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E-Procurement

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E-Procurement refers to the electronic process of acquiring goods and services through online platforms, enabling organizations to streamline purchasing activities, enhance efficiency, and reduce costs. It encompasses the use of digital tools and technologies for sourcing, ordering, and managing procurement transactions.
lightbulbAbout this topic
E-Procurement refers to the electronic process of acquiring goods and services through online platforms, enabling organizations to streamline purchasing activities, enhance efficiency, and reduce costs. It encompasses the use of digital tools and technologies for sourcing, ordering, and managing procurement transactions.
E-procurement: How does it enhance strategic performance?
by Wojciech D Piotrowicz
ABSTRACT The research, based on an interdisciplinary literature review, highlights the strategic choices, various profiles and salient factors of electronic procurement (eprocurement). The authors identify some factors which are... more
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The implementation of BIM within the public procurement. A model-based approach for the construction industry
by Marzia Bolpagni

2013, VTT TECHNOLOGY 130

Building Information Modelling (BIM) is studied within the public construction procurement scenario, analysing the current situation and further development possibilities, especially how to adopt Model Checking in Tendering. Results can... more
Figure 2.2. DBB diagram (Lahdenpera, 2008, p. 13). Design-Bid-Build (DBB) is a very popular project delivery system (Eastman, Teicholz, Sacks and Liston, 2011, p. 4) and for this reason it is also called ‘Traditional’ method (Turner, 1990, p. 48; Lahdenpera, 2001). In DBB the designs are provided directly to the client and the contractor is involved only in the construction phase (Koppinen and Lahdenpera, 2004, p. 27) (Figure 2.2). Therefore, different parties are responsible for design and construction, and drawings have already progressed far when the contrac- tor is selected. Bidders calculate quantities to estimate costs and usually the winning contractor is the one who presents the lowest responsible bid (Eastman, Teicholz, Sacks and Liston, 2011, p. 5). Moreover, periodic maintenance is commissioned sepa- rately or performed by the client (Lahdenpera, 2008, p. 12).
Design-Build (DB) is a project delivery system where a contractor is responsible for the client for both design and construction under a single Design-Build contract on stand- ards provided by the client (Koppinen and Lahdenperd, 2004, p. 32) (Figure 2.4). A single entity may perform all of the design and construction or it may subcontract to yther companies and periodic maintenance is commissioned separately or performed oy the client (Koppinen and Lahdenpera, 2004, p. 32; Lahdenpera, 2008, p. 12).
Figure 2.8. DBO diagram (Lahdenpera, 2008, p. 13). tives would be weakened in any case (Lahdenpera, 2008, p. 12). This method moti. vates the service provider to estimate the full cost to complete the construction as soor as possible and to ensure a good quality level of the facility (Koppinen anc Lahdenpera, 2004, p. 36). Moreover the client gives bidders an output specification ot the service required and later the bidders provide a solution how to satisfy the client’s requirements (Koppinen and Lahdenpera, 2004, p. 36). For this reason, in DBO the service provider has more risk, but at the same time they can manage the risk and ado value for their own benefit (Koppinen and Lahdenpera, 2004, p. 36).
Figure 2.9. DBFO diagram (Lahdenpera, 2008, p. 13) Design-Build-F inance-Operate (DBFO) is a project delivery system very similar to the DBO because the responsibility is assigned through a single contract to design, build and maintain the asset for the contract period. However, the service provider arranges the financing and the client repays the investment as part of the service fee starting after commissioning (Lahdenpera, 2008, p. 12) (Figure 2.9). Also in this case the de- sign is always in the same package with construction because no one accepts life- cycle liability for someone else's project (Lahdenpera, 2008, p. 12).
Figure 4.20. Visual check of the location of the model origin in Solibri Model Checker v8.1.
Figure 2.12. Interests of the contracting parties (Petajaniemi and Lahdenpera, 2012b). for Proposal’. The client analyses the tender narratives which have been submitted and reduces the number of tenderers through an assessment process including interviews. After that, only two competing teams reach the next stage involving workshop tasks, which are evaluated. In addition, the client estimates the combined team fee (including overhead plus profit) and these elements form the basis for selection of the best ten- der. The selected team enters in a ‘development agreement’ with the client for the de- sign of the project and they agree the project's target cost. After that, the actual ‘im- plementation contract’ can be signed (Petajaniemi and Lahdenpera, 2012a, pp. 12-13). Furthermore, Petajaniemi and Lahdenpera (2012a, p. 15) say that PA is not for every project but it is more suitable for projects, which involve a lot of challenge, uncertainty and interfaces, because these challenges make the integration of competencies profitable.
Figure 2.13. Early BIM Partnering delivery method (Porwal and Hewage, 2013, p. 208). The process is featured by five stages: Planning phase, Modelling phase, Partnerinc award phase, Early BIM partnering phase and Construction phase (Figure 2.13).
A lot of work should be done also to increase the transparency and cross-border procurement for below threshold contracts (Racca, 2012, pp. 25-26). e-Procurement could promote it, not just through greater publicity of contracts, but also thanks to a certain degree of language independence and standardising certain practices, which nowadays limit cross-border participation (Racca, 2012, p. 51). Another interesting is- Sue is the e-Procurement solution for the automatic evaluation of bids. Indeed, elec- tronic means seem to be one of the most challenging solutions, especially in the case of the criteria of the most economically advantageous tender (Racca, 2012, p. 35). The contracting authority can specify the characteristics of the subject of the tender and give relative weighting and set mathematical formula in order to sum the scores and more objectively define the ranking (Racca, 2012, pp. 34-46). However, this approach is not valid for all the criteria, but only for the measurable ones, which can receive an automatic score (Racca, 2012, pp. 34-46). For this reason the aspects that imply an appreciation of non-quantifiable elements cannot be part of electronic auctions (e- Auction) (Racca, 2012, p. 41). This is more evident in procurement of works, than of goods and services, because it is more complex and involves several issues which are difficult to be translated in objective and measurable criteria. Figure 2.14 shows the main phases of e-Procurement activity.
Figure 3.1. Alternative Meaning of BIM (Saxon, 2013, pp. 6-7).
Figure 3.2. Some common connotations of multiple BIM terms (Succar, 2009, p. 359). Indeed, BIM describes the process of improvement and adoption of a computer gener- ated model to simulate all the phases of a facility such as the planning, design, con- struction and operation (Azhar, Hein and Sketo, 2008). The Building Information Mode! is ‘a data-rich, object-oriented, intelligent and parametric digital representation of the facility, from which views and data appropriate to various user’s needs can be extract- ed and analyses to generate information that can be used to make decisions and im- prove the process of delivering the facility’ (Azhar, Hein and Sketo, 2008) (Figure 3.2).
Figure 3.4.The BIM integrated process. Available at http://buildipedia.com/aec- pros/design-news/the-daily-life-of-building-information-modeling- bim? print=1&tmpl=component (last visit 15 J une 2013). The aim of BIM is to integrate and coordinate the people involved to simplify the work- flow (Figure 3.4).
Nowadays a lot of people are involved in the overall process (Figure 3.3) and it is not always simple to manage and coordinate them (Eastman, Teicholz, Sacks and Liston, 2011, Pe 3). Figure 3.3. AEC project team and typical organisation boundaries (Eastman, Teicholz, Sacks and Liston, 2011, p. 3).
Succar (2009, p. 359) defines three fields of activity related to BIM: Technology, Pro- cess and Policy. The Technology field contains all the people who work in the devel- opment of software, hardware, equipment and networking systems useful for the AECO industry. The Process field includes the players involved in the design, construction, manufacture, use, management and operation procedures, such as owners, designers, contractors and facility managers. Finally, the Policies field comprehends specialised Organisations who manage the preparatory phase, the regulatory and contractual is- sues such as insurance companies, research centres, educational institutions and reg- ulatory bodies. Figure 3.5 describes the three fields which are related to each other. For example the generation of open standards (more information is available in para- graph 3.4.3) needs the interaction between the Policy and the Technological players (Succar, 2009, p. 360). Additionally players of the Process field can develop guidelines related to the Policy field, instead of working only in design or contraction processes (Succar, 2009, pp. 360-361). Figure 3.5. Three interlocking fields of BIM activity (Succar, 2009, p. 361).
The Pre-BIM Status is based on 2D documentation and, even if there is a 3D model, it is not utilised to extract information. Moreover, the process is usually characterised by low technology systems, lack of interoperability and low productivity (Succar, 2009, p. 364). BIM Stage 1 is identified by object-based modelling using BIM software such as Revit, ArchiCAD and Tekla. Each discipline creates its own model and information are extracted from it, but the relationships between stakeholders are similar to the Pre-BIM Status since there is not an effective collaboration and data exchanges are only unidi- rectional (Succar, 2009, p. 364) (Figure 3.8). The stakeholders have to approach the fully adoption of BIM gradually and consecu- tively (Succar, 2009, p. 362). Succar (2009, pp. 364-365) shows three different steps needed to fulfil this aim: modelling, collaboration and integration. These steps are pre- ceded by a Pre-BIM situation and followed by the Integrated Project Delivery (IPD), presented in paragraph 2.4.1 (Figure 3.6 and Figure 3.7).
Figure 3.8. Project Lifecycle Phases at BIM Stage 1 (Succar, 2009, p. 366).
A. Quality of the model
Figure 3.9. Project Lifecycle Phases at BIM Stage 2 (Succar, 2009, p. 366). In BIM Stage 2 there is a Model-Based Collaboration between the players of different disciplines through the exchange of data in native and non-proprietary formats. The collaboration can be within one (e.g. interchanges of architectural and structural mod- els in the design phase) or two phases (e.g. structural model and steel model between the design and the construction phases). Data are taken from one collaborating model which contains all the data and it is possible to link this information to scheduling or cost estimating database in order to generate 4D or 5D simulations. In this phase some contractual amendments start to be necessary because the demarcation of rules, disci- plines and lifecycle phases is going to disappear, although the communications between the stakeholders are still asynchronous (Succar, 2009, pp. 364-365) (Figure 3.9).
Figure 3.10. Project Lifecycle Phases at BIM Stage 3 (Succar, 2009, p. 367).
Figure 3.14. Example of MDS (Bedrick, 2013b, p. 2). The MDS is a matrix made by the breakdown of the building systems in the rows and the milestones in the columns. Each building part has a LOD and a Model Element Author (MEA) (such as A for Architect or E for Engineer) at each milestone (Figure 3.14).
Figure 3.13. Example of steel structure at increasing LODs (Bedrick, 2013b, p. 2).
Figure 3.15. Example of Levels of Development. Available at http://practicalbim.blogsp ot.com.au/2013/03/what-is-this -thing-called-lod.html? goback=gmr_68075.gde_68075__ member_218542623 (last visit 1 J uly 2013). NS A a ee IR a a a OR i 0 a Finally, an important clarification about the abbreviation LOD is necessary. It means both Level of Development (Figure 3.15) and Level of Detail (Figure 3.16) but they are not synonymous (Bedrick, 2013a; BIMForum, 2013, p. 8). Indeed, the Level of Detail expresses how many details are contained in the model element, while the Level of Development defines the degree to which the geometry and the attached data of the element has been thought through, and it deals with the degree to which the project team members may rely on the information when using the model. For this reason the ‘Level of Detail can be thought of as input to the element, while Level of Development is reliable output’ (Bedrick, 2013a; BIMForum, 2013, p. 8).
(based on AEC [UK] BlMprotocol v2.0 - Component Grade) Figure 3.16. Example of Levels of Detail. Available at http://practicalbim.blogspot.com au/2013/03/what-is-this-thing-called-lod.html? goback=.gmr_68075.gde_68075_memb er_ 218542623 (last visit 1 J uly 2013).
Figure 3.17. Architectural, Structural and MEP models (Azhar, Hein and Sketo, 2008). GOVVIRGUVITS IVIHUVWVO. Design of the Building: BIM is adopted to design the Architectural, Structural and MEP parts of the facility (Figure 3.17) in addition to the surrounding area (COBIM, 2012, Series 2-5). Coordination: different software can be adopted to create objects of different disciplines and at the end they can be merged to find possible conflicts (Figure 3.18), however, a better solution is to work on linked models from the beginning, for example adopting cloud computing technology, moving up the identification of inconsistencies.
Figure 3.18. Merging of BIM models (COBIM, 2012, Series 6, p. 7).
Support for decisions: BIM can be adopted to study different alternatives (Figure 3.21) by comparing several parameters such as functionality, scopes and costs. For example it can be useful as a support for investment decisions (COBIM, 2012, Series 1, p. 5).
/isualisation and Communication: the 3D model is very useful for a better understand- ng of the design solutions both for designers of the same discipline but also for differ- nt stakeholders who are not familiar with other experts’ work (Barker, 2011) Figure 3.20a). It is possible to walk through the model, create animations and see 3D mages or rendering (Figure 3.20b) taken from the model (COBIM, 2012, Series 8). Moreover, BIM can help the estate agents to sell homes through a strong visualisation ind the buyers are able to easily customise the design of the house (Saxon, 2013, p. 49). Figure 3.20. (a) Structural details (COBIM, 2012, Series 8, p. 13) and (b) Photo-realistic illustration (COBIM, 2012, Series 8, p. 6).
