Chapter Two Literature Review: Meaning of Public Procurement
Chapter Two Literature Review: Meaning of Public Procurement
Chapter Two Literature Review: Meaning of Public Procurement
LITERATURE REVIEW
This chapter presents review of literature related to various issues of the public procurement.
It presents broad themes as well as associated sub-themes of the extant literature. This is
followed by detailed review of issues pertinent to public procurement.
The public procurement is defined as purchase for people by agent of people by using public
funds i.e., taxes (Murray, 2009c). Generally, a role of politician in public procurement is not
well researched. The purchasing professionals are required to appreciate the difference
between political interference and political mandate. The politicians are answerable to local
people who elect them therefore they may influence the policy in their favor.
The issue such as accountability, transparency, integrity and cronyism are areas of concern
which result in huge wastage of public funds. Some of the important findings entails lack of
transparency which result into inflated cost, thus, the emphasis should be on transparency
rather than confidentiality, there are ample evidence of direct political interference, the
corruption activities exist at every stage of the procurement starting from procurement
planning, budgeting, invitation of tender, contract award, and contract acquisition.
Procurement reforms are suggested such as devising higher ethical standards for procurement
officials, asset discloser and Right to Information (RTI).
It is generally seen that Public procurement professionals pay more than they should for
goods they buy and doing so support sub-optimal enterprise (Martin and Keith, 1997). Taking
some empirical evidences of the public purchasing in the European Union it has been brought
that public enterprise has to pay higher due to protectionist sentiments. The bureaucrats do
have close working relationship with domestic suppliers. Politicians play critical important
role. Vote sensitive government can always justify preferential purchase from domestic
source in terms of claim about jobs, technology and balance of payment benefit. This paper
suggested more competition by inviting open tender for all high value purchases. However,
this paper has not discussed the pros and cons of the open tender. It does not talk about the
underlying supply chain
2.5 Importance of Public Procurement
Public procurement is an important tool for strategic change (Stykes, 2007) and it is very
much different from private procurement (Kelman, 2005). It has more systematic and
strategic approach. However complex set of rules, procedure and structure make it more
difficult (Thai, 2001). Public procurement is affected by several factors which may be
internal as well as external. The role of society, media and politician plays important role
(Pegnato, 2009).
Public procurement is an important tool to drive the economy of the country. (Murray,
2000a) wrote an article “public procurement strategy for accelerating the economic recovery”
in the context of United Kingdom (UK) and highlights how public procurement can help the
Small and Medium Enterprises (SMEs) to deal with economic down turns. It also gives a hint
that the approach of long-term perspective on supply chain is to be preferred over one time
negotiation of lowest/best deal. Lean working, simple tendering procedures, following best
practices and ensuring timely payment to contractors and subcontractors will help both buyer
and sellers. Single sourcing and long-term contract however require high level of dependency
and trust which few organizations have. Longer term contract requires significant
responsibilities for a supplier including the provisions of guaranty and liabilities in the event
of contract failure. Co-operative purchasing is considered good practice in reducing cost and
risks and maximizing economies of scale. Murray (2009) suggest following four themes as
procurement strategy:
Providing leadership and building capacity
Partnering and collaboration
Doing business electronically and
Stimulating markets and achieving community benefits.
Public procurement is a government policy tool where the basic objective of public
procurement is to deliver government policy (Harland et al., 2003). The objectives of public
procurement are economy, efficiency, transparency and accountability (World Bank, 2003).
Thus, beside value for money there are other principles like efficiency, transparency and
accountability which are sometime contradictory in nature.
Public procurement is the driver of the policy tool of the government. The total public
procurement in India contributes to almost 30 per cent of Gross Domestic Product (GDP).
Current Indian prime minister has announced his vision “Make in India” which needs to be
incorporated in the public procurement framework. Almost all developed countries have used
variety of policy tools to encourage domestic bidder participation thus enhancing indigenous
domestic content in government supply, clever use of outsourcing for encouraging local
employment. To achieve these objectives the policy framework include preferential treatment
of domestic bidder/exclusive reservation for domestic bidder, imposing mandatory minimum
domestic content in government supplies, imposing offset obligations etc. Government of
India, Department of Electronics and Information Technology issued a policy (2012)for
purchase preference to Domestically Manufactured Electronic Product (DMEP) policy were
in a purchase preference (and not the price preference) is given to domestically manufactured
electronic products
Åsa (2012) in his research paper on “Quality in public procurement process” has mentioned
the importance of price and non-price criteria for vendor selection. The over emphasis on
price has resulted into reduced and inferior service to the customer. It has prescribed four
dimensions for assessing the quality of procurement process. These four dimensions are:
Using Key Performance Indicators (KPIs) and developing a self-assessment model for
assuring quality in the procurement tender:
The research has shown that self-assessment generates several improvement opportunities for
tenderers. This paper does not suggest any model and how that model can be applied.
Supplier development is possible through a continuous mentoring and it should fervour
supplier in the short-term more than the buyer. Vendor development in public procurement
cannot take place if we assume equivalence between buyer and supplier. Supplier
development in public procurement is slow to develop due to accountability, deficit,
commercial incentive and lake of skills. The public buyers are less focused on relationship
building and more on how to obtain lowest price. Public buyers are generally risk averse.
Finally rules and regulations impose certain constraints upon how and when public buyer
interacts with supplier. A public buyer relies upon formal bid procedures such as competitive
tendering rather than relational contracting. Due to frequent use of formal tendering in public
procurement buyer supplier relationship are often formal (McKevitt and Paul, 2014).
2.7 Contract Management
Outsourcing is increasing in public enterprises and effective public sector management is
becoming effective procurement and contract management. There is critical debate on trust
and public sector procurement and contract management. In procurement contracts, the trust
is defined as expectation of one party to exchange is that other party will not take advantage
of commercial vulnerability even when there is an incentive to do so (Watson et al., 2012).
For building trust the buyer should not be aggressive during pre-contract, there should be
clear communication of interest of both the parties. It also argues that the formal contracts are
incomputable with trust; contract designed should not be too restrictive and instead provide
an opportunity for supplier to innovate for mutual gain.
For building trust the contract should get translated into a set of working procedures.
Economics of tender is based on supplier opportunism. Supplier may underperform to earn
higher profits, when buyer is not able to monitor under performance. (Watson et al., 2012) in
his paper has provided data set about procurement and contract management practices by
surveying 180 contract management situations. It suggests that there is no significant
difference in supplier‟s opportunistic behaviour between public and private enterprises. The
risk of supplier opportunism is significant when there is high uncertainty, high sunk cost,
high complexity and less extensive management control. Higher the management control
lesser is the risk of supplier opportunism. Contract management in India is poor (Verma,
2010). There is poor work management and poor relationship management. Often the
decision of outsourcing is not correct (Schooner, 2010).
