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2017 Procura+ Awards

October 17, 2017 Leave a comment

2017 Procura+ Awards

17.10.2017

Energy Discovery Centre, Tallinn, Estonia

2017 Procura+ Awards on Sustainable and Innovation Procurement with support of ICLEI and European Commission recognise three categories of excellence: Sustainable Procurement of the Year, Innovation Procurement of the Year, and Tender Procedure of the Year.

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Categories: Awards Tags: , , , ,

Conference on Innovation Procurement

October 17, 2017 Leave a comment

Conference on Innovation Procurement

17.10.2017

Kosmos IMAX, Tallinn, Estonia

eafip.eu

The Conference on Innovation Procurement took place under the Estonian EU presidency on 17th and 18th of October 2017 in Tallinn, Estonia. The Conference also served as the 3rd annual Major eafip Event. The conference programme included:

  • Innovation procurement experiences in Europe
  • EU Member States’ policy and support framework for innovation procurement
  • Economic impact of innovation procurement
  • HORIZON 2020 calls supporting innovation procurements
  • 2017 Procura+ Awards Ceremony on Sustainable and Innovation Procurement

The target audience for the two-day conference was policy makerspublic procurers and innovators. Its aims were capacity buildingexperience sharing and networking about major ICT-related innovation procurement initiatives across Europe and to facilitate networking between stakeholders to discuss new ideas, initiatives and funding opportunities.

The event was co-organised by the Estonian Ministry of Economic Affairs and Communications (MEAC) and the Directorate-General for Communications Networks, Content and Technology (DG CNECT) of the European Commission (EC). The conference was supported by the European Union Regional Development Fund. The 2017 Procura+ Awards were supported by the EU’s Horizon 2020 Programme, and co-ordinated by ICLEI.

Program.pdf

Attendees.pdf

Welcoming words:

Urve Palo, Minister of Entrepreneurship and Information Technology, Estonia

 

 

 

 

 

 

 

Presentations:

Keynote – How to mainstream innovation procurement in Europe?

Gerard de Graaf, Director, Digital Single Market Directorate, DG CNECT, European Commission

 

 

 

 

 

 

 

Public procurement of innovation – the policy logic behind the strategic use of procurements

Veiko Lember, Senior Research Fellow, Tallinn University of Technology, Estonia

 

 

 

 

 

 

 

 

 

 

e-solutions in Estonia – living proof of innovation procurements

Andres Kutt, Former advisor, Information System Authority, Estonia

 

 

 

 

 

 

 

 

 

 

Panel discussion: Innovation procurement as driver for economic growth and address secretol challenges

Moderator: Gaynor Whyles, Director, JERA Consulting Ltd

Helen Kopman, Deputy Head of Unit, Start-ups and Innovation Unit, Digital Single Market Directorate, DG CNECT, European Commission

 

 

 

 

 

 

 

 

 

 

 

 

 

Andreas Nemec, Managing Director, Federal Procurement Agency BBG, Austria

 

 

 

 

 

 

 

 

 

 

Evelin Porn-Lee, Tallinn University of Technology, Estonia

 

 

 

 

 

 

 

 

 

 

Kalev Pihl, CEO, SK ID Solutions, Estonia

 

 

 

 

 

 

 

Session: Innovation procurement experiences (Examples and analysis of innovation procurements across Europe)

Moderator: Gaynor Whyles, Director at JERA Consulting Ltd

Innovation methods for award procedures of ICT learning in Europe. IMAILE

Ellinor Wallin, IMAILE project manager. Sweden

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Teemu Laitinen. CEO Almerin. Finland

 

 

 

 

 

 

 

 

 

 

Andrea Contino. AMIGO. Spain

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Sweden’s electric roads for heavy vehicles pre-commerciol procurement

Anders Bylund, Head oi Rail and Road Electrification. Siemens Mobility. Sweden

 

 

 

 

 

 

 

 

 

 

 

 

 

London underground PROLITE lighting PPI procurement, winner of the PROCURA+ Award Innovation Procurement of the Year 2016