Figure 3.22. Clash detection between MEP and structural models (COBIM, 2012, Series 6, p: LI). Quality Assurance: the check of the project is one of the most powerful utilisation of BIM, because it allows discovering and solving problems in the design phase instead of during the construction (Figure 3.22). Thanks to model checking tools, it is also possi- ble to validate the building with a rule-based validation programme based on rules which have been specified in accordance with BIM requirements (COBIM, 2012, Series 6). This approach is useful for the client, who can control if their requirements have been respected but also for the Building Supervision staff to carry on code reviews such as fire safety (Azhar, Hein and Sketo, 2008; Dimyadi and Amor, 2013) and accessibility (Bellomo, 2012).
Figure 3.24. 4D simulation. Available at http://www.mrasbuiltcom/MAB_BIM_Navis.htm (last visit 9 J une 2013).
Figure 3.30. Visualisation of system zones (COBIM, 2012, Series 12, p. 10).
Figure 3.31. Interoperability between different platforms. Available at htto://www.harpa ceas.it/sito/simple.nsf/PagO K/P illoledi-BIM (last visit 3 J une 2013). In Italian. and loss of data increase when exchanges within different software are taking place. Therefore, the improvement of open standard remains one of the main issues related to BIM (Laakso and Kiviniemi, 2012, p. 135), because it requires interdisciplinary col- laboration strategies to overcome the actual defects of the process (J ardim-Goncalves and Grilo, 2010b), thereby it cannot express all its potentialities if there are still multiple proprietary formats not compatible to each other (Venugopal, Eastman, Sacks and Teizer, 2012, pp. 411-412). Moreover, Eastman, Teicholz, Sacks and Liston (2011, p. 103) underline the importance of the modification or extension of the model information for different users. One example is the possibility for a structural designer to obtain the useful information needed for structural analysis directly from an architectural model. Currently there are several models for several purposes, because the translation of the information to fit different goals is not possible. Thereby each discipline elaborates its own model with regular synchronisation of the changes with the other models, using a common ‘reference model’ (Varkonyi, 2010). However, the automatic updating of data when changes are made to one model is not always allowed and manual corrections, which facilitate the number of errors, are made.
Figure 3.32.Schema and schema language (Eastman, Teicholz, Sacks and Liston, 2011, p. 106).
Figure 3.34. IFC data file formats and icons. Available at http://www. buildingsmart- tech.org/specifications/ifc-overview/ifc-overview-summary (last visit 4 J] une 2013). In 1994 a consortium of twelve US-based companies joined together for developing interoperability of BIM data between software applications (Laakso and Kiviniemi, 2012, p. 142). At the beginning, the consortium was defined as Industry Alliance for Interoperability, then it changed its name in International Alliance for Interoperability (IAl) and finally, in 2005 it was renamed buildingSMART (Eastman, Teicholz, Sacks and Liston, 2011, p. 113). It is an intemational alliance of construction industry repre- sentatives and it develops the Industry Foundation Classes (IFC) protocol which is one of the most popular interoperability standards for the construction sector (Varkonyi, 2010). Indeed, IFC is an open and neutral data format and it is written using the EXPRESS schema language. In addition to the .ifc data file, there is also ifcXML, which utilises XML document structure and it is usually 300-400% larger than an .ifc one. Finally, an IFC data file, using a compression algorithm, is available (.ifcZIP) and it is 60-80% smaller than .ifc and 90-95% than .ifcXML (http://www.buildingsmart-tech.org last visit 5 J une 2013) (Figure 3.34).
Figure 3.35. History of IFC development (BuildingS MART, 2013a). The first generations of IFCs, IFC 1.0, were published in 1997 (Laakso and Kiviniemi 2012, p. 147), nowadays all the major software vendors include 2x3 interface: (Varkonyi, 2010; Porwal and Hewage, 2013, p. 206) and recently a new version, IFC4 has released (BuildingS MART, 2013a). Laakso and Kiviniemi (2012) describe in a de tailed way the main stages of the history of the IFC standardisation proces: (Figure 3.35), which are not presented in this context.
Figure 3.36. Illustration of model views as a subset of the exchange schema (Venu- gopal, Eastman, Sacks and Teizer, 2012, p. 413).
Figure 3.37. Layers of the information exchange framework (Laakso and Kiviniemi, 2012, p. 150). Peicnolz, sacks and Liston, 2011, p. 120). Another official element of IFC standardisation is the Information Delivery Manuals IDMs) useful to capture and specify processes and data flows during the lifecycle of a 31M project. Nowadays they are accepted as an ISO standard and they can be utilised 0 document processes and to define the associated information which has to be ex- -hanged between parties. IDMs require software to be operational because their goal s to ensure that the information is communicated in such a way they can be translated y the software at the receiving side (http://iug.buildingsmart.org/idms last visit 5 J une 2013). Figure 3.37 describes the relation between MDV and IDM. IFC is the base from which MVDs are established. Software applications are needed to support the ex- -hange and for this reason IDMs give support to enable the workflow taking into ac- -ount software solutions (Laakso and Kiviniemi, 2012, p. 150).
Another supporting tool for the standardisation is the International Framework for Dic- tionaries (IFD), recently renamed buildingS MART Data Dictionary (oSDD), which is still under development and testing. It is an ISO standard for terminology libraries or ontol- ogies to connect data from existing databases to IFC (Laakso and Kiviniemi, 2012, pp. 150-151). Usually IFC tags IFD with Global Unique IDs (GUID), which can be refer- enced to a locally or remote library and produce text strings in any language (Laakso and Kiviniemi, 2012, p. 151). Figure 3.38 shows the three standards of buildingS MART Organisation to supporta BIM process. Figure 3.38. buildingS MART standards. Available at http://www. buildings mart-tech.org/ specifications (last visit 5 J une 2013).
General Service Administration (GSA), through its Public Buildings Service Office ¢ Chief Architect, established a National 3D-4D-BIM Program in 2003 (Khemlani, 2012a The National 3D-4D-BIM Program promotes value-added digital visualisation, simulé tion and optimisation technologies to develop quality and efficiency during the lifecycle of projects. Indeed, 3D, 4D and BIM computer technologies give the possibility to mee customer, design, construction and program requirements in a more effective way Since 2007 GSA has required spatial program BIMs for all major projects as a min mum requirement for the submission for final concept approvals. Moreover, all GS, projects are encouraged to utilise 3D, 4D and BIM technologies. GSA published Serie of Guidelines (available at htto://www.gsa.gov/portal/content/105075?utm_source=| BS &utm_medium=print-radio&utm_term=bim&utm_campaign=shortcuts. Last visit 1 J une 2013) related to 3D-4D-BIM Overview (Figure 3.40), Spatial Program Validatior 3D Laser Scanning, 4D Phasing, Energy Performance and Operations, Circulation an Security Validation, Building Elements and Facility Management. Figure 3.40.GSA BIM Guide, Series 1 Overview. Available at http://www.gsa.gov/ graphics/pbs/GSA_BIM Guide v0 60 SeriesO1 Overview_05 14 07.pdf (last visit 23 J une 2013).
Figure 4.19. Model Tree View in Solibri Model Checker v8.
Figure 3.41. (a) Building Information Modeling (BIM) Roadmap (US Army Corps of Engineers, 2011) and (b) National Building Information Modelling Standards (National Institute of Building Science, 2007). In 2009 the Associated General Contractors of America published the second edition of ‘the Contractor's Guide to BIM’ (first edition in 2006), which analyses the implication of BIM for contractors, based on experience provided by contractors that have already adopted BIM (Eastman, Teicholz, Sacks and Liston, 2011, p. 301). Also the US Coast Guard has embraced the utilisation of BIM (Succar, 2009, p. 360) and in 2007 the Na- tional Institute of Building Science has published the ‘National Building Information Modelling Standards. Version 1’ to help all participants in reaching more reliable out- comes from commercial agreements (Figure 3.41b). Later Version 2 was published in 2008 and it is a consensus-based standard which includes reference standards, infor- mation exchange standards and best practice guidelines to support users in their im- plementation of open BIM standards-based deliverables. Finally the ballot submission period for Version 3 ended in August 2013 (http://www.nibs.org/news/127862/NBIMS- US-V3-Ballot-S ubmission-P eriod-Now-Open.htm. Last visit 23 August 2013).
Figure 3.42. COBIM, Series 1 General Part (COBIM, 2012). dealing with ‘General BIM Requirements’ (Figure 3.42), ‘Modeling of the Starting Situa tion’, ‘Architectural Design’, ‘MEP Design’, ‘Structural Design’, ‘Quality Assurance’ ‘Quantity Take-off’, ‘Use of Models for Visualization’, ‘Use of Models in MEP Analyses’ ‘Energy Analysis’, ‘Management of a BIM Project’, ‘Use of Models in Facility Manage: ment’, ‘Use of Models in Construction’. In addition, another Series related to the ‘Use o Models in Building Supervision’ will be published.
Financial problems have pushed the UK Govemment to explore new ways of control- ling costs. Indeed, in May 2011 the Cabinet Office published its Government Construc- tion Strategy (Figure 3.43a) and for the first time the ‘Government will require fully col- laborative 3D BIM (with all project and asset information, documentation and data be- ing electronic) as a minimum by 2016’ (Cabinet Office, 2011, p. 14). UK Government wants to strengthen the public sector's client capability in BIM implementation so that all central government departments’ projects will be adopting at least Level 2 BIM (see paragraph 3.2) by 2016 (Cabinet Office, 2012, p. 6). Moreover, the Cabinet Office will develop standards enabling all members to work collaboratively because in its opinion the ‘lack of compatible systems, standards and protocols, and the differing require- ments of the clients and lead designers, have inhibited widespread adoption of a tech- nology which has the capacity to ensure that all team members are working from the same data’ (Cabinet Office, 2011, p. 13). Indeed, the AEC (UK) BIM Standard Commit- tee released several BIM standards (Figure 3.43b) for BIM software such as Revit, Bentley and ArchiCAD (available at http://aecuk.wordpress.com/. Last visit 1 J uly 2013), to help the AEC UK firms in the transition from CAD to BIM (Khemlani, 2012a). Figure 3.43. (a) Government Construction Strategy (Cabinet Office, 2011) and (b) AEC (UK) BIM Protocol. Available at http://aecuk.files.wordpress.com/2012/09/aecukbimprotocol-v2- 0.pdf (last visit17 J une 2013).
Figure 3.44. S tatsbygg Building Information Modelling Manual Version 1.2 (Statsbygg, 2011). Norway
Figure 3.45. 3D Working Method 2006 (BIPS, 2007).
Figure 3.46. Rgd BIM Standard (Rijksgebouwendienst, 2012).
Figure 3.48. (a) BIM Standards Manual for Development and Construction Division o Hong Kong Housing Authority. Available at: http:/Awww.housingauthority.gov.hk/en/bus ness-partnerships/ resources/building-information-modelling/index.html (last visit 17 J une 2013) and (b) BIM Library Components Design Guide for Development and Con. Struction Division of Hong Kong Housing Authority. Available at http://www housingauthority.gov.hk/en/business-partnerships/resources/%20building-information- modelling/index.html (last visit 17 J une 2013).
New Zealand Figure 3.50. (a) Building Industry Performance Measures - Part One (Page and Curtis, 2012) and (b) New Zealand National BIM Survey 2012 (Masterspec, 2012).
Sweden Figure 3.52.BIM - Standardiseringsbehov. Available at htto://www.openbim.se/~/ media/%20F iles_OpenBIM/P rojekt/130620 BIM_rapport.ashx (last visit 17 J uly 2013).
Figure 3.53. BIM policy stage by adopting rating in EMEA (Kiviniemi, 2013). Moreover, even if the Government's strategy remains the most effective way to imple- ment the BIM diffusion, also advance public clients of institutions can introduce BIM in their requirements. One example is the USA public university Georgia Institute of Technology, which in J une 2013 published the ‘Architecture and Engineering Design Standards For Building Technology’ supporting BIM standards (Board of Regents Uni- versity System of Georgia, 2013, pp. 12-28). Indeed, all construction projects (new and renovation) from$5 million and all new construction form $2.5 million must develop a Building Information Model conformed to AIA (2008) document E202 (Board of Re- gents University System of Georgia, 2013, p. 12). Moreover, also the New York City School Construction Authority has published a ‘Building Information Modeling Guide- lines and Standards for Architects and Engineers’ (SCA, 2013), which shall be utilised by all the parties involved to ‘provide a Project's design in BIM, describes the process- es, procedures, and requirements that shall be followed for the preparation and sub- mission of BIM Models (...), as well as to produce, release, and receive data in a con- mandatory BIM requirements, which become a strong pull for research and develop- ment (Wong, Wong and Nadeem, 2009; RIBA, 2012, p. 24). An example of this is UK, which is reaching a leading position, after the Government's decision to adopt a BIM Strategy (Cabinet Office, 2011). Usually the implementation of a BIM strategy within Public Sector is part of a renovation of the overall system to improve effectiveness (RIBA, 2012). Figure 3.53 graphically illustrates the BIM policy stage of different coun- tries of Europe, Middle East and Africa (EMEA). The bubble size describes the gross domestic product and the image shows the ascent of UK in the last two years.
