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This study investigates the impact of public procurement procedures on the efficacy of public projects within Zambia's Ministry of Infrastructure, Housing and Urban Development (MIHUD) and the Ministry of Local Government and Rural Development (MLGRD).  Inefficient procurement methods, characterised by delays, cost overruns, and inferior project quality, have impeded the successful execution of public projects, especially in infrastructure and rural development.  The research is to evaluate the impact of Supplier Qualification Screening (SQS), Competitive Bidding (CB), and Supplier Evaluation (SE) on project performance.  A quantitative research methodology was utilised, employing a survey-based descriptive design to gather data from 120 procurement experts and project managers within the designated ministries.  Structural Equation Modelling (SEM) was employed to examine the correlations between procurement methods and project outcomes.  The results demonstrate that SQS and CB enhance project performance by facilitating timely delivery and cost effectiveness.  Nonetheless, SE exerted a detrimental impact, indicating that too rigorous evaluation processes may result in delays and impede project accomplishment.  Hypothesis testing validated these findings, corroborating the alternative hypotheses for SQS and CB, however SE demonstrated an inverse correlation with project outcomes.  The report advocates for the fortification of regulatory frameworks, the augmentation of capacity-building programs, the rectification of bureaucratic inefficiencies, and the encouragement of e-procurement platform usage to enhance procurement efficiency.  A review of supplier evaluation procedures is essential to avert needless delays in project execution.  The study's results have substantial implications for procurement reforms and efficiency enhancements in Zambia.  Improving openness, accountability, and stakeholder collaboration in procurement procedures can result in superior project outcomes, fostering national infrastructure development and socio-economic advancement, especially in rural regions.  Enhancing procurement policies and using digital solutions will be crucial in developing a more efficient and accountable public procurement system.

This study evaluates resources allocated for risk management by business organisations (financial and non-financial firms) in developing countries, using Zambia as a case study. Primary data collected from 158 organisations were analysed using MegaStat. The findings revealed that the majority (54.5%) of organisations, especially non-financial institutions, only commit resources to risk mitigation on an Adhoc or post-event basis, while 45.5% showed a budgeted approach. A significant part of the budgeted 45.5% was used for risk management activities, and 54.5% was used for regular daily operations. Despite this variation, all organisations engaged reported a significant expenditure on risk management, at least on Adhoc. At 4 degrees of freedom (df), which was one less than the total number of possible outcomes, a non-parametric test for significance yielded a scientific P-value of 1.57e-0.7, (a numerical magnitude of 0.0014, P< 0.05). This suggests that the correlation and pattern of the findings were not random or by chance, but they carried a statistical significance. The study's main findings demonstrate that some business organisations in Zambia and other developing countries incur significant expenditure with a higher portion of their budgets to respond to risk management needs. Business organisations which do not have formal risk structures do so informally due to pressure from emerging business risks. The findings also indicated that financial institutions in developing countries allocate more resources towards risk management than non-financial institutions. The Phi coefficient (degree of association) was 0.486, showing a moderately significant relationship between the variables (risk management and resource allocation). Business organisations in Zambia and other developing nations must develop sound risk mitigation plans and allocate resources for risk management.