There are empirical studies to prove the political connection and influence in decision making
process of public procurement. The companies therefore try to have political connection
(Goldman, 2008). In US there are political lobbying firms. The politics has become important
integral part of decision making process in large value public procurement cases (Eisenhardt
and Zbaracki, 1992). At times even the basic framework and provisions of contract are
challenged by politician. This makes the entire progress in public procurement very slow
(Goodman, 1988).The role of politician become more critical when we consider huge amount
of money involved and many times the entire process of procurement is longer than the
tenure of the political master (Bipindra, 2014).
Due to very high lead time of procurement, forecast of technological requirement becomes
very difficult and it is subjected to political and organizational pressure (McNaugher, 1987).
Such pressures situation become more vulnerable where there is lack of clarity on
procurement specifications. Generally it is seen that indenting authority and contract
enforcing authority are independent. They are interwoven but not integrated. Their
perspective has distorting implications in the entire procurement process (Graells, 2010).
Schooner (2010) highlight that the key challenges are to get right partner and realize the best
value for money, achieving balanced outsourcing and neutralizing the adverse implication.
In-adequacies in public procurement are asymmetry of information (Williamson, 2007), lack
of trust, budget uncertainties and risk aversion by purchase professionals. The other
challenges are lack of commercial incentives, lack of performance measure systems (Ergas
and Menzes, 2004) and process complexity. It is generally seen that public procurement
professionals are de-motivated and demoralized due to high work load, red tape and lake of
appreciation (Kausal et al., 1999)
Client department involve purchase department in its decision if they trust ability and
benevolent intention of the purchasing department otherwise, they find ways to bypass them.
The purchasing departments factors identified are soft skill such as tact, respect, openness
and friendliness, initiative, service-based approach and benevolence (Schiele and Clifford,
2006). The factors categorized under client department for meaningful involvement of
purchasing department are positive relationship with the client department, positive
perception about the value offered by purchasing department, of knowledge and experience
of client department and heavy work load. Meaningful involvement of purchase department
requires team approach in decision making to achieve common and not mutually exclusive
goal. Management should therefore invest in developing capabilities of purchasing
departments personnel.
Multilayer hierarchy and relationship between junior and senior have been area of study
(Tullock, 1965). This hierarchy impacts the efficiency of public procurement bureaucracies.
The role of individual personality also becomes significant in many cases (Biggart and
Hamilton, 1984).
2.10 Ethics
Although public procurement is major instrument of public service delivery but it is having a
poor image (Hui et al., 2011) due to failure to buy the right quality in right quantity at right
time resulting into higher cost of acquisition. Inefficient and effective procurement processes
result into higher cycle time. Lack of transparency and ambiguity in the procurement
processes result into leakage and corruption.
Corruption negatively impacts the image of a country (Chang and Chu, 2006) and its ability
to become a global player (DiRenzo et al., 2007). Transparency International (TI)ranks India
as 76 out of 168 countries. It scores only 38 out of 100 for the year 2015.
Policy formulation, its implementation and lack of transparency and accountability are the
reasons for corruption (Debroy and Bhandari, 2012). External factors contributing to
corruption are organizational and social climate (Badenhorst, 1994). Greed and lack of
respect to the law is the prime reason for corruption, resulting in leakage of billions of dollars
every year (D'Souza and Kaufmann, 2011). Disturbing phenomena is that corruption is able
to influence to the extent of policy making by the government (Hellman et al., 2000). For
bringing efficiency in public procurement system the issue of corruption and transparency
must be taken into consideration (Mori and Doni, 2010). Lack of transparency results in poor
image of the buyer. This in turn manifests in terms of lack of interest and non-participation
by various competent suppliers (Evenett and Hoekman, 2004). The dealing professionals tend
to employ non transparent procedures (Søreide, 2006). The bid rigging and cartel formation
by the supplier is another problem which has indirect support of government officials and
suppliers (Baiman, 1990).
DeBoer et al., (2003) considered two phases of supplier selection that is pre-selection and
selection phase. Pre-selection phase is divided into (1) defining the problem (2) formulation
of criteria (3) evaluation. The important has been attached to pre selection process.
Nrasimhan et al, (2001) proposed supplier performance evaluation using Data Envelop
Analysis (DEA) technique. Capacity factor is taken as input and performance factor is taken
as output. These analyses categories a supplier into 2x2 matrix of high and low performance
and high and low efficiency. Degraeve and Roodhooft (2000) proposed the concept of Total
Cost of Ownership (TCO) as criteria for compeering vendor selection. They have used case
study of supply of ball bearing to the Belgian multinational company in the steel industry.
Sadigh et al., (2009) have used Taguchi loss function for supplier evaluation. After assessing
the quality and expected value and integrating this function with cost of purchasing and
transportation. A simple Linear Programming (LP) model was used. Pi and Low (2005) also
used Taguchi loss function using four criteria i.e. quality, on time delivery, prize and service.
Ordoobadi (2009) have further extended the use of Taguchi loss function by including
intangibles in the evaluation criteria, such as trust, risk to perform outsourcing function.
Falagario et al., (2012) have taken case of supplier selection in public procurement
environment. They proposed the tool of supplier selection maintaining the transparency and
fair and equal chance to all bidders through a case study of the Italian Government Tender.
Lee (2009) proposed analytical approach of buyer supplier relationship using Analytic
Network Process (ANP) and Benefit, Opportunities, Cost and Risk (BOCR) concept. The
paper suggests that the supplier maintain quality when good quality management is present in
the buyer organization.
Typical key performance indicator for supply chain suggested by Stadtler and Kigler (2008)
are:
Delivery performance: service level (event oriented a-service level, quantity-oriented B-
service level, Y-service level), on time deliver, forecast accuracy, and order lead time.
Supply chain responsiveness: planning cycle time
Assets and inventories: asset turns, inventory turns, inventory age
Costs: cost of goods sold, value-added employee productivity, warranty cost
There are hardly any established key performance indicators as a part of Performance
Measurement System (PMS) in the area of public procurement (Ergas and Menzes, 2004).
Sometime attempts are made to introduce the Performance Measurement System (PMS) but
their authenticity and validity is always challenged (Hall and Holt, 2003). There is a need to
introduce the acceptable norms of the Performance Measurement System (PMS) to manage
this activity (Ouchi, 1979).
