This report summarizes the work done by Thematic Working Group 4 (TWG4) on “Procurement and Tendering” for e-bus deployment. It further analyses the various Good Practices collected by project partners with a reference to the above aspects. This report takes the policy learning one step further and sheds light on regional similarities and differences in practices that have been found functional and worth spreading.
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The Procurement Platform Groningen is a cooperation of 15 tendering authorities in the northern part of the Netherlands. The Platform requested Hanze to start a research project concerning the Social Added Value of the Platform’s spend. The first phase of this research has now been completed. This phase has resulted in more insight into the spend of the Platform. The subject of this working paper concerns one of the next steps in this research. How can tendering authorities stimulate innovation within SMEs through tenders below threshold values? Most of the Platform members’ spend is put to market through non-European tenders. This paper describes a theoretical research into Platform’s possibilities to encourage innovation in SMEs, by using tendering for contracts that are below the threshold value. The results of this research show that the Platform can use several tendering procedures.
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In Germany, public transport organizations are mainly owned by public authorities. Procurement in Hamburg involves the buses and infrastructure instead of transport services. The procurement process for buses and infrastructure is performed by the transport companies. Such processes must meet German and European public regulations. Therefore, public tender and procurement procedures for buying buses by German Public Transport Operators (PTOs) can be more complex and lengthier than procurement by private PTOs in other countries. As a result, the public transport companies are not primarily driven by profitability, but also by obligations towards the public and political aims. Obligations can comprise to provide affordable, environmentallyfriendly transport services for the citizens. In Hamburg, the public authority incorporates obligations (requirements) for the e-buses in their tendering documents. In Utrecht, as well as most of the rest of the Netherlands, public transport is carried out by private companies, under an operating contract (concession) with a public transport authority. In Utrecht, this authority is the province of Utrecht. The e-buses are the operators’ private property and they are obliged to account to the province of Utrecht for their implementation of public transport. When the province of Utrecht procures the operation of public transport services by means of a European tendering process, private transport companies can offer a bid for this tender. Both, the authority and operators, want to provide good public transport for their customers, but they both have different goals. The operators want to earn a reasonable profit margin on public transport, while the authority wants to fulfil certain public policy goals. The tendering process is where these two come together. It is a strong mechanism to get the best ‘value for money’ out of the market – for example, the most public transport, or the highest number of e-buses running in the area, within the available budget of the public transport authority.
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A large share of urban freight in cities is related to construction works. Construction is required to create attractive, sustainable and economically viable cities. When activities at and around construction sites are not managed effectively, they can have a negative impact on the cities liveability. Construction companies implementing logistics concepts show a reduction of logistic costs, less congestion around the sites and improved productivity and safety. The client initially sets the ‘ground rules’ for construction in the tendering process. This paper explores how tendering for construction projects can support sustainable urban construction logistics. We explore the potential for tendering construction projects, by both public and private clients, for sustainable urban construction logistics and we present a conceptual framework for specifying ‘logistics quality’ as a quality criterion for EMAT (Economically Most Advantageous Tender). Our exploration results in questions for further research in tendering for sustainable urban construction logistics.
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from the article: Supply chain integration intensifies through digitalisation of business administration (BA) processes. However, it is unclear whether differences exist between the public and private sector in development or implementation of supply chain integration solutions. The large scope of the supply chain, being a large network of companies working together towards one end product, is limited for this study to e-procurement processes. The related software solutions are included. This study starts with a theoretical snapshot of e-procurement. This is followed by a process viewpoint of the e-procurement function. Next five different forms of e-procurement cooperation are presented seen from an actors network viewpoint. The utilisation of these forms create insight in the differences between the public and private sector in their e-procurement adoption behaviour. The process maturity scan results shows that the process maturity between the two sectors is comparable. However, this only explains the differences per sector concerning their ability to improve and control their processes in general. For reliability, this step is followed by three in-depth interviews combined with analyses of recent e-procurement behaviour studies involving the two sectors. The final step compares the maturity outcome with the in-depth data results. Both sectors show certain forms of coalition in the e-procurement. Where ‘competition’ is a construct that drives the private sector, the public sector has cost control as a driver towards collaboration and integration within e-procurement. This can only partially be explained by the past European financial crises. Differences are found in digital collaboration and the integration itself. The most important difference lies in the European tendering procedure to which the public sector (unlike the private) is restricted. In nature an e-procurement design and development project does not fit the prescribed procedures.
