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Digital procurement helping Nigerian firms close costly fraud gaps, Gloopro CEO says – Technology Times
Procurement, long treated as a routine back-office function in many Nigerian organisations, is emerging as a critical control point in efforts to curb corporate fraud, as companies deploy digital systems to tighten oversight, improve transparency, and enforce compliance across supply chains.
Insights from Dr Olumide Olusanya, Founder of Gloopro, indicate that the growing adoption of digital procurement platforms is helping businesses address structural inefficiencies and governance gaps that have historically enabled fraud in procurement processes.
Speaking in an exclusive interview with Technology Times TV on Thursday in Lagos, Olusanya links the persistence of procurement fraud in Nigeria to a deeper systemic issue: the disconnect between formal enterprise systems and the largely informal supplier ecosystems that underpin business operations across the country and much of sub-Saharan Africa.
“There is a significant difference between what you have in the Nigerian or sub-Saharan business context compared to Western developed markets,” he says.
This divergence, the Gloopro founder explains, has created a structural mismatch between globally standardised enterprise resource planning (ERP) systems and the realities of local supply chains, where many vendors operate outside formal digital frameworks.
“There is no meeting point between that informality compared to the standard platforms that most of our customers use,” Olusanya adds.
Speaking in an exclusive interview with Technology Times TV on Thursday in Lagos, Olusanya links the persistence of procurement fraud in Nigeria to a deeper systemic issue: the disconnect between formal enterprise systems and the largely informal supplier ecosystems that underpin business operations across the country and much of sub-Saharan Africa.
This lack of alignment has historically forced organisations to rely heavily on manual workarounds to bridge the gap, a condition that has introduced inefficiencies and created fertile ground for fraud.
Gloopro: Fragmentation, manual processes widen fraud exposure
The absence of seamless integration between enterprise systems and supplier networks has left procurement workflows fragmented, with multiple touchpoints requiring human intervention.
In practice, this means procurement officers often manage supplier onboarding, purchase approvals, invoice processing, and fulfilment tracking across disconnected systems or, in some cases, entirely offline processes.
According to Olusanya, this fragmentation is a primary driver of fraud risk.
“There’s a lot of inefficiency there’s opportunity for errors across the value chain,” he says. “What that does therefore is that it exposes the system to the risk of bad actors.”
In such environments, he notes that fraudulent practices can emerge at multiple stages of the procurement lifecycle. These include manipulation of invoices, unauthorised purchases outside approved vendor lists, and the splitting of purchase orders to bypass approval thresholds.
The fallouts result in “invoice manipulation, off-contract purchasing, PO splitting, and so many varying fraud-related shenanigans,” Olusanya says.
For industry analysts, these practices often go undetected in manual or semi-digitised systems, where audit trails are incomplete, approvals are not consistently documented, and data visibility is limited.
The implications extend beyond financial loss. Procurement fraud can distort financial reporting, weaken supplier trust, and expose organisations to regulatory and reputational risks.
Digital procurement embeds control into workflows
To address these vulnerabilities, Nigerian businesses are increasingly turning to digital procurement platforms like Gloopro that embed governance mechanisms directly into procurement workflows.
Rather than relying on after-the-fact audits or manual oversight, these systems enforce compliance at every stage of the procurement process, from requisition to payment.
Olusanya explains that Gloopro’s approach integrates supplier management, workflow automation, and logistics coordination into a unified system designed to reflect local operating conditions while maintaining enterprise-grade controls.
He describes the platform as “a neatly coupled engine” that connects informal supply chains with structured enterprise processes.
This integration allows organisations to digitise procurement end-to-end, creating a continuous and auditable data trail that reduces opportunities for manipulation.
Under such systems, Olusanya says, procurement requests can be standardised through predefined templates, approvals can be automated based on set thresholds, and supplier interactions can be logged in real time.
By reducing reliance on manual processes, organisations can significantly limit the points at which fraud can occur.
Digital systems also enable real-time monitoring of transactions, allowing anomalies to be flagged and addressed before they escalate into systemic issues.
For example, he says, duplicate invoices, unusual pricing patterns, or repeated purchases from non-approved vendors can be automatically detected through rule-based or data-driven controls.
Governance shifts from policy to system enforcement
A defining feature of digital procurement platforms is the transition from policy-based governance to system-enforced compliance.
