Supplier development and public procurement: allies, coaches and bedfellows

Abstract

Purpose

Using the lens of mentoring theory the authors test the extent to which public buyers informally support suppliers and the influence of organisational context on mentoring support. The paper aims to discuss these issues.

Design/methodology/approach

Principal component analysis was used to analyse questionnaire responses from over 300 public buyers in Ireland. Cluster analysis produced three mentor profiles.

Findings

The findings show a positive relationship between organisations that take a strategic approach to suppliers and buyers who offer career and psychosocial support to suppliers. However, those organisations that lack a strategic perspective of suppliers saw buyers offer political support and coaching.

Research limitations/implications

The implications are that coaching and political support may compensate for deficits in organisational support for suppliers generally. The findings contribute to a growing literature on informal interaction opportunities in public procurement.

Originality/value

To date research of supplier development is limited to formal developmental activities and in the context of private sector buyer-supplier relationships.

Citation

Mark McKevitt, D. and Davis, P. (2014), "Supplier development and public procurement: allies, coaches and bedfellows", International Journal of Public Sector Management, Vol. 27 No. 7, pp. 550-563. https://doi.org/10.1108/IJPSM-03-2014-0041