5earches for the registered exporter services and gives back an appropriate exporter t he importer, who opens a communication to the selected exporter. Finally, the exporte sends back the tender document to the importer and/or sends it to selected supplier: Thus, the SOA4BIM Framework gives the possibility to move beyond current traditioné 2-Procurement systems and public e-Procurement platforms which are portal-centri client/server models. The integration of SOA with MDA will allow transformations an services which will automatically create Platform-S pecific Models (PSM), such as We services, to each of the agents involved in the process (client, architect, specialist de signer). Therefore, each time a service is required by any agent, there will be an autc mated transformation of the PIM to the specific PSM, through mapping. On the othe yand, whenever a construction agent asks the PIM-BIM model to be enriched with ne\ nformation generated by their applications (e.g. specifications or bill of quantities), ne\ services would be made available, transforming the new PSM requirements into th enriched PIM-BIM model. However, there must be a process to check the conformanc n order to validate whether the enriched data conforms to the initial PIM-BIM model, o ‘equires an adaptation to the initial model. SOA4BIM Framework develops these mode ransformations in a Cloud Computing approach. This approach allows constructio agents who have services implying the exchange of data, information or tender docv nents with other agents, they will trigger Web services (or other SOA-based mechanisrr over the cloud, and model transformations and compliance testing will be performe within the cloud, regardless of the physical location of the applications, databases, opel ating systems, or hardware. In this way each actor will have the required informatior Nithout having to know which conversion processes occurred and the enrichment of th ?IM-BIM model will dynamically take place without major human intervention. Figure 3.54. Generic SOA4BIM Framework (Grilo and J ardim-Goncalves, 2011, p. 112).
Figure 3.55. Cloud Platform of the BIM-IF/STEP for Clash Detection processes (J ardim-G oncalves and Grilo, 2010, p. 396).
Figure 3.56. Advantages of BIM technology in answer to the increasing pressure on the Building Process (Eastman, Teicholz, Sacks and Liston, 2011, p. 20). BIM changes the overall process of design and build and improves the technology itself (Yan and Damian, 2008). Indeed, because BIM is a revolutionary approach and itis in its early phase of development and adoption (Eastman, Teicholz, Sacks and Liston, 2011, pp. 2, 19), it brings both possible improvements and challenges. Some of these ad- vantages are the result of increasing pressures on the Building Process, which push the traditional practise to change (Figure 3.56) (Eastman, Teicholz, Sacks and Liston, 2011, p. 20). Below there is a list of the main benefits and challenges related to the BIM adoption.
Figure 3.57. Comparison between traditional DBB paper-based process and collabora- tive BIM-based delivery process (Eastman, Teicholz, Sacks and Liston, 2011, p. 153).
Figure 4.1. Diagram of the main aspects of the client’s obligations in DBB. In addition, the BIM Addendum considers a fourth option that the client can adopt to specify a different level of reliance between the model and the 2D drawings. Finally, another interesting topic is the most suitable file format to be included in the tender documents. The implementation of standards and protocols with a common lan- guage is essential in the adoption of BIM in public works. In fact, adopting file formats not bound to specific software packages is very important because the information can remain ‘open and non-proprietary’ (Porwal and Hewage, 2013, p. 206). Nowadays IFC is Supported among the major BIM software vendors also thanks to different public sec- tor property owners’ desire to support BIM with IFC standards (for more information see paragraph 3.4). However, there are still problems in generating IFC files, which, for example, do not always correspond to the native ones. For this reason, at the moment it would be better to provide the tenderers with the native file as well. Moreover, if the purpose of BIM is only a better visual understanding of the complexity of the project and it will not be used for quantity take off (QTO), an alternative to the IFC format would be a non-editable file. Indeed, the Los Angeles Community College District (LACCD) in its Standards for Design-Bid Build Projects (2001, p. 19) affirms that ‘as part of documents delivered to potential bidders, Design Team shall provide non- editable version of the coordinated BIM for reference and visualisation of the building’ and only ‘after Contract is awarded, the coordinated Design BIM and all native BIM files will be provided to the General Contractor’. However, in this case BIM cannot express all its potentialities and these formats usually are not supported by the majority of visu- alisation tools (e.g. Solibri Model Viewer). Figure 4.1 shows the main points dealing with the client’s tasks: they should include BIM in the tender documentation, together with model specifications and possible 2D drawings in compliance with the Model.
Figure 4.2. Ruleset Manager tool in Solibri Model Checker v8.
Figure 4.3. Model layout in Solibri Model Checker v8.
Affinity
Figure 4.9. Example of dProfiler desktop window. Available at http://oeck-technology com/assets/dp06_mixed-use.png (last visit 25 J une 2013).
Autodesk NavisWorks
Figure 4.11. Example of Tekla BIMsight desktop window. Tekla BIMsight
Bentley Projectwise Navigator Figure 4.12. Example of detect and resolve clashes tool in Bentley Projectwise Naviga- tor. Available at http://www.bentley.com/NR/rdonlyres/A12E E 3B3-4347-4E 19-A6B4- 7F 049A0D08D8/0/nav03.jpg (last visit 11 May 2013).
Riuska Figure 4.13.Example of Riuska desktop window. Available at http://appsl.eere. energy.gov/buildings/tools_directory/screenshots.cfm/ID =239/pagename_submen u=/pagename_menu=/pagename=alpha_list_sub (last visit 11 May 2013).
Vico Cost Planner Figure 4.16. Example of Vico Cost Planner desktop window. Available at htto://www.vico software.com/products/vico-office-cost-planner/tabid/85288/Default.aspx (last visit 11 May 2013).
Mitchell Brandtman Figure 4.17.Example of CostX desktop window. Available at http://www.mitbrand com/assets/documents/P DF /5D_Cost_Planning_MitchellBrandtman_19-04-2013.pdf (last visit 24 August 2013).
Figure 4.18. (a) Intersection of walls in Solibri Model Checker v8 and (b) Intersectior between a door and a slab in Solibri Model Checker v8. First of all the client is interested to assess if the overall quality of the model is ade- quate and if there are geometrical errors due to inability to adopt BIM software to gen- erate the models. Nowadays many programmes are available for the clash detection because the research of geometrical conflicts was the first to be developed and profes- sionals in the AEC industry usually utilise it to assess model quality (Hjelseth, 2012). In SMC for example, itis possible to find intersections (or overlapping) between the same components (e.g. walls against walls) or different ones (e.g. walls against doors) or between furniture and other objects (Figure 4.18).
In the tender documents it is possible to find several prescriptions related to spaces. First of all SCM can check if there is a given number of Spaces with a given space type and area (e.g. 10 office spaces with an area between 9 and 11 m”) in the entire model or in a specific floor. It is possible to control also the accuracy of their geometry and location and if they have been modelled in the correct way. The client can verify the height of spaces and there is also a rule which checks that distances between specified start and destination spaces follow a given distance requirements (maximum and min- imum distances) (Figure 4.23). Figure 4.23. Example of Space Distance Check rule in Solibri Model Checker v8.1.
Usually the client specifies the total or sub-parts of the area or volume of the building in the tender documentation and then they want to check if the bids follow their indica- tions. Using the Information takeoff tool it is possible to calculate quantities such as areas or volumes of specific spaces and check it manually. Instead it is possible to check automatically if given areas of spaces or the total area of spaces on each building floor are within specified minimum and maximum area limits (Figure 4.24). Figure 4.24. Example of Space Area Check rule in Solibri Model Checker v8.1.
Figure 4.25. Example of rule to check the presence of components in spaces in Solibri Model Checker v8.1.
Figure 4.26. Example of rule for checking properties of elements in Solibri Model Checker v8.
Figure 4.28. Information Takeoff tool in Solibri Model Checker v8.1.
Figure 4.29. Example of check result of free space for a wheelchair in a bathroom with SMC (Bellomo, 2012). Today more attention is also given to the accessibility of buildings, especially in the pub- lic sector. SMC has already translated in rulesets some regulations (such as the Interna- tional ISO_DIS 21542 2009 Building construction - Accessibility and usability of the built environment; the International Code Council ICC/ANSI A117.1. 2003 American National Standard, Accessible and Usable Buildings and Facilities; and the Americans with Disa- bilities Act and Architectural Barriers Act Accessibility Guidelines J uly 23, 2004). The translation of codes in rules is quickly growing to improve so called Automated Code Checking (Ding, Drogemuller, J upp, Rosenmanand Gero, 2004; Eastman, Lee, J eong, and Lee, 2009; Greenwood, Lockley, Malsane and Matthews, 2010; Nguyen and Kim, 2011; Hjelseth, 2012). Also in Italy an interesting study related to accessibility has been carried on using SMC (Bellomo, 2012) (Figure 4.29). Some of the accessible rules are related to the control of slope and length of ramps, the validation of free floor space for utilisation of a wheelchair as well as the accessibility to stairs, doors and windows.
Figure 4.30. Example of rule for checking escape routes in Solibri Model Checker v8.1. is a rule that checks the presence of at least one component classified as ‘Stair’ in the vertical access classification, moreover, the presence of at least one exit door is always checked. The client can verify if all spaces have referencing relation at least to one door and if the exit spaces have at least one exit door. Other rules check that it is pos- sible to exit safely in case of fire or other emergency ensuring the building has suffi- cient amount of suitable located exit passageways with sufficient capacity, so that exit time is not dangerously long. Finally, the minimum dimension of doors can be checked.
Figure 4,33. Customisation of the Space Distance Check rule in Solibri Model Checker v8.1.
Figure 4.34. Classification of Transmission Loss Walls in Solibri Model Checker v8.1. Figure 4.35. Property Rule Template with Component Filters rule (SOL/230) in Solibri Model Checker v8.1.
Figure 4.36. Check Transmission Loss rule in Solibri Model Checker v8.1.
Figure 4.39. Checking Result of the Check Transmission Loss rule in Solibri Model Checker v8.1.
Figure 4.40. Checking Result of the Check Transmission Loss 2 rule in Solibri Model Checker v8.1.
Figure 4.42. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, B.1 Basic BIM requirements.
Figure 4.49. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.6 Mechani- cal Engineering Modelling, Outline Conceptual Design - Default modelling requirements. PATE UI OW BN NAMA NE Ned Dd. Gre PIV GAVOHGANMI THE YIN, LALLY PNM. TOU PT VUPIUOIV ITO, WWIII two rules check that foundations touch slabs, columns, or walls above or below them. Paragraph C.6 deals with Mechanical Engineering Modelling and itis also divided in three parts. The first, Outline Conceptual Design - Default modelling requirements, includes Ref. #91. Spaces - Technical spaces, shafts, external pipe/duct traces (cul- verts) etc., Ref. #92. Entry points for technical infrastructure, Ref. #93. Major mechani- cal components and Ref. #94. Main ductwork and pipework at critical locations. All these requirements need a manual check, except the control of the name scheme of Ref. #92. (Figure 4.49).
The last paragraph of SBM1.2 in SMC is C.9 Fire Safety Engineering Modelling and itis divided in three parts (Figure 4.56). Figure 4.56. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.9 Fire Safety Engineering Modelling.
Figure 4.21. Info window of the Model layout in Solibri Model Checker v8. If there are tenders where the anonymity of the final submission of IFC files is required, SMC can check it not automatically, but by using the Model Layout and control if in the ‘Info’ window, the field ‘Author’ in the ‘IFC File Name’ is present or not (Figure 4.21).
Figure 4.22. Example of BIM file naming convention rule in Solibri Model Checker v8.1.
Figure 4.43. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, B.2 BIM - Generic model structure requirements.
In 2009 the Ministry of Administration, Reform and Church Affairs commissioned S tats- bygg to plan a new National Museum in the old Oslo West Railway Station called ‘Vestbanen’ and an Architectural competition in two phases was set up. Phase 1 was an open international competition, where nearly 1300 registrations were submitted on the competition web and 237 proposals were finally delivered to the model server (Fig- ure 4.58a). Only six competitors were selected for Phase 2 and, at the end, the jury selected three winners, who were invited to participate in a negotiated design contract competition. This case study is relevant because the implementation of BIM was at the centre of the competition and it was used for an efficient evaluation and decision sup- port to ‘compare models in respect of their environmental and building in use solutions’ (Kvarsvik, 2010b). Figure 4.58. (a) Urban Transition’s BIM model for Phase 1 and (b) BIM model of the competition area (Kvarsvik, 2010a). Available at http://statsbygg.no/Utviklingsprosjekter/ Nasjonalmuseet/ Konkurransen/F ase-1/ (last visit 7 February 2013).
Figure 4.59. Space Programme of the Architectural Competition of the National Museum at Vestbanen.
Figure 4.60. (a) Exterior perspective view (Senaatti and SYKE, 2010d), (b) Facade to the West (Senaatti and SYKE, 2010d) and (c) Plan of the competition winner ‘Apila’ (Senaattiand SYKE, 2010d). ‘The working group organized by the contracting party has the preparedness to function as part of a team exploiting data modelling in the competition stage as well as in the subsequent design stage. Compliance with Senate Properties data modelling requirements, found at the address: http://www.senaatti.fi/document. asp?sitelD=l&docID=546, is mandatory. (Compliance with the instructions will ensure that the IFC file generated during the competition stage will be useable in energy and condition simulations, quantity calculations, and scope assessments)’ (Senaattiand SYKE, 2010c).
Figure 4.61. Monthly average solar irradiance on the different surfaces using IFC data. (Porwal and Hewage, 2013, p. 212).
