Public procurement policy: implications for theory and practice

Snider, Keith F.; Rendon, Rene G.

doi:10.1108/jopp-08-03-2008-b003

Cited by 54 publications

(36 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In Norway, for example, public purchasing constitutes more than 350 billion NOK a year, about 15% of the country's GDP (Norwegian government, 2013). Specific sectors in these countries, such as defense, education, transportation and health services are particularly important arenas for public purchasing (Snider and Rendon, 2008). Grudinschi et.…”

Section: Public Procurement Its Impact and The Eu Directivesmentioning

confidence: 99%

Public procurement reform in the EU: start of a new era?

Torvatn

Boer

2017

IMP

View full text Add to dashboard Cite

Research done by researcher involved with the IMP approach has shown clearly that companies that manage to build effective long-term relationships with its suppliers in many cases can achieve higher efficiency, higher quality and a higher rate of innovation than companies who rely solely on competitive, arms-length transactions. Private companies can freely use high-intensity relationships (Araujo et. al., 1999) when this is suitable and thus achieve these advantages.However, for public purchasers, the possibility to build long-term supplier relationships has typically been limited by European and national public purchasing directives. The EU has recently initiated a comprehensive reform of the directives, with among other things, a particular focus on public-private collaboration and innovation. The traditional, arm's length approach towards suppliers seems to give some way to more dialogue and interaction based purchasing approaches.This article will first summarize research that has been critical of the previous public purchasing directives and that has aimed to explain how and why these directives have been limiting. Next, we then discuss the upcoming changes in the EU public purchasing directives in the light of this criticism and we develop some conjectures about the effects we think they might have. Finally, we propose some important areas for future research in this area.

show abstract

Section: Public Procurement Its Impact and The Eu Directivesmentioning

confidence: 99%

Public procurement reform in the EU: start of a new era?

Torvatn

Boer

2017

IMP

View full text Add to dashboard Cite

show abstract

“…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, ).…”

Section: Theoretical Development and Research Hypothesesmentioning

confidence: 99%

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

2016

View full text Add to dashboard Cite

This article empirically examines the occurrence of price-oriented maverick buying (MB) during supplier selection, in a direct purchasing process context. Drawing on agency theory, maverick buying, and total cost of ownership (TCO) literature, the statistically significant existence of price-oriented MB is investigated and the purchasing manager (PM)-related factors that influence such noncompliant behavior are determined. A discrete choice experiment is designed to simulate a TCO-based supplier selection process in which an established purchasing framework agreement stipulates PMs not necessarily be price-oriented (i.e., select suppliers primarily based on lowest price), and then models PM choice behavior in the supplier selection process (SSP), utilizing a conditional logit model (CLM) to determine PM compliance to the established purchasing framework agreement and identify if price-oriented MB exists. Statistical tests utilizing comprehensive primary and secondary data are then conducted to determine if correlational relationships exist between PM-related factors and PM price-orientation. Results indicate that three PM-related factors bear a significant correlational relationship to PM price-orientation.

show abstract

“…The remit of contemporary public procurement includes meeting traditional goals of cost and value to wider economic, social, environmental and ethical concerns (Arrowsmith, 1995;McCrudden, 2004;Snider and Rendon, 2008). As such it is reasonable to describe public procurement as multi-dimensional in character (Thai, 2001).…”

Section: Literature Review 21 Policy Environmentmentioning

confidence: 99%

Public buying decisions: a framework for buyers and small firms

McKevitt

Flynn

Davis

2014

International Journal of Public Sector Management

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to explore the factors that influence buyer decision-making in public procurement. The objective is to better understand the processes and conditions that support different supply arrangements, which maximise SME participation. Design/methodology/approach -The paper uses case study evidence of contract awards across multiple organisational contexts including: a local authority, commercial semi-state, police force, and a tourist agency. Findings -National policy and the role of procurement exerted mixed effects upon the cases. The procurement processes were broadly similar and included cross-functional teams, consideration of trade-offs and market research.Research limitations/implications -The paper highlights the transition of public organisations toward strategic procurement including supplier engagement. Practical implications -This offers buyers a decision support tool that promotes equal opportunities for SME participation, a key goal of EU procurement. The implications for suppliers of each buying decision are also outlined. The concept of practical rationality is used to support the framework. Originality/value -A normative framework of public procurement decision-making is generated from the cases. Buying complexity and supplier engagement are two conditions that support a 2 £ 2 decision framework. The framework extends efficient and central-buying decisions to include adapted and balanced decisions. This range offers buyers a decision support tool that promotes equal opportunities for SME participation, a key goal of EU procurement. The implications for suppliers of each buying decision are discussed.

show abstract

Public procurement policy: implications for theory and practice

Cited by 54 publications

References 10 publications

Public procurement reform in the EU: start of a new era?

Public procurement reform in the EU: start of a new era?

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

Public buying decisions: a framework for buyers and small firms

Contact Info

Product

Resources

About