Leon Smith, Manager technology and innovation, Transport for London, UK

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

David Bide, Commercial Director, Armadillo-ED — Evolution in Lignting. UK

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Telemedicine for Intensive Care Units procurement, THALEA

Dr. Gernot Marx, Professor ot Anesthesrology and Critical Care Medicine and Chair at the University RWTH Aachen, Germany

 

 

 

 

 

 

 

 

 

 

 

 

 

Panel discussion: Benchmarking the progress on innovation procurement across Europe: EU member states (Austria, Finland, Estonia, and European Commission) policy and measurement framework for innovation procurement

Moderator; Gaynor Whyies, Director, JERA Consulting Ltd. UK

Eva Buchinger, Policy Advisor. Austrian Institute at Technology. Austria

 

 

 

 

 

 

 

 

 

 

 

 

 

Ville Valovirta, Senior Screntist, lnnovations, Economy and Policy,VTT Technical Research Centre of Finland. Finland

 

 

 

 

 

 

 

Paul Jackson, Innovation procurement policy expert, Ministry of Economic Alloirs and Communications. Estonia

 

 

 

 

 

 

 

 

 

 

 

 

 

Vasileios Tsanidis, Policy Ollicer. DG Communications Networks, Content and Technology. Directorate F Digital Single Market, European Commission

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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New York Consulting Procurement Conference 2017

June 29, 2017 Leave a comment

New York Consulting Procurement Conference 2017

29.06.2017

American Management Association Times Square, New York, USA

www.consultingquest.com

The New York Consulting Procurement Conference is one-of-its-kind event that allows Executives interested in Procuring Consulting Services to connect with peers and experts of the domain to exchange about challenges, best practices and trends in the Consulting industry.

Presentations

What is innovation in the Digital Environment? George Hemingway, Partner at Stratalis Consulting

The impact of digital transformation on Organization. Thomas Bertels, Partner at Valeocon Management Consulting

How can traditional banks leverage Fintech practices to compete in a digital world? Bijon Mehta, President at Association of FinTech Professionals

Digital in Manufacturing Industries : Supply chain 2.0 ? What else ? Laurent Thomas, VP Strategy at Solvay Novecare

Digitalizing Procurement : Deja vu ? Rajiv Gupta

How digital is transforming Consulting Services ? David Tang, CEO of Flevy

Photos

The Chartered Institute of Procurement & Supply

October 7, 2015 Leave a comment

CIPS-Logo

The Chartered Institute of Procurement & Supply (www.cips.org)

Certificate in Procurement and Supply Operations

CIPS Exams Letter.pdf

CIPS Exams Results Letter.pdf

CIPS Level 2 Certificate.pdf

The CIPS Certificate in Procurement and Supply Operations is a vocationally related qualification. It has been accredited by the Office of Qualifications and Examinations Regulator (Ofqual) in the UK and appears on the Register of Regulated Qualifications. Please refer to register.ofqual.gov.uk

CIPS_UCG_CPSO_ProcSuppPrinc_AW#2_v1_Layout 1

Procurement and Supply Principles

Learning Outcomes

1.0 Know the roles of procurement and supply within organisations

1.1 Define the common terms that describe aspects of procurement and supply

  • Definitions of common terms such as procurement, purchasing, buying, supply chain, materials management, distribution, logistics and contract management

1.2 Describe the roles of procurement and supply in organisations

  • The typical proportion of costs accounted for by procurement of goods and services
  • The roles of procurement and supply and procurement professionals
  • Achieving value for money
  • Sustainability in procurement and supply
  • The roles of staff with devolved responsibilities for procurement

1.3 Describe the benefits of effective procurement for organisations

  • How effective procurement impacts on profitability – The profit contribution effect
  • Creating savings and improving efficiency
  • Budgets and budget monitoring
  • How effective procurement helps achieve targets

1.4 Identify the five rights of procurement and supply

  • The five rights of procurement and supply
  • Price/total cost, quality, timing, quantity and place
  • Defining value for money