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Summary Project objectives This study fits into a larger research project on logistics collaboration and outsourcing decisions. The final objective of this larger project is to analyze the logistics collaboration decision in more detail to identify thresholds in these decisions. To reach the overall objectives, the first step is to get a clearer picture on the chemical and logistics service providers industry, sectors of our study, and on logistics collaboration in these sectors. The results of this first phase are presented in this report. Project Approach The study consists of two parts: literature review and five case studies within the chemical industry. The literature covers three topics: logistics collaboration, logistics outsourcing and purchasing of logistics services. The five case studies are used to refine the theoretical findings of the literature review. Conclusions Main observations during the case studies can be summarized as follows: Most analyzed collaborative relationships between shippers and logistics service providers in the chemical industry are still focused on operational execution of logistics activities with a short term horizon. Supply management design and control are often retained by the shippers. Despite the time and cost intensive character of a logistics service buying process, shippers tendering on a very regular basis. The decision to start a new tender project should more often be based on an integral approach that includes all tender related costs. A lower frequency of tendering could create more stability in supply chains. Beside, it will give both, shippers and LSPs, the possibility to improve the quality of the remaining projects. Price is still a dominating decision criterion in selecting a LSP. This is not an issue as long as the comparison of costs is based on an integral approach, and when shippers balance the cost criterion within their total set of criteria for sourcing logistics services. At the shippers' side there is an increased awareness of the need of more solid collaboration with logistics service providers. Nevertheless, in many cases this increased awareness does not actually result in the required actions to establish more intensive collaboration. Over the last years the logistics service providers industry was characterized by low profit margins, strong fragmentation and price competition. Nowadays, the market for LSPs is changing, because of an increasing demand for logistics services. To benefit from this situation a more pro-active role of the service providers is required in building stronger relationships with their customers. They should pay more attention on mid and long term possibilities in a collaborative relation, in stead of only be focused on running the daily operation.
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The environment of the(Dutch) building industry is increasingly turbulent. There are many cges for the building industry. Innovative tendering, better marketing, openness and transparency are examples of this. A strong reduction in failure costs (estimated at between 10 and 25% of the total costs) and an increase in quality are also necessary. Lastly, the declining inflow of young people has to be mentioned. The image of the building industry is not particularly good and students prefer to choose other industries. The building industry therefore has to change and, so far, everyone agrees. Evidently both the building industry and its environment are very keen to change; the sincere will is there, and money and energy are available, but it seems that efforts are not proceeding in a very planned or coordinated manner at present. And this is causing fragmentation and, therefore, sub optimisation. How does sectoral change proceed and how is this process to be managed? That is the central question in this paper.
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The Interreg Europe eBussed project supports the transition of European regions towards low carbon mobility and more efficient transport. The regions involved are Turku (Finland), Hamburg (Germany), Utrecht (The Netherlands), Livorno (Italy), South Transdanubia (Hungary) and Gozo island in Malta. It promotes the uptake of e-busses in new regions and supports the expansion of existing e-fleets. Within the project, there are four thematic working groups formed that aim at delivering a best practices report and policy recommendations to be used in the partner regions. Thematic Working Group 4 (TWG4) focusses on the topics of Procurement, Tendering and Costs of e-busses. As a starting point for TWG4, the value chain for e-bus public transport per region has been mapped. By mapping how the value chain for e-bus public transport works and defining the nature of the issues, problems or maybe challenges per region can be better understood.
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Urban construction logistics has a big impact on cities. The topic of this paper is governance strategies for realising more sustainable urban construction logistics. Although not much research has been done in the field of governance of construction logistics, several authors have stressed the fragmented nature of the construction industry and the importance of collaboration in urban construction logistics as issues. A literature review was done to identify the barriers in collaboration. Based on these barriers the research objective was to determine which drivers for collaborative governance are needed to improve urban construction logistics. The methods for data collection were semi-structured interviews and a focus group. The collaborative governance model is applied as a strategy to overcome the barriers in collaboration and governance identified. Key findings are both formal and informal barriers hinder the governance of construction logistics. Based on a collaborative governance model we identified four for improving collaborative governance.
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