Government procurement involves the acquisition of goods, services and works by government agencies to fulfil their public service obligations (Fourie & Malan 2020). The goods, works and services delivery refers to the construction of roads, ports and services for residents living in communities and metropolitan areas of a country, including healthcare and education (Mothibi 2020). Procurement in the public sector encompasses a wide range of activities, from planning and budgeting to tendering, contract management and supplier evaluation (Fourie 2018). The process aims to promote value for money, economic growth and delivering quality public services through the strategic management of public funds (Hegarty & Maubrey 2021). It plays a pivotal role in promoting good governance and ensuring the effective and efficient allocation of public resources (Mojaki et al. 2024). South Africa’s public procurement system is guided by principles of fairness, transparency and cost-effectiveness (Fourie & Malan 2020). With the aim of ensuring that public funds are spent responsibly and that procurement processes are accessible to a wide range of suppliers. The government’s commitment to fair procurement practices also includes policies promoting supplier diversity (Wright, Conley & Sarter 2024), supporting small and medium-sized enterprises (SMEs) and empowering historically disadvantaged groups (Ambe & Badenhorst-Weiss 2012).

The adoption of e-procurement in public entities signifies a transformative shift towards streamlined, transparent and efficient procurement processes, enabling these entities to enhance their operational effectiveness and service delivery. Scholars such as Maepa et al. (2023) and Rukuni et al. (2020) argue that public entities, including state-owned enterprises and government departments, could benefit significantly from adopting e-procurement. The automation of procurement could streamline steps, reduce paperwork, and improve overall processing speed. E-procurement streamlines procurement processes by digitising them, reducing delays commonly caused by traditional paper-based methods and accelerating the acquisition and delivery of critical public goods (Afolabi et al. 2022).

Research further suggests that paper-based procurement introduces bottlenecks in the procurement cycle because of manual processes, which are time-consuming and prone to errors (Chen et al. 2021; Flechsig et al. 2022). These delays in processing, approval and record-keeping can hinder the timely provision of goods and services essential to public welfare. In contrast, e-procurement enables real-time tracking, faster approvals and improved data accuracy (Richard 2021). These allow public entities to respond more swiftly to community needs and market demands.

Moreover, the South African National Treasury (2015) has introduced a centralised e-procurement portal that includes e-Tender and Central Supplier Database (CSD), mainly to address the weakness of the traditional procurement and to promote transparency, accountability and efficiency. The automation of procurement tasks also cuts administrative costs, freeing up resources that public entities can allocate to other essential services (Kazantsev et al. 2020). This shift not only modernises the public procurement landscape but also aligns with global trends in digital governance.

Information technologies have revolutionised how supply chains manage transactions. One such change is e-procurement, which is a web-based system that utilises digital technologies to automate and streamline the procurement cycle. This includes supplier selection, bidding, ordering, payments and contract management (Ikram, Afaf & Latifa 2024). Furthermore, the systems demonstrate measurable improvements across operational efficiency, cost reduction and transparency, with specific benefits including faster processing times, substantial cost savings and enhanced accountability (Ibem et al. 2016).

The adoption of e-procurement varies significantly across organisational and national contexts, influenced by a range of internal and external factors. Internal factors include top management support, staffing levels and technological readiness (Maepa et al. 2023; Waithaka & Kimani 2021). External influences such as political conditions, socio-economic factors and regulatory frameworks also shape adoption outcomes (Zulkarnain, Muda & Kesuma 2023). In the South African context, studies have identified drivers such as improved information flow, operational benefits and market competitiveness as influential in adoption decisions (Duma 2018; Mgidlana 2013; Myataza 2015). Ibem and Laryea (2015) and Daoud and Ibrahim (2019) further highlighted efficiency and ease of use as key motivating factors, while Ronald and Omwenga (2015) emphasised improvements in job performance and the reduction of geographical limitations.