2.0 Know how products and services are received from suppliers and delivered to customers

2.1 Describe the delivery of products and services that organisations make to customers

  • Defining products and services
  • The customer role
  • Seeing customers as a part of a supply chain

2.2 Describe the delivery of products and services made by external suppliers

  • The need for supplies of products and services from external suppliers
  • Outsourced services
  • Seeing suppliers as apart of a supply chain

3.0 Know the main stages of the sourcing process

3.1 Describe the main stages of a sourcing process

  • Identification of needs
  • Producing specifications
  • Requesting quotations
  • Receiving quotations
  • Assessing suppliers quotations
  • Making contract award recommendations
  • Contract authorisation
  • Order placement, blanket orders/frameworks and call-off orders
  • Performance and delivery
  • Payment of suppliers
  • Expediting deliveries
  • Reviewing outcomes and processes
  • Pre and post award stages of a sourcing process

4.0 Understand what makes up the main components of a supply chain

4.1 Explain the main components of a supply chain

  • Customers and their customers
  • Customers and consumers
  • Suppliers and their use of suppliers
  • Tiers of a supply chain
  • The global aspects of supply chains
  • Examples of supply chains in action

CIPS_UCG_CPSO_ProcSuppFunc_AW#2_v1_Layout 1Procurement and supply functions

Learning Outcomes

1.0 Know the main types of organisations and how they operate

1.1 Identify the main types of organisations

  • Private public and third sector organisations
  • Production and service organisations

1.2 Describe how organisations operate

  • People, objectives and structure in organisations
  • The formal and informal organisation

1.3 Identify the main operating functions with in organisations

  • Differentiation and integration in organisations
  • Typical functions in organisations such as production, operations, marketing and sales, customer support, human resources, personnel, finance, IT, and technical functions
  • Differentiating procurement and supply

2.0 Know the main elements of a procurement and supply function

2.1 Describe the use of mission and vision statements and objectives by a procurement and supply function

  • Objectives of procurement and supply functions
  • Targets for procurement and supply functions
  • Use of mission and vision statements for procurement and supply functions

2.2 Describe the main roles and structures of a procurement and supply function within an organisation

  • Links to organisational goals
  • Competition and regulatory roles
  • Advice and guidance that a procurement and supply function can provide t other functions
  • Procurement and supply as a service function
  • Centralised, devolved and lead buying structures of procurement and supply functions

2.3 Define the main procedures that can be created by a procurement and supply function

  • Delegations of authority and approvals
  • Procedures that apply to running competitions between suppliers
  • Auditing compliance with internal procedures

3.0 Know the main market factors that impact on a procurement and supply function

3.1 Identify the main economic sectors that impact on a procurement and supply function

  • Public, private and not for profit or third sector
  • Primary, secondary and tertiary sectors

3.2 Describe the impact of demand and supply on markets

  • Demand and supply curves
  • How demand and supply factors can change
  • How demand and supply factors can impact on pricing and availability

3.3 Describe how market factors impact on the procurement and supply activities of an organisation

  • The level of competition: perfect competition, imperfect competition, oligopoly, duopoly and monopolies
  • The impact of demand on sales
  • Market growth and decline
  • Competitive forces on organisations

CIPS_UCG_CPSO_ProcSuppProcess_AW#_v1_Layout 1Procurement and supply processes

Learning Outcomes

1.0 Know the main components of contractual agreements

1.1 Describe the main types of contracts

  • Spot purchases
  • Term contracts
  • Framework arrangements/blanket orders/panel contracts and call offs

1.2 Identify the main kinds of pricing arrangements applied in commercial contracts

  • Fixed pricing, lump sum pricing and schedule of rates
  • Cost reimbursable and cost plus arrangements
  • Variable pricing arrangements
  • Target pricing arrangements
  • Risk and reward pricing arrangements

1.3 Describe the different documents that compose a contract for the purchase or supply of goods or services

  • Defining contracts and agreements
  • The use of tendering and quotations
  • The documents that comprise a contract – the specification, key performance indicators (KPIs), contract terms, pricing and use of other schedules
  • Contracts for the supply of goods or services