Hong and Sang (2005) proposed supplier selection to maintain continuous relationship
through a mathematical programming model. Petroni and Marcello (2000) suggested a model
to evaluate related performance of supplier with multiple input and output through a
multivariate statistical method.
Asymmetry of information leads to in efficiency and corruption (Williamson, 1981; Ergas &
Menzes, 2004). The asymmetry of information is taken care of by MMIS in the Indian
Railways. While implementing the e-procurement system the existing procedures is mapped
and replicated. Such practice may drive only some of the possible advantage (Thai &
Drabkin, 2007).
Sharma and Sarkar(2011)have studied the problem of supplier selection considering the
probability of catastrophic risk. And a model is developed for different failure probability,
capacity and compensation. In this model on one hand they found out that service level
increases with the increase in number of supplier but on the other hand supplier management
cost and the probability of catastrophic event increases which adversely impact the service
level also. Weber et al., (2000) have analysed multi-vendor in procurement situation of multi
objective programming and Data Envelope Analysis. Abginehchi (2010) have done research
on a supplier inventory and optimal order splitting under stochastic lead time. Yang (2008)
has suggested a model to optimize the total cost that is cost of procurement considering
quantity discount and supplier failure probability. The finding is that if supplier is reliable
single sourcing is the best approach. As the supplier reliability decreases, additional supplier
may be required. Nam and Kwata (2011) have discussed the reliable supplier base
management under demand uncertainty with a view to maximize profit and agility.
Determining the optimal size of supply base with the consideration of risks of supply
disruptions, Sarkar and Mohapatra (2006) have developed the model considering the
variables like small base shall reduce the cost but shall increase the risk, whereas large supply
base shall increase the fixed cost of supplier management. They have considered the
probability of occurrence of various risks.
Vendor Managed Inventory (VMI) alters the fundamental structure of supply chain ordering.
Objective of VMI is higher customer satisfaction at lower inventory cost. Responsibility is
transferred to supplier for monitoring specific level of inventory, there is better visibility of
customer demand, speeding of the supply chain and reduced Bullwhip effect. This pull
system replaces historical pull system. Vendor Managed Inventory (VMI) concept is defined
as replenishment linked pull-system, where the supplier is responsible for the customer
inventory replenishment following a collaborative pre established middle/long term protocol.
The three levels of protocols are Partnering Agreement, Logistical Agreement and Production
and Dispatch Process.(Marques et al., 2011)
Towill (2002) argues that implementation of VMI changes the fundamental structure of
supply chain ordering. VMI ensures higher customer service at lower inventory and
administrative cost. Customer delegates the responsibility of ordering and replenishment
planning to supplier (Tang, 2006). It results in more accurate forecasting and more effective
distribution of inventory. Due to this coordinated production and replenishment plan various
cost such as production, logistics and transportation cost reduces. Thanks to better visibility
supplier is able to smooth the peaks and the valleys in the flow of goods. Implementation of
Vendor Managed Inventory (VMI) requires higher frequency of replenishment with smaller
lots. Supplier obtains a great degree of freedom in deciding quantity and timing of
replenishment.
After the detailed review of literature survey the following gaps were identified with respect
to procurement function in the context of the upstream supply chain operating under public
procurement environment. There is a lack of research covering procurement in the context of
the Indian Railways. There is a lack of research which develops tools for vendor assessment
and their rating. There is lack of research which details process redesign of procurement
function in the context of large supply chains such as that of the Indian Railways. There is
lack of research which conceptualizes inventory management of perishable items such as
electricity and diesel consumption in the context of organization such as the Indian Railways.
In order to address some of these gaps, the study adopts an integrated approach which is
depicted in figure 2.1.The approach is conceptualised on the basis of study of literature, value
stream mapping of existing system, internal and external environmental factors and desired
outcomes.
Figure 2.2 Integrated Approach of the Study
Source: Conceptualised by the researcher on the basis of Gap Analysis.
2.19 References
1. Quayle, M. (2000), “Supplier development for UK small and medium-sized enterprises”,
Journal of Applied Management Studies, Vol. 9 No. 1, pp. 117-133.
2. Bowersox, D.J.; Closs, D.J.; Cooper, B.M., (2002), Supply Chain Logistics Management
[Electronic version], McGraw-Hill, New York,
3. Pollitt, C. and Bouckaert, G. (2000), Public Management Reform: A Comparative
Analysis, Oxford University Press, Oxford.
4. Hood, C. (1991), “A public management for all seasons?”, Public Administration, Vol. 69
No. 1, pp. 3-19.
5. Murray, J.G. (1999), “Local government demands more from purchasing”, European
Journal of Purchasing & Supply Management, Vol. 5 No. 1, pp. 33-42.
6. Larson, P.D. (2009), “Public vs private sector perspectives on supply chain management”,
Journal of Public Procurement, Vol. 9 No. 2, pp. 222-247.
7. Erridge, A. (2007), “Public procurement, public value and the northern Ireland
unemployment pilot project”, Public Administration, Vol. 85 No. 4, pp. 1023-143.
8. Lyne, C. (1996), “Strategic procurement in the new local government”, European Journal
of Purchasing & Supply Management, Vol. 2 No. 1, pp. 1-6.
9. Quayle, M. Op.Cit.P Quayle, M. (2000), “Supplier development for UK small and
medium-sized enterprises”, Journal of Applied Management Studies, Vol. 9 No. 1, pp.
117-133.
10. Erridge, A. and Murray, J.G. (1998a), “The application of lean supply in local
government: the Belfast experiments”, European Journal of Purchasing & Supply
Management, Vol. 4 No. 4, pp. 207-221.
11. Erridge, A. and Murray, J.G. (1998b), “Lean supply: a strategy for best value in local
government procurement?”, Public Policy and Administration, Vol. 13 No. 2, pp. 70-85.
12. Thai, K. V. (2001), “Public Procurement Re-examined”, Journal of Public Procurement,
Vol.1, No. 1, pp. 9-50.
13. Erridge, A. and McIlroy, J. (2002), “Public procurement and supply management
strategies”, Public Policy and Administration, Vol. 17 No. 1, pp. 52-71.
14. Murray, J.G. Op.Cit.P Murray, J.G. (2007), “Strategic procurement in UK local
government: the role of elected members”, Journal of Public Procurement, Vol. 7 No. 2,
pp. 194-212.
15. Murray, J.G. Op.Cit.P Murray, J.G. (2009a), “Improving the validity of public
procurement research”, International Journal of Public Sector Management, Vol. 22 No.