In March 2011 the UK Ministry of Justice started the project of a new build (Figure 4.63) 178-person Housing Block and an Education Block for the Youth J ustice Board within the existing HM Young Offenders Institution Cookham Wood in Rochester (HM Government, 2013, p. 2). This project is one of the six projects of the Trial Projects Programme of the Govemment Construction Strategy (Cabinet Office, 2012, pp. 7-8), which wants to change the relationships between clients and the entire supply chain (HM Government, 2013, p. 5). The Ministry of J ustice adopted one of the three new procurement methods, the Two Stage Open Book (see paragraph 2.4.5), which creates a collaborative culture so as to involve the consultants, Tier 1 and Tier 2 contractors at the earlier stage to develop together the project. In this way cost savings and efficiency are reached prior to start the construction on site. Another important innovation is the adoption of BIM, Government Soft Landings (see the UK presentation in paragraph 3.5.2) and Project Bank Accounts (HM Government, 2013, p. 1). Project Bank Ac- counts is also part of the Government Construction Strategy and it deals with a new way of paying supply chain members. Indeed, they will receive payment in five days or less from the due date, so this method assures certainty and security of payment and that it is made promptly (Cabinet Office, 2012c). Figure 4.63. (a) 3D model of the surrounding area of Cookham Wood Youth J ustice Board (BIM Task Group, 2013a) and (b) 3D model of the Cookham Wood Youth J us- tice Board New Build Young Offenders Institution (BIM Task Group, 2013b, p. 3).
Figure 4.64. View of the current status of the theatre Galli in Rimini.
Figure 4.65. Rendering of the client’s site layout.
Figure 4.68. Bidder A’s first phase of the site layout plan.
Figure 4.69. Bidder A’s second phase of the site layout plan.
Figure 4.70. Bidder B’s site layout plan.
Figure 4.71. Bidder A’s proposal imported in Solibri Model Checker v8.1.
Figure 4.73. Ruleset in SMC v8.1 to check the dimension of spaces.
Figure 4.76. Bidder B’s proposal imported in Solibri Model Checker v8.1.
chestra, orchestra pit and stage, the energy consumption is reduced because it is pos- sible to heat only one section and not the whole area. In the orchestra the bidder pro- poses the utilisation of the free volume under it to carry the air instead of adopting the plenum chambers and the canal systems. Therefore, this space is emptier to facilitate its maintenance (Figure 4.80). Figure 4.80. (a) Client’s layout of duct systems under the stage and (b) Bidder’s layout of ductsystems under the stage.
In this case study the jury compared very different systems solutions and a Model Checking software, such as SMC, would not have helped to compare different because is not simple to declare the most convenient option in general. Indeed, there is not a specific role to choose between e.g. a geotechnical and a heat pump system. The choice is very complex because several variables and parameters are involved. For example, the bidder’s solution seems to be better than the client’s one because there are less canals and so there will be savings for materials, the impact of the new layout is not onerous (Figure 4.81) and the maintenance will be easier. However, the position of the air handling units on an upper level probably will generate unpleasant noises, which are not welcome in a theatre. Thus, the location of these equipment in the basement remains the best solution for the lifecycle of the theatre. Figure 4.81. (a) Client's disposition of canal systems in an upper level and (b) Bidder’s disposition of canal systems in an upper level.
Figure 4.82. Client’s layout of canal systems.
Figure 4.48. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.5 Structural Engineering Modelling, Coordinated design, procurement and full financial authority - Default modelling requirements. Also in this case the previous part is basic and a manual check is needed (Ref. #80.); however, there are several rulesets to control the geometry accuracy. There is not Ref. #81. in SMC because it is only an information. Ref. #82. Model structure and con- sistency, instead, is validated thanks to rulesets which control the uniformity of the ar- chitectural and structural models (such as Ref. #78.), the intersection between building services and structural components and interconnections between beams and col- umns. Moreover, the rule § Components must have type is useful for checking the Ref. #83. Component identification requirement. Ref. #84. dealing with Foundations re- quires a manual check. Finally, it is not possible to control if all load-bearing vertical and horizontal structures have been modelled holding type, material, geometry, loca- tion and preliminary structural dimensioning data. However, there is a ruleset in SMC to validate their names s (Ref. HBS. ). —1 #43£-. . 2... hl ge ee a ee ee ee ee ee es ee | ne |
Figure 4.50. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.6 Mechanical Engineering Modelling, Full Conceptual Design - Default modelling requirements. The second part, Full Conceptual Design - Default modelling requirements, compre- hends Ref. #95. Mechanical requirements as in Outline Conceptual Design, Ref. #96. All mechanical components in technical spaces, shafts, external pipe/duct traces (cul- verts) etc., Ref. #97. All mechanical components in defined ‘type room’ spaces and Ref. #98. All mechanical components in defined ‘special’ spaces. The rules § Intersec- tions in mechanical models and § Duplicates in mechanical models can be used to validate the accuracy of the geometry (Ref. #95.). Moreover, there are rulesets to check if mechanical components have a type, if all objects are assigned to relevant systems and if the naming of systems is correct (Ref. #96.). On the other hand there are no rulesets useful to validate Ref. #97. and Ref. #98. (Figure 4.50).
Figure 4.51. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.6 Mechan- ical Engineering Modelling, Coordinated design, procurement and full financial authority - Default modelling requirements. The last part of paragraph C.6, Coordinated design, procurement and full financial au- thority - Default modelling requirements, includes Ref. #99. Mechanical requirements as in Full Conceptual Design, Ref. #100. All mechanical components in all spaces, Ref. #101. All mechanical route paths in all spaces and Ref. #102. Positioning mechanical components in suspended ceiling grids. Ref. #99. requires the requirements of the pre- vious part as a basis, but it is not possible to check it automatically. Moreover, SMC does not include rulesets for checking the level of detail of components and the precise position within spaces for relevant mechanical equipment. However, there are similar rules for the accuracy of the geometry (such as for Ref. #95.). The requirement R ef. #100. can be validated thanks to same rulesets as Ref. #96. SMC, instead, does not allow the automatic control of Ref. #101., but there is a rule for checking the intersec- tions between components in HVAC models (Ref. #102.) (Figure 4.51).
Figure 4.53. Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.7 Electri- cal and Communications Engineering Modelling, Full Conceptual Design - Default modelling requirements. —-!- The second part, Full Conceptual Design - Default modelling requirements, compre- hends Ref. #107. Electrical and communications requirements as in Outline Conceptu- al Design, Ref. #108. All electrical and communications components in technical spac- es, shafts, external pipe/duct traces (culverts), etc., Ref. #109. All electrical and com- munications components in defined ‘special’ spaces and Ref. #110. All electrical and communications components in defined ‘type room’ spaces. There are two rules to validate the accuracy of the geometry (Ref. #107.). Moreover, there are rulesets to check if electrical components have a type, if all objects are assigned to relevant sys- tems and if the naming of systems is correct (Ref. #108.). On the other hand there are no rulesets useful to validate Ref. #109. and Ref. #110. (Figure 4.53).
Figure 4.54, Rulesets of Statsbygg BIM Manual in Solibri Model Checker, C.7 Electri- cal and Communications Engineering Modelling, Coordinated design, procurement and full financial authority - Default modelling requirements. quirements of the previous part as a basis, butit is not possible to check it automatical- ly. Moreover, SMC does not include rulesets for checking the level of detail of compo- nents and the precise position within spaces for relevant electrical and communications equipment. However, there are similar rules for the accuracy of the geometry (such as for Ref. #95. and Ref. #99). The requirement Ref. #112. can be validated thanks to a rule which checks the correct type of components. SMC, instead, does not allow the automatic control of Ref. #113., but the same rule as for Ref. #102. can be used for Ref. #114. to control the intersections between components in HVAC models (Ref. #102.) (Figure 4.54). Paragraph C.8 is related to Acoustical Engineering Modelling and it is divided in three parts (Figure 4.55).
DUNJECLEU W IEICIEHCe CHECKS, THGHY UO WHITE! Was Q“udHied Ol ule IOWESLUTIET. An integrated 3D model (using Revit Architecture) was provided to the tenderers for a better visualisation of the project and for pricing purposes. Unfortunately it was not included in the contract form, although the authors hope for a future official inclusion of the model in the contract document. Due to lack of trust on completeness and accuracy of BIM tools, there was not a total BIM approach to the project because the Architect orovided 2D drawings using AutoCAD and later the design team coordinated the doc- umentation into the Building Information Model. The following modelling tools from Au- todesk were taken into use to facilitate the exchange of data and the transition from CAD to BIM process, because nowadays the construction industry mostly utilises the AutoCAD platform with .dwg file format: A level of detail (LOD) variable from 200 to 300 was used to keep the file size smaller and the modelling workflow faster. In addition to fulfil this aim only typical floors were detailed, it relied on 2D line work for detailing anything over 1:40 scale drawing and different LOD were used for different purposes (e.g. Architectural detailing was done up to LOD 300). There was not only a unique model but the main one was used to gener- ate accurate and integrated 2D documentation, for clash detection and for collaboration between different parts, in addition, other models were generated for high-end render- ing. Parts of the main model were extracted in 2D drawings to create details in smaller scales. The Architectural Model was used to evaluate different options in the early de- Sign concept by performing analysis and daylight simulations (Figure 4.61).
BIM partnering v/s traditional procurement. Figure 4.62. Comparison between traditional DBB and BIM Partnering methods (Porwal and Hewage, 2013, p. 212).
Figure 4.77. Checking results of bidder B's proposal in Solibri Model Checker v8.1.
Figure 4.86. i-F aber platform: tender information.
Documentazione allegata generica
Figure 4.93. i-F aber platform: step by step procedure to submit a bid.
Modifica valutazione 24/05/2013 12:13:02
Here we See the information related to the bid such as how to carry out the stamp duty, the percentage of decline (in this case 12,00%) and the attach documents of the con- struction project and of the economic offer. The footnotes indicate which information must be sent in a traditional way or electronically with a digital signature, which docu- ments are mandatory or optional and if requirements deal with administration, technical or economic issues.
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THE ADOPTION OF E-PROCUREMENT IN TANZANIA PUBLIC PROCUREMENT: PROGRESS, CHALLENGES AND THE WAY FORWARD
by juma4 juma5
Figure 1: Framework for adopting e-procurement in Tanzania Public Procurement Presence of legal support. The inappropriate introduction of e-procurement carries high risks of market fragmentation. The legal, technical and organisational barriers that may result from procurement online are one of the greatest challenges for policy makers (Commission of the European Communities, 2004). Despite that, the Public Procurement Act 2004 (PPA 2004) and ICT Policy of 2003 do not provide adequate legislative framework for the application and harmonization of e-commerce and e-procurement in the country. However, the newly enacted Public Procurement Act 2011 (PPA 2011) has included some provisions mandating PPRA to initiate e-procurement in the country but they are not adequate enough to fast track the process.
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A REVIEW OF STRATEGIC PROCUREMENT: PRIMARY STEP TO RESEARCH ON e-PROCUREMENT FOR ENGINEERING PROJECTS
by Muhammed S Maddi and 
1 more
paul davis
ABSTRACT Procurement strategically over time has played a dominant role in the world’s business structure, and as such should be considered a priority in the management of every organisation. The competitiveness of the global market has... more
Figure 1: Relationship between Supply Strategy, Complexity of supply markets and Importance of purchasing aie 2 LVMVUUMULULILUIIL UU auyeev A procurement strategy is the process used to take the order from early planning stage to execution and completion by the final user. Kraljic [16] presented an approach to supplier management that classifies supply strategy types into four different categories which are 1- purchasing management, 2- materials management, 3- sourcing management, and 4- supply management. Strategic procurement arises when the demand for certain products, services or technologies is fortified in order to stimulate a certain market. The relationship between these supply strategies, complexity of the supply market and the importance of purchasing is depicted in Figure 1.
Table 2: Results from Keyword (Author Supplied) searches in Business Source Complete
A structured academic literature review was conducted using academi textbooks and Web of Science and Business Source Complete Databases. Th volume of academic output in the fields of procurement and purchasing i immense. Table | details the results of ‘All Fields’ searches and Table 2 provide results of ‘Keyword (Author Supplied)’ searches with Business Source Complet The tables show the number of articles found and, in parenthesis, the year c publication of earliest and latest article. To-date, research has been limited to th journals listed in Table 3 in order to reduce the volume of material reviewed. 1 similar approach was used by Helen Walker in her review of literature pertainin to sustainable procurement and supply-chain management [6].
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Study of e-Procurement Implementation Impacts: A Case Study in PT. PLN
by Achmad Nizar