2.0 Know the main sources of information on suppliers and customers

2.1 Describe the use of the Internet to locate details about suppliers and customers

  • The use of Internet search engines to locate details about suppliers and customers
  • The types of information presented by suppliers and customers on their websites

2.2 Describe the use of credit rating agencies

  • The role of credit rating agencies and credit rating scores
  • Publications on individual organisations and markets
  • The use of credit rating scores

2.3 Describe the use of intranet, extranet and internet sites to publicise information

  • Distinguishing between the intranet, extranet and internet sites
  • Information for help and advice on an intranet site
  • The information for the wider community on company websites

3.0 Know the main types of systems for supplier selection, ordering and payment

3.1 Describe the use of electronic sourcing systems for supplier selection

  • Defining e-sourcing
  • Attracting quotations or tenders through an e-tendering or e-sourcing system
  • The publication of e-notices

3.2 Identify systems used in procurement and supply

  • Systems for purchase ordering
  • Capturing data on expenditures
  • The use of portal sites to locate suppliers or customers
  • Examples of supplier database systems

3.3 Describe P2P (purchase to pay) systems for ordering from suppliers and payment to suppliers

  • The P2P process from the creation of requisitions, to raising requests for quotations or tenders, receipt of quotations or tenders, delivery documentation, invoicing and payment
  • Examples of P2P systems

CIPS_UCG_CPSO_ProcSuppAdmin_AW#2_v1_Layout 1Procurement and supply administration 

Learning Outcomes

1.0 Understand the need for the effective and efficient administration of purchases made with external suppliers

1.1 Define effective and efficient administration

  • Defining administration
  • Reviewing the steps taken to forming agreements made with suppliers
  • Defining effectiveness and efficiency

1.2 Explain the administration of the pre contract stages of a sourcing process

  • The creation of requisitions and requirements
  • The use of specifications, key performance indicators (KPIs) and contract terms
  • The creation of requests for quotations or invitations to tender
  • The use of prequalification questionnaires
  • The submission of quotations or tenders for requirements
  • The assessment of quotations and tenders

1.3 Explain the administration of the award and post award stages of a sourcing process

  • The creation of orders or tender award documentation
  • Delivery notes and order acknowledgements
  • Receiving invoices
  • Invoice matching and dealing with non-compliances

1.4 Describe the need for approvals in the administration of procurement and supply

  • Typical procedures for authorising budgets, requisitions, orders and tenders
  • The separation of duties
  • Contract recommendation and authorisation
  • Levels of delegated authority for contracts
  • Ensuring an efficient approval process

2.0 Know the main techniques used for ordering supplies

2.1 Describe what is meant by direct and indirect supplies

  • Definitions of direct and indirect supplies
  • Examples of direct and indirect supplies
  • Goods for resale and goods not for resale

2.2 Identify the main costs associated with holding inventories

  • Analysing the costs of inventory
  • The costs associated with stock outs and excess inventories

2.3 Describe techniques commonly used for ordering inventories

  • Re-order point control and re-order quantities
  • MRP and MRPII systems
  • Just in time approaches
  • Enterprise resource planning systems

3.0 Know the main approachesto achieving timely deliveries of products or services

3.1 Define the processes that should be used when expediting supplies

  • Defining expediting
  • Problem solving
  • Tracking the relevant documentation
  • Obtaining written confirmations
  • Review agreements made

3.2 Describe the importance of effective communication with suppliers and customers to achieve timely deliveries

  • The perceptual process
  • Interacting with other people and building rapport
  • Effective communication

3.3 Describe the use of forecasting to achieve timely deliveries of supplies

  • The use of forecasting
  • Subjective and objective techniques in forecasting
  • The difficulties associated with forecasting

CIPS_UCG_CPSO_ProcSuppStake_AW#2_v1_Layout 1Procurement and supply stakeholders

Learning Outcomes

1.0 Know the main stakeholders in procurement and supply

1.1 Identify the main external stakeholders in procurement and supply

  • Defining stakeholders
  • Typical stakeholders such as suppliers, customers, consumers, communities, government and other groups
  • The distinction between customers and consumers