2, pp. 91-103.
16. Murray, J.G. (2009b), “Public procurement strategy for accelerating the economic
recovery”, Supply Chain Management: An International Journal, Vol. 14 No. 6, pp. 429-
434.
17. Matthews, D. (2005), “Strategic procurement in the public sector: a mask for financial
and administrative policy”, Journal of Public Procurement, Vol. 5 No. 3, pp. 388-99.
18. Essig, M. and Batran, A. (2005), “Public-private partnership – development of long-term
relationships in public procurement in Germany”, Journal of Purchasing and Supply
Management, Vol. 11 Nos 5-6, pp. 221-231.
19. Erridge, A. and Nondi, R. (1994), “Public procurement, competition and partnership”,
European Journal of Purchasing & Supply Management, Vol. 1 No. 3, pp. 169-179.
20. Parker, D. and Hartley, K. (1997), “The economics of partnership sourcing versus
adversarial competition: a critique”, European Journal of Purchasing & Supply
Management, Vol. 3 No. 2, pp. 115-125.
21. Bovaird, T. (2006), “Developing new forms of partnership with the „market‟ in the
procurement of public services”, Public Administration, Vol. 84 No. 1, pp. 81-102.
22. Lawther, W.C. and Martin, L.L. (2005), “Innovative practices in public procurement
partnerships: the case of the United States”, Journal of Purchasing and Supply
Management, Vol. 11 Nos 5-6, pp. 212-220.
23. Erridge, A. and Greer, J. (2002), “Partnerships and public procurement: building social
capital through supply relations”, Public Administration, Vol. 80 No. 3, pp. 503-522.
24. Sanderson, J. (1998), “The EU green paper on public procurement: a better way forward
or a missed opportunity?”, European Business Review, Vol. 10 No. 2, pp. 64-70.
25. Li, L. and Geiser, K. (2005), “Environmentally responsible public procurement (ERPP)
and its implications for integrated product policy (IPP)”, Journal of Cleaner Production,
Vol. 13 No. 7, pp. 705-715.
26. Preuss, L. (2009). “Addressing Sustainable Development through Local Government:
The Case of Local Government.” Supply Chain Management: An International Journal,
14 (3): 213-23.
27. Walker, H., and Brammer, S. (2009), “Sustainable Procurement in the United Kingdom
Public Sector”, Supply Chain Management: An International Journal , Vol. 14, No. 2, pp.
128-137.
28. Murray, J.G. Op.Cit.P Murray, J.G. (1999), “Local government demands more from
purchasing”, European Journal of Purchasing & Supply Management, Vol. 5 No. 1, pp.
33-42.
29. Murray, J.G. (2001), “Local government and private sector purchasing strategy: a
comparative study”, European Journal of Purchasing & Supply Management, Vol. 7 No.
2, pp. 91-100.
30. Lian, P.C.S. and Laing, A.W. (2004), “Public sector purchasing of health services: a
comparison with private sector purchasing”, Journal of Purchasing & Supply
Management, Vol. 10 No. 6, pp. 247-256.
31. Burnes, B. and Anastasiadis, A. (2003), “Outsourcing: a public-private sector
comparison”, Supply Chain Management: An International Journal, Vol. 8 No. 4, pp.
355-366.
32. Larson, P.D. Op.Cit.P Larson, P.D. (2009), “Public vs private sector perspectives on
supply chain management”, Journal of Public Procurement, Vol. 9 No. 2, pp. 222-247.
33. Karjalainen, K. and Kemppainen, K. (2008), “The involvement of small- and medium-
sized enterprises in public procurement: impact of resource perceptions, electronic
systems and enterprise size”,
34. McCue, C.P. and Gianakis, G.A. (2001), “Public purchasing: who‟s minding the store?”,
Journal of Public Procurement, Vol. 1 No. 1, pp. 71-95.
35. Johnson, P.F., Leenders, M.R. and McCue, C. (2003), “A comparison of purchasing‟s
organizational role and responsibilities in the public and private sector”, Journal of
Public Procurement, Vol. 3 No. 1, pp. 57-74.
36. Kamann, D.J.F. (2007), “Organizational design in public procurement: a stakeholder
approach”, Journal of Purchasing and Supply Management, Vol. 13 No. 2, pp. 127-136.
37. McCue, C. and Prier, E. (2008), “Using agency theory to model cooperative public
purchasing”, Journal of Public Procurement, Vol. 8 No. 1, pp. 1-35.
38. Furlong, P., Lamont, F. and Cox, A. Op.Cit.P Furlong, P., Lamont, F. and Cox, A.
(1994), “Competition or partnership? CCT and EC public procurement rules in the
Single Market”, European Journal of Purchasing & Supply Management, Vol. 1 No. 1,
pp. 37-43.
39. Cox, A. and Furlong, P. (1997), “Cross-border trade and contract awards: the intellectual
myopia at the heart of the EU procurement rules”, European Journal of Purchasing &
Supply Management, Vol. 3 No. 1, pp. 9-20.
40. Erridge, A. and Murray, J.G. Op.Cit.P Erridge, A. and Murray, J.G. (1998a), “The
application of lean supply in local government: the Belfast experiments”, European
Journal of Purchasing & Supply Management, Vol. 4 No. 4, pp. 207-221.
41. Martin, S., Hartley, K. and Cox, A. (1999), “Public procurement directives in the
European Union: a study of local authority purchasing”, Public Administration, Vol. 77
No. 2, pp. 387-406.
42. Willioms, R and Smellie, R. (1985), 'Public Purchasing: an administrative
cinderella,'public Administration, Spring, pp. 22-39.
43. Furlong, P., Lamont, F. and Cox, A. (1994), “Competition or partnership? CCT and EC
public procurement rules in the Single Market”, European Journal of Purchasing &
Supply Management, Vol. 1 No. 1, pp. 37-43.
44. Martin, S., and Keith, H. (1997), “Public purchasing in the European Union: Some
Evidence from Conrac Awards”, Public purchasing in the EU, Vol.10 No.4, pp. 279-293.
45. Jones, G.L. (1997), “The impact of regulatory legislation on contractual costs risk and
the form of contracts used in the UK and Republic of Ireland”, European Journal of
Purchasing & Supply Management, Vol. 3 No. 3, pp. 127-146.
46. Gelderman, C.J., Ghijsen, P.W.Th. and Brugman, M.J. (2006), “Public procurement and
EU tendering directives- explaining non-compliance”, International Journal of Public
Sector Management, Vol. 19 No. 7, pp. 702-714.