In traditional procurement environments, organisations often rely on written policies and manual checks to regulate purchasing behaviour. However, enforcement depends heavily on human discipline and oversight, which can be inconsistent.
Digital systems change this dynamic by embedding governance rules directly into procurement workflows.
Organisations can define parameters for vendor selection, approval hierarchies, spending limits, and contract compliance within the system, ensuring that transactions cannot proceed unless they meet predefined criteria.
This approach is particularly effective in managing “tail spend,” which refers to low-value, high-frequency transactions that collectively account for a significant portion of procurement expenditure but often receive limited oversight.
Olusanya notes that traditional procurement systems treat both high-value and low-value transactions with similar administrative effort, leading to inefficiencies and oversight gaps.
“What therefore it does is that it saves the executive time consumed by this to go and do more things that are strategic,” he says.
By automating routine procurement activities, organisations can focus their resources on strategic sourcing, supplier development, and cost optimisation, while maintaining tighter control over everyday spending.
Olusanya cautions that many global procurement systems fail to deliver expected outcomes in African markets because they do not account for the complexities of informal supplier networks. In Nigeria, a significant portion of suppliers operate outside formal digital systems, relying on manual processes and informal business practices.
Real-time visibility strengthens accountability
One of the most significant advantages of digital procurement is the visibility it provides across the procurement lifecycle.
In manual systems, procurement data is often siloed across departments, making it difficult for organisations to obtain a comprehensive view of spending patterns, supplier performance, and compliance levels.
Digital platforms consolidate this data into centralised dashboards, enabling decision-makers to track procurement activities in real time.
This visibility enhances accountability by making it easier to identify irregularities, monitor compliance, and evaluate supplier relationships.
For instance, procurement leaders can analyse spending trends to detect unusual patterns, such as repeated purchases just below approval thresholds or sudden increases in supplier pricing.
They can also assess supplier performance based on delivery timelines, pricing consistency, and contract adherence.
Such insights not only help in detecting fraud but also support broader business objectives, including cost reduction and operational efficiency.
Procurement’s role expands in corporate governance
The increasing adoption of digital procurement is also reshaping the role of procurement within Nigerian organisations.
Traditionally viewed as a support function, procurement is gaining recognition as a strategic lever for risk management and value creation.
“The general trend is that procurement is no longer something that is done in the back office,” Olusanya says.
Globally, procurement is evolving into a core component of corporate governance frameworks, with organisations recognising its impact on financial integrity, operational efficiency, and regulatory compliance.
Nigerian businesses are beginning to align with this trend, particularly as economic pressures heighten the need for cost discipline and accountability.
Digital procurement systems play a central role in this shift by providing the tools needed to enforce governance, manage risk, and optimise spending.
As organisations digitise their operations, procurement is increasingly integrated into broader enterprise systems, including finance, logistics, and supply chain management.
This integration further enhances transparency and reduces the likelihood of fraud by ensuring that procurement activities are aligned with overall business processes.
Localisation remains critical to success
Despite the benefits of digital procurement, its effectiveness in Nigeria depends on how well solutions are adapted to local realities.
Olusanya cautions that many global procurement systems fail to deliver expected outcomes in African markets because they do not account for the complexities of informal supplier networks.
In Nigeria, a significant portion of suppliers operate outside formal digital systems, relying on manual processes and informal business practices.
This creates challenges for organisations attempting to implement standardised procurement solutions that assume a fully digitised supplier base.
To address this, digital procurement platforms must bridge the gap between formal enterprise systems and informal supply chains.
This involves designing systems that can accommodate varying levels of digital maturity among suppliers while maintaining governance standards.
For example, platforms may need to support multiple modes of supplier interaction, including mobile-based interfaces or simplified onboarding processes, to ensure broad participation.
At the same time, they must enforce compliance requirements, such as documentation, pricing transparency, and contract adherence.
This balance between flexibility and control is essential to ensuring that digital procurement systems are both practical and effective in the Nigerian context.
Data-driven procurement reduces fraud risk
Another key advantage of digital procurement is the ability to leverage data analytics to detect and prevent fraud.
By capturing detailed data on procurement activities, organisations can apply analytical tools to identify patterns and anomalies that may indicate fraudulent behaviour.
