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Tendering is a process undertaken to obtain offers from interested contractors to carry out specific packages of construction work. Presently, most construction stakeholders in developing countries use a paper-based tendering method, which is time-consuming, costly and labour-intensive. It may be argued that considering increased calls towards efficiency improvements in the construction industry, adopting e-tendering can bring about several benefits by allowing electronic exchange of information and avoiding the errors of traditional tendering. However, the question of readiness of construction stakeholders to embrace this change remains. The aim of this study is to investigate the readiness of Sri Lankan construction contractors and consultants (who are the two key parties involved in the tendering process) to adopt e-tendering.

A mixed-methods research approach was used to achieve the aim. Initially, a literature review was used to compare typical conventional and e-tendering processes. Subsequently, a questionnaire survey was conducted to identify the current level of usage of e-tendering and to investigate the readiness levels of consultants and contractors to implement e-tendering. Finally, seven expert interviews were conducted to propose suitable solutions to achieve a successful e-tendering implementation.

The analysed data revealed that both consultants and contractors used electronic media in the tendering process but they were still not ready for complete e-tendering implementation. However, consultants were more hesitant than contractors. The main barrier that limited e-tendering implementation was the lack of legal rules to cover e-tendering.

E-tendering implementation should be initiated from the government sector. Therefore, it is recommended to update the procurement guideline and required legal policies to enrich the current usage level of e-tendering among construction stakeholders.

The purpose of this paper is to varied a conceptual model for e-Tendering readiness in any construction organisation prior of implementing e-Tendering system.

Based on conceptual model called e-Tendering readiness model (e-TRM), this paper empirically examines the e-TRM’s interactions and causal relationships between e-Tendering constructs and e-Tendering readiness. The paper uses the structural equation modelling technique to test the hypothesised positive inter-relationships. A questionnaire survey is conducted for respondents of construction organisations in Saudi Arabia to understand their current e-Tendering readiness and importance of e-Tendering variables.

Supported by empirical evidence, this paper recognised that three out of nine constructs have direct influences on the e-Tendering readiness. However, one of the constructs, which is for the first time hypothesised and tested has the most effect.

Ultimately, the empirical test for the e-TRM is conducted in certain case (Saudi Arabia); however, the e-TRM needs to be tested in other case area for more verification.

The study findings update previous information technology/information system models in construction by adding this tested model to the research literature on traditional and electronic tendering and the body of knowledge in the construction industry.

The service providers construct is proposed and tested for the first time, which is necessary to support the successful e-Tendering implementation.

Despite the digitalization reforms attempting to enhance public service quality, paper-based tendering is still widely used in a number of developing countries (i.e. Morocco). This has led to many issues including waste of time, higher costs as well as labor-intensive issues. E-tendering has been widely recommended as a key resolution. Still, both scholars and practitioners raised concerns related the readiness of small and medium enterprises (SMEs) to this digitalization process. The current research aims to investigate the key drivers of SMEs intention to adopt electronic tendering in the context of an emerging African market (i.e. Morocco). Specifically, the authors focus on SMEs contributing to the public procurement process and registered in the online portal recently created by the Moroccan government.

To achieve this goal, the authors proposed a conceptual model combining the unified theory of acceptance and use of technology (UTAUT) and technology acceptance model (TAM). Based on data collected from suppliers participating in Moroccan public tenders, the authors empirically tested the conceptual model using a partial least squares (PLS) estimation.

Facilitating conditions and social influence had a positive impact on SMEs intention to adopt electronic tendering. The study’s findings also convey a negative impact of effort expectancy on SMEs intent to adopt e-tendering. Unexpectedly, perceived performance had no significant impact on the intention to adopt electronic bidding among Moroccan SMEs.

This research filled the gap in the literature with regards to SMEs e-Tendering readiness in emerging markets. With the recent digitalization reforms of public tendering in many developing economies (i.e. Morocco), the study findings can be used to improve not only government implementation of electronic bidding but also SMEs' user experience.

The revolution brought about by the internet and the World Wide Web has led to the development of numerous e-Tendering systems for public sector tendering that have automated various aspects of the manual tendering processes that are known to experience numerous problems. However, one key area that has not been fully addressed is the automation of the evaluation of public tenders based on group decision-making. This paper presents part of the development of a Web-based e-tendering system called Nigerian Public Sector eTender (NPS-eTender) that automate the evaluation of public sector tenders based on group decision-making.

The system was developed using object-oriented methodologies. Specifically, Ripple and unified process methodologies were adopted.