2012, IEEE 6th International Conference on Management of Innovation and Technology, Bali

E-procurement gains its popularity through people’s trends of using the internet. Transparancy factor of e-procurements is expected to reduce corruption in government projects, as an effort to achieve good corporate governance (GCG). The... more
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E-Procurement Implementation: Critical Analysis of Success Factors’ Impact on Project Outcome
by Dr. Prabir Panda and 
1 more
Ganesh Sahu
The 21st century has seen migration of many governance functions and services to Internet. The terms like e-Governance and m-Governance are no more unfamiliar words but are political reality. The adoption of e-procurement by government... more
Source: Parida, Sophonthummapharn and Parida (2006) E-Procurement Environment
summed up the expected benefits of e-procurement implementation for an organisation, whicl is reproduced below in Figure 2. E-Procurement in Public Sector
Source: National Institute of Smart Governance, India Figure 3: Functional E-Government Procurement Purchasing and procurement may have more of a strategic character in the private sector than in the public sector. MacManus (2002) underlined four traditional procurement principles governing public spending which are not applicable to corporates: (1) low bid wins and that’s a must; (2) separation between the vendor and user is desirable to avoid claims of favouritism; (3) fixed price and fixed term contracts are best for government; and (4) open access is absolutely imperative in all situations. The other differences between corporate procurement and public procurement are due to:-
An important variable for the success of e-procurement adoption is to address the internal service quality attributes of e-procurement processes (Croom and Brandon-Jones, 2007). Kurnia and Md. Rahim (2007) underlined the problems of implementation and integration of existing infrastructure and security and control risks were holding back companies from wide usage of e procurement. But most of all, lack of managerial commitment hinders the adoption process. Study by Vaidyanathan and Devaraj (2008) indicates strong support for the relationships between information flow process quality, logistics fulfilment quality processes, and e-procurement satisfaction performance. One of the important findings of their study is that fulfilled order timeliness has a significantly greater impact on satisfaction than fulfilled order accuracy. Reddick (2004) indicated positive support for electronic procurement on state management capacity and IT management capacity, indicating that high performing management is a critical catalyst for e-procurement development.
Table 1: Dimensions of e-Procurement in Literature E-Procurement has been classified and defined by many authors. Some of them covered ir table 1 below are by no means exhaustive but give an idea of the plethora of terms anc perspectives used in literature.
Rockart (1982) first used critical success factors (CSF) in the context of information system: and project management. A number of researches have been subsequently reported in thi: ield. Identifying and communicating the CSFs ensures that everyone in the programme tean s focused. Pinto and Slevin (1987) defined a model of a project implementation success as = f (X1, X2,......:Xn) Where S is project success and x; the critical success factor i.
Source: Adapted from Leipold, et.al (2004), Vaidya, et. al (2006) and Al-Omoush (2008)
If reliability, security and confidentiality of financial data like bid amount etc. are not ensured, «€ procurement system may actually promote corruption contrary to its stated benefit. The syster and the data contained in it should be well protected by putting information security relate hardware (Intrusion prevention system, Antivirus gateways, centralized logging etc.), softwar solution and (preventive and detective) information security procedures. The selection an employment of appropriate security controls for an information system are important tasks thé can have major implications on the operations and assets of an organization. Security control are the management, operational, and technical safeguards or countermeasures prescribed fc an information system to protect the confidentiality, integrity, and availability of the system an its information.
Source: Adopted from Leipold, et.al (2004), Vaidya, et. al (2006) and Al-Omoush (2008)
Source: Adapted from Leipold, et.al (2004), Vaidya, et. al (2006) and Al-Omoush (2008) Table 11: Literature Support
Source: Adapted from Leipold, et.al (2004), Vaidya, et. al (2006) and Al-Omoush (2008) 6.11 Adoption by Stakeholders
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ASSESSMENT OF THE USER PERCEPTION OF E-PROCUREMENT IN PUBLIC ORGANIZATION: A CASE OF TANESCO IRINGA REGION
by Benson James Lyimo

2018, DonSolva

The main objective of this study was to assess the user perception of electronic procurement in public organization a case of TANESCO in Iringa region, this study has been conducted for three main specific objectives. The first one was to... more
2.6.1 E procurement
Table 4.8: ANOVA’
Source: Researcher, 20/8 Table 3.1: The targeted population with respective sample size
Table 4.1: Demographic Characteristics of the Respondents
Table 4.4: Management Performance
Data in table 4.5 shows that by 86% of the respondents agreed that employee believed Table 4.5: Computerized system
Source: Field Data 2018 Table 4.6: Employees Competence
** Correlation is significant at the 0.01 level (2-tailed). Table 4.10 Correlation Analysis
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Electronic Procurement
by Richardus Eko Indrajit
Aktivitas pembelian merupakan salah satu aspek yang sangat penting untuk dikelola secara sungguh-sungguh oleh sebuah perusahaan, karena ruang lingkup proses ini tidak hanya sebatas pada bagaimana manajemen berhasil menerapkan suatu... more
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Programa SENAI de Negócios Online - módulo 2 - Vendas
by Humberto L Ribeiro