For example, data analytics can reveal inconsistencies in supplier pricing, unusual transaction volumes, or deviations from established procurement patterns.
These insights enable organisations to take proactive measures to address potential risks before they result in financial loss.
In addition, digital systems create comprehensive audit trails that support internal and external audits, making it easier to investigate suspected fraud cases.
The availability of accurate and timely data also enhances decision-making, enabling organisations to optimise procurement strategies and improve overall performance.
Building resilient and transparent supply chains
As Nigerian businesses navigate an increasingly complex and risk-prone operating environment, the role of procurement in ensuring resilience and transparency is becoming more pronounced.
Digital procurement platforms are enabling organisations to build more structured and accountable supply chains, reducing reliance on informal processes and strengthening governance frameworks.
By closing gaps between systems, minimising human intervention, and embedding controls into workflows, these platforms are helping to mitigate fraud risks and improve operational efficiency.
For organisations, the shift to digital procurement represents more than a technological upgrade. It reflects a broader transformation in how procurement is perceived and managed within the enterprise.
Olusanya indicates that organisations that adopt digital procurement early are better positioned to manage risks, optimise costs, and enhance competitiveness.
In an environment where fraud risks remain a persistent concern, the ability to enforce transparency and accountability through technology is emerging as a critical differentiator.
The evolution of procurement from a back-office function to a strategic control point underscores its growing importance in Nigeria’s corporate landscape, as businesses seek to strengthen governance and drive sustainable growth, according to the Gloopro founder.
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The Nigerian National Petroleum Company Limited (NNPC Ltd.) has reiterated its commitment to activating multiple pathways to transform Nigeria into a global gas hub.
According to a statement issued by NNPC’s Chief Corporate Communications Officer, Andy Odeh, the company’s Executive Vice President, Gas, Power & New Energy, Olalekan Ogunleye, disclosed this while speaking at the 2026 Gas Technology & Exhibition Conference (GASTECH) in Bangkok, Thailand, on Monday.
Mr Ogunleye spoke during a panel session themed, “The New LNG Order: Leadership Strategies for Energy Security and Growth.”
He said Nigeria was leveraging its more than 215 trillion cubic feet (tcf) of proven gas reserves to drive domestic industrialisation and expand its export market as geopolitical tensions, conflicts and other factors continue to affect global energy supply and demand.
“Gas development and monetisation from Nigeria’s standpoint is a purely commercial play. NNPC Ltd. is implementing a Gas Master Plan (GMP) engineered as a gap-to-potential tool to move Nigeria from a 215tcf reserves position to above 600tcf,” Mr Ogunleye said.
Gas production targets
According to the statement, Mr Ogunleye said NNPC’s strategy is anchored on stronger coordination under the Petroleum Industry Act (PIA), the Decade of Gas Framework and the Gas Master Plan.
He said the near-term targets are to increase Nigeria’s national gas production to 10 billion standard cubic feet per day (Bcf/d) by 2027 and 12 Bcf/d by 2030.
In January, NNPC unveiled its Gas Master Plan (GMP) 2026, aimed at driving industrialisation and strengthening Nigeria’s energy security.
At the launch, NNPC’s Group Chief Executive Officer, Bayo Ojulari, said Nigeria had about 210 trillion cubic feet (Tcf) of proven gas reserves, with an upside potential of up to 600 Tcf.
He described the resource base as one of the world’s most significant hydrocarbon endowments, saying its development was supported by the Petroleum Industry Act 2021 and the Federal Government’s gas-focused energy transition agenda.
Mr Ojulari said the plan was designed to exceed the presidential mandate of raising national gas production to 10 Bcf/d by 2027 and 12 Bcf/d by 2030.
According to him, the plan is expected to catalyse more than $60 billion in investments across the oil and gas value chain by 2030.
He said the plan prioritises cost optimisation, operational excellence and the systematic conversion of gas resources from 3P to bankable 2P reserves.
The plan also seeks to strengthen gas supply to power generation, Compressed Natural Gas (CNG), Liquefied Petroleum Gas (LPG), Mini-LNG and other critical industrial off-takers.
Mr Ojulari said NNPC adopted a collaborative and investor-centric approach in developing the GMP 2026, with input from industry stakeholders, partners and investors.
