Electronic Government Procurement (e-GP): A solution to institutional challenges in Zambia’s Medical Supply Chain or another technical solution?

Do technical solutions override or fast track institutional reforms? This study interrogates the extent to which Zambia’s newly introduced Electronic Government Procurement (e-GP) is addressing the procurement challenges [for essential drugs and medical supplies] in the Ministry of Health (MoH). A brain child of the Zambia Public Procurement Authority (ZPPA), the e-GP is but one of the components of the wider procurement reform agenda. The e-GP was introduced with the intention of enhancing efficiency, effectiveness and Value for Money (VfM) in public procurement. Since 2016, ZPPA has been piloting the approach in selected Procurement Entities (PEs), a combination of sector ministries and state parastatals. Based on review of project documentation, publicly available data, and interviews from key stakeholders; the study explores and interrogates the contextual and institutional challenges characterising the e-GP design and pilot implementation phases, and the extent to which these realities impact the achievement of the intended outcomes. A fair amount of information from interviewees was provided under conditions of confidentiality, thus individuals are not often identified. It is perhaps too early to ascertain the extent to which the e-GP is realising the intended objectives. This is partly explained by the project’s slow start, occasioned by delayed procurement which had knock - on effects on the overall project’s pace. An interrogation of the history and political economy of Zambia suggests however that it is the opaque challenges bordering on the political economy which is the single most binding constraint to reforms; defining the process, the pace and outcomes. The design of the e-GP was generic and non-participatory. There is no evidence to suggest that the process had provided opportunity for PE’s to define and customize the problems that mattered for them to be addressed by the e-GP. Instead, the e-GP seems to have been sold to PEs as a best practice solution. Because of the deep incentive fabric at both organizational and individual levels, the project seems to have some traction. Effort of various actors does not appear to be supportive of each, often latently contradicting each other. Project progress is held constant by the relative ability of the ZPPA to push some strands of work within some pilot PEs. This relative ability of the ZPPA shields the low levels of acceptance and questionable authority within PEs and among actors. Progress on the e-GP appears like a façade of success; suggestive of isomorphic mimicry

Federal Dollars for All Humankind: Using Procurement Law to Increase Diversity in the Space Industry

This Article explores how to employ federal government contracting programs to increase gender and racial diversity within the space industry. Part II of the Article touches briefly on the importance of diversity generally and examines the underrepresentation of women and minorities within the $325 billion industry surrounding outer space activities. Part III provides a high-level overview of federal government contracting, in particular focusing on Small Business Administration programs intended to benefit small businesses, minority-owned businesses, and women-owned businesses. Part IV concentrates on contracting within the space industry. Part V offers three suggestions to increase contract awards to women and minority business owners, thereby advancing toward the ultimate goals of encouraging women and minorities to start small businesses, directing capital toward disadvantaged groups, and increasing mission success through diverse perspectives and involvement

Shooting the Moon

This story is about an unlikely NASA mission to the Moon. It was unlikely because it was started with far too little time and too-little money to complete. It was unlikely because it was able to take chances to accept risk of failure. It was unlikely because it was searching for the unthinkable: water-ice on the moon... Figure 1-1: LCROSS Mission. The mission of the Lunar CRater Observation and Sensing Satellite (LCROSS) was to investigate the possibility of water ice in craters on the Moon s poles. This is certainly an interesting scientific topic in itself, but I intend to focus on the compelling experience of managing the LCROSS Project in the context of this storied Agency. Perhaps most interesting are the implications this story has for managing any development effort, lunar or not, and working a balance to achieve success. NASA is by design a risk-taking agency within the US Government. It could be argued that NASA s purpose in the aerospace community is to take on the really big challenges that either the corporate world can t afford, are not yet profitable endeavors, or are just too risky for private corporations to entertain. However, expectations of the Agency have evolved. A combination of grim human tragedies and some very public cost and schedule overruns have challenged the public s and Congress s tolerance for risk-taking within the Agency. NASA, which is supposed to be in the business of taking risks to do bold, difficult things, has become less and less able to do so within its cost framework. Yet effectively replacing prudent risk management with attempts to "risk-eliminate" is completely unaffordable. So where does risk-taking fit within the Agency, or within private/corporate organizations for that matter? Where astronauts play there is clearly concern about risk. When an organization puts humans in harm s way, it is understandably going to take extra effort to assure nobody gets hurt. Doing so, of course, costs money - a lot of money to pay for labor and hardware which is attempting to assure nothing will go wrong. Sophisticated designs, with doubly- or triply-redundant systems, extensive testing to verify those systems, and numerous engineering test units built to learn and evolve a hardware design, all drive the cost and time required to implement. Human spaceflight is an expensive business because of the exceptional system complexity and levels of assurance required for human space travel. What about missions that do not involve human spaceflight? What about missions whose potential failure will not take a human life, whose costs are small and whose urgency and importance are limited by design? A portfolio consisting of this type of mission can be designed to be risk tolerant, not requiring large expenditures to guarantee against failure. With the money saved, the number of missions that can be executed within the portfolio grows, or the total cost of the portfolio can be reduced. The NASA LCROSS mission is a pathfinder example of a low-cost, quick turn-around mission which struck a balance on mission risk, while accomplishing big objectives, like defining how we understand the Moon

Semantic and Syntactic Matching of Heterogeneous e-Catalogues

In e-procurement, companies use e-catalogues to exchange product infor-mation with business partners. Matching e-catalogues with product requests helps the suppliers to identify the best business opportunities in B2B e-Marketplaces. But various ways to specify products and the large variety of e-catalogue formats used by different business actors makes it difficult. This Ph.D. thesis aims to discover potential syntactic and semantic rela-tionships among product data in procurement documents and exploit it to find similar e-catalogues. Using a Concept-based Vector Space Model, product data and its semantic interpretation is used to find the correlation of product data. In order to identify important terms in procurement documents, standard e-catalogues and e-tenders are used as a resource to train a Product Named Entity Recognizer to find B2B product mentions in e-catalogues. The proposed approach makes it possible to use the benefits of all availa-ble semantic resources and schemas but not to be dependent on any specific as-sumption. The solution can serve as a B2B product search system in e-Procurement platforms and e-Marketplaces

History of Reliability and Quality Assurance at Kennedy Space Center

This Kennedy Historical Document (KHD) provides a unique historical perspective of the organizational and functional responsibilities for the manned and un-manned programs at Kennedy Space Center, Florida. As systems become more complex and hazardous, the attention to detailed planning and execution continues to be a challenge. The need for a robust reliability and quality assurance program will always be a necessity to ensure mission success. As new space missions are defined and technology allows for continued access to space, these programs cannot be compromised. The organizational structure that has provided the reliability and quality assurance functions for both the manned and unmanned programs has seen many changes since the first group came to Florida in the 1950's. The roles of government and contractor personnel have changed with each program and organizational alignment has changed based on that responsibility. The organizational alignment of the personnel performing these functions must ensure independent assessment of the processes