Effects of procurement risk management strategies on public procuring entities' performance

Abstract

Organizations implement risk management to mitigate the effects of unforeseen events in their operation settings. The current study aims to investigate the relationship between procurement risk-management strategies and the performance of public higher-learning institutions registered by the National Council for Technical Education and Vocation Training in Tanzania. The findings of the study provide valuable insights that can influence the risk management strategies and performance management policies of public procuring entities. The Principal-Agent Theory guided the study. A convergent parallel mixed-method design was employed, utilizing a census method that included all 16 public high-learning institutions in Dar es Salaam as the sample. Primary data were collected through structured questionnaires and interviews. Quantitative data analysis involved descriptive statistics to compute percentages and means of school respondents. Multiple Regressions was employed for inferential statistics analysis. Qualitative data analysis was conducted using thematic analysis. The study identified risks affecting the performance of PEs including non-compliance risks, planning risks, managerial risks, contract management risks, and project delays. To address these challenges, the study recommends that entities should develop and adhere to their procurement plans, invest in capacity building to strengthen ethical practices to avoid unethical behavior, and address non-compliance issues. Entities should use a combination of strategies based on internal policies, experience, and the preferences of the procurement assignment.

Keywords

• Keywords: Risk Management Strategies, Procurement Risks, Investment, Performance.