LNG expansion
At GASTECH, Mr Ogunleye said Nigeria was already a reliable global gas supplier and was pursuing a major expansion of its LNG capacity.
He cited the Nigeria LNG project’s Trains 1-6, which have a combined production capacity of 22 million tonnes per annum (MTPA) and have exported more than 6,000 LNG cargoes since 1999.
He also cited Train 7, which is scheduled for completion in 2027, as part of the country’s ongoing LNG expansion.
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Mr Ogunleye said Nigeria’s geographical position, which gives it access to both the Atlantic Basin and Asian markets, further strengthens its position as a strategic global gas supplier.
He said this advantage, combined with the country’s substantial gas reserves and renewed national focus on gas development, provides a strong basis for expanding the industry.
According to him, domestic gas utilisation and exports are not mutually exclusive, as Nigeria is pursuing a dual pathway that uses exports to generate foreign exchange while expanding domestic gas use to create jobs, strengthen energy security and improve economic wellbeing.
Mr Ogunleye said Nigeria had also de-risked new LNG projects through a robust legal and regulatory framework backed by attractive fiscal incentives.
“With continued efforts towards stable security, competitive gas pricing and assured gas supply, there is no better time for investors and financiers to participate in the development of Nigeria’s LNG projects confidently,” he said.
GASTECH is a major global conference and exhibition focused on natural gas, LNG, hydrogen and low-carbon solutions.
The 54th edition brings together about 50,000 participants from more than 150 countries, including energy experts, chief executives, policymakers, investors and technology leaders, to discuss energy security, LNG supply, infrastructure investment and decarbonisation.
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The Nigerian Communications Commission (NCC) has pledged tougher action against the resurgence of call masking, working with security and law-enforcement agencies and telecommunications industry stakeholders to identify, prevent and eliminate the practice, which the telecoms regulator says threatens industry revenues and amounts to economic sabotage.
The Commission’s Governing Board reiterated its “zero-tolerance position on call masking” at its 110th Board Meeting held on September 9, 2026, expressing concern over the implications of the practice for the integrity, security and orderly development of Nigeria’s telecommunications ecosystem.
The Board said call masking “undermines legitimate telecommunications operations, distorts industry revenues and constitutes an act of economic sabotage capable of adversely impacting the national economy,” in the meeting’s communiqué reviewed by Technology Times.
The NCC’s Governing Board has also reviewed progress on operators’ network expansion commitments, digital trust initiatives, educational zero-rating, the proposed repositioning of the Digital Bridge Institute and renewed call masking activities in Nigeria’s telecommunications industry.
Mobile network operators have deployed 8,526 of the 12,179 coverage and capacity sites they committed to roll out across Nigeria, bringing implementation to approximately 70% of the total commitment.
The update was among the major issues considered at the meeting where the Board reviewed strategic priorities, operational performance and market developments contained in the Executive Vice-Chairman and Chief Executive Officer’s report, alongside key regulatory and industry matters.
Mobile network operators have deployed 8,526 of the 12,179 coverage and capacity sites they committed to roll out across Nigeria, bringing implementation to approximately 70% of the total commitment.
The latest deployment figure represents a significant acceleration from the approximately 5,000 sites reported at the Board’s previous meeting. On the figures contained in the communiqué, operators have added roughly 3,526 sites since that update, although the earlier figure was described as approximately 5,000.
The Board, however, linked recent network disruption to infrastructure protection challenges, noting that fibre cuts contributed to a sharp rise in network disruptions in June.
It therefore stressed that expanding network infrastructure must be accompanied by stronger protection of critical communications infrastructure, placing network resilience and service reliability alongside coverage and capacity as continuing priorities for the telecommunications sector.
The development is significant because the deployment commitment is intended to address the persistent need for wider coverage, greater network capacity and improved Quality of Experience for telecommunications users. The Board’s latest assessment suggests that operators have completed the majority of the commitments communicated previously, while also highlighting the vulnerability of network infrastructure to physical damage.
The Board said the focus must continue to include “network resilience and service reliability”, indicating that additional infrastructure alone will not resolve service disruptions if critical components of the communications network remain exposed to damage.
NCC pushes technology-led digital trust measures
The Board also reviewed the Commission’s deployment of technology platforms designed to strengthen trust, security and integrity across the telecommunications ecosystem and the wider digital economy.
