Volume 6, Numbers 1 & 2, 2006

VOLUME 6, NUMBERS 1 & 2, 2006
An Analytical Framework for the Management and
Reform of Public Procurement ...................................................... 1
P. R. Schapper, J. V. Malta and D. L. Gilbert
SYMPOSIUM
Symposium on E-Procurement in Public Sector: Part II ............ 27
A. Ancarani
Factors Influencing E- Procurement Usage ................................. 28
K.Dooley and S. Purchase
The Implementation of an E-Reverse Auction System in an
Italian Health Care Organization ................................................. 46
L. Raffa and G. Esposito
Critical Factors That Influence E-Procurement
Implementation Success in the Public Sector .............................. 70
K. Vaidya, A. S. M. Sajeev and G. Callender
PRACTITIONERS' CORNER
Public Procurement Procedures in Turkey ................................. 100
S. Kural and U. Alsac
USEFUL REPRINTS
Framework for Assessing the Acquisition Function at Federal Agencies .......................................................................................... 131
U. S. Government Accountability Office
BOOK REVIEW
Regulating Procurement ............................................................... 177
M. Flynn

ABSTRACT. Turkey transformed the public procurement procedures in year 2002 by two laws; Public Procurement Law and Public Procurement Contracts Law. This situation brought about challenges for the stakeholders from both the public sector and private sector. This paper presents an analysis of the new public procurement procedures to understand the path from the determination of the need to the signing of the contract as well as several special provisions for consultancy services, complaint reviews and statistics of the last two years.

ABSTRACT. E-Procurement (EP) can be defined as using the Internet in the purchasing process (de Boer, Harink & Heijboer, 2002). This paper focuses on the EP implementation process. Such process is defined as the way new technologies are absorbed by organizations and become part of their routines (Capaldo, Raffa & Zollo, 1994; Leonard-Barton, 1988; Leonard & Spring, 2002). This paper illustrates the preliminary results of an explorative study focused on the implementation process of an e-procurement system in the Italian-public-health-care system. Drawing on the ICT implementation process literature, this research aims at contributing to the identification of a set of conditions under which different EP forms appear appropriate in different purchasing and organizational settings (Min & Galle, 1999; Emiliani, 2000).

ABSTRACT. Federal agencies are relying increasingly on contractors to perform their missions. With hundreds of billions of tax dollars spent each year on goods and services, it is essential that federal acquisition be handled in an efficient, effective, and accountable manner. The Government Accountability Office (GAO), however--as well as other accountability organizations, inspectors general, and the agencies themselves--continue to identify systemic weaknesses in key areas of acquisition. In fact, the acquisition function at several agencies has been on GAO's high-risk list, which identifies areas in the federal government with greater vulnerability to fraud, waste, abuse, and mismanagement. In January 2005, we added interagency contracting to this list. Far too often, the result of poor acquisitions has been an inability to obtain quality goods and services on time and at a fair price. We can no longer afford such outcomes. Given current fiscal demands and the fiscal challenges we are likely to face in the 21st century, the federal government must improve its ability to acquire goods and services in a cost-effective manner. GAO developed this framework to enable high-level, qualitative assessments of the strengths and weaknesses of the acquisition function at federal agencies. Such assessments can help senior agency executives identify areas needing greater management attention, and enable accountability organizations (including GAO) to identify areas requiring more focused follow-up work. The framework consists of four interrelated cornerstones that our work has shown are essential to an efficient, effective, and accountable acquisition process: (1) organizational alignment and leadership, (2) policies and processes, (3) human capital, and (4) knowledge and information management. The framework supports an integrated evaluation approach, but each of these cornerstones can stand alone so users of this framework may tailor evaluations to an agency's specific needs.

ABSTRACT. Research indicates that e-procurement is being implemented slowly in many organizations, especially government organizations. This article investigates positive factors influencing e-procurement intentions within semigovernment organizations. A web-based survey was carried out on Australian government purchasing professional's perspectives of e-procurement. Findings from a multiple regression analysis indicate that suppliers' participation, internal managerial support and the perceived benefits gained through implementation all influence e-procurement intentions.

ABSTRACT. This paper presents the results of a literature survey developed to support a proposed model of the Critical Success Factors (CSFs) likely to impact the success of e-Procurement initiatives in the public sector. It identifies a number of relevant variables for each CSF and presents a model for future research. It also analyses the relative importance of different CSFs and observes that organization and management factors are the most important category for success of e-Procurement initiatives. If e-Procurement initiatives in the public sector are to assist the development of e-Procurement across the information economy, there should be wider discussion and agreement on what constitutes the relevant CSFs and how the achievement of success can be assessed.

ABSTRACT. Public procurement frameworks in developed and developing countries alike are recognised as being characterised by an unstable tension between the public expectations of transparency and accountability, and of efficiency and effectiveness of resource management. This conformance - performance tension, manifest throughout a complex procurement environment, is further destabilised by conflicting stakeholder interests at the political, business, community and management levels and exacerbated by competing claims between executives, lawyers, technologists and politicians for lead roles in this arena. The application of new technology in this discipline offers a qualified potential to substantially resolve these tensions. However, the application of technology is itself at risk from a lack of understanding about the nature of its impact and the wider political dimensions of professionalism in public procurement.

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