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Purpose This study investigates the barriers constraining the effective implementation of sustainable procurement practices in state-owned enterprises (SOEs), with specific reference to South Africa. Design/methodology/approach A concurrent mixed-methods research design was adopted. Data were collected through semi-structured interviews with 51 procurement professionals across 26 Schedule 2 and Schedule 3 SOEs. Quantitative data were analysed using descriptive and inferential statistics to rank procurement barriers, while qualitative data were analysed thematically to provide contextual depth. Findings The findings reveal that institutional and market-level barriers, particularly the dominance of preferential procurement mandates and the limited availability of green suppliers, are the most significant constraints, outweighing organisational and capability-related barriers. Governance failures, economic cost dominance and weak environmental integration further reinforce persistent implementation gaps. Differences between Schedule 2 and Schedule 3 SOEs indicate that governance structures and financial autonomy moderate the manifestation of these barriers. Research limitations/implications The study’s findings should be interpreted in light of several limitations. The empirical focus was restricted to Gauteng Province and to SOEs affiliated with the State-Owned Enterprises Forum (SOEPF). The results may therefore not fully capture the experiences of SOEs in other provinces or those outside the SOEPF. In addition, the purposive sampling approach, while appropriate for targeting knowledgeable respondents, may have excluded alternative perspectives, particularly from smaller or less formalised SOEs. The sample distribution was also uneven, with a higher representation of Schedule 2 entities, which may have influenced the robustness of the comparative analysis. Future research should therefore seek balance and expand the sample to provide a more comprehensive assessment of SP adoption across the different SOEs schedules. Future studies should extend the geographic and sectoral scope of inquiry, employ stratified or weighted sampling to enhance representativeness and conduct cross-national comparisons to better understand contextual influences on SP. Further research should also explore innovative approaches such as circular economy models, green financing and supplier development programmes, which may provide new pathways for overcoming SP barriers in SOEs. Lastly, future studies could use advanced decision-making techniques, such as the best–worst method, to systematically arrange SP barriers according to their relative significance, thereby supporting more targeted and effective policy intervention. Practical implications The results suggest that isolated training or procedural reforms are insufficient. Effective sustainable procurement in SOEs requires coordinated institutional reform, strengthened governance and enforcement mechanisms, supplier market development and targeted capability-building initiatives. Social implications The findings highlight the urgent need for a national SP policy framework that integrates social, economic and environmental dimensions. Such a framework should provide clear guidelines for SOEs, ensure alignment with global sustainability standards and promote consistent enforcement. Capacity development programmes are also essential to equip procurement professionals with the knowledge and skills required for green procurement and life-cycle costing. Furthermore, preferential procurement policies should be reformed to more effectively support marginalised groups, including enterprises owned by people with disabilities. Finally, measures to improve transparency, strengthen consequence management and develop markets for green suppliers are critical for embedding sustainability across the procurement system. Originality/value This study contributes to the literature by empirically ranking sustainable procurement barriers and developing a multi-level conceptual framework that explains how institutional, governance, market, organisational and capability constraints interact to produce policy–practice decoupling in SOE procurement.