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Procurement

About: Procurement is a research topic. Over the lifetime, 25669 publications have been published within this topic receiving 334145 citations.


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01 Jan 1997
TL;DR: The main rationale for contracting out is to improve efficiency in service provision by harnessing the virtues of competition, in particular the superior productivity engendered among competitive providers as discussed by the authors, however, contracting out has the potential to reduce the extent of public accountability by transferring the provision of public services to members of the private sector who are generally not subject to the same accountability requirements as public officials.
Abstract: Governments are increasingly moving to contract out the provision of public services which have previously been delivered by public service departments Contracting out typically implies provision by private sector contractors However, it may also include in-house provision by public service departments or other public agencies where the right to provide is won through competitive tendering and is governed by contract At the Commonwealth level, the trend has been given added impetus by the Coalition government elected in 1996 (Reith J 996; National Commission of Audit 1996) The main rationale for contracting out is to improve efficiency in service provision by harnessing the virtues of competition, in particular the superior productivity engendered among competitive providers (Industry Commission (IC) 1996, B34; Appendix E) At the same time, there is a legitimate expectation that providers of public services paid for by public funds will be publicly accountable (IC 1996, BI) However, contracting out has the potential to reduce the extent of public accountability by transferring the provision of public services to members of the private sector who are generally not subject to the same accountability requirements as public officials Indeed, reduction in such accountability requirements may be one of the reasons for the greater efficiency of the private sector

78 citations

Journal ArticleDOI
TL;DR: In this paper, the authors analyze a model in which potential suppliers invest in research and development (R&D) and then compete for a procurement contract from a buyer, and show that if the buyer is able to commit to a procurement mechanism before the investment stage, the full-information solution can be uniquely implemented by first-price and second-price sealed-bid auction mechanisms when the R&D technology exhibits decreasing returns to scale.
Abstract: The authors analyze a model in which potential suppliers invest in research and development (R&D) and then compete for a procurement contract from a buyer. If the buyer is able to commit to a procurement mechanism before the investment stage, the full-information solution can be uniquely implemented by first-price and second-price sealed-bid auction mechanisms when the R&D technology exhibits decreasing returns to scale. If the procurement mechanisms and the levels of investment are chosen simultaneously, the full-information solution cannot be implemented. The authors discuss how the second-best equilibrium contract varies with the number of suppliers. Copyright 1996 by Economics Department of the University of Pennsylvania and the Osaka University Institute of Social and Economic Research Association.

77 citations

Patent
14 Dec 2001
TL;DR: In this paper, a system and method for tracking, updating and sharing information related to a supply chain purchasing transaction is presented, which provides a means for creating corresponding delivery order when a purchase order is generated.
Abstract: A system and method for tracking, updating and sharing information related to a supply chain purchasing transaction. The system according to the present invention provides a means for creating corresponding delivery order when a purchase order is generated. The corresponding delivery order may be configured to have any number of attributes which allows users to monitor, update and control access to the information.

77 citations

Journal ArticleDOI
TL;DR: In this paper, the authors used data from the Federation of Small Businesses 2008 biannual survey to compare different patterns of procurement depending on the territorial scale of government, in terms of both the innovativeness of SMEs supported through public procurement as well as demand-side contributions to local and regional economic development.
Abstract: Government procurement policy in the UK is an uneasy mixture of different policy legacies, where the dominant objectives of cost-efficiency and value for money compete with alternatives which emphasise public procurement as central to innovation policy and/or a critical demand-side instrument in local and regional economic development. Quantitative analysis of which types of small and medium-sized enterprises (SMEs) benefit, and how, from different levels of government as a customer is, however, rare in the UK (and indeed more widely across the EU). Utilising data from the Federation of Small Businesses 2008 biannual survey, we address this important task. Results reveal different patterns of procurement depending on the territorial scale of government, in terms of both the innovativeness of SMEs supported through public procurement as well as demand-side contributions to local and regional economic development, allowing us to judge future possible policy directions with regard to the use of public procur...

77 citations

Journal ArticleDOI
TL;DR: In this paper, a framework for the development of a competitive purchasing strategy is presented, based on the integration of purchasing and procurement operations to satisfy the needs of direct and indirect customers, necessitating constructive management of both inter-company and intra-company relationships.
Abstract: Since the mid-1970s there has been a growing, if sporadic, interest in strategic approaches to the procurement process, with an emphasis on the scope for proactivity. However, there has been little consideration of the contribution that may be made to the overall competitive efforts of the organization. This article begins to address this missing link by going back to the fundamental objectives of the purchasing activity and by outlining a framework for the development of a competitive purchasing strategy. The main thrust of such a program centers on the integration of purchasing and procurement operations to satisfy the needs of direct and indirect customers, necessitating constructive management of both inter-company and intra-company relationships. The conclusion reached is that purchasing and marketing are not merely interdependent, but that making the “right” procurement decisions is a necessary ingredient in competitive success.

77 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20231,696
20223,449
20211,142
20201,363
20191,503
20181,423