47. Erridge, A. Op.Cit.P Erridge, A. (2007), “Public procurement, public value and the
northern Ireland unemployment pilot project”, Public Administration, Vol. 85 No. 4, pp.
1023-143.
48. Caldwell, N., Walker, H., Harland, C., Knight, L., Zheng, J. and Wakeley, T. (2005),
“Promoting competitive markets: the role of public procurement”, Journal of Purchasing
and Supply Management, Vol. 11 Nos 5-6, pp. 242-251.
49. Csa´ki, C. and Gelle´ri, P. (2005), “Conditions and benefits of applying decision
technological solutions as a tool to curb corruption within the procurement process: the
case of Hungary”, Journal of Purchasing and Supply Management, Vol. 11 No. 5-6, pp.
252-259.
50. Schiele, J.J. (2005a), “Improving organizational effectiveness through meaningful
involvement of municipal purchasing departments - case studies from Ontario Canada”,
Journal of Public Procurement, Vol. 5 No. 2, pp. 145-163.
51. Schiele, J.J. (2005b), “A tool for assessing the value contributed by public purchasing
departments throughout various stages of competitive acquisition processes for
consulting services”, Journal of Public Procurement, Vol. 5 No. 1, pp. 73-85.
52. Schiele, J.J. (2009), “Contributions of public purchasing departments to competitive
acquisition processes for consulting services”, Journal of Public Procurement, Vol. 9 No.
2, pp. 151-95
53. Murray, J. G., Rentell, P. G., & Geere, D. (2008). Procurement as a shared service in
English local government. International Journal of Public Sector Management, 21(5),
540–555.
54. Bryntse, K. (1996), “The purchasing of public services: exploring the purchasing
function in a service context”, European Journal of Purchasing & Supply Management,
Vol. 2 No. 4, pp. 193
55. Roodhooft, F. and Van den Abbeele, A. (2006), “Public procurement of consulting
services: evidence and comparison with private companies”, International Journal of
Public Sector Management, Vol. 19 No. 5, pp. 490-512.
56. Hommen, L. and Rolfstam, M. (2009), “Public procurement and innovation: towards a
taxonomy”, Journal of Public Procurement, Vol. 9 No. 1, pp. 17-56.
57. Prier, E., McCue, C. and Behara, R. (2010), “The value of certification in public
procurement:the birth of a profession?”, Journal of Public Procurement, Vol. 10 No. 4,
pp. 512-540.
58. Zheng, J. and Caldwell, N. (2008), “An asymmetric learning in complex public-private
projects”, Journal of Public Procurement, Vol. 8 No. 3, pp. 334-355.
59. Vaidya, K., Sajeev, A.S.M. and Callender, G. (2006), “Critical factors that influence e-
procurement. Implementation success in the public sector”, Journal of Public
Procurement, Vol. 6 No. 1&3, pp. 70-99.
60. McCue, C. and Prier, E. Op.Cit.P McCue, C. and Prier, E. (2008), “Using agency theory
to model cooperative public purchasing”, Journal of Public Procurement, Vol. 8 No. 1,
pp. 1-35.
61. Murray, J.G. Op.Cit.P Murray, J.G. (2009c), “Towards a common understanding of the
differences between purchasing, procurement and commissioning in the UK public
sector”, Journal of Purchasing & Supply Management, Vol. 15 No. 3, pp. 198-202.
62. Frehner, U. and Bodmer, C. (2000), Best Practice in Einkauf. Optimieren durch messen
und vergleichen, Fachbuchverlag Leipzig, Leipzig.
63. Ibid, Frehner, U. and Bodmer, C. (2000),
64. Aberdeen Group (2006), Global Supply Chain Benchmark Report. Industry Priorities for
Visibility, B2B Collaboration,Trade Compliance, and RiskbManagement, Aberdeen
Group, Boston,MA.
65. A.T. Kearney (2004), Creating Value through Strategic Supply Chain Management-2004
Assessment of Excellence in Procurement, A.T. Kearney, Marketing & Communications,
Chicago, IL.
66. Ibid, A.T. Kearney (2004),
67. Aberdeen Group Op.Cit.P Aberdeen Group (2006), Global Supply Chain Benchmark
Report. Industry Priorities for Visibility, B2B Collaboration,Trade Compliance, and
RiskbManagement, Aberdeen Group, Boston,MA
68. Schuh, G., Haag, C. and Mo¨ller, H. (2007), “Zehn Erfolgsfaktoren oder wie der Einkauf
adverse Selektion verhindern kann”, Beschaffung Aktuell, Vol. 6, pp. 18-21 and Vol. 7,
pp. 16-18.
69. Ibid, Schuh, G., Haag, C. and Mo¨ller, H. (2007), Vol. 6, pp. 18-21 and Vol. 7, pp.16-18.
70. Frehner, U. and Bodmer, C. Op.Cit.P Frehner, U. and Bodmer, C. (2000), Best Practice
im Einkauf. Optimieren durch messen und vergleichen, Fachbuchverlag Leipzig,
Leipzig.
71. Aberdeen Group Op.Cit.P Aberdeen Group (2006), Global Supply Chain Benchmark
Report. Industry Priorities for Visibility, B2B Collaboration,Trade Compliance, and
RiskbManagement, Aberdeen Group, Boston,MA
72. Frehner, U. and Bodmer, C Op.Cit.P Frehner, U. and Bodmer, C. (2000), Best Practice
im Einkauf. Optimieren durch messen und vergleichen, Fachbuchverlag Leipzig,
Leipzig.
73. Ibid, Frehner, U. and Bodmer, C. (2000).
74. A.T. Kearney Op.Cit.P A.T. Kearney (2004), Creating Value through Strategic Supply
Chain Management-2004 Assessment of Excellence in Procurement, A.T. Kearney,
Marketing & Communications, Chicago, IL. PP
75. Schuh, G., Haag, C. and Mo¨ller, H. Op.Cit.P Schuh, G., Haag, C. and Mo¨ller, H.
(2007), “Zehn Erfolgsfaktoren oder wie der Einkauf adverse Selektion verhindern kann”,
Beschaffung Aktuell, Vol. 6, pp. 18-21 and Vol. 7, pp. 16-18.
