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The most recent advent of the unsolicited proposal in the public private partnership mode of infrastructure procurement has changed the duties and roles of private and public sector agencies. Also, they have increased the practitioners' difficulties to work out strategic mechanisms and methods to manage these unsolicited proposals (USP) effectively. So, this study aims to understand how well equipped are the Indian USP guidelines for managing procurement.

Content analysis with coding procedures was carried to understand the regulations of USP frameworks of India over the four stages of USP procurement.

The findings show that there are severe flaws in various states' frameworks. The states have flaws in their policies in implementation features across the stages of USP such as defined objectives, the absence of fees and review timeframes in the submission, time frame and guidance on benchmarking and market testing in evaluation and development, time frame for bidding and access to information in procurement stages.

The USP implementation framework developed as part of this study can direct the policymakers and practitioners to improve public procurement regulations and the necessary changes for the successful implementation of USPs. In doing this, the private sector is enabled to develop more competitive and innovative proposals.

Efficient and effective knowledge transfer is important in complex building renovation projects. The addition of sustainability requirements in building renovation adds complexity. This paper aims to investigate the development of innovative public procurement schemes to support sustainable building renovation projects. These blueprints for procurement innovation can support similar efforts in other countries.

This study is based on a longitudinal case study using interviews with primary stakeholders and workshops with industry practitioners to supplement the analysis of public tender documents from the Danish public building clients.

The key tenants of the Danish model for strategic partnerships are a single strategic partner, systematic conflict resolution, framework agreements, risk management and joint educational programs. Three phases in the development of the procurement scheme are identified: experiment, definition and replication.

Strategic partnerships and other types of relational contract schemes are not very prevalent in most countries. How these contracts are developed and defined is not well understood. This paper shows how one such contracting scheme is developed, how it is defined and replicated.

The propose of this study is to focus on the mediating role of compliance with procurement regulatory frameworks in implementing public road construction projects.

A cross-sectional research design was adopted. Structured questionnaires were developed in a three-step process including generating items, purifying measurement items and validating measurement items. Variables were anchored on a five-point Likert scale because it is an efficient unidimensional scale that ensures all items measure the same thing and widely applicable in construction research.

The findings show that compliance with a public procurement regulatory framework significantly mediates the relationship between familiarity with a public procurement regulatory framework, monitoring activities, sanction on staff and contractors’ resistance to non-compliance and public road construction project success. However, compliance with a public procurement regulatory framework does not mediate the relationship between the professionalism of staff and perceived inefficiency with public road construction projects’ success.

Limited mediation studies and examples in the public road construction subsector affected this study to comprehensively investigate and compare study findings. Furthermore, the study adopted a cross-sectional research design that limits responses to one point in time. Finally, the study missed out other participants in different organizations and departments that could have had relevant information.

The study contributes to public procurement and construction management research fields by uncovering this strong mediating role of compliance with a public procurement regulatory framework that collectively would help the government to implement public road construction projects successfully. Because no single factor can reliably attain objectives, blending these factors through a hybrid governance system would enable the government to achieve value for money, increase the quality and quantity of paved roads and save funds that can be channeled to other priority sectors for economic development.

Despite scholarly efforts to establish project success factors, studies have been limited to factors directly impacting the project success without considering a mediating effect among the factors that affect the success of these projects.

In 2011, the World Bank announced its intention to conduct a holistic review and reform of its procurement framework. This reform was intended to ensure that its procurement system, which is the means through which the Bank disburses developmental loans and grants is in line with modern trends in procurement, is flexible enough to respond to unforeseen challenges and is coherent. This paper examines both how Bank procurement has evolved since the first formal regulations were issued in 1964 and the implications of the recent reforms for the Bank and its borrowers. Readers will see that ongoing reforms evidence a significant change for the Bank's approach to procurement and its relationship with its borrowers and will dramatically affect the way the Bank-funded procurements are conducted.

This paper explores the potential application of public value management theory to the practice of UK healthcare procurement. By conducting a literature review, key elements of public value theory and practice that can be applied to healthcare procurement are identified together with mechanisms that can be used in procurement to protect public values and enhance the creation of public value. These are formed into a Public Value Healthcare Procurement Framework which represents a fresh normative approach to healthcare procurement by focussing on a broader, societal view of value; by providing a blue print for procurement leaders centred around Moore's vision of “exploring” and “moral” public managers; and by promoting a public service ethos amongst all providers including the private sector.

