The Cost of Corruption: How Procurement Failures Are Slowing Zambia’s Development

By Alain Kabinda

LUSAKA – Procurement may appear to be a technical administrative process conducted behind office doors, but government officials say it has become one of the most important battlegrounds in Zambia’s fight against corruption, wasteful expenditure, and stalled development.

At the centre of this battle is a growing determination by government to reform public procurement systems, strengthen accountability, and ensure that every kwacha spent delivers value to citizens.

Speaking at a high-level Procurement Transformation Workshop, Secretary to the Cabinet Patrick Kangwa issued a strong warning against corruption and inefficiency in public procurement, describing the sector as both a critical driver of development and a major source of financial losses when poorly managed.

“The days of delayed projects and substandard work must end. Procurement is not an avenue for self-enrichment—it is a tool for national development,” Kangwa said.

His remarks reflect growing concern within government that procurement inefficiencies continue to consume public resources while delaying critical infrastructure, healthcare, education, and agricultural programmes.

Government procurement accounts for approximately 75 percent of public spending, making it one of the most influential functions in the management of national resources.

When procurement systems work effectively, roads are built, medicines are delivered, schools are equipped, and public services reach communities. When they fail, projects stall, costs escalate, and citizens bear the consequences.

And according to Mr. Kangwa, Zambia continues to lose substantial resources through inflated contracts, poor contract management, delayed project implementation, and outright corruption.

He cited cases in the health sector where procurement manipulation has resulted in inflated prices for essential medical supplies.

“Those who manipulate procurement processes to inflate the cost of essential medicines are not just corrupt—they are killers,” he said.

The statement underscored the human cost of procurement malpractice, particularly in sectors where delays and inflated prices can directly affect lives.

As part of broader public sector reforms, government has introduced the Zambia Public Sector Change Management Framework, an initiative aimed at improving accountability, efficiency, and public confidence in state institutions.

Mr. Kangwa said that public servants must continuously examine whether their actions are serving the interests of citizens.

“We must ask ourselves: Are we truly serving the public? Are we upholding integrity? If we fail to reflect on these questions, we will continue facing audit queries year after year,” he said.

He stressed that accountability must move beyond policy statements and become a daily practice within public institutions.

Under the reform agenda, law enforcement agencies are expected to play a greater role in monitoring procurement activities and enforcing regulations designed to curb corruption.

One of the strongest messages from the workshop was government's intention to strengthen consequence management.

For years, public institutions have faced criticism for transferring officials implicated in misconduct rather than holding them accountable.

Mr. Kangwa indicated that this culture would no longer be tolerated.

Corrupt officials, he said, will face dismissal and prosecution rather than reassignment to other positions.

The warning signals a tougher approach to procurement oversight as government seeks to demonstrate its commitment to combating corruption and improving public sector performance.

Procurement inefficiencies are not only linked to corruption but also to poor planning and weak contract management.

Mr. Kangwa further revealed that government currently owes the private sector nearly K5 billion due to procurement-related disputes, contract management failures, and delayed payments.

These challenges have contributed to strained relationships between government and suppliers while increasing the cost of doing business.

Infrastructure projects provide some of the most visible examples of procurement failures.

According to Kangwa, roads designed to last between 15 and 20 years often require reconstruction much earlier because of poor workmanship, inadequate oversight, and weak enforcement of contractual obligations.

“We have spent billions reconstructing the same roads multiple times. Why? Because we fail to enforce accountability and proper contract management,” he lamented.

The result is a cycle of repeated expenditure that diverts resources away from other development priorities.

Beyond fighting corruption, government sees procurement reform as a pathway to economic transformation.

Mr. Kangwa pointed to recent reforms in agricultural procurement as evidence that improved procurement practices can generate substantial savings.

He cited fertilizer procurement negotiations that reduced the cost per bag from K1,100 to K850.

“By reducing the price per bag from K1,100 to K850, we saved K250 per bag. If every ministry prioritized cost-efficiency, we could transform Zambia’s economy without increasing spending,” he said.

Such savings, officials argue, demonstrate how better procurement decisions can free up resources for additional investments in health, education, infrastructure, and agriculture.

Meanwhile Zambia Institute of Purchasing and Supply (ZIPS) President Mr. Daniel Kabamba urged procurement professionals to embrace transparency, efficiency, and accountability.

Kabamba warned that procurement mismanagement affects not only government finances but also broader economic and social development.

“Procurement decisions directly impact public service delivery. When citizens raise concerns about mismanagement and inefficiencies, they are addressing procurement professionals,” he said.

He stressed that increased public investment must be accompanied by stronger oversight and better contract management.

“It is unacceptable that suppliers are fully paid while projects remain abandoned,” Kabamba stated.

According to Mr. Kabamba, procurement should not end with the signing of contracts but must include rigorous monitoring, performance evaluation, and accountability throughout implementation.

The workshop also focused on strengthening procurement regulations, improving contract execution, and promoting sustainable procurement practices.

Mr. Kabamba advocated for innovation, strategic thinking, and the adoption of global best practices to reduce delays and improve outcomes.

He also noted that many procurement challenges stem from poor planning, weak monitoring systems, and inadequate evaluation mechanisms.

“Procurement does not end at contract signing. It extends to contract execution and monitoring,” he said.

Participants were encouraged to develop stronger leadership skills, improve negotiation capabilities, and uphold ethical standards in every procurement transaction.

As Zambia continues to pursue economic recovery and development, procurement reform is increasingly being viewed as a critical pillar of national progress.

The discussions at the Procurement Transformation Workshop highlighted a shared understanding that development is not only about allocating resources but also about ensuring those resources are used effectively, transparently, and responsibly.

With billions of kwacha passing through procurement systems each year, the stakes could hardly be higher.

For government, the message is clear: procurement must deliver value, not waste; results, not delays; and development, not corruption.

Whether Zambia succeeds in achieving its ambitious development goals may depend largely on how effectively that message is translated into action.