Analysis of the use of e-procurement in the public and private sectors of the UK construction industry

Summary: Eadie et.al (2010a, 2010b) identified 20 advantages in the adoption of e-procurement within a construction organisation. The Glover report (2008) indicated that by the end of 2010 all public sector procurement should be electronic. The use of e-procurement within the construction industry has been inadequately researched. Martin (2009) examined quantity surveying organisations perspectives on the use of e procurement across the United Kingdom. This paper seeks to address the knowledge gap that exists in the analysis of the level of usage of e-procurement within the construction industry. It compares the findings for the construction industry with other industries on company size and spend. Martin (2009) does not seek to investigate the size or spend on procurement activities of those quantity surveying organisations who have adopted e-procurement. This paper investigates the correlations between size, procurement spend and adoption of e-procurement in construction organisations comparing it with other industries. It concludes that the findings of Griloa and Jardim-Goncalves (2010) and European Commission (2007) were correct in suggesting that the AEC sector has been lagging behind other sectors in the adoption of e-procurement and provides a breakdown of the different types of organisations who currently use e-procurement. It further identifies the size of organisations which have implemented e-procurement within construction. On the client and consultant side in traditional contracts, company sizes of 21-50 employees make the highest use of eprocurement. This confirms that when analysing according to the size of organisation, construction organisations perform in a similar way to other industries as reported in Batenburg (2007) and Gunasekarana and Ngai (2008). However, this study indicates that very small companies may still be put off by the costs of software (corroborates De Boer et al, 2002; Kauffman and Mohtadi, 2004). The study proposes the types of construction organisation most likely to be utilising the benefits of eprocurement in construction by procurement spend and size. It also indicates that the deadlines in the Glover report (2008) relating to e-procurement in construction are unlikely to be met

Business-to-business e-commerce: an innovative tool for food chain management

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished goods, and the distribution of the final goods to customers. The management of food chains, particular of fresh produce chains, need to achieve two goals: (a) create efficient physical flows of products by minimising logistics cost, and reducing lead times (b) run an effective value chain by safeguarding mutual gains for all members of the chain, building trust between suppliers and buyers and at the same time maintaining quality for end consumers. Food chain management was always at a loss for tools to leveraging its efforts on achieving value for chain members and eventually the end-consumers. Although food industry, both in USA and Europe, has experimented with various alternative solutions to this multimillion chain management, yet more can be expected. Business-to-business e-commerce (B2B) appears to be an innovative tool that meets the high standards of the industry and the potential growth. This study examines the uses of B2B in food industry to give chain management solutions. It reviews the uses of B2B and, in particular, highlights the applications of B2B by small agribusiness in order to forge their ring in food chains. It builds upon communication in supply chain. It describes contracting as an example how B2B e-commerce can advance supply activities and reports the development of a B2B olive oil supply chain application. It concludes that B2B can be a strong leverage for food chain management to achieve its goals and produce value for the members of the chain and the end consumers

Deliberative Democracy in the EU. Countering Populism with Participation and Debate. CEPS Paperback

Elections are the preferred way to freely transfer power from one term to the next and from one political party or coalition to another. They are an essential element of democracy. But if the process of power transfer is corrupted, democracy risks collapse. Reliance on voters, civil society organisations and neutral observers to fully exercise their freedoms as laid down in international human rights conventions is an integral part of holding democratic elections. Without free, fair and regular elections, liberal democracy is inconceivable. Elections are no guarantee that democracy will take root and hold, however. If the history of political participation in Europe over the past 800 years is anything to go by, successful attempts at gaining voice have been patchy, while leaders’ attempts to silence these voices and consolidate their own power have been almost constant (Blockmans, 2020). Recent developments in certain EU member states have again shown us that democratically elected leaders will try and use majoritarian rule to curb freedoms, overstep the constitutional limits of their powers, protect the interests of their cronies and recycle themselves through seemingly free and fair elections. In their recent book How Democracies Die, two Harvard professors of politics write: “Since the end of the Cold War, most democratic breakdowns have been caused not by generals and soldiers but by elected governments themselves” (Levitsky and Ziblatt, 2018)

Public Procurement for Innovation (PPI) – a Pilot Study

Public organizations may place an order for something (normally a product or a system) that does not exist. This “something” has to be developed by the supplier before it can be delivered. In other words, R&D and/or innovation are needed before delivery can take place. Until about 10 years ago this phenomenon was called “public technology procurement” Edquist et al 2000). This vocabulary of the 1990s and earlier has changed; the concept of “technology” has been replaced by the concept of “innovation”, reflecting a widening of the content of the notion. The phenomenon is a matter of using public demand (or similar) to trigger innovation. We will use the term “public procurement for innovation (PPI)” to denote this phenomenon. Further definitions are presented in section 2.4.Innovation Systems; innovation policy