Procurement accounts for a substantial portion of organisational expenditure, prompting many organisations to invest heavily in streamlining procurement operations (Mwita, Mwaighacho & Azanlerigu 2017). Organisational factors such as policies, size and culture play a critical role in shaping how these operations are managed (Muriithi & Senelwa 2018). Mukulungui (2016) further emphasises that these factors can act as both enablers and constraints, proactively influencing operational performance and the effective utilisation of organisational resources.

As businesses increasingly digitise their operations, significant investments are being made in information technology (IT) infrastructure, with e-procurement emerging as a key area of focus. The adoption of e-procurement is often driven by the perceived benefits of accessing broader markets and improving procurement efficiency (Ibem et al. 2017). Mushi and Nsimbila (2022) identify organisational structure, employee empowerment, collaboration and broader organisational characteristics as primary indicators of successful e-procurement adoption. Similarly, Rahman et al. (2021) highlight the importance of organisational structures that facilitate open communication between management and employees, suggesting that effective internal communication can significantly ease the transition to new technologies.

Waithaka and Kimani (2021) imply that organisations with strong internal frameworks and inclusive communication channels are better positioned to adopt e-procurement. Ultimately, the interplay between an organisation’s operational environment, structural characteristics and the features of the e-procurement technology itself influences the likelihood and success of adoption.

Environmental factors are external forces that strongly influence strategic decisions and the adoption of innovations such as e-procurement (Altayyar & Beaumont-Kerridge 2016). These factors include competitive pressure, peer influence, supplier readiness and technology capabilities (Alomar & Visscher 2017; Zulkarnain et al. 2023). All of which can encourage the adoption of electronic procurement systems. Organisations often benchmark their practices against those of their counterparts and adoption decisions are frequently influenced by trends within their industry. As Daoud and Ibrahim (2018) observe, firms are more likely to embrace e-procurement when they perceive a similar commitment among peer organisations. This creates competitive pressure, where companies feel compelled to adopt digital procurement systems not only to maintain operational parity but also to avoid falling behind in innovation and efficiency.

Supplier readiness and market demand further reinforce the push towards e-procurement adoption. Studies by Mgidlana (2013) and Lutfi, Idris and Mohamad (2016) underscore the role of supplier capabilities in facilitating a seamless transition to digital systems. When suppliers are technologically equipped, the integration between buyers and sellers becomes more efficient, enhancing overall supply chain performance and reducing friction in procurement workflows (Albinkhalil & Razzaque 2021).

In addition to external pressures, the pursuit of operational efficiency, business flexibility and cost-effectiveness motivates organisations to adopt e-procurement. Muriithi and Senelwa (2018) note that digital platforms support process automation, facilitate electronic trading and improve market access. By transitioning from manual to digital processes, organisations can enhance responsiveness, minimise errors and streamline operations – key advantages in today’s competitive and fast-paced business environment.

Furthermore, global technological advancements are reshaping business expectations, prompting firms to adopt information systems to stay aligned with market developments. According to Ibem et al. (2016), the widespread diffusion of information technologies compels organisations to modernise their operations. Althabatah et al. (2023) also highlight that accessible and user-friendly technologies reduce the barriers to adoption, leading to higher user acceptance, lower training costs and faster realisation of e-procurement benefits.

Access to adequate technical resources is essential for the effective adoption of information systems, as these resources provide the foundation upon which such systems operate and integrate into organisational workflows. Chen and Guo (2015) argue that the availability of technical resources determines an organisation’s ability to implement and sustain information systems effectively. Without sufficient technical capacity, organisations face obstacles in achieving the benefits that information systems offer (Owuor & Mbaya 2022), such as streamlined processes, improved data accuracy and enhanced decision-making capabilities.

