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Mastering Electronic Procurement, Green Public Procurement, and Public Procurement for Innovation

Mastering Electronic Procurement, Green Public Procurement, and Public Procurement for Innovation

Kijpokin Kasemsap (Suan Sunandha Rajabhat University, Thailand)
Copyright: © 2017 |Pages: 27
DOI: 10.4018/978-1-5225-2203-4.ch002
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Abstract

This chapter explains the overview of Electronic Procurement (e-procurement); the critical success factors and implementation of e-procurement systems; the barriers to e-procurement implementation; the perspectives on electronic public procurement; the Interpretive Structural Modeling (ISM), Structural Equation Modeling (SEM), and e-procurement; the prospect of Green Public Procurement (GPP); the importance of Public Procurement for Innovation (PPI); and the intermediation of PPI. E-procurement, GPP, and PPI expand the aspects of enterprise resource planning systems, sustainability, and innovation, allowing the automation of internal business processes and providing the procurement-related platforms that support automation at a global level. The benefits of e-procurement, GPP, and PPI include reduced transaction time, increased productivity, improved standardization, enhanced sustainability, and simplified global procurement.
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Background

Intensifying competition in today's business environment has highlighted the need to optimize the management of supply chains. Developments in the information and communication technology (ICT) are important tools to manage supply chains effectively (Toktaş-Palut, Baylav, Teoman, & Altunbey, 2014). Procurement (i.e., a vital part of supply chain management) has been significantly impacted by the new technologies (Bayazit, 2014). In recent years, an increasing trend has been observed in the adoption of e-procurement systems, which help in the integration of the procurement process throughout the supply chain (Toktaş-Palut et al., 2012). When the traditional procurement system is analyzed, it can be considered that the process is implemented by using phone, fax, and other communication channels, showing how the procurement system is developed over time (Hawking, Stein, Wyld, & Foster, 2004).

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