The use of qualifications-based selection in public procurement: A survey research

Qiao, Yuhua; Cummings, Glenn

doi:10.1108/jopp-03-02-2003-b004

Cited by 23 publications

(13 citation statements)

References 3 publications

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“…[Insert Table 1] Procurement Objectives Analogous management objectives for public procurement exist in many countries across the globe (e.g. Jones, 2002;Qiao and Cummings, 2003). For instance, following a forum by members of the Asia-Pacific Economic Cooperation (APEC), the expert groups in procurement put together a number of values or objectives such as open and efficient competition, transparency, fairness, value for money (VfM), accountability and due process (Rothery, 2003).…”

Section: Procurement Capacitymentioning

confidence: 99%

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Manu¹,

Asiedu

Mahamadu

et al. 2021

ECAM

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PurposeEffective procurement of infrastructure is linked to the attainment of the sustainable development goals set by the United Nations. While the capacity of organisations is generally thought to be related to organisational performance, there is a lack of empirical insights concerning the contribution of procurement capacity of public organisations towards the attainment of procurement objectives in infrastructure procurement. Thus, it is unclear which aspects of the capacity of public procurement organisations contribute the most to the attainment of procurement objectives in the procurement of infrastructure. This research sought to address this gap.Design/methodology/approachThe research used a survey of public procurement professionals which yielded 590 responses.FindingsExploratory factor analysis of 23 organisational capacity items revealed three components of organisational procurement capacity: “management of the procurement process”; “human and physical resources”; and “financial resources and management”. Multiple regression modelling of the relationship between the components and the attainment of 12 procurement objectives further reveals that there is a significant positive relationship between the three components and all the objectives. However, “management of the procurement process” emerged as the greatest contributor to the attainment of seven objectives, whereas “human and physical resources”, and “financial resources and management” were the greatest contributor to the attainment of one objective and four objectives, respectively.Originality/valueThe study provides strong empirical justification for investment in the development of procurement capacity of public agencies involved in procurement of infrastructure. Furthermore, procurement capacity development of specific capacity components can be prioritised based on the relative contribution of capacity components to the attainment of desired procurement objectives. This should be useful to government policymakers as well as multilateral organisations that fund infrastructure and procurement reforms in various countries.

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Section: Procurement Capacitymentioning

confidence: 99%

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Manu¹,

Asiedu

Mahamadu

et al. 2021

ECAM

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“…It is the most imperative principle of procurement which involves the contemplation of public organizations to contribute for development of their policies, rules, and priorities during the time when they are getting the best payback and results against the expenditure (Bauld and McGuinness 2006). At certain times, the states are at their liberty in order to consider some other measures rather than the lowest cost, for instance, the technical skills, educational qualification of the strategic employees, and prior records of performance in conferring contracts to the suppliers (Qiao and Cummings 2003). These things may cost the governments more but will also give more benefits and improved performance.…”

Section: Value For Money (Vfm)mentioning

confidence: 99%

Public Procurement

Siyal

Xin

2019

Global Encyclopedia of Public Administration, Public Policy, and Governance

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“…Many jurisdictions worldwide have, implicitly or explicitly, similar management objectives for public procurement (e.g. Qiao & Cummings, 2003;Jones, 2002;Thai, 2001). Common policies are widespread between jurisdictions, notwithstanding the great variances in methodologies and operational practice.…”

Section: Procurement Management Objectivesmentioning

confidence: 99%

“…In contrast to the UNCITRAL model law approach, the performance management approach advocated by the OECD/DAC Development Assistance Committee ( 2003) describes procurement and its governance in terms of strategic mainstream management (see also Qiao and Cummings, 2003). Representing the management approach are the European Commission, UK (Thai, 2001) and Australia (Purchasing Australia, 1995).…”

Section: Reform and Public Procurementmentioning

confidence: 99%

An analytical framework for the management and reform of public procurement

Schapper

Malta

Gilbert³

2006

Journal of Public Procurement

114

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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 conformanceperformance 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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The use of qualifications-based selection in public procurement: A survey research

Cited by 23 publications

References 3 publications

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Public Procurement

An analytical framework for the management and reform of public procurement

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