E-Procurement adoption in the Southcoast SMEs

Gunasekaran, Angappa; McGaughey, Ronald E.; Ngai, Eric W.T.; Bharatendra, K.

doi:10.1016/j.ijpe.2009.05.013

Cited by 150 publications

(169 citation statements)

References 28 publications

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“…skilled staff and management commitment). In addition, the findings of this study also partly confirm the study of Gunasekaran et al (2009). Their study revealed that that top five barriers inhibiting the migration of e-purchasing technology were poor top management initiatives, fear of change to a new system, immaturity of the technology, lack of skills and knowledge in e-purchasing, and insufficient financial support.…”

Section: Motivation Enabling Factors and Difficulties/barriers In Isupporting

confidence: 80%

“…Most companies in the sector have implemented international quality management systems (ISO/TS16949), environmental management standard (ISO 14001), and adopted international operations strategies including just-in-time production system, lean manufacturing, supply chain management, total quality management, and other organizational innovation/intervention (Paul and Laosirihongthong, 1998). In addition, these companies are able to enhance the competitive advantage of their supply chains by investing in e-purchasing through web-based order processing (Gunasekaran et al 2009). …”

Section: The Thai Automotive Industry: Practices and Policymentioning

confidence: 99%

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Adoption of web-based order-processing systems: experiences from tier-1 suppliers in the automotive supply chain

Adebanjo

Laosirihongthong

2013

Production Planning & Control

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According to Vigtil (2007), EDI is an enabler of Vendor Managed Inventory (VMI). This paper is focused on the use of VMI-based web ordering systems in Thailand, a developing economy, and based on the activities of the first tier suppliers of original equipment manufacturers (OEMs). The VMI systems used by the OEMs are based on the following process. The system will generate orders either on a monthly or weekly cycle depending on customer orders and inventory status. The generated orders are then translated into web-based purchase orders which the suppliers can access electronically. Based on the purchase orders, the suppliers are then required to print a standardized label including a barcode and attach to the products. The labels improve receipt accuracy and invoice management. The suppliers will then use the web-based system to inform the customers that the products have been shipped prior to physical arrival of the products.This type of web-based system, while commonly in use in developed economies, is not as common in developing economies such as Thailand. It is important therefore to understand how the supplier community has received and perceives such systems. From a Thai industry perspective, it is also important to understand the difficulties, if any, that implementation of such systems bring as well as understand factors that can enable effective implementation of such technologies. This issues have not been studied in a Thai automotive context and understanding the issues will be of significant benefit to other organizations in the automotive as well as other industries in Thailand that intend to deploy webbased VMI systems. Potentially, it could also hold lessons for organizations in other developing economies. Therefore, this study is based on the phenomenon of adoption of web-based ordering

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Section: Motivation Enabling Factors and Difficulties/barriers In Isupporting

confidence: 80%

Section: The Thai Automotive Industry: Practices and Policymentioning

confidence: 99%

Adoption of web-based order-processing systems: experiences from tier-1 suppliers in the automotive supply chain

Adebanjo

Laosirihongthong

2013

Production Planning & Control

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“…Vaidya et.al (2004) discussed twelve case studies and identified key benefits of public e-procurement in the Australian public sector based on the use of the Balanced Scorecard approach and critical success factors. Other literature discussed the key benefits of e-procurement including perceived direct benefits Chang, Wang & Chiu, 2008;Croom & Brandon-Jones, 2007;Gunasekaran & Ngai, 2008;Ho et al, 2008;Vaidyanathan & Devaraj, 2008) that help to identify different key factors of better performance of public or private organizations including perceived direct benefits of e-procurement (Brandon-Jones & Carey, 2011;Mitchell, 2000;Panayiotou, Gayialis & Tatsiopoulos, 2004), perceived indirect benefits of e-procurement (Gunasekaran et al, 2009), perceived cost, firm size, top management support, information sharing culture, business partner influences (Teo, Lin & Lai, 2009). Eei, Husain & Mustaffa (2012) identified e-procurement's potential tangible and intangible benefits including enhanced efficiency and effectiveness in an organisation through reductions in costs and procurement process cycle times, increased transparency in contracts and overall competitiveness E-procurement has been recognised as a core application in e-commerce / e-government .…”

Section: Anti-corruption Factors Some Key Referencesmentioning

confidence: 99%

An Empirical Evaluation Of The Potential Of Public E-Procurement To Reduce Corruption

Neupane

Soar

Vaidya

2014

AJIS

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One of the significant potential benefits of e-procurement technology is reducing opportunities for corruption in public procurement processes. The authors identified anticorruption capabilities of e-procurement through an extensive literature review and a theoretical model representing the impact of three latent variables: monopoly of power, information asymmetry, and transparency and accountability upon the dependent variable, the intent-to-adopt e-procurement. This research was guided by the PrincipalAgent theory and collected the perceptions of 46 government officers of the potential of public e-procurement to reduce corruption in public procurement processes. Results were analysed using the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach. The findings suggest that the intent-to-adopt e-procurement has a positive and significant relationship with the independent variables that might inform developing countries in strategies to combat corruption in public procurement.

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“…Procurement of goods/services by an organisation via the Internet (commonly known as Eprocurement) has received considerable popularity worldwide since the 1990s (Gunasekaran, McGaughey, Ngai, & Rai, 2009). Despite many benefits that organisations may experience from the implementation of e-procurement initiatives (e.g.…”

Section: Introductionmentioning

confidence: 99%

Promises and Pitfalls of Using Social Media in Public E-procurement: an Appraisal

As-Saber

Rahman

Rahim

et al. 2014

AJIS

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Social Media (SM), in recent years, is emerging as a common platform for low cost information exchange, and has attracted a critical mass of users both at corporate and retail levels. Theoretically, SM can thus be used as a tool to strengthen e-procurement in the public sector. Towards this end, we have prepared a conceptual model drawing on literature reviews and some examples while identifying a set of expected benefits and challenges within four stages of e-procurement. Using the framework, a case study has been conducted involving Australian public procurement initiatives and 15 federal government senior officials engaged in e-procurement. They have been interviewed to shed light on the possibilities and challenges of using SM in the public e-procurement context. The findings of the study suggest a limited scope for SM usage in the Australian public sector e-procurement process. The implications of the findings are discussed and some recommendations offered.

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E-Procurement adoption in the Southcoast SMEs

Cited by 150 publications

References 28 publications

Adoption of web-based order-processing systems: experiences from tier-1 suppliers in the automotive supply chain

Adoption of web-based order-processing systems: experiences from tier-1 suppliers in the automotive supply chain

An Empirical Evaluation Of The Potential Of Public E-Procurement To Reduce Corruption

Promises and Pitfalls of Using Social Media in Public E-procurement: an Appraisal

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