1.2 Identify the main internal stakeholders that can be involved in purchases from suppliers and supplies delivered to customers

  • The role of procurement and supply in dealing with other business functions such as marketing, sales, production, operations, human resources, finance, design and development, distribution, facilities, senior management and the board of management

2.0 Know the main approaches for conflict resolution with stakeholders in procurement and supply

2.1 Describe how conflict can arise in the work of procurement and supply

  • Defining workplace conflict
  • The sources of conflict in organisations and between personnel
  • The sources of conflict between organisations and their personnel

2.2 Describe approaches to conflict resolution with stakeholders in procurement and supply

  • Approaches to conflict resolution
  • Clarifying roles and responsibilities
  • Group cohesion
  • Achieving buy in from stakeholders

2.3 Explain the contribution that effective teamwork can make when dealing with conflict with stakeholders in procurement and supply

  • Group cohesiveness and performance
  • The characteristics of an effective work group
  • The stages of team development

3.0 Know why quality management is important in procurement and supply

3.1 Define the main components of quality management in procurement and supply

  • Definitions of quality, quality control, quality assurance and total quality management
  • Quality as a philosophy
  • Getting things right first time

3.2 Identify the costs of quality

  • Prevention and appraisal costs
  • The internal and external costs of quality
  • Organisational reputation

3.3 Describe the main techniques associated with quality assurance and quality management

  • From quality inspection to quality assurance
  • Quality circles
  • The use of control charts
  • Achieving continuous improvement

4.0 Know why clear ethical codes of practice should be used in procurement and supply

4.1 Describe the role of ethical codes in procurement and supply

  • The scope of business ethics
  • Treatment of stakeholder groups
  • Behaviours towards suppliers, customers and competitors

4.2 Describe the details that should be included within standard ethical codes

  • The use of ethical codes such as the CIPS Code of Ethics
  • Regulations in ethical standards
  • Codes for sustainable procurement

4.3 Describe the impact of corporate governance on a procurement and supply function

  • The principles of corporate governance
  • Mechanisms and controls in the corporate governance of procurement and supply

Exam Letter

CIPS Exams Letter

 

 

 

 

 

 

Exam Results

Cips Exam Results

 

 

 

 

 

 

Exam Results Letter

Letter_result

 

 

 

 

 

 

Certificate

Certificate CIPS Level 2

 

The Chartered Institute of Procurement & Supply

May 14, 2015 Leave a comment

CIPS-LogoThe Chartered Institute of Procurement & Supply

www.cips.org

Church St, Easton on the Hill, Stamford, UK

CIPS Student Member Letter.pdf

CIPS Student Member Certificate.pdf

CIPS is the premier global organisation serving the procurement and supply profession. Dedicated to promoting best practice, CIPS provides a wide range of services for the benefit of members and the wider business community.

CIPS Qualifications

Throughout the world CIPS qualifications are recognised as driving leading edge thinking and professionalism in procurement. MCIPS is recognised worldwide as the standard for top quality procurement professionals.

CIPS offers five qualifications to support your professional development in procurement and supply. On successful completion of the Diploma, Advanced and Professional diplomas and in conjunction with three years’ experience in a role of responsibility in procurement and supply, you may apply for full membership of CIPS to use the designatory letters, MCIPS.

To find out more about entry requirements, please choose a link:

CIPS Logo 2Certificate in Procurement and Supply Operations

The ideal qualification if you’re just starting your career in procurement or if procurement and supply are part of your role. It will enable you to recognise and describe the key processes in procurement and build your professional knowledge and competence.

 

 

Unit Title:

  • NC1 Procurement and supply principles
  • NC2 Procurement and supply functions
  • NC3 Procurement and supply processes
  • NC4 Procurement and supply administration
  • NC5 Procurement and supply stakeholders

Typical job titles:

  • Administrative assistant
  • Purchasing assistant
  • Contracts administrator
  • Stock controller
  • Merchandiser

CIPS Logo 3Advanced Certificate in Procurement and Supply Operations

This qualification is designed for those in an operational role who need the capability to carry out procurement and supply tasks.  You will develop the knowledge to understand demand management, arrange supply logistics and implement new contracts.

