Supply management in American public administration: Towards an academic discipline?

Green supply management in the public and private sector in Hungary

“…This difference has existed for a long period of time, and developments in public administration have only refined the range of factors that strengthen centuries-old differences. The findings of Telgen et al (2007) and Rendon and Snider (2010) highlight the role of issues which are mainly due to the development of modern society. The mapping of the objectives of public procurement in terms of legal regulations, and the analysis of its possibilities characteristically linked to regulation mean that the purchasing sectors have been handled separately, with the result that although green issues have been awarded priority in both fields, comparisons of the private and public sector are seldom undertaken.…”

“…large buyers, reciprocity) The conclusion of Telgen et al's article is that public sector procurement is more complex than private sector procurement. Rendon and Snider (2010) also comprehensively describe why differences exist in terms of the supply management of the business and the public sector. Public procurement has a managerial, legal and political framework; it is part of public budgeting and financial management; there are structural differences between private and public interests; it is less impacted by external influence; and there is a difference between the "bottom line" and "public interest".…”

Elemzési keret a hazai központosított közbeszerzésekhez – hatékonyságnövelés és modernizáció

“…A beszerzési modellek esetében legyen szó akár a centralizálás kérdéséről, vagy a független szervezetek önkéntes kooperációjáról a működési költségek alakulása, a költségek megosztása mindenképpen kulcskérdés. S bár mint láthattuk az előnyök között kiemelt helyen szerepelnek az árban elért megtakarítások, ezek önmagukban nem értékelhetőek, csak a teljes folyamatköltségek figyelembevételével (Karjalainen, 2011;Rendon -Snider, 2010).…”

“Do as I Do and Not as I Say”: Exploring Price‐Oriented Maverick Buying During Supplier Selection

“…While the FTA requires the use of the BVPM, it does not, however, stipulate which evaluation criteria should be used, how they should be weighted, nor the methodology by which suppliers should be scored (Federal Transit Administration, , ), with the objective being to not overtly limit PM decision‐making power or use of judgment. As such, the BVPM SSP is self‐regulatory in nature (Salisbury, ; Snider & Rendon, ; Rendon & Snider, ) facilitating PM discretion concerning price's relative importance in context of the buying situation. Interestingly, industry studies have observed PMs tending to predominantly base supplier selection decisions on lowest‐price (Federal Transit Administration, ; Hidalgo & DeVries Inc, ; American Public Transportation Association, ).…”