The results of the system validation showed that NPS-eTender has an average rating of 74% with respect to correct and accurate modelling of the existing tendering domain and an average rating of 67.6% with respect to its potential to enhance the proficiency of public sector tendering in Nigeria. Based on the results of the validation, it can be concluded that the automation of the tender evaluation process can lead to a more proficient tendering process.

This research has contributed to the development of an e-Tendering system for the public sector that supports the whole tendering lifecycle including the automation of evaluation of public tenders based on group decision-making.

Public Sector Management and Strategy

This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master's course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place.

SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects?

The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work.

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Considerable amount of purchases in business-to-business (B2B) markets make through the tendering process. As technology keeps driving B2B procurement, both the supplier/contractor and buyer firms have settled down in their respective roles in the electronic-tendering environment. Researchers have ignored the supplier-side e-tender-driven marketing process that might lead to substantively successful financial performance. The purpose of this study is to improve the performance of an e-tender-driven marketing process of an original equipment manufacturer (OEM) incorporating the stakeholder's inputs.

Discrete event simulation modelling (DESM) has been used as a methodology to model, analyse and improve the process with the involvement of stakeholders at every stage of the study. Different scenarios are analysed to identify the near-optimal scenario based on agreed-upon key performance indicators.

Scenario that incorporated man-power sharing and eliminating avoidable activities gives the near-optimal solution for implementation.

This study highlights that better insights can be gained by adopting the process-oriented view of the marketing–operations interface. Embracing a stakeholder-based consultative approach gives research a more practical outlook and reduces the gap between theory and practice. Suggestions for further research are provided.

B2B organizations, where lines between marketing and operations are blurred, can improve their marketing processes by implementing operations research tools.

This study provides an attempt to improve the performance of a supplier-side e-tender-driven marketing process of an OEM using the DESM methodology incorporating stakeholder's inputs.

The primary aim of the research presented in this paper is to address the gap in the literature with regard to the factors that affect the uptake and application of e‐procurement within the public sector.

This analysis was achieved through five in‐depth case studies – based upon extensive interviews, observation and documentation reviews ‐ conducted within central and local government organisations.

The study shows that despite being very different in terms of their form and function, each of the five case study organisations had achieved similar levels of progress in terms of their adoption of e‐procurement technologies. In short every organisation had already adopted BACS, all five were also actively planning to implement: e‐tendering; e‐award; e‐contract and e‐catalogue systems, but none had any intention of adopting e‐marketplaces or e‐auctions.

The results of this study will help individual organisations to better understand their current situations and the barriers that will need to be overcome before they can significantly expand their adoption of e‐procurement technologies.

In addition to presenting one of the first detailed studies of the adoption of e‐procurement technologies, this study also breaks new ground through its use of the lens of “Institutional theory” to help interpret the findings.

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 on the efficiency, effectiveness, dematerialization, competitiveness and transparency impact dimensions. Adopting e-procurement in the public sector is far more than just a technological challenge; it embodies a large scale change management effort to create a more efficient procurement culture. Using the performance measurement approach herewith presented helps to tackle this challenge, stimulating the effective use of e-procurement solutions. Measuring how eprocurement is contributing to optimize public expenditure by increasing organizational performances; can help to overcome the resistance to change. Plus, this model can be used to strengthen stakeholder accountability of both Contracting Authorities and public e-procurement service providers. The model has been consistently tested over the last four years with satisfactory results confirming the hypothesis; the case study is herewith exposed. The model can be applied in different context, therefore method and practical recommendations are also provided.

This paper presents a framework for assessing alignment between corporate strategy, procurement strategy and purchasing tools. The framework is built on generation of rents as its common denominator for assessing alignment between the levels. Three types of rents are identified: monopoly rents; Ricardian rents and entrepreneurial rents. The framework is then used for assessing the strategic origin of the following e‐procurement applications: e‐sourcing, e‐tendering, e‐informing, e‐reversed auctions, e‐MRO, Web‐based enterprise resource planning and e‐collaboration. The results indicate that the e‐procurement tools are fully viable for creating monopoly rents, moderately viable for creating Ricardian rents and only somewhat viable for creating entrepreneurial rents. Therefore, it is necessary to first understand how the firm generates rents before procurement strategy and e‐procurement tools are implemented in order to avoid misalignment.

This paper examines the results of the first year of the new Russian state procurement law, 94-FZ, through the lens of the 88 regional government web portals created to implement it. Benchmarks are developed and applied to them, comparing results with two contemporaneous Russian studies. Almost all regions have provided core information provision functions, but other missing features and the lack of automation mean that more than half may have done little more than fulfill formal requirements. More website features do seem to correspond to more transparency, but the law and the web portals have done little so far to combat endemic, institutional corruption of the state procurement process.