 

 

Unit Title:

  • AC1 Procurement and supply environments
  • AC2 Procurement and supply operations
  • AC3 Procurement and supply workflow
  • AC4 Inventory and logistics operations
  • AC5 Procurement and supply relationships

Typical job titles:

  • Administrator
  • Assistant buyer
  • Assistant contract officer
  • Contract analyst
  • Stock / inventory controller / planner

CIPS Logo 4

Diploma in Procurement and Supply

A valuable management tool for those moving into junior and middle management procurement roles or those supervising the procurement function.  It focusses on organisational procedures and processes including negotiation, planning, risk management and data analysis.

 

Unit Title:

  • D1 Contexts of procurement and supply
  • D2 Business needs in procurement and supply
  • D3 Sourcing in procurement and supply
  • D4 Negotiating and contracting in procurement and supply
  • D5 Managing contracts and relationships in procurement and supply

Typical job titles:

  • Buyer
  • Procurement / purchasing executive
  • Procurement specialist
  • Contract officer
  • Supply chain / inventory / logistics analyst
  • Supply chain / inventory / logistics planner

CIPS Logo 5Advanced Diploma in Procurement and Supply

Provides senior buyers, contract and supply chain managers with the expertise to improve organisational procurement and to fulfil organisational objectives. It gives you the knowledge base to reduce cost, improve quality and timescales, manage the supply chain and deal with legal issues.

 

 

Compulsory units:

  • AD1 Management in procurement and supply
  • AD2 Managing risks in supply chains
  • AD3 Improving the competitiveness of supply chains

Optional units:

  • AD4 Category management in procurement and supply
  • AD5 Sustainability in supply chains
  • AD6 Operations management in supply chains

Typical job titles:

  • Buyer
  • Procurement / purchasing executive
  • Procurement specialist
  • Contract officer
  • Supply chain / inventory / logistics analyst
  • Supply chain / inventory / logistics planner

CIPS Logo 6Professional Diploma in Procurement and Supply

Aimed at senior procurement professionals and heads of department. It is targeted at building strategic direction and advice, in areas such as change management, stakeholder management and team leadership.

On successful completion of the Diploma, Advanced and Professional diplomas along with 3 years’ experience in a postion of responsiblility in procurement and supply you will be awarded MCIPS status.

Compulsory units:

  • PD1 Leadership in procurement and supply
  • PD2 Corporate and business strategy
  • PD3 Strategic supply chain management

Optional units:

  • PD4 Supply chain diligence
  • PD5 Programme and project management
  • PD6 Legal aspects in procurement and supply (UK)

Typical job titles:

  • Strategic / senior  /purchasing or procurement manager
  • Head of commercial
  • Supply chain manager
  • Head of logistics / transport
  • Operations manager

Student Member Letter & Certificate:

CIPS Student Member Letter

CIPS Student Member

 

 

6th International Public Procurement Conference

August 16, 2014 Leave a comment

IPPC 6

6th International Public Procurement Conference

14.08 – 16.08.2014

Dublin City University, Dublin, Ireland

www.ippc6.com

Delegate List: Delegate List.pdf

Conference Programme: Conference Programme.pdf

Book of Proceedings: Book of Proceedings (pages 1-590).pdf, Book of Proceedings (pages 591-1153).pdf, Book of Proceedings (pages 1154-1351).pdf

Prepared materials for the conference

Title: Сost-based approach for determining evaluation criteria weights of commercial offers based on the analysis of the total cost of ownership for the product

Paper Number: 232.00

Presentation Type: Poster

Paper Status: Accepted as Oral Presentation

Abstract: Abstract.pdf

Full paper: Full paper.pdf

Title: Essential issues of evaluating the effect of planned obsolescence of products during procurement procedures

Paper Number: 231.00

Presentation Type: Poster

Paper Status: Accepted as Poster Presentation

Abstract: Abstract.pdf

Full paper: Full paper.pdf

Title: Essential issues of developing improved methods of scoring commercial offers during the procurement procedure

