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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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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From the article: "Project execution in the construction industry faces major challenges, e.g. difficulty in coordination and cooperation. Operational procurement during project execution is no exception. In this paper we construct a maturity model, based on earlier work, consisting of six dimensions (goal, control, process, organization, information, technology) and five maturity stages (transactional-oriented, commercial-oriented, coordination, internal-optimized, external-optimized). The model can be used to determine the level of procurement maturity for each of the dimensions, and for the determination of a strategy for growth in the construction industry. With input from a major construction firm in the Netherlands, through simulating tooling, the model is evaluated for its contribution to growth in operational excellence. Results of the simulation show support for a relation between maturity growth and increased operational excellence." Recommended Citation Xing, Xiaochun; Versendaal, Johan; van den Akker, Marjan; and De Bevere, Bastiaan, "Maturity of Operational Procurement in the Construction Industry: A Business/IT-Alignment Perspective" (2011). BLED 2011 Proceedings. Paper 22. http://aisel.aisnet.org/bled2011/22 Affiliation: Xing Xiaochun - Swets Information Services, Netherlands; Johan Versendaal - Utrecht University, Netherlands; HU University of Applied Sciences, Netherlands; Marjan van den Akker - Utrecht University, Netherlands; Bastiaan De Bevere - Ballast Nedam, Netherlands.
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The presentation covers recent and current procurement management team research activities at Hanze university, notably SME procurement, sustainable procurement, and innovation procurement.
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Much has been written on differences and similarities of B2B sales and procurement professionals. Sometimes these two types seem to come from two different planets, but then we hear talk of synergies and the need to cooperate more closely. Let’s first discuss the “Women Are from Venus; Men Are from Mars” perspective. The saying comes from a book title of John Gray (1992) who claimed that men and women are psychologically speaking fundamentally different. This then (according to Gray) has an impact on how the two sexes communicate and tackle problems. The webarticle discusses several aspects of procurement and sales and concludes that the two professions need each other in order to be successful.
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This paper provides guidance for developing risk-based management tools to improve the procurement (purchasing) performance of SMEs. Extant academic literature only offers little support on developing such tools and does not consider the wide variety of SMEs. The paper defines a procurement tool for SMEs as any structured managerial aid that one or more persons use for analysing, structuring or influencing the management and effective execution of activities within SME procurement processes. In the context of this research such tools are directed at identifying risks or uncertainties in procurement processes and at improving such processes through effective analysis and decision-making. The paper draws from SME and entrepreneurial literature related to strategy, sustainability, innovation or risk management, and from literature related to procurement management and maturity grids.It discusses literature on developing management tools and criteria on assessing the quality of such tools. It discusses key aspects and organisational variables related to the application and adoption of such tools. It then presents a five-step instrument with guidelines and criteria to develop risk-based procurement management tools for entrepreneurs and SMEs. These guidelines are described as to be used in action research with student researchers and company research participants.
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Public procurement can contribute significantly to achieving sustainable development. The Dutch government has indicated that sustainable procurement is one of its priorities and has developed and installed a Sustainable Public Procurement Programme (SPPP). This essay reviews the current programme and assesses its actual contribution to sustainable development. Specific questions are raised with respect to both the set up and the content of the current decision criteria for supplier selection and contract provisions. This article argues that, so far, the focus on minimum requirements, the strict distinction between environmental and social criteria and the absence of specific long-term ambitions and a systems perspective have limited the actual contribution of the Dutch SPPP to sustainable development. Finally, ongoing discussions by involved stakeholders, with respect to suggested adjustments to the programme, are reviewed and linked to the assessment presented here. It is concluded that these discussions reflect promising trains of thought for the future of the Dutch SPPP.
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Poster: gebruik van e-procurement in het aanbestedingsproces.
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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 growing amount of (semi) public organizations in the Netherlands write tenders with mandatory social conditions. It is important for SMEs to focus on social procurement in their business strategy. SMEs should be proactive and try to affect the conditions (semi) public organizations write in their tenders. On the other hand, (semi) public organizations should facilitate SMEs by developing transparent procurement processes and by organizing information meetings with SMEs. The most important factor for an effective social procurement procedure seems to be the dialogue between SMEs, purchasers and the persons responsible for matching target groups. Because it seems easier for SMEs to meet social procurement conditions if they cooperate with other SMEs and set up labour pools, we performed an exploratory research on the formation of labour pools. The labour pools can be set up by SMEs in the same branch or in a cooperation chain. Our research shows that entrepreneurs require a lot of perseverance in developing a labour pool. It also appears that labour pools without commitment of public authorities are not effective.
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