The aim of this paper is to explore the factors that influence buyer decision-making in public procurement. The objective is to better understand the processes and conditions that support different supply arrangements, which maximise SME participation.

The paper uses case study evidence of contract awards across multiple organisational contexts including: a local authority, commercial semi-state, police force, and a tourist agency.

National policy and the role of procurement exerted mixed effects upon the cases. The procurement processes were broadly similar and included cross-functional teams, consideration of trade-offs and market research.

The paper highlights the transition of public organisations toward strategic procurement including supplier engagement.

This offers buyers a decision support tool that promotes equal opportunities for SME participation, a key goal of EU procurement. The implications for suppliers of each buying decision are also outlined. The concept of practical rationality is used to support the framework.

A normative framework of public procurement decision-making is generated from the cases. Buying complexity and supplier engagement are two conditions that support a 2×2 decision framework. The framework extends efficient and central-buying decisions to include adapted and balanced decisions. This range offers buyers a decision support tool that promotes equal opportunities for SME participation, a key goal of EU procurement. The implications for suppliers of each buying decision are discussed.

Provision on framework agreements has been introduced into European Union (EU) Law in 2004. Since then framework agreements have gained popularity and importance on the European Union (EU) public tender market. Nevertheless, the use of frameworks poses significant legal challenges necessitating the clarification of the governing rules and the introduction of further guidelines. Unfortunately, clarifications were not fully provided in the new Directive 2014/24/EU. This article is a study of legal loopholes and uncertainties that occur during public procurement of framework agreements as a result of current EU rules and national practices in Denmark and the United Kingdom. The article highlights the need for clarification of the existing rules and introduction of transparency to the subsequent call-off stage of framework agreements. To achieve study aims, three methods were applied: a doctrinal analysis, a small scale comparative law research and field research based on qualitative research by the means of semi-structured interviews.

Public procurement frameworks in developed and developing countries alike are recognised as being characterised by an unstable tension between the public expectations of transparency and accountability, and of efficiency and effectiveness of resource management. This conformance - performance tension, manifest throughout a complex procurement environment, is further destabilised by conflicting stakeholder interests at the political, business, community and management levels and exacerbated by competing claims between executives, lawyers, technologists and politicians for lead roles in this arena. The application of new technology in this discipline offers a qualified potential to substantially resolve these tensions. However, the application of technology is itself at risk from a lack of understanding about the nature of its impact and the wider political dimensions of professionalism in public procurement.

Since the mid 1990s, the Government of China has been developing the regulations, laws, and implementing procedures necessary to bring public procurement under a comprehensive administrative and legal framework. This paper traces the history of its development and explains the motivations: improved quality of public projects, increased transparency, development of national standards, and the relationship with trade. It describes the unique aspects and challenges of China's procurement system, notably the existence of two laws (the Tendering and Bidding Law and the Government Procurement Law), the influences of social and economic policy, and the use of procurement agents. The paper concludes with an assessment of future needs to consolidate the various procurement-related laws, develop implementing regulations, disseminate information, and strengthen the oversight function.

Amidst the scarcity of resources, it is undisputable that an effective public procurement performance measurement system (PMS) is required particularly in county governments, especially for Kenya to realize its ambitions in devolved governance system. County governments cannot be effectively evaluated on their performance if the long-term, strategic impact of public procurement processes and projects is not captured. Arising from this backdrop, this study aims to determine the predictors of strategic procurement performance metrics (SPPM) adoption in public procurement PMS of county governments.

Anchored on institutional theory and public sector scorecard model, a survey research design was adopted where data were collected through census from 115 respondents working in procurement, finance and stores department of Kakamega county government. Data were collected using questionnaire (75.56% response rate) and key informant interviews, and analyzed by using multiple regression model and ordinal logistic regression models.

Multiple regression model and ordinal logistics regression revealed that national government support negatively and significantly, and regulatory framework positively and significantly affects the adoption of SPPM.

There is need for formal mechanism that will enable the national government in partnership with the council of governors to be proactively involved in developing procurement performance measurement capacity of county governments. This study’s findings also provide suggestions for a working regulatory framework required for the adoption of SPPM by county governments.

This work adds value to the prevailing body of knowledge on public procurement PMS in the public sector.