Paper Number: 229.00

Presentation Type: Poster

Paper Status: Accepted as Oral Presentation

Abstract: Abstract.pdf

Full paper: Full paper.pdf

Title: Essential issues of commercial offers comparison during procurement procedures

Paper Number: 230.00

Presentation Type: Poster

Paper Status: No Paper Status Allocated

Abstract: Abstract.pdf

Full paper: Full paper.pdf

Presentations

The World Bank. Chris Browne, Chief Procurement Office World Bank

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Rethinking Procurement. Sue Arrowsmith

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Comparative Analysis Of Public Procurement Efficiency Under Different Regulation Regimes. Andrey Tkachenko

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Contract Management Innovation In Public Procurement: The Costa Rican Experience. Ileana Palaco

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Collaborative Public Procurement: A Comparative Review Of International Practices On Pooled Procurement. Sandeep Verma

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An SME Perspective on Public Procuremment. Padraig Coakley

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Using Spatial Econometrics To Detect Collusive Bidder Behavior In Public Procurement Auctions. Johan Lundberg

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Ex-Ante Contracts And Ex-Post Performance In Public Procurement: Theory And Evidence From Sweden. Mats Bergman

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Is Public Procurement An Effective Development Policy Tool? David Salazar

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TRUST FUNDS FOR SECURITY. HELPING THE AFGHAN NATIONAL
SECURITY FORCES TO BE SELF-SUSTAINABLE? Ewa M. Suwara

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DEFENSE SYSTEM INNOVATIONS: HOW PROCUREMENT MAKES A DIFFERENCE. Peter Hall

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DEFENSE MANAGEMENT RESEARCH CAPACITIES AND TOPICS. Christian v. Deimling

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IMPLICATIONS FOR OFFSETS IN DEFENCE PROCUREMENT DURING AUSTERE TIME. Kogila Balakrishnan

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Contacts

Joshua I. Schwartz. E.K. Gubin Professor of Government Contracts Law; Co-Director, Government Procurement Law LL.M. Program; Co-Faculty Advisor, Federal Circuit Bar Journal, The George Washington University Law School, Washington DC

Dr. Tunde Tatrai. Associate Professor, Institute of Business Economics, Department of Logistics and Supply Chain Management, Budapest

Mats Bergman. Professor, Economics School of Social Sciences, Department of Economics, Stockholm

Ewa Suwara. Head of Section Multilateral and General Affairs, Asia and Pacific Department, Ministry of Foreign Affairs of Poland, Warsaw

Conghu/Tiger Wang. Associate Professor, Department of Public Administration Renmin University of China. Specialist Consultant, China Government Procurement Website http://www.ccpg.gov.cn. Faculty Fellow, Public Procurement Research Center Florida Atlantic University

Andrey Tkachenko. Researcher, National Research University, Higher School of Economics, Institute of Industrial and Market Studies, Moscow

Henry Lv. Assistant Professor, State Information Center, Beijing

Richo Andi Wibowo. Candidate in Administrative Law, Utrecht University, Institute of Constitutional and Administrative Law, Utrecht

Materials

School of Law. The University of Nottingham. Executive Programme in Public Procurement Law and Policy

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2nd Interdisciplinary Symposium in Public Procurement

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Public Procurement Oversight Authority

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European Procurement and Public Private Partnership Law Review

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Public Procurement Management. Inernational Master

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Photos

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www.procurementsense.com

February 12, 2014 Leave a comment

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Procurement sense-04

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12.02.2014

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The article “Electronic Auctions: Evaluation of Practical Experience Providers”

The article presents results of a survey about electronic auctions. The survey was presented for suppliers who were asked questions concerning the effectiveness of participation in the procurement of suppliers, as well as to share any technical or functional complexity that exists for distributors who participate in electronic auctions.  Non-standard situations, especially a supplier’s positive or negative experience can be noted for participation in electronic auctions.  They offered their vision of possible improvements to now existing rules.

 

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