One of the platforms highlighted at the meeting was the Device Management System, DMS, which the Board noted is now live.
According to the communiqué, the DMS is supporting enhanced compliance with the Commission’s type approval requirements through technology. Type approval is the regulatory process through which telecommunications devices are assessed for compliance before they can be used or marketed within the Nigerian telecommunications ecosystem.
The Commission expects the DMS to strengthen its ability to verify device compliance and discourage the circulation of non-compliant devices.
The system is also expected to support efforts against mobile device theft. The Board noted that the technology will enable reported stolen devices to be blocked across Nigerian networks, creating a mechanism for preventing such devices from continuing to operate on telecommunications networks.
The emphasis on device management comes as telecommunications devices increasingly form part of the infrastructure through which Nigerians access financial services, social platforms, government services and other digital products.
The Board went further by identifying economic implications, stating that call masking “undermines legitimate telecommunications operations, distorts industry revenues and constitutes an act of economic sabotage capable of adversely impacting the national economy.” The strong language indicates that the NCC is treating the resurgence not merely as a technical telecommunications issue but as a matter with implications for industry revenues, market integrity and the broader economy.
The Board also considered the Telecommunications Identity Risk Management System, TIRMS, another technology-led regulatory initiative that is scheduled to go live in October 2026.
TIRMS, together with its associated business rules, is intended to strengthen the governance of telecommunications identities, including mobile numbers.
The Board said the system will address risks associated with the “misuse, reassignment or recycling” of telecommunications identities, particularly as mobile numbers become increasingly connected to financial, social and other digital services.
The issue extends beyond the ownership of a telephone number because a mobile identity can increasingly serve as a gateway to banking, payments, social media accounts, digital platforms and other services.
A reassigned or recycled number can therefore create risks if associated digital identities are not appropriately managed.
The Board consequently stressed that deployment of both DMS and TIRMS must balance regulatory objectives with consumer rights and legal obligations.
It reaffirmed the importance of implementing the regulatory technology platforms in a manner that “protects consumers, supports lawful digital services, strengthens market integrity” and complies with applicable legal, privacy and data protection requirements.
That position places privacy and data protection alongside security and regulatory enforcement as considerations in the Commission’s digitalisation of telecommunications oversight.
Educational platforms set for zero-rating
The Board also reviewed progress towards a framework for zero-rating educational platforms and content in Nigeria.
The initiative, which is being developed through engagement between NCC, telecommunications industry players and other stakeholders, is intended to reduce barriers to accessing selected educational resources online.
The Board said the objective is to promote digital inclusion and improve access to educational resources for students.
It also commended the collaboration of the Federal Ministry of Education and other stakeholders in advancing the initiative.
According to the Board, the initiative was scheduled for official launch on September 10, 2026, one day after the Board meeting, with the go-live date set for October 1, 2026.
The distinction between the launch and go-live dates suggests a two-stage process: formal introduction of the initiative followed by implementation of the zero-rating framework from October.
The Board also said it would monitor the initiative to ensure that implementation remains sustainable.
For Nigeria’s education sector, the proposed zero-rating framework is significant because the cost of mobile data remains a consideration in how students access online learning materials and platforms. By removing data charges on qualifying educational content or platforms, the initiative is designed to expand access without requiring students to bear the full cost of the associated data consumption.
The communiqué, however, does not specify the platforms or content that will be covered, nor does it provide details of the commercial framework between operators and participating education stakeholders.
Those implementation details will therefore be important as the initiative moves towards the October 1 go-live date.
NCC considers restructuring Digital Bridge Institute
The Board also turned its attention to the future of the Digital Bridge Institute, DBI, an institution associated with the NCC and focused on digital skills and capacity development.
It considered a report and recommendations on the strategic repositioning of DBI, including the development of a roadmap aimed at strengthening the institute’s relevance and long-term sustainability.
Rather than approving an immediate restructuring model, the Board noted a proposed phased approach to the repositioning exercise.
A key element of that approach is the engagement of two independent consultancies, each with a distinct mandate.
The first consultancy will conduct a comprehensive assessment covering DBI’s:
- structure;
- operations;
- human resources; and
- institutional position.
The second consultancy will examine the commercial and legal viability of the proposed repositioning initiative.