76. Frehner, U. and Bodmer, C. Op.Cit.P Frehner, U. and Bodmer, C. (2000), Best Practice
im Einkauf. Optimieren durch messen und vergleichen, Fachbuchverlag Leipzig,
Leipzig,
77. Schuh, G., Haag, C. and Mo¨ller, H. Op.Cit.P Schuh, G., Haag, C. and Mo¨ller, H.
(2007), “Zehn Erfolgsfaktoren oder wie der Einkauf adverse Selektion verhindern kann”,
Beschaffung Aktuell, Vol. 6, pp. 18-21 and Vol. 7, pp. 16-18.
78. Schiele, J. J. and Clifford P. M. (2006), “Professional service acquisition inpublic sector
procurement- a conceptual model of meaningful involvement”, Interantional Journal of
Operations and Production Management , Vol.26, No. 3, pp. 300-325.
79. Kraljic, P. (1983), “Purchasing Must become supply Management”, Harvard Business
Review.
80. Ibid, Kraljic, P. (1983),
81. Bensaou, M. (1999), “Porfolios of Buyer-Supplier Relationships”, MIT Solen
Management Review , Retrieved from http://sloanreview.mit.edu/article/portfolios-of-
buyersupplier-relationships, pp. 1-12
82. Caniel1, M. and Gelderman, C. J. (1985), “Power and Interdependence in Kraljic's
purchasing profolio matrix”, IPSERA Publication House: France.
83. Olsen, R. (1997), “A Portfolio Approach to Supplier Relationships,‟‟ Industrial
Marketing Management, Vol. 26, No. 2, pp. 101-113.
84. Syson, R. (1992), “Improve Purchase Performance”, Piman Publishing: London.
85. Weele, V. (2000), “Purchasing and Supply Management Practices in Corporate Nigeria:
An investigation into the Financial Services Industry”, International Journal of Business
and Social Science , Vol.3 No.4, pp.284-295.
86. Matinez-de-Albeniz, V., D.Simchi-Levi. Op.Cit.P Matinez-de-Albeniz, V., D.Simchi-
Levi. (2005). A portfolio approach to procurement contract, Production and Operations
Management 14(1) 90-114
87. Gelderman, C. J., and Arjan J. W. (2005), “Purchasing Portfolio Models: A critique and
Update”, The Journal of Supply Chain Management, Summer Issue, pp. 19-28.
88. Caniëls, M. C. (2007), “Power and interdependence in buyer supplier relationships: A
purchasing portfolio approach”, Industrial Marketing Management, Vol. 36, No. 2, pp.
219-229
89. Padhi, S.W. and Aggarwal, V. (2012), “Positioning of commodities using the Kraljic
Proftfolio Matrix”, Journal of Purchasing and Supply Management, Vol.18, No. 1, pp. 1-
8.
90. Dubois,A. and A.-C. Pedersen, (2002). Why Relationships do Not Fit into Purchasing
Portfolio Model - A Comparison Between the Portfolio and Industrial Network
Approaches, European Journal of Purchasing & Supply Management, 8 (1), 35-42
91. S.Li, Murat, A., and Huang, W. (2009),”Selection of contract suppliers under price and
demand uncertainty in a dynamic market”, European Journal of Operational
Management, Vol. 198, No. 3, pp. 830-847.
92. Federgruen, A., and Yang, N. (2011), “Technical Note: Procurement Strategies with
Unreliable Suppliers”, Operations Research, Vol. 59, No. 4, pp. 1033-1039.
93. Mieghem, J. A. (1999), “Coordinating Investment, Production, and Subcontracting”,
Management Science, Vol. 45, No. 7, pp. 954-970.
94. Matinez-de-Albeniz, V., D.Simchi-Levi. Op.Cit.P Matinez-de-Albeniz, V., D.Simchi-
Levi. 2004. A portfolio approach to procurement contract, Production and Operations
Management 14(1) 90-114
95. Petrovic and Braglia (2001) Petrovic, D. (2001), Simulation of supply chain behaviour
and performance in an uncertain environment, International Journal of Production
Economics, 71(1), 429-438.
96. Corbet, C., D., Z. (2005), “Desining Supply Conracts: Contract Type and Information
Asymmetry”, Boston: Kluwer Academic Publishers .
97. Tomlin, B., and Schmi, A. (2011), “Sourcing Strategies to Manage Supply
Disruptions,Supply Chain Disruptions: Theory and Practice of Managing Risk”, 4th Ed.
Springer , Chapter 3, pp. 51-72.
98. Tallurai, S., and Narasimhan, R. (2004), “A methodology for strategic sourcing”,
European Journal of Operational Research, Vol. 154, No. 1, pp. 236-250.
99. Sislian, E., and Satir, A. (2000), “Strategic sourcing: A framework and a case study”,
Journal of Supply Chain Management , Vol. 36, No. 3, pp. 4-11.
100. Ellram, L. M.(1998), “Total cost of ownership: A key concept in strategic cost
management decision”, Journal of Business Logistics , Vol. 19, No. 1, pp. 55-84.
101. Beall, S. (2003), “The Role of Reverse Auctions in Strategic sourcing”, Research
Dissertation: CAPS Research, Arizona State University and the Institute for Supply
Management.
102. Cachon, G. (2003), “Supply Chain Coordination with Contracts”, Handbooks in
Operations Research and Management Science Vol. 11, Chapter 6, Part II.
103. Emilio Esposito, Renato Passaro, (2009) "Evolution of the supply chain in the Italian
railway industry", Supply Chain Management: An International Journal, Vol. 14 Iss: 4,
pp.303 -313
104. Murray, J.G. Op.Cit.P Murray, J.G. (2009c), “Towards a common understanding of the
differences between purchasing, procurement and commissioning in the UK public
sector”, Journal of Purchasing & Supply Management, Vol. 15 No. 3, pp. 198-202.
105. Hui, W. S., Ohman, R., Omar, N. H., Rashid, A. R., and Nurul, H. H. (2011),
“Procurement issues in Malaysia”, International Journal of Public Sector Management,
Vol.24, No.6, pp. 567-593.
106. Ibid, Hui, W. S., Ohman, R., Omar, N. H., Rashid, A. R., and Nurul, H. H. (2011),
Vol.24, No.6, pp. 567-593.
107. Martin, S., and Keith, H. Op.Cit.P Martin, S., and Keith, H. (1997), “Public purchasing
in the European Union: Some Evidence from Conrac Awards”, Public purchasing in the
EU, Vol.10 No.4, pp. 279-293
108. Stykes, M. (2007), “Procurement as a Strategic Weapons for Change”, Public
Procurement, International Cases and Commentary, New York London: Routledge, pp.
343 – 350.
109. Kelman, S. (2005), “Public Management Needs Help”, The Academy of Management
Journal, Vol 48, No. 6, pp. 967-969.
