The economic context of government procurement: new challenges and new opportunities

Callender, Guy; Matthews, Darin

doi:10.1108/jopp-02-02-2002-b003

Cited by 16 publications

(10 citation statements)

References 8 publications

(2 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…1 Reduces procurement cost Hiller and Belanger (2001), Neef (2001), de Boer et al (2002, Davila et al (2003), Moon (2003), Panayiotou et al (2004), Gansler et al (2003), Croom and Brandon-Jones (2005), Barbieri and Zanoni (2005), Vaidya et al (2006), Gil-Garcia (2006), Zaharah (2007) and Maniam et al (2007) 2 Electronic transactions offer improved efficiency for both the supplier and government (procurement office). Henriksen and Mahnke (2005), Callender and Schapper (2003) and Callender and Matthews (2002) 3 Increases accountability and transparency Jones (2002) and Henriksen and Mahnke (2005) 4 Improves G2B collaborative relationships Dyer (2000) and Tang et al (2001) 5 Improves the internal service and purchasing function Stanley and Wisner (2001) and Croom and Brandon-Jones (2005) 6 Efficiency gains and price reductions de Boer et al (2002) and Panayiotou et al (2004) 7 Increases customer satisfaction Thai and Grimm (2000) Although the benefits of adopting e-procurement systems are immense, literature indicates that the adoption of e-procurement technologies is still at the infant stage for many developing countries, including Malaysia (Maniam, 2005(Maniam, , 2006. Many organisations, either B2B or G2B, are still taking the attitude of 'waiting and seeing' other suppliers and organisations getting involved.…”

Section: No Benefits Of E-procurement Literaturementioning

confidence: 99%

Electronic procurement: a case study of Malaysia's e-Perolehan (e-procurement) initiative

Kaliannan

Awang

Raman

2009

IJEG

View full text Add to dashboard Cite

This paper presents a case study of Malaysia's e-procurement initiative. This initiative is locally known as e-Perolehan. The case reports among others, the vision of the Malaysian government in the light of embarking on e-procurement, the process flow within e-Perolehan, and the issues therein. The general consensus amongst both the buyer and seller communities is that e-procurement will become an important management tool to enhance the performance of the supply chain, especially in the public sector. We expect that between the next three and five years, more suppliers will grab the opportunity and benefit fully from the e-Perolehan initiative in Malaysia.

show abstract

Section: No Benefits Of E-procurement Literaturementioning

confidence: 99%

Electronic procurement: a case study of Malaysia's e-Perolehan (e-procurement) initiative

Kaliannan

Awang

Raman

2009

IJEG

View full text Add to dashboard Cite

show abstract

“…The procurement process is not limited only to the procurement stage [23], especially dealing with procurement at strategic and tactical levels. Procurement procedure influences the execution of works, increase dynamics in the market, and eventually, they are changing ground for next procurement processes.…”

Section: Challenges In Procurementmentioning

confidence: 99%

Gamifying Project Procurement for Better Goal Incorporation

Kornevs¹,

Hauge²,

Meijer³

2020

Game Design and Intelligent Interaction

View full text Add to dashboard Cite

Many services that we use daily, like healthcare, infrastructures, public transport, education, and others, are provided by the public sector. These services are provided using the project procurement process. In most cases, this process has a highly complex and dynamic interaction. It leads to issues, such as information asymmetry, over-specified tenders, not efficient feedback loops, etc. As a result, projects can rarely match to the objectives of organizations. This work explores the use of participatory simulation to help holistically investigate a project procurement process to incorporate better goals of organizations. Based on case studies from the Swedish road construction field, it can be concluded that participatory simulation is an effective approach to experiment with the effects of project procurement.

show abstract

“…on top of these internal goals, the public sector organizations need to meet other external goals by the citizens they are serving like roads, clinics, electricity etc. which might conflict with the internal goals (Callender and Matthews, 2002;Schapper et al, 2006). b) Public organizations have also political goals to meet, where sometimes community halls are built to keep the youth engaged with musical practice, community meetings etc.…”

Section: Internal Demandsmentioning

confidence: 99%

Job–Person Fit and Leader’s Performance: The Moderating Effect of the Rorschach Comprehensive System Variables

Peltokangas

2016

Asian Journal of Social Sciences and Management Studies

View full text Add to dashboard Cite

Public institutions are subject to huge range of legislative restrictions, controlled by the legislative, executive and judicial authorities and subject to criticism by the public at large as compared to private sector procurement processes which are led by profit motives (Fourie, 2009). In both public and private sector procurement, the goods, services and or works have to be acquired, which is the most similarity between these two sectors. In the final analysis, Oughton (2007) alluded to the fact that, it is how well these concepts work that truly determine their worth; it is clear that public and private sector supply chains truly are "two sides of the same coin" and that many private sector best practices can be used in the public sector with great success and with little or no modification; thereby fostering the much needed partnership between these two sectors. A general concern among public sector procurement processes is a low level of trust to the suppliers in that the best price offer ultimately is selected or given high weight like in the South African 80/20 and 90/10 preferential point system, however there is a contrast, in that the private sector often considers performance equally or even more important than price so the 80/20 and 90/10 principle wouldn"t work in private sector procurement. Private sector procurement managers are said to be more interested in the quality of performance than costs; therefore the public sector procurement officials can learn more of these good practices from the private sector.

show abstract

The economic context of government procurement: new challenges and new opportunities

Cited by 16 publications

References 8 publications

Electronic procurement: a case study of Malaysia's e-Perolehan (e-procurement) initiative

Electronic procurement: a case study of Malaysia's e-Perolehan (e-procurement) initiative

Gamifying Project Procurement for Better Goal Incorporation

Job–Person Fit and Leader’s Performance: The Moderating Effect of the Rorschach Comprehensive System Variables

Contact Info

Product

Resources

About