2003

(Mar/2003) Modernizando suas Vendas.
Publicação técnica do Serviço Nacional de Aprendizagem Industrial - SENAI.
Produzido por ComTACT Ltda, sob coordenação de Humberto Ribeiro.
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A Framework and Associated Iterative e-procurement Portal for Government: A Development and Exploratory Study
by Dr. Atty. Sharon Millan, CPA
Source: Philippine Government Electronic Procurement System. Suppliers, contractors and consultants are forced to register if they want to be able to join oublic biddinas.
2.22, and Pillar IV, Integrity and Transparency of the Public Procurement System - 2.09
HURLEY, MW. and W.A. Wallace. (1986). ‘Expert systems a3 Decision Aids for Public Managers: An Assessment of the Technology and Prototyping as a Design Strategy.” Public PHTAHY, A VPIULOLY Ve CU VIVUUULOITOLIC WITTE OTLOHIMOTITY HUI GUUTT, CULO HIYy ALM OT MIUUIYy system will be developed using systems development approach. As a research method, “the systems development approach denotes a way to perform research through exploration and integration of available technologies to produce an artefact, system or system prototype. System development focuses on the theory testing, more than theory building aspects of research, allowing a smooth progression from development to evaluation. It could be thought of as proof-by-demonstration. A systems development methodology comprises three major steps: concept development; system building; and system evaluation. The concept building stage involves some theory building, where the nethodology comprises three major steps: concept development; system building; and evaluation. It could be thought of as proof-by-demonstration. A systems development
Source: Department of Budget and Management. 2008-2012. Budget of Expenditures and Sources of Financing. Philippines. able 1 Government of the Philippines Procurement Budget, 2008-2012 (P’000 at 2012 prices)
GOCC = government owned and controlled corporation, LGU = local government unit, NGA = national government agency, PhilGEPS = Philippines Government Electronic Procurement System, SUCs = state universities and colleges. Source: Philippines Government Electronic Procurement System.
Price Reduction by Number of Bidders and Winning Bid Range The price reductions are most prominent when there are three or four serious bidders. With a higher number, the B2G e-procurement agency is less significant, since without i there would be enough bidders. When there is only one bidder, e-procurement is detrimental. According to our survey, in such situations, State executives rely too much on ChileCompra and do not fulfill with their duty of looking for contractors. With two bidders, there is a mixed effect. Therefore, public bids with one or two bidders should trigger é Narning ahorit how the State aqancieec are narforming their niirchagace nroceacec
Amounts Traded In 2007 in Each Cluster and Estimated Savings Table 3 summarizes our estimations of how much money e-procurement saves to the Chilean State. Overall, it is US$9.7 millions in administrative costs and US$91.8 millions due to price reductions, which accounts for 2.93% of the amount traded in 2006. For 2007 it is US$16.9 millions in administrative costs and US$118.1 millions due to price reductions, which accounts for 3.03% of the amount traded. As expected, our results are far from the spectacular TABLE 2 it is US$16.9 millions in administrative costs and US$118.1 millions due to price
Summary of Savings for the Chilean State
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Evolution of Construction Industry: To the Trend of Technology Based Industry
by SIAK KOR CHEW
Recorded signal of RFID tag will shows with development plan view.
Figure 2.2: Synchro the Project-Life-Cycle ‘Synchro, n.d.). Figure 2.2 showed Synchro contributed in the project- life-cycle.
Figure 2.3: Synchro Sample A pplication - Temporary W orks Inclusive compilation view of project time frame, work scope and as-built in Synchro. on the tacit knowledge and information (Synchro, n.d.). Figure 2.3 identified the
beneficial to human living (Microsoft HoloLens, 2015). Figure 2.4 is a sample view of Microsoft HoloLens. 2.2.0.0 E-procurement summarised by Mastor (2005), characterised e-procurement to reducing transaction
Figure 2.6: Telerobots
Figure 2.7: Parallel Project Teams and Information collection and ineffective coordination of works.
mentioned that closed-ended questions are however much easier to code and analyse
Figure 5.1: Respondents Types Based On Collected Responses
Figure 5.2: Software or Technologies Adopted by Companies Based On
Figure 5.3: Software or Technologies Preferred by Individuals Based On Field
Figure 5.5: Technologies Favourable by Others Dell, Samsung and X iaomi rated subsequently in between 6 to 7.
Figure 5.6: Personal Computers in World (by Numbers) Since year 1988, there are statistical data collected on the units of personal technologies must be able to perform certain complicated work tasks to minimize the 640,000 units of personal computers in the world market had grown to 6,040,00(
Figure 5.7: Mobile Devices Penetration Rate in Malaysia (by Percentage)
Figure 5.9: Numbers of Hotspot in Malaysian (by Units)
Portal + Forum + Info Updates + Info Display + Notification System = Microsoft Azure
Figure 6.2: Virtual Experience with Microsoft HoloLens topography in Autodesk Revit as well as BIM 360. Microsoft HoloLens does not
Azure contains all the project information of the existing development which will enable the clients to prepare a better strategic brief for the new development. The
mistake and errors. clear location of work indication allows labourers to proceed with works in the will easily identify which zone or area of works is relevant with the amendment. The
Readings Done for Final Y ear Project
Synchro Sample A pplication - Temporary Works Inclusive
Telerobots
Virtual Experience with Microsoft HoloL ens
Malaysia MRT Project Portal
Windows 10 Personal Assistant - Cortana
Hologram Capabilities - 03
Barcoded C olumn at OneUtama
and quantity surveyor should take lead in the implementation of new approaches anc
Table 5.2: Respondents Profile in C onstruction Industry As mentioned earlier, there are 17 numbers of respondents from construction
Table 5.3: Respondents Profile in Students Student respondents took part into the survey to provide support information further utilise as preference on the proposal development. Innovative ideas collected stages in the construction industry; generally cover various aspect of the industry.
Table 5.4: Respondents Profile in Others Others professions are also targeted in the survey. This survey data provides
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Financial Accounting 1 by Harold
by kwame juma
An introduction to the study of financial accounting
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A MODEL TO MEASURE E-PROCUREMENT IMPACTS ON ORGANIZATIONAL PERFORMANCE
by Francesco Gardenal

2013, Journal of Public Procurement

This paper presents a model for Public Contracting Authorities to quantify procurement performance benefits that can be achieved by adopting e-procurement. It has been found that e-procurement could generate positive impacts, especially... more
procurement needs. This represents the avant-garde Italian level, where on average still less than 1% of total tendering procedures are e-tenders.
Taking into account another perspective of the impacts, particularly encouraging results are shown in the “dematerialization” impact dimension. Lombardia is already saving 22% of the paper consumed every year for healthcare procurement: about 2 million of A4 sheets. This means that carrying out online 10% of the total tendering procedures can roughly save 180 trees of average dimension. The figure could go up to 700 trees saved per year if e- procurement were used for every procedure, without taking into account the paper which is saved by suppliers and every other type of contracting authority. Thus, the “environmental” leverage in promoting e-procurement can definitely be interesting.
Transparency Measurement Framework - KPI METHOD: PRACTICAL USE OF THE MODEL TABLE 5
Contracting Authorities within Scope of Analysis TABLE 1 In order to properly describe each period it is necessary to consolidate information about volumes and types of procedures carried out by contracting authorities within scope.
“Paper Based” and E-Tendering Procedures Carried out per Period and Procurement Value per Year
Average Scores of the KPI Composing the Model It is remarkable that the most significant efficiency benefits are harnessed in the initial and conclusive phases of the procedure, while the core of the tender is affected less significantly by e-procurement. TABLE 3
Scores of the KPI Composing the Cockpit (Aggregate Data) TABLE 4 A cockpit with these characteristics can be easily graphically represented for immediate comprehension (Such as in Figure 4). Moreover, as described in the previous section, it can be integrated with the business intelligence, granting the possibility of automatically updating the scores without running new surveys.
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MANAGERIALITÀ E DIGITALIZZAZIONE NELLA P.A. SPUNTI DI SCIENZA E TECNICA DELL’ORGANIZZAZIONE AMMINISTRATIVA
by DOMENICO CROCCO
In Italia, vasti fenomeni di riforma hanno interessato, in anni recenti, l’organizzazione e la gestione delle pubbliche amministrazioni, introducendo strategici modelli organizzativi di riferimento, idonei meccanismi in grado di operare... more
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CASE STUDY ESSAY ON OBSTACLES AND RISK MANAGEMENT FOR CHRISTIAN DIOR SUPPLY CHAIN
by Vivian Richard
The aim of this essay is to identify and discuss the major obstacles facing Christian Dior supply chain with the processes that can be used to overcome them and measures used in managing a breakdown in its supply chain.
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Analysis of the use of e-Procurement in the Public and Private Sectors of the UK Construction Industry
by Robert Eadie
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... more
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Literature review on online auctions research
by Megat Shariffudin, Dr
Online reverse auctions are receiving attention as an effective strategy for reducing the price of purchased goods and services. The efforts to understand the G2B reverse auctions has been lacking despite the online auctions being an... more
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A Framework of E-Procurement Technology for Sustainable Procurement in ISO 14001 Certified Firms in Malaysia
by PRATIK KUMAR SINGH

2020, Advances in Science, Technology and Engineering Systems Journal (ASTESJ)

With the current emerging development pattern in Malaysia, E-Government has been unveiled by the Malaysian Government to be one of the multimedia super corridor flagship applications to implement digital technology to improve government... more
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Promoting transparency and efficiency in public procurement: e-procurement initiatives by the Government of India
by Dr. Prabir Panda

Supplement to the 2011 Annual Statistical Report on United Nations Procurement

to think ‘out of the box’ and implement measures to reduce the cost of their operations. The Government of India directed all departments and ministries to implement austerity measures, including making the public procurement system... more
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Analisa dan Perancangan Sistem E-Procurement Pada Oenpao Asian Food Restaurant
by Besti Salsati

2014

E-Procurement is a procurement process that implemented electronically (Web-Based). The presence of e-Procurement is intended to minimize the weaknesses in the procurement process with conventional system. With the implementation of... more
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La Dematerialisation : Determinant Primordial De L'efficacite De La Commande Publique
by European Scientific Journal ESJ
In Morocco, public procurement represents 17.4% of GDP, equivalent to 195 billion dirhams in 2018 (Maghreb Arab Press, 2018), which makes it more exposed to unhealthy practices that can be engaged both by officials and operators across... more
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Analysing B2B electronic procurement benefits – Information Systems perspective
by Wojciech D Piotrowicz and 
1 more
Zahir Irani
Purpose – This paper aims to present electronic procurement benefits identified in four case companies from the information technology (IT), hi-tech sector. Design/methodology/approach – Multi-case study design was applied. The... more
their impact. The author found that to be able to present and reflect multi-dimensional e-procurement impact, multiple taxonomies combined together (Table V) could provide the best overview of planned and realised benefits. More specifically the author recommends combination of classifications such as: tactical, operational and strategic (De Boer et al., 2002; Irani, 2002); tangible and intangible (Gunasekaran et al., 2001; Irani and Love, 2002); and Balanced Scorecard perspectives: financial, customer, internal process, growth and learning (Kaplan, 1996; Kaplan and Norton, 1992; Milis and Mercker, 2004; Stewart and Mohamed, 2003, 2004). Such combination allows identification of areas where benefits are identified or planned (using Balanced Scorecard perspectives), benefits level (operational, tactical, strategic) and characteristics (tangible, intangible, financial, non-financial). It is important to note that a traditional performance measurement is unable to capture and precisely calculate benefits, as they are moving up in the benefits classification from the operational, through the tactical, to the strategic level. It is possible to measure and quantify operational benefits and to some extent tactical benefits. The strategic benefits are very hard, or even impossible, to quantify.
Notes: INT — Intangible benefits, T-F — Tangible, financial, T-NF — Tangible, non-financial
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FACTORS INFLUENCING IMPLEMENTATION OF E-PROCUREMENT IN PUBLIC ENTITIES: A CASE OF TANESCO ARUSHA REGION
by Benson James Lyimo

