Six Sigma Project Procurement application in public procurement

Abstract

Purpose

Project management tools and techniques have been widely adopted in the construction industry; however, its combination with Six Sigma and application in construction procurement has not been widely researched. This paper explores the use of Six Sigma Project Procurement (SSPP) and its potential applications in public sector construction procurement.

Design/methodology/approach

The role of Six Sigma and project management in construction is critically evaluated using three case studies to demonstrate their application in public procurement.

Findings

The use of SSPP by public sector organisations creates efficient and effective construction procurement processes by addressing delays. The proposed timelines for competitive tendering in the Ghanaian Public Procurement Manual are not realistic.

Research limitations/implications

This paper contributes to and broadens the limited body of evidence and knowledge of applying SSPP to public procurement processes and identifies areas for further research.

Practical implications

Project management will continue to expand in the global construction industry. However, what will eventually determine if SSPP is embraced by public sector construction depends on the leadership and success of its execution. The application of SSPP to public construction procurement will address delays and lead to significant time reduction of the process. This will eliminate the major issue (delay) accounting for deficiencies in the process.

Originality/value

The paper yields immense value to construction project management researchers and practitioners, especially in the public sector. It recommends the inclusion of Six Sigma to promote focus on actual instead of perceived problems and advocates for decisions-making based on facts which will ensure continuous improvement.

Citation

Ottou, J.A., Baiden, B.K. and Nani, G. (2021), "Six Sigma Project Procurement application in public procurement", International Journal of Quality & Reliability Management, Vol. 38 No. 2, pp. 646-662. https://doi.org/10.1108/IJQRM-04-2019-0111