110. Thai, K. V. Op.Cit.P Thai, K. V. (2001), “Public Procurement Re-examined”, Journal of
Public Procurement, Vol.1, No. 1, pp. 9-50.
111. Pegnato, J. E. (2009), “Assessing Federal Procurement Reform: Has the Procurement
Pendulam Stopped Swinging”, International Handbook for Public Procurement, Boca
Raton: Taylor and Francis, pp. 68-83.
112. Murray, J.G. (2009a), “Improving the validity of public procurement research”,
International Journal of Public Sector Management, Vol. 22 No. 2, pp. 91-103.
113. Murray, J. G. (2009), “Public procurement strategy for accelerating the economic
recovery”, International Journal of Public Procurement, Vol. 14, No. 6, pp. 429-434.
114. Harland, C., Knight, L., Telgen, J., and Caldwell, N. (2003), “International Research
Study of Public Procurement”, Government Reform and Public Procurement Executive
Report of the First Workshop, Budapest Hungary: University of Bath UK; University of
Twente Netherlands, pp. 6-21.
115. Asa, R. (2012), “Quality in the public procurement process”, The TQM Journal, Vol.25,
No. 5, pp. 447-460.
116. McKevit, D. M. and Paul, D. (2014), „„Supplier development and public procurement;
allies, coaches and bedfellows”, International Journal of Public Sector Management, Vol.
27, No. 7, pp.550-563.
117. Watson, G., Chris, L., Fei, P., and Joe, S. (2012), “Lessons for procurement and contract
management practice in the public sector: evidence from a quantitative study”, MPRA
Munich Personal RePee Archive.
118. Ibid, Watson, G., Chris, L., Fei, P., and Joe, S. (2012)
119. Verma, S. (2010), “The Accession of India and China to the GPA”, Working Paper,
Copenhagen, Faculty of Law, University of Copenhagen.
120. Schooner, S. L. (2010), “Federal Contracting and Acquisition: Progress, Challenges, and
the Road Ahead”, Washington DC: Public Law and Legal Theory Working Paper No
483, The George Washington University Law School,” Retrieved Mar 31, 2013, from
http://ssrn.com/abstract=1542830: http://ssrn.com/abstract.
121. Walker, H., and Brammer, S. Op.Cit.P, Walker, H., and Brammer, S. (2009),
“Sustainable Procurement in the United Kingdom Public Sector”, Supply Chain
Management: An International Journal, Vol. 14, No. 2, pp. 128-137.
122. Schooner, S. L. Op.Cit.P, Schooner, S. L. (2010), “Federal Contracting and Acquisition:
Progress, Challenges, and the Road Ahead”, Washington DC: Public Law and Legal
Theory Working Paper No 483, The George Washington University Law School,”
Retrieved Mar 31, 2013, from http://ssrn.com/abstract=1542830: http://ssrn.com/abstract.
123. Mckie, J. W. (1970), “Concentration in Military Procurement Markets: A Classification
and Analysis of Contract Data”, Santa Monica California: United States Air Force
Project RAND (For Air Force on Contract).
124. Williamson, O. E. (1981), “The Economics of Organisation: The Transaction Cost
Approach”, The American Journal of Sociology, Vol. 87, No. 3, pp.548-577.
125. Murray, J.G.; Rentell, P.G., & Geere, D. (2008). “Procurement as a Shared Service In
English Local Government.” International Journal of Public Sector Management, 21 (5):
540-555.
126. Knight, L., Harland, C., Telgen, J., and Caldwell, N. Op.Cit.P, Knight, L., Harland, C.,
Telgen, J., and Caldwell, N. (2007), “Public Procurrement an Introduction”, Public
Procurement International Cases and Commentary, New York: Routledge, pp. 1-15
127. Pegnato, J. E. Op.Cit.P, Pegnato, J. E. (2009), “Assessing Federal Procurement Reform:
Has the Procurement Pendulam Stopped Swinging”, International Handbook for Public
Procurement, Boca Raton: Taylor and Francis, pp. 68-83.
128. Shourie, A. (2004), “Governance and the Sclerosis that has set in”, Delhi: Rupa and
Company.
129. Murray, J. G. Op.Cit.P, Murray, J. G. (2009), “Public procurement strategy for
accelerating the economic recovery”, International Journal of Public Procurement, Vol.
14, No. 6, pp. 429-434.
130. Haruta, C., and Radu, B. (2010), “The Invisble Hand or What Makes the Bureaucracy
Indispensible? A Short Theoretical Inquiry into the Bureaucracy's Role in Policy
Making”, Transylvanian Review of Adminstrative Sciences, Vol.29, No.5, pp.62-70.
131. Eitan Goldman, J. R. (2008), “Political Connections and the Allocation of Procurement
Contracts”, Retrived from
http://idei.fr/sites/default/files/medias/doc/conf/icied/papers_2011/goldman.pdf
132. Eisenhardt, K. M., and Zbaracki, M. J. (1992), “Strategic Decision Making:
Fundamental Themes in StrategyProcess Research”, Strategic Management Journal,
(Special Issue), Vol. 13,pp. 17-37.
133. Goodman, S. W. (1988), “Legal Dilemmas in the Weapons Acquisition Process: The
Procurement of the SSN-688 Attack Submarine”, Yale Law & Policy Review, Vol. 6,
No. 2, pp. 393-427.
134. NC Bipindra. (2014), “Army Happy with Quick Government,” The Sunday Standard,
July 27.
135. McNaugher, T. L. (1987), “Weapons Procurement: The Futility of Reform”,
International Security, Vol. 12, No. 2, pp. 63-104.
136. Graells, A. S. (2010), “More Competition Oriented Public Procurement to Foster Social
Welfare”, International Public Procurement Conference – 2010, Seoul.
137. Casson, M. (1992), “Entrepreneurship and Business Culture”, Entrepreneurship Network
and Modern Business: Proceedings 12th International Economic History Congress, pp.
30-54.
138. Ghoshal, S., and Moran, P. (1996), “Bad For Practise a Critique of the Transaction Cost
Theory”, Academy of the Management Journal, Vol. 2, No. 1, pp. 13-47.
139. Henry, N. (2012), “Public Administration and Public Affairs”, New Delhi: Prentice Hall
India.
140. Schooner, S. L. Op.Cit.P, Schooner, S. L. (2010), “Federal Contracting and Acquisition:
Progress, Challenges, and the Road Ahead”, Washington DC: Public Law and Legal
Theory Working Paper No 483, The George Washington University Law School,”
Retrieved Mar 31, 2013, from http://ssrn.com/abstract=1542830: http://ssrn.com/abstract.
