 
A case of  Nyamache District, Kisii County (Doctoral 
dissertation).

Penfold, G., & Reyburn, P. (2003). Public Procurement. 
Constitutional Law of  South Africa, 2, 25-1.

Plantinga, H., & Dorée, A. (2016). Procurement strategy 
formation:(re-) designing rail infrastruc-ture project 
alliances. International Journal of  Managing Projects in 
Business, 9(1), 53-73.

Ramabodu, M. S. (2014). Procurement guidelines for project 
success in cost planning of  construc-tion projects (Doctoral 
dissertation, University of  the Free State).

Ravenswood, K., & Kaine, S. (2015). The role of  
government in influencing labour conditions 
through the procurement of  services: Some political 
challenges. Journal of  Industrial Rela-tions, 57(4), 544-
562.

Roodhooft, F., & Van den Abbeele, A. (2006). Public 
procurement of  consulting services: Evi-dence and 
comparison with private companies. International 
journal of  public sector man-agement, 19(5), 490-512.



Pa
ge

 
31

https://journals.e-palli.com/home/index.php/ajase

Am. J. Appl. Stat. Econ. 4(1) 20-31, 2025

Shale, N. I. (2015). Role of  e-procurement strategy on the 
performance of  state corporations in Kenya (Doctoral 
dissertation).

Shale, N. I. (2015). Role of  e-procurement strategy on the 
performance of  state corporations in Kenya (Doctoral 
dissertation).

Siew-Phaik, L., Downe, A. G., & Sambasivan, M. (2013). 
Strategic alliances with suppliers and customers in a 
manufacturing supply chain: From a manufacturer’s 
perspective. Asia-Pacific Journal of  Business 
Administration, 5(3), 192-214.

Skitmore, M., & Marsden, D. E. (1988). Which 
procurement system? Towards a universal pro-
curement selection technique. Construction Management 
and Economics, 6(1), 71-89.

Sollish, F. (2015). The procurement and supply manager’s desk 
reference. Wiley.

Thanh Luu, D., Ng, S. T., & Eng Chen, S. (2003). 
Parameters governing the selection of  procure-ment 

system–an empirical survey. Engineering, Construction 
and Architectural Manage-ment, 10(3), 209-218.

Tookey, J. E., Murray, M., Hardcastle, C., & Langford, 
D. (2001). Construction procurement routes: re‐
defining the contours of  construction procurement. 
Engineering, Construction and Architectural Management, 
8(1), 20-30.

van Weele, A. J., & Rozemeijer, F. (1999). Getting 
organised for purchasing and supply management 
in the information age: Towards the virtual 
purchasing organization? In Handbuch Industrielles 
Beschaffungsmanagement: Internationale Konzepte—
Innovative Instrumente—Aktuelle Praxisbeispiele (pp. 625–
637).

Wagner, S. M., Padhi, S. S., & Bode, C. (2013). The 
procurement process. Industrial engi-neer, 45(2), 34-39.

Weele, A. J. V. (2018). Purchasing and supply chain management 
(7th ed.). Cengage Learning.