Daoud and Ibrahim (2019) highlight that an organisation’s level of technical innovation and readiness for technology adoption are key drivers of e-procurement implementation. Technology readiness reflects the extent to which an organisation is prepared to support and integrate new systems, making it a crucial determinant of successful adoption (Maepa et al. 2023). Furthermore, organisational perceptions of technology play a significant role; positive attitudes towards innovation, often shaped by supportive leadership and a culture open to change, can accelerate adoption, while negative views may hinder progress (Zhu 2015).

According to Laryea et al. (2014), the state of an organisation’s IT infrastructure significantly impacts its ability to adopt e-procurement. Information technology infrastructure plays a crucial role in supporting e-procurement adoption and implementation across organisations. Key components include software, hardware and network systems that enable integration of procurement functions and enhance operational efficiency (Gupta & Narain 2012). Effective IT infrastructure management involves optimising performance, scalability and reliability through proactive inspections, robust security measures and efficient resource allocation (Singh, Sharma & Saini 2019).

Top management support is widely recognised as a critical factor in the successful adoption and implementation of e-procurement across various industries and national contexts. Leadership commitment not only provides strategic direction but also ensures the allocation of essential resources and alignment with broader organisational goals (Davil et al. 2023). Senior executive engagement is a key antecedent to overcoming resistance and promoting employee engagement in the shift towards digital transformation (Issah, David & Eric 2024).

Furthermore, effective top management support involves not only endorsement but also concrete actions such as funding implementation, providing staff training and ensuring adequate IT infrastructure (Egwim, Dike & Nmecha 2024). When leaders visibly champion e-procurement, it reinforces the strategic value of the initiative across the organisation (Issah et al. 2024), signalling its importance and long-term benefits, including improved efficiency, cost savings and enhanced transparency in procurement processes.

The government plays a pivotal role in fostering economic growth and maintaining a functional society by providing essential services and ensuring a stable economic environment. One critical aspect of this role is the procurement of goods and services, which not only supports government functions but also fuels a substantial part of the national economy. Government procurement represents a significant percentage of public spending and directly impacts the economic performance of a country. As noted by Anthony (2018), a large portion of national economic activity is tied to government procurement, underscoring its influence on economic stability and development.

To ensure that public funds are used effectively, governments aim to achieve optimal value for money in procurement. This approach ensures that the resources invested in goods, services and infrastructure deliver maximum benefit to the public. E-procurement, as Anthony (2018) highlights, is a strategic reform that reflects the government’s commitment to transparency, accountability and good governance. By implementing e-procurement, governments can minimise inefficiencies and curb corruption, thus promoting fair competition and strengthening public trust. The digitisation of procurement processes not only streamlines operations but also enhances accountability by providing a transparent record of transactions and supplier engagements.

Furthermore, the government’s role extends to setting and enforcing regulations and guidelines that shape the procurement environment. These regulations are designed not only to achieve operational goals but also to establish ethical standards, promote fair conduct and instil accountability within public service. According to Sithole (2017), these rules serve to communicate the government’s expectations for public sector conduct, emphasising integrity and ethical behaviour in procurement activities. By mandating these standards, the government reinforces its commitment to a procurement system that is equitable, transparent and aligned with the broader objectives of good governance.

The adoption has taken centre stage in the management of an organisation’s supply chain, including the Ethekwini Municipality and the Western Cape Provincial Treasury, where it has transformed supply chain networks, enabling organisations to streamline their procurement processes (Chopra & Meindl 2016). Furthermore, by facilitating efficient procurement, coordination, cooperation and information exchange between supply chain partners, e-procurement technologies aid in the integration of the procurement process throughout the supply chain (Monczka et al. 2020). Mose, Njihia and Peterson (2013) state that electronic procurement has emerged as one of the most successful applications of electronic commerce, implemented by numerous companies seeking to improve their operational processes. Furthermore, Kamotho (2014) argues that the e-procurement movement is quite extensive, including taking strategic actions, and may be utilised to reorganise the entire purchase process. However, Osei-Tutu et al. (2019) state that despite the potential benefits of the implementation of e-procurement, the process of adopting the system has revealed various barriers and continues to be more complex.