141. Hall, M., and Holt, R. (2003), “Developing a Culture of Performance Learning in UK
Public Sector Project Management”, Public Performance & Management Review, Vol.
26, No. 3 , pp. 263-275.
142. Masten, Scott E. Op.Cit.P, Masten, Scott E. 2009. “Long‐Term Contracts and Short‐Term Commitment: Price Determination for Heterogeneous Freight Transactions.” American Law and Economics
Review 11 (1): 79‐111.
143. Watson, G., Chris, L., Fei, P., and Joe, S. Op.Cit.P, Watson, G., Chris, L., Fei, P., and
Joe, S. (2012), “Lessons for procurement and contract management practice in the public
sector: evidence from a quantitative study”, MPRA Munich Personal RePee Archive.
144. Callender, G., and Schnapper, P. (2007), “Procurement reform in Western Australia. In
C. H. Louise Knight”, Public Procurement International Cases and Commentry, London:
Routledge: pp. 25-41.
145. Knight, L., Harland, C., Telgen, J., and Caldwell, N. Op.Cit.P, Knight, L., Harland, C.,
Telgen, J., and Caldwell, N. (2007), “Public Procurrement an Introduction”, Public
Procurement International Cases and Commentary, New York: Routledge, pp. 1-15
146. Ibid, Knight, L., Harland, C., Telgen, J., and Caldwell, N. (2007), pp. 1-15
147. Lennerfors, T. T. (2007), “The Transformation of Transparency: On the Act on Public
Procurement and the Right to Appeal in the Context of the War on Corruption”, Journal
of Business Ethics, Vol. 73, No. 4, 381-390.
148. Williamson, O. E. (2007), “Transaction Cost Economics”, Berkley: University of
California.
211. Current, J. and Weber, C. A. (2000), “An optimization approach to determining the
number of vendors to employ”, Supply Chain Management An International Journal,
Vol. 5, No.2, pp.90-98.
212. Kauffman, R. G. and Peter, T. L. (2005), “An optimization approach to business buyer
choice sets: how many suppliers should be included?” Industrial Marketing
Management, Vol. 34, No. 1, pp. 3-12.
213. Kauffman, R.G. & Popkowski Leszczyc, P.T.L. 2005. „An optimisation approach to
business buyer choice sets: how many suppliers should be included?‟ Industrial
Marketing Management, 34 (1): 3–12.
214. Jokar, M. R., and Sajadieh, M. S. (2008), “Determining optimal number of suppliers in a
multiple sourcing model under stochastic lead times”, Journal of Industrial and Systems
Engineering , Vol. 2, No. 1, pp. 16-27.
215. Berger, P., Gerstenfeld, A., and Zeng, A. (2004), “How many suppliers are best? A
decision - Analysis approach”, Omega, Vol. 32, No. 1, pp. 9-15.
216. Ruiz, T., Alex, J. and Farzad, M. (2007), “The Optimal Number of Suppliers
Considering the Costs of Individual Supplier Failures”, Omega, Vol. 35, No. 1, pp. 104-
115.
217. Ruiz, T., Alex, J. and Farzad, M. (2007), “The Optimal Number of Suppliers
Considering the Costs of Individual Supplier Failures”, Omega, Vol. 35, No. 1, pp. 104-
115.
218. Berger, P., Gerstenfeld, A., and Zeng, A. Op.Cit.P Berger, P., Gerstenfeld, A., and Zeng,
A. (2004), “How many suppliers are best? A decision - Analysis approach”, Omega, Vol.
32, No. 1, pp. 9-15.
219. Kanungo D P, Sarkar S, Shaifaly Sharma 2011 Combining neural network with fuzzy,
certainty factor and likelihood ratio concepts for spatial prediction of landslides; Nat.
Hazards 59(3) 1491–1512.
220. Current, J. and Weber, C. A. Op.Cit.P Current, J. and Weber, C. A. (2000), “An
optimization approach to determining the number of vendors to employ”, Supply Chain
Management An International Journal, Vol. 5, No.2, pp.90-98.
221. Abginehchi, S. and R. Z. Farahani (2010). Modeling and analysis for determining
optimal suppliers under stochastic lead times. Applied Mathematical Modelling 34(5),
1311–1328.
222. Yang, G., & C., Q. (2008), “The optimal number of suppliers considering the quantity
discount and supplier failure”, Proceedings IEEE International Conference on Service.
Operaions and logistics, and informatics , 12-15 Oct, 2327–2329.
223. Nam, S., J., V., and Kwata, H. (2011), “Robust supply base management: Determining
the optimal number of suppliers utilized by contractors”, International Journal of
Production Economics, Vol. 134, No. 2, pp. 333-343.
224. Sarkar, A. and Mohapatra, P. Op.Cit.P Sarkar, A. and Mohapatra, P. (2006), “Evaluation
of supplier capability and performance: A method for supply base reduction”, Journal of
Purchasing and Supply Management , Vol. 12, No. 3, pp. 148-163.
225. Dejnega, O. (2011), “Vendor Managed Inventory and relish of both partners”, Annals of
the unviersity of Petrosani, Economics , Vol.11, No. 1, pp. 61-72.
226. Gröning, A.; Holma, H. (2007). Vendor Managed Inventory - "Preperation for
Implementation of a pilot project and guidance for an upcoming evaluation at VOLVO
Trucks in Umea". Lulea: Lulea Univercity of Technology Department of Business
Administration and Social Science.
227. Marques, A.F., Borges, J.G., Sousa, P., Pinho, A.M., (2011). An enterprise architecture
approach to forest management support systems design: an application to pulpwood
supply management in Portugal. Eur. J. For. Res. 130, 935–948. doi:10.1007/s10342-
011-0482-8
228. Disney, S.M. and Towill, D. R. (2002), “A procedure for the optimization of dynamic
response of Vendor Managed Inventory system”, Computers and Industrial Engineering,
Vol.43, No. 1, pp.
229. Tang, C. (2006), “Perspectives in supply chain risk management”, International Journal
of Production Economics, Vol.103, No. 2 pp. 451-488.
230. Mason, Robert, and Chandra Lalwani. 2006. “Transport integration tools for supply
chain management.” International Journal of Logistics: Research and Applications 9 (1):
57–74
231. Ibid, Mason, Robert, and Chandra Lalwani. (2006).
232. Sami, S. (2007), “Evaluation Framework for VMI Systems”, Helsinki School of
Economics Working Papers Series.