Project Procurement Management in Developing Countries

Procurement includes a planning, acquisition, and contract management phase. Project procurement management, which embraces these three phases, is one of the 10 knowledge areas identified in the PMBOK@ Guide (2016) and one of the 17 practices described in ISO 21502. These standards provide generic guidance on concepts, processes, and practices applicable to all types of projects that may be located within any industry and do not provide industry-specific adaptations. This chapter identifies the specificities of the construction industry and articulates the differentiators in practices between the construction industry and what is catered for in the generic body of knowledge for project procurement management. It identifies the need for and nature of a construction-specific body of knowledge for project procurement management and indicates the knowledge, skills, and attitudes required of practitioners in this field. The procurement challenges and needs faced in developing countries are identified. The underlying environment within which construction works projects are delivered and the resources available to deliver projects are the major differentiators between developed and developing countries. Strategic and tactical choices and the manner and extent of their application will differ. The level of maturity in performing the client “buying” function can also differ. More research is required to establish the client “buying” function body of knowledge. Research is also required to broaden the understanding of the linkage between client maturity in the “client” buying function and project outcomes. Evidence-based research is also required to inform strategic and tactical decisions.