2019, DonSolva

The purpose of this study was to assess the factors influencing implementation of e-procurement in public entities: a case of Tanesco Arusha region, Tanzania. The specific objectives were to investigate the influence of top management... more
Figure 2.1: Conceptual Framework The conceptual framework explains the relationship between the independent variables and the dependent
From the table above, majority of the respondents (75%) agreed that maintenance equipment influence SD=strongly disagree D= Disagree N=Neutral A=Agree SA=strongly agree
and 95% of confidence level was 0.000. As is illustrated in the table, thus the model is statistically significant Procurement Implementation. The relationship between Top Management Commitment, Supplier Capacity 1e above results imply that all independent variables have a positive significant relationship with E-
and the significance of each relationship. Table 4.10: Coefficients
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Programa SENAI de Negócios Online - módulo 3 - Compras
by Humberto L Ribeiro

2003

(Mar/2003) Modernizando suas Compras.
Publicação técnica do Serviço Nacional de Aprendizagem Industrial - SENAI.
Produzido por ComTACT Ltda, sob coordenação de Humberto Ribeiro.
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Procurement Consolidation in Humanitarian Supply Chain: A Study of National Disaster Manageemnt Organization, Nadmo
by Dama Academic Scholarly Scientific Research Society and 
1 more
Tetteh Kofi

2019, African Journal of Procurement, Logistics & Supply Chain Management

The purpose of this research is to identify the impact of procurement consolidation in humanitarian supply chain (a case study of national disaster management organization NADMO), with some problem statement which include, Lack of... more
Source: Author’s own field work, 2018
According to table 4.1, seven (7) respondents representing thirty five percent (35%) are under the stores department. Six (6) respondent representing thirty (30%) are under the procurement department, whilst six (6) respondent representing thirty (30%) are also under the finance department. Finally, one (1) respondent representing (5%) also under the monitoring and evaluation department.
From table 4.3, one (1) respondent representing five percent (5%) S.S.C.E whilst three (3) respondent representin; fifteen percent (15%) holds diploma as their current qualification. Two (2) respondents representing ten percent (10% holds H.N.D, twelve (12) respondents representing sixty percent (60%) and of course the highest number hold degree whiles two (2) respondent representing ten percent (10) holds masters. With reference to table 4.2, it is clearly stated that ten (10) respondent representing fifty percent (50%) are male whilst another ten (10) respondent representing fifty percent (50%) are females.
>ublished by: Dama Academic Scholarly & Scientific Research Society (www.damaacademia.com From the table above, thirteen (13) respondent representing sixty five percent (65%) agreed that personal protective equipment are available in the organization, whilst seven (7) respondents representing thirty five percent disagreed to the fact that, personal protective equipment are available in the organization. From the above table it is agreed that the organization is well equipped with the personal protective equipment. The different types of disasters make planning very difficult as location, timing and intensity of disasters are unknown until they occur (Balcik, et al., 2010). Additionally to these disasters and development activities, humanitarian organizations might be called upon to respond in the context of wars or conflicts and due to this personal protective equipment are needed
Table 4.5 is a comprehensive table with the objective training of staff in procurement activities in a Likert scale with options strongly agree, agree, not sure, disagree, and strongly agree. From the table above, one (1) respondent representing five percent (5%) strongly agreed that there are high patronage of products and services in the organization, twelve (12) respondent representing sixty percent (60%) agreed products and services in the organization. Four (4) respondent representing twenty that there are high patronage of percent (20%) were not sure if the company has high patronage of products and services. Finally three (3) respondent representing fifteen percent (15%) disagreed that the company has high patronage of products and service. From the a bove, it’s seen that higher number of respondent agreed that the organization has high patronage of products and services.
table above indicated that six (6) respondents representing thirty percent (30%) strongly agreed tl to sup From the table above with the objective with funds to support the procurement consolidation in achieving corporate objectives in a Likert scale with options strongly agree, agree, not sure, disagree, and strongly disagree. The port the procurement consolidation in achieving corporative objectives, six (6) respondents re hat there are no funds presenting thirty percent (30%) agreed that there are no funds to support the procurement consolidation in achieving corporative object: to sup ives, seven (7) respondents representing thirty five percent (35%) also not sure of the fact t five percent (5%) disagreed that there are no funds to support the procurement consolidation in achie object: conso idation in achieving corporate objectives. Awad and Nassar (2010) explain that world mar hat there are no funds port the procurement consolidation in achieving corporative objectives, finally one (1) respondent representing ving corporative ives. With this it is clear that the respondents are not certain if there are no funds to support the procurement kets are moving towards globalization, thus making it difficult for organizations to cut costs and integrate their SCM processes internationally. They further state during the industrial age, companies would look for new markets and production processes but now they look for economies of scale. Thus making it difficult to raise funds
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SUPPLIER SELECTION AND PROCUREMENT PROCESS AMONG PUBLIC DISPOSAL UNITS. A CASE STUDY OF KABALE MUNICIPAL COUNCIL
by Ankwasa Scleven
This proposal is basically for Procurement students and those pursuing Stores and inventory management course.
Full dissertation can be obtained at our website at no cost. Visit http://alliedbizgroup.co.nf
Table 3.1 Target population 3.4 Sampling technique sampling refers to the systematic selection of a limited number or elements out Of a theoretically specified population of elements. The rationale is to draw conclusions about the entire population. According to Kothari (2004), the ultimate test of a sample design is how well it represents the characteristics of the population it supports to. The reason for sampling in this study is to lower cost, accessibility of study population and the greater speed of data collection.
Appendix (iv) PROPOSED BUDGET ESTIMATE
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Predicting E-procurement Systems Implementation Benefits: Development of a Model and Implications for Management
by Mahbubur Rahim
Electronic procurement (e-procurement) systems represent an application of e-commerce technologies in support of an organization's purchasing activities. Existing e-business literature provides a rich description of the benefit... more
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Exploring New Technologies in Procurement
by Abderahman Rejeb
Firms create huge volumes of data which is often stored in data siloes by department or by function. This phenomenon is defined by the term Big Data. When it’s unused or untapped to extract business insights and value, its referred to as ‘dark data’ [13]. Firms cannot extract value and insights if the data remains unstructured in siloes. At its core, the concept of big data aims at improving a firms capabilities and speed in decision making. Valuable data can be extracted to help improve many areas of a business including business processes, manage people development, improve capacity planning and optimize supply networks etc. [14]. Big data involves a range of technologies that enable the management, structuring and usage of data in various ways including the processing of larger volumes of data in a shorter time period and with high precision [4].
Fig.2 Supporting Procurement Function with Robotics (e.g., AGV) Source: Authors
1.4. Blockchain Technology managers to stay tuned and harmonized with suppliers and reduce risk for a business. The contribution of IoT technologies may help to reduce potential conflicts within the procurement function and improve communication internally and cross departments. The transparency and visibility of the gathered data from the sensors embedded in stock keeping units, totes carrying raw or processed materials or in consumer products helps to reduce the risk of divergent viewpoints and to reach a harmonized position in the purchasing discussion [12].
One of the main important premises of blockchain in procurement is that it allows the different supply chain stakeholders involved in the procurement processes to access an immutable, secured and shared database. Having been registered under one platform, companies can resort to the accumulated data associated with the suppliers’ portfolios, the services level agreements, and complaints. Besides, there are seamless benefits that can be achieved in the procurement process using blockchain technology.
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Programa SENAI de Negócios Online - módulo 1
by Humberto L Ribeiro

