On the surface, you might say that buying is buying, no matter who the buyer is. In both the public and private procurement sectors, purchases are made from the same suppliers. Both industries are looking for efficient, flexible, value- and pricing-planned systems. However, the systems and rules are what distinguish the two. They are completely different in the dynamics of their operations. Compared to the private sector, the public sector procurement process differs in numerous aspects. The intent of this paper is to examine the differences between public sector procurement and private sector procurement with attention to how private sector procurement methods may or may not be useful in public sector procurement. Definitions of procurement are abundant. For the purposes of this article, I will use the definition provided by BusinessDictionary.com, which states that procurement is the act of obtaining or purchasing goods and services. The process includes preparing and processing a request, as well as receiving and approving payment. Procurement can be further classified according to the sector in which it operates, such as public or private. Literature Review In both the public and private sectors, there is a need to acquire goods and services, and in both there are good reasons to fight for the best procurement contract. the goods and services requested. However, despite these similarities, it is well known that public procurement is very different from private sector procurement (Erridge, 1996; Thai, 2001; Thai et al., 2004). The methods for assessing these differences differ in different publications. Numerous articles consider how procurement execution is affected differently in public and private… in the middle of paper… in material specifications and in the purchasing process itself. In the event that the process changes, buyers should hold meetings with bidders to communicate such changes. A specialist in procurement of alternative instruments in the public sector should consider the "should it cost" strategy when evaluating the tender. The "should cost" price is obtained by calculating an estimate of the actual cost incurred by the supplier to create and provide the requested materials or services. This examination can then be used to uncover inefficiencies or options to reduce expenses. Should-cost pricing is produced by constructing spending models dependent on both standard information and data required as a component of the RFQ process. Spend models can also be used as part of the final contract negotiation and in negotiations that may occur if the supplier asks for a price increase.