The two-track assessment means that the Commission intends to examine both the institutional condition of DBI and the feasibility of the proposed future model before proceeding with the repositioning.
The communiqué does not disclose the names of the consultants, the proposed new commercial model, the financial targets for DBI or a completion date for the exercise.
However, the Board’s decision to commission separate institutional and commercial/legal assessments points to an attempt to establish the operational and institutional facts before determining how the institute should be repositioned for longer-term relevance and sustainability.
NCC declares zero tolerance for call masking
One of the more forceful regulatory positions emerging from the meeting concerns the resurgence of call masking activities in Nigeria’s telecommunications industry.
The Board expressed concern about the implications of call masking for the integrity, security and orderly development of the telecommunications ecosystem.
It reiterated the Commission’s “zero-tolerance position on call masking”, describing the practice as unacceptable and a serious regulatory concern.
The Board went further by identifying economic implications, stating that call masking “undermines legitimate telecommunications operations, distorts industry revenues and constitutes an act of economic sabotage capable of adversely impacting the national economy.”
The strong language indicates that the NCC is treating the resurgence not merely as a technical telecommunications issue but as a matter with implications for industry revenues, market integrity and the broader economy.
The Board resolved that the Commission would work with relevant security and law-enforcement agencies and industry stakeholders to identify, prevent and eliminate call masking activities.
This collaborative approach is expected to combine regulatory intervention by the NCC with enforcement capabilities available to security and law-enforcement bodies, while involving telecommunications operators and other industry participants.
The communiqué does not provide figures on the scale of the resurgence, the number of affected lines or operators, the revenue impact or specific enforcement cases arising from the latest activity.
Network expansion meets infrastructure protection challenge
Taken together, the Board’s deliberations point to a telecommunications regulatory agenda that extends beyond simply increasing the number of connected Nigerians.
The 8,526 deployed sites out of 12,179 commitments show substantial progress in the industry’s infrastructure expansion programme, but the Board’s reference to fibre cuts and June network disruptions highlights a parallel challenge: ensuring that existing and newly deployed infrastructure remains operational.
The approximately 70% deployment rate therefore represents both progress and a remaining workload of roughly 3,653 sites based on the total commitment reported by the NCC.
At the same time, the deployment of DMS and planned introduction of TIRMS indicate a shift towards greater use of technology in regulatory enforcement.
DMS is focused on devices and type approval, including the ability to block reported stolen devices, while TIRMS is intended to strengthen management of telecommunications identities and reduce risks associated with the misuse and recycling of mobile numbers.
The Board’s position that these systems must comply with legal, privacy and data protection requirements also reflects the increasingly interconnected nature of telecommunications regulation with Nigeria’s wider digital economy.
Digital inclusion, institutional reform and enforcement
The Board meeting also linked telecommunications regulation to broader digital development through its review of educational zero-rating and the proposed repositioning of DBI.
The educational initiative is designed to improve access to digital learning resources, while the DBI exercise is intended to establish a roadmap for strengthening the institute’s relevance and sustainability.
These measures sit alongside a more enforcement-oriented response to call masking and the Commission’s technology-driven approach to device and identity management.
The resulting regulatory agenda spans four broad areas: network resilience, digital trust and security, digital inclusion, and market integrity.
The Board ended the meeting by committing the Commission to continued transparency and regulatory actions aimed at supporting “network resilience, digital trust, inclusive connectivity, consumer protection, fair competition and the sustainable growth of Nigeria’s digital economy.”
The resolutions from the 110th meeting consequently leave several implementation milestones ahead: completion of the remaining operator infrastructure commitments; stronger protection of communications infrastructure against fibre cuts; deployment of TIRMS in October; implementation of the educational zero-rating framework from October 1; further work on DBI’s strategic repositioning; and intensified action against call masking.
For consumers and businesses, the immediate impact will depend less on the resolutions themselves than on how these commitments translate into network availability, service reliability, safer telecommunications identities, wider access to digital learning and stronger enforcement across the industry.
The Board’s latest meeting therefore presents a picture of a telecommunications regulator balancing rapid infrastructure expansion with resilience, technology-enabled oversight with privacy safeguards, digital inclusion with sustainable implementation, and industry growth with tougher enforcement.
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