2003

(Mar/2003) Impacto do Mundo Online nos Negócios
Publicação técnica do Serviço Nacional de Aprendizagem Industrial - SENAI
Produzido por ComTACT Ltda, sob coordenação de Humberto Ribeiro.
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SUBASTA PÚBLICA DE MEDICAMENTOS: EL DERECHO DE LA POBLACIÓN POR ENCIMA DEL NEGOCIO MULTIMILLONARIO DE MEDICAMENTOS
by Daniel López Salcedo
Documento de análisis que busca enriquecer el debate sobre: las prácticas y distorsiones que se presentan en el mercado farmacéutico a nivel mundial y local, y la experiencia del Estado ecuatoriano en la compra corporativa de medicamentos.
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Factors influencing adoption of electronic procurement in Kenyan public sector: A survey of selected government agencies
by JASH MATHEW
The study focused on identifying the factors that influence adoption of electronic procurement in Kenyan public sector. The research used selected government agencies. The study intended to investigate to which extent the following... more
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Public Procurement Framework in India: A Critical Review
by Dr. Prabir Panda
Studies highlight that probity in public procurement in a country influences public opinion about fairness of public institutions (Clausen, Kraay, and Nyiri, 2009; Neupane, Soar and Vaidya, 2012). In India, a number of cases related to... more
Source: Panda and Sahu (2011)
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Suppliers’ Perception of Government Procurement and e-Procurement
by Ridzuan Kushairi
Electronic government holds tremendous promise for improvements in internal governmental management as much as it does for the public service delivery. Efforts to e-procure goods and services estimated at about 12-25% of GDP (OECD, 2002)... more
Table 1: Profile of Respondents
Attitudes towards and knowledge of procurement
Table 3 shows the 3 step hierarchical regression an ie. Perception of efficiency and transparency of EP by suppli regression analysis allows for the detection of the ers. The 3 s incremental value of the additio variables, which in the case is the moderator — ease of use and the interacti variables. For the efficiency model, the moderatin help explain significantly the changes in efficie subjective norms, knowledge of EP and knowledge of GP exp variation in efficiency perception. ncy of EP. Atti g and interaction variables do alysis for two dependent variables vep nal on not tude towards EP, ains 89% of the
*0<.05, **p<.001, #- all variables were centered before computing the interaction terms.
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E-Procurement is possible and needed in Liberia’s Public Sector
by Zubah Kollie Yennego, Jr.
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E-Procurement in Malaysian Construction Industry: Benefits and Challenges in Implementation
by J. A Bamgbade
— In this paper, the benefits and challenges embedded in Electronic procurement (e-procurement or e-Perolehan) are highlighted. Specifically, the benefits of introducing e-procurement for tendering and online registration of businesses... more
Furthermore, as technology progresses, various forms of online platforms tend to provide integrated packages like the social networks, that are capable of blurring the lines between one form of technology and another [14]. Besides that, e-procurement has also assisted in the provision of online services through the internet. Another definition is where supplier and buyers exchange goods and services using the internet and information technology application. An e-Procurement system uses Internet- based information and communication technology for purchase, where processes like searching, sourcing, negotiation, ordering and receiving, and after- purchase review are done with ease [15]. As more users are connected via the internet, the application enabled transactions or procurements with other entities over the internet. E-procurement uses integrated information technology for entire procurement functions, from the beginning to the end that is from searching, sourcing, negotiating, ordering, and receipt to post-purchase review, as shown in Figure 1. E-procurement has become popular among businesses, industries and governments as a powerful tool to improve effectiveness and efficiencies as well as service quality for organizations that has adopted it [16]. Studies have identified e-procurement as_ the hallmark and main concer of global e-Government agenda [9, 10]. Some studies also demonstrated e- procurement adoption as a complimentary procedure to e-government systems in many countries [11]. However, a dearth of deep understanding of theoretical and practical underpinnings of e- procurement processes in public policy and administration could limit the benefits inherent in its
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ANALISIS TINGKAT PENERIMAAN DUNIA BISNIS TERHADAP PENERAPAN E-PROCUREMENT PEMERINTAH KABUPATEN BELITUNG
by Tito Erza Laksana
Setiap penerapan suatu sistem yang baru dalam suatu badan usaha atau instansi pemerintah sudah tentu dilakukan suatu analisis. Analisis yang dilakukan untuk mengetahui sejauh mana sistem tersebut dapat diterima oleh pelaku bisnis atau... more
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E-Procurement Implementation: Comparative Study of Governments of Andhra Pradesh and Chhattisgarh
by Dr. Prabir Panda and 
1 more
Ganesh Sahu
In today’s highly competitive environment, business entities are forced to enhance efficiency by cutting down wasteful expenditure. This involves manpower and process optimization and cost reduction by realigning business processes to... more
Figure 1.1: Generic Public Procurement Process A typical public procurement process flow chart is depicted below.
Figure 1.2: Ranking of States in terms of different levels (Source: India: e-Readiness Assessment Report 2008) For determining candidate states for the case study, the India: e-Readiness Assessment Report 2008 (2010) published by Department of Information Technology (DIT) and National Council of Applied Economic Research (NCAER) was referred. The readiness of various states and UTs as reported in the study is shown below:
In depth analysis of available literature, procurement policies of the organization concerned has been carried out. Informal interactions with concerned staff has also be undertaken to elicit necessary information. The recommendations are based on in-depth analysis, desk research and interviews. The flow chart of the steps involved in the project is depicted by the figure 3.3 below:
As reported by Singh (2009), the project is governed by an Empowered Committee, which has the authority to take decisions required for implementing the e-procurement initiative. The Government has identified CHiPS (Chhattisgarh InfoTech and Biotech Promotion Society) — a Registered Society promoted by the Government, as the nodal agency to manage the implementation effort. At the departmental level, a nodal officer has been identified in each of the four pilot departments, who will coordinate the implementation effort. The organization structure presented in Figure 5.1 will scale-up during the roll-out phase (i.e.) more departmental level nodal officers will be identified and the State nodal officer/project manager will get support staff as required. Figure 1.5: Organization structure of PICs (Source: Singh, 2009)
The above impediments evolved from the selected case studies is also supported by similar researches carried out in Italy (Bof, F., & Previtali, P. (2007) and Malaysia (Kaliannan, M., & Awang, H., 2008). Ndou, V. (2004) after carrying select case studies in various developing countries including India also brought out above challenges. The findings of the study carried out by Bof, F. et al., (2007) from end users perspective are cited in Figure 7.1 below:
Table 1.1: Benefits of adopting e-procurement (Source: Kailannan et al., 2009)
Table 1.2: Framework for template analysis of case studies
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E-procurement and Organisational Performance. Is e-invoicing Significant. Evidence from Public Hospitals in Uasin Gishu County, Kenya
by Oirc Journals
This work is licensed under a Creative Commons Attribution-Non Commercial 4.0 International License subject to proper citation to the publication source of the work. Disclaimer: The scholarly papers as reviewed and published by the OIRC... more
Table 3.1: Sample Size The study targeted a total of 5 hospitals in the Uasin Gishu County. The hospitals included in the study were Moi teaching and referral hospital (MTRH) Turbo district Hospital, Huruma District Hospital, Uasin Gishu District Hospital and Ziwa Sirikwa District Hospital. The 4379 respondents of the study were in the departments of procurement and supply
bracket between 18-25 years. 30% (96/321) of respondents were aged between 25-30 years. Finally, 19% (60/321) of the respondents were aged above 40 years. The study was able to avoid bias in The study results indicated that majority of the respondents were aged between 35-40 years which had 43.0% (138/321) of the responses and the lowest number of respondents (9%) (28/321) was in age
gender composition, age bracket of the respondents, level of education and working experience of the respondents. The incorporation of background information into the study was to show that the study was able to give a representation of the diverse population under the study. The study also sought to examine the demographic characteristics associated with the respondents so as to ascertain that the methodology employed was not bias based on any of the demographics of the respondents. The reliability test presented 0.987 on e-tendering, 0.957 on e-invoicing, 0.931 on e-payment and 0.952 on organizational performance. All the cronbach's alpha results were higher than the recommended 0.7. This implied that all the results presented in accordance with the questionnaires were reliable. This implied that the questions the study presented were easy to understand, there was less error and that the study corrected the errors that existed in the research instruments during the pilot study suggested in the proposal.
ESSER eee ane ae EG KONE SUT Sie NEDA TRE ATA Nhe RARM MONET ERSTE The study assessed the background information of the respondents in an effort to ensure that sampling was effectively done. The study sort to establish the Tk Vacs AT Txwdles xT Bix Dc Awd a the distribution which indicated that there was slightly more male than female owing to the occupation of the respondents. The study find the responden the responden’ that the study gender biases Despite there ts were fema being a sligh as compared to their femal was able to identify and c take part in the study. T ings revealed that 59.0% (190/321) of ts were male and 41.0% (141/321) of e. This implies or means was able to minimize the influence of by collecting data across all genders. tly high number of males e counterparts, the study onvince both genders to his was meant the data collected represented the opinions of both genders and hence was not biased despite the disparities in
The findings on the respondent's experience indicate that a majority; 35% of the respondents which represents (111/321) people had worked in the hospital for a period of 5-10 years. 20% (63/321) of the respondents had worked for a period of fewer than 5 years. 31% (101/321) of the respondents had working experience between 10-15 years. Finally, 14% (45/321) of the respondents stated that they had worked for a period of over 20 years. a Data was sought to investigate the extent to which e- invoicing affected organizational performance in public hospitals within the Uasin Gishu County, Kenya. The responses were as presented in Table 4.7
The findings were that 3% (10/321) of the respondents had certificate level of education. 10% (32/321) of the respondents stated that they had acquired diploma education as their highest level of education. 45% (144/321) of the respondents had acquired a university Degrees as their highest level of education. 35% (114/321) of the respondents stated that they had acquired Masters or Doctorate as their highest level of education. Finally, 7% Specific Information The study collected data from respondents of different categories based on working experience. The findings were then presented in Table 4.4. This section presents data collected from respondents based on the objectives of the study.
(21/321) of the respondents also indicating that they held other types of educational credentials which they did not specify. terms of age groups by collecting data across the different age groups. This was essential as it meant that the data collected represented the opinions of different respondents of different age groups hence no biases in terms of age.
Table 4.9 Simple Regression model
antes SEAGER ate eh Rene eR TREE TNS te? Sear seivan Neeensee nets eS amc ERO OT The study assessed the level at which Uasin Gishu County hospitals were performing in the supply chain management practices. The responses were then presented in Table 4.11. compared to hospitals that do not have e- procurement systems. In relation to organisational performance; meantthat e-procurement enables hospitals to decentralise operational procurement processes and centralise strategic procurement processes as a result of the higher supply chain transparency provided by e-procurement systems. That hospitals use e-procurement for interna processes efficiencies and automation is seen to be key drivers for increasing process efficiency.
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E-procurement savings
by Lode I J Goukens
E-procurement will become mandatory in 2014 and 2016 in the entire European Union.
It's a good tool against corruption. Transparancy increases and governments have considerable savinngs.
Chart: The number of Pre-Qualified suppliers has increased since E-procurement became mandatory in Portugal
{mage 1: The EC plans to make the following workflow mandatory by 2016 (National Governments by 2014) All contract opportunities will need to be posted online, making all tender docu- ments available, the electronic submission of bids and making all communica- tion digital. Central government bodies will have to achieve all this by mid-2014. The wider public sector will have to achieve the first two elements by the same date, but will be given until mid-2016 to meet the communication aspect. The Commission itself will move to full e-procurement by mid-2015.
{mage 2: Gatewit’s Public Sourcing Platform interface
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Opportunity Savings and Loans
by Chief Editor
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PROJECT PROCUREMENT AND INTEGRATION.pdf
by Martin Otundo Richard
PhD Fellow) is a PhD student in project planning and management besides being a part time lecturer in a number of universities in Kenya. He is a freelance researcher and runs a research firm in Kenya. He can be reached at any time for... more
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A Critical Literature Survey on Factors that Effecting E-Procurement Software
by International Journal of Advanced Research in Computer Engineering & Technology (IJARCET) ijarcet

2018, International Journal of Advanced Research in Computer Engineering & Technology (IJARCET)

E-Procurement is an important practice if implemented might lead to efficiency, transparency and reduced cost. However, it's slowed implementation raises concern as to determinants of implementation of E-Procurement. Its correct... more
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APPLYING AGILE METHODOLOGIES AND LEAN THINKING TO IMPROVE HOW THE PUBLIC SECTOR MANAGES E-PROCUREMENT
by Francesco Gardenal

Conference proceedings

e-Procurement has been defined as " the sourcing of goods or services via electronic means " (Schoenherr, 2007) but scholars have proposed several more elaborated phrasings, also to incorporate in the definition the significant... more
Table 2 - IT project characteristics (comparison between private and public sector, Another way to shed light over the potential complexities that IT projects could meet in the public sector is to compare their general characteristics with those of similar projects executed in the private sector. The following Table 2? highlights why the public administration certainly represents a more challenging environment for the implementation of such innovations. ' Elaboration of the analysis presented in a report commissioned by the Dutch government: Why Government ICT Projects Run Into Problems (Leydesdorff & Wijsman, 2008) Table 1 - Complexities linked to IT projects in the public sector
Table 3 - Failure causes of e-procurement in the public sector
Lean thinking relies on five main principles listed in the following Table 4 (Womack & Jones, 1996
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Los Sistemas de Contratación Electrónica Pública en Costa Rica
by Jennifer I Arroyo Chacón
El objetivo del presente documento es estudiar la situación actual las compras públicas electrónicas en Costa Rica frente al escenario creado a partir de la aprobación del Decreto Ejecutivo N° 37943 denominado Crea Sistema Unificado... more
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Programa SENAI de Negócios Online - módulo 4 - Implementadores
by Humberto L Ribeiro

2003

(Mar/2003) Implementando seu e-Business.
Publicação técnica do Serviço Nacional de Aprendizagem Industrial - SENAI.
Produzido por ComTACT Ltda, sob coordenação de Humberto Ribeiro.
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Barriers to E-Procurement in Turkish AEC Industry
by Ümit Işıkdağ

CIB W078 2011 Conference

E-procurement is beginning to offer opportunities for facilitating the traditional procurement processes in the AEC industry. Both supplier and buyer sides in the construction supply chain make use of eprocurement approaches as these... more
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The Implementation of e-procurement System in Health Sector in Greece: Attitudes of Potential Users and Implications for Hospital Management
by Ioannis Moisoglou
Information technology has already penetrated to the health care organizations, promoting their efficiency and effectiveness. Electronic procurement, as an application of information technology, abolishes the traditional procurement... more
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Models of gender-sensitive procurement used by international aid entities
by Emilie Combaz

2018, K4D

Please set out the different models that major international entities (multilateral, bilateral, or non-profit) working in international development or similar sectors use to implement gender-sensitive procurement in their own operations.... more
Table 10: Asian Development Bank
Table 13: Ministry of Foreign Affairs of the Netherlands (includes aid agency NEDA) Netherlands
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Effect of Supplier Responsiveness on Procurement Performance In County Governments, Kenya
by Nurwin Fozia
The main purpose of the study was to establish the effect of supplier responsiveness on procurement performance. The researchers used a sample size 54 employees drawn from procurement department of Kakamega County. Stratified and simple... more
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A Study to Identify Factors That Affect e- Procurement Implementation
by IJSTE - International Journal of Science Technology and Engineering
Information Technology (IT) is very powerful in today's age and it is the backbone of the Indian Industry. It had a great impact in almost all aspects of life such as economy, business, enterprise etc. The global economy is currently... more
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Related Topics

  • Cost of Acquistion
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  • Use of e-procurement
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