Wahyuni et al. (2020) emphasise that the state of organisation culture, Duma (2018) points out that the level of education and technology, while Mgidlana (2013) states that suppliers and customers’ perspectives have an impact on the use of e-procurement. The adoption of e-procurement is a relatively new theme of development in many business applications. Literature (Ibem & Laryea 2015; Laryea et al. 2014; Nawi et al. 2016; Rukuni et al. 2020) has shown that the implementation and adoption of e-procurement is prone to potential challenges as a result of organisations’ readiness, top management support, lack of procurement skills, internal support, such as employee resistance to change, investment in software installation and security systems, among others. The following are other barriers associated with adopting the electronic procurement system, as supported by the various authors (Innocent & Kalaskar 2016):

The study utilised quantitative methods and purposively targeted the Mpumalanga Provincial Treasury, specifically the supply chain, ICT and finance departments. These departments were deliberately chosen because they directly form part of the core units involved in the planning, implementation and management of the procurement systems. This approach was suitable because the study focused on understanding adoption factors within the departments that have the most relevant expertise and decision-making authority. Mgoduka, Kaseeram and Heeralal (2024) state that it is crucial to select a population that best understands the research under investigation because it increases the likelihood of being a success. Probability purposive sampling was used to realise a sample size of 35 respondents, as shown in Table 1. A questionnaire served as the primary data collection instrument for this study, which was distributed to 3 sections of the provincial treasury with a sample unit of 35 respondents. According to Krejcie and Morgan (1970), a sample size of 30 or more is generally sufficient to provide a reliable representation for statistical analysis in social science research. Therefore, the chosen sample size meets the threshold for quantitative inquiry while ensuring that data were collected from the most knowledgeable units.

This study used a structured questionnaire survey to collect data. Data gathering through questionnaires is efficient because it is straightforward and rapid (De Vos et al. 2011). The questionnaire was printed and hand-delivered to the respondents, who then filled it in and returned it. Although the questionnaire was expected to be completed in 5 min, the respondents were allowed to complete it in a week. With this exception, the researcher understands that respondents need to set aside time to finish the survey to avoid interfering with their work routine. The questionnaire was linked to the objective of the factors affecting the adoption of e-procurement in the Mpumalanga Provincial Treasury.

Data from the questionnaire survey were administered and analysed using the Statistical Package for Social Sciences (SPSS) version 28.0. The questionnaires collected went through screening in order to assist the researcher in analysing and interpreting the data effectively. The descriptive statistics were analysed to describe the quantitative and fundamental characteristics of the data obtained (Du Plooy-Cilliers & Bezuidenhout 2014). The statistics used in the study include descriptive statistics, mean scores, standard deviation (SD) and mean ranking, as shown in Table 2. Furthermore, the Cronbach’s alpha calculations were performed to test the consistency (Pallant 2016). Amirrudin, Nasution and Supahar (2021) state that Cronbach’s alpha coefficients represent the most widely used measure for identifying a research instrument’s reliability. Eight items associated with the factors affecting the e-procurement adoption were analysed, as shown in Table 3. The value obtained was 0.7; therefore, it is considered reliable as recommended by Goforth (2015). Furthermore, the study utilised a five-point Likert scale, ranging from 1 ‘strongly disagree’ to 5 ‘strongly agree’ as indicated in Figure 1.

This table analyses key factors influencing e-procurement adoption, based on responses from 33 participants. Each factor is rated on a scale, with higher mean values indicating greater perceived importance. The SD shows the variability in responses, and the mean ranking highlights each factor’s relative importance in driving e-procurement adoption:

The Likert scale results reveal participants’ agreement on key factors affecting the adoption of e-procurement, with percentages reflecting the level of consensus on each factor’s impact. The high agreement levels indicate that participants recognise these factors as significant to the e-procurement process, although the degree of importance varies across factors: