Thai International Public Procurement

Innovation and Knowledge Sharing
1. Auflage 2015
ISBN: 978-3-319-13434-5
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 14, 324 Seiten

Reihe: Public Administration, Governance and Globalization

Using a comparative framework, this volume presents case studies of issues of public procurement and discusses how procurement professionals and policy makers in different regions are responding to these challenges. This book discusses current issues in public procurement. Over the past few decades, public procurement has had to evolve conceptually and organizationally in the face of unrelenting budget constraints, government downsizing, public demand for increased transparency in public procurement, as well as greater concerns about efficiency, fairness and equity. Procurement professionals have also had to deal with a changeable climate produced by emerging technology, environmental concerns, and ongoing tension between complex regional trade agreements and national socioeconomic goals. The first section discusses innovation and reforms in public procurement and how practitioners are adapting to and making use of new technologies. The second section addresses the challenges of maintaining transparency, equity, and fairness in public procurement. The final section discusses preferential public procurement and introduces strategies for building sustainable public procurement systems. By combining theory and analysis with evidence from the real world, this book is of equal use to academics, policy makers, and procurement professionals.

Autoren/Hrsg.

Thai, Khi V.

Inhaltsverzeichnis

1;Preface;6
2;Contents;9
3;Contributors;11
4;About the Editor;13
5;International Public Procurement: Innovation and Knowledge Sharing;14
5.1;Introduction;14
5.2;Part I. Innovation and Reforms in Public Procurement;15
5.3;Part II. Public Procurement Transparency;17
5.4;Part IV. Preferential Public Procurement;19
5.5;Conclusions;21
5.6;References;21
6;Part I;24
6.1;Innovation and Reforms in Public Procurement;24
6.1.1;Contract Management Innovation in Public Procurement: Costa Rica’s Experience;25
6.1.1.1;The Traditional Model;25
6.1.1.2;Starting Point and Scenario;26
6.1.1.3;National e-Procurement Platform: Mer-link;27
6.1.1.4;Mer-link’s Scope;29
6.1.1.4.1;Planning;30
6.1.1.4.1.1;Single Vendor Registration also Known as Register of Bidders;30
6.1.1.4.1.2;National Goods and Services Catalog;31
6.1.1.4.1.3;Budget Management;32
6.1.1.4.1.4;Procurement Order/Request;32
6.1.1.4.2;Selection;32
6.1.1.4.2.1;e-Tendering, e-Bidding;32
6.1.1.4.2.2;e-Bond or Collateral;33
6.1.1.4.2.3;Assessment/Evaluation and e-Contract;34
6.1.1.4.3;Contract Management/Execution;35
6.1.1.4.3.1;e-Reception, e-Invoice, e-Payment;35
6.1.1.4.3.2;Contract Conclusion (Modification, Expansion);36
6.1.1.4.3.3;e-Record;36
6.1.1.4.3.4;Administrative Dispute, Penalty also Known as Sanctions;36
6.1.1.5;Innovation in Contract Management: Mer-link’s Case;38
6.1.1.6;References;40
6.1.2;The Municipal Partnering Initiative: Mixed Contracting in Local Government Procurement;42
6.1.2.1;Introduction;42
6.1.2.2;Research Context: Region and History;43
6.1.2.2.1;Region;43
6.1.2.2.2;MPI Program Introduction: Logistics;43
6.1.2.2.3;MPI History;44
6.1.2.2.4;Early MPI Obstacles;46
6.1.2.2.5;MPI Cost Savings: Current State of MPI;47
6.1.2.2.6;Variety of Intergovernmental Joint or “Mixed” Purchasing;47
6.1.2.2.7;Lake County Municipal League;48
6.1.2.2.8;Northwest Municipal Conference;49
6.1.2.2.9;Challenges;50
6.1.2.3;Methods;50
6.1.2.3.1;Survey;51
6.1.2.3.2;Calculations;52
6.1.2.4;Results;53
6.1.2.4.1;Contract Data Analysis;53
6.1.2.4.2;Sidewalk Replacement and Reconstruction Analysis;55
6.1.2.4.3;Cold Patch;56
6.1.2.4.3.1;Price Comparison for Cold Patch;57
6.1.2.4.3.2;Hypothesis Testing for Qualitative Analysis;57
6.1.2.4.4;The MPI Experience: Questions to MPI Communities;58
6.1.2.4.4.1;Why MPI Costs Are Perceived To Be Lower (If They Are)?;58
6.1.2.4.4.2;Why Participate in the MPI?;59
6.1.2.4.4.3;Mayoral, Council, and Manager Support;59
6.1.2.4.4.4;Distribution of MPI-Related Duties;60
6.1.2.4.4.5;Fee Amount;61
6.1.2.4.4.6;Central Organization;62
6.1.2.4.4.7;The Importance of Voluntary Participation;62
6.1.2.4.5;Research Questions Answered;62
6.1.2.4.5.1;What Were the Intergovernmental Dynamics that Lead to the MPI?;62
6.1.2.4.5.2;How Has the MPI Adapted Since Its Inception?;63
6.1.2.4.5.3;Are There Lessons To Be Learned from the MPI’s Experience?;63
6.1.2.4.6;Discussion;63
6.1.2.5;Recommendations;64
6.1.2.5.1;Examine Your Community and Region’s History with Pooled Purchasing;64
6.1.2.5.2;Consider the Impetus;65
6.1.2.5.3;Report Intergovernmental Activities;66
6.1.2.5.4;Cost Savings Calculations;66
6.1.2.6;References;67
6.1.3;The Impact of Changing Patterns of Commercial Card Use by the US Government on Governmental Efficiency and Cost Savings;68
6.1.3.1;Introduction;68
6.1.3.2;Historical Patterns of Commercial Card Use and Benefit;69
6.1.3.2.1;Benefits and Use of Different Card Platforms;71
6.1.3.3;A Closer Look at Purchasing Card Use;73
6.1.3.4;Military Versus Civilian Purchasing Card Activity;77
6.1.3.5;Understanding Changes in Military Purchasing Card Use: The Cost of Control and Program Transformation;82
6.1.3.5.1;Alternative Payment Models;82
6.1.3.5.2;Changes in Military Activities and Funding;83
6.1.3.5.3;History of Policy Changes;83
6.1.3.5.3.1;The Developmental Years;83
6.1.3.5.3.2;1994–2000: Rapid Growth and Expansion;84
6.1.3.5.3.3;2001–2002: Troubling Audit Findings Focus on Level of Card Distribution;85
6.1.3.5.3.4;2003–2007: On-Going Evaluation of Purchasing Card Programs;87
6.1.3.5.3.5;2008–2013: Tightening Control over Purchasing Cards;88
6.1.3.5.3.6;Decentralized to Centralized “Transformation Failure”;92
6.1.3.6;Spending;93
6.1.3.7;Conclusion;95
6.1.3.8;References;97
6.1.4;Defense Management Research Capacities and Topics: Blind Spots in Defense Acquisition Management?;100
6.1.4.1;Setting the Frame: An Introduction to European Defense;100
6.1.4.1.1;Analytical Framework;102
6.1.4.2;A Brief Overview of the Theoretical Foundation in Public Management and Governance Theory;102
6.1.4.2.1;Explaining Defense Management and Defense Acquisition;103
6.1.4.2.2;Applied Methodology;108
6.1.4.2.3;Descriptive Analysis of the Sample;111
6.1.4.2.4;Findings and Discussion According to the Research Questions and the Framework;113
6.1.4.2.5;Limitations;121
6.1.4.3;Conclusion;122
6.1.4.4;Appendix A;123
6.1.4.4.1;Search Strings Used to Identify Defense Research Organizations;123
6.1.4.5;Appendix B;123
6.1.4.5.1;List of Identified and Reviewed Organizations in Defense Management Research;123
6.1.4.6;Appendix C;127
6.1.4.6.1;Sample (n?=?29) and Descriptive Data/Classification;127
6.1.4.7;Appendix D;128
6.1.4.7.1;Research Organizations and Defense Management Topics;128
6.1.4.8;Appendix E;133
6.1.4.8.1;Research Organizations and Defense Procurement Topics;133
6.1.4.9;Appendix F;134
6.1.4.9.1;Mapping of Research Topics and Framework Categories (For Defense Acquisition Research Map);134
6.1.4.10;References;135
6.1.5;Customers’ Preferences in Municipal Waste Services Procurement;139
6.1.5.1;Introduction;139
6.1.5.2;Value for Customer;141
6.1.5.3;Value for Customer in Public Procurement;143
6.1.5.4;Analysis of Users’ Preferences;144
6.1.5.4.1;Method: Discrete Choice Experiments;144
6.1.5.4.2;Organisation of Service;144
6.1.5.4.3;Study Deployment;145
6.1.5.5;Results;146
6.1.5.5.1;First Municipality;146
6.1.5.5.2;Second Municipality;148
6.1.5.6;Conclusions;148
6.1.5.7;References;149
7;Part II;152
7.1;Public Procurement Transparency;152
7.1.1;Rationalising Public Procurement of Complex Construction Projects by the Price Component Selection;153
7.1.1.1;Introduction;153
7.1.1.2;Need for a Change;155
7.1.1.2.1;From Adversarialism to Collaboration;155
7.1.1.2.2;From Sequential Process to Joint Development;156
7.1.1.3;Case Examples;158
7.1.1.3.1;Common Project Characteristics;158
7.1.1.3.2;Overall Selection Process;158
7.1.1.3.3;Case 1: Road Tunnel with Junctions;159
7.1.1.3.4;Case 2: Water Treatment Plant;160
7.1.1.3.5;Case 3: Road Bridge and Surroundings;162
7.1.1.3.6;Case 4: Arterial Road with Junctions;162
7.1.1.4;Discussion and Conclusions;165
7.1.1.4.1;General Assessment;165
7.1.1.4.2;Experiences;167
7.1.1.4.3;Public Procurement View;168
7.1.1.4.4;Closing Remarks;170
7.1.1.5;References;171
7.1.2;Pricing for Public Purchase: A Qualitative-Empirical Analysis of Public Procurement and Price Setting Practices;175
7.1.2.1;Introduction;175
7.1.2.2;Public Purchase System in Germany;177
7.1.2.2.1;Public Procurement System;177
7.1.2.2.2;Pricing Regulation;178
7.1.2.3;Methodology;180
7.1.2.4;Empirical Results;181
7.1.2.4.1;Business Environment of Price Regulation for Public Purchase;181
7.1.2.4.2;Operating Requirements for Public Purchase;182
7.1.2.4.3;Identification of the Adequate Price Type;183
7.1.2.4.4;Cost-Based Pricing Practices;185
7.1.2.5;Conclusion;186
7.1.2.6;Completed and Further Steps of This Research Project;188
7.1.2.7;References;188
7.1.3;Procurement Conspiracies and Procurement Governance: Some Lessons from Thailand;190
7.1.3.1;Introduction;190
7.1.3.2;The Nature of Network Relationships;191
7.1.3.3;The Case: The Klong Darn Wastewater Treatment Project;194
7.1.3.3.1;Brief Chronology;197
7.1.3.3.2;Chronology of the Klong Darn Land Purchase;201
7.1.3.4;Lessons Learned;201
7.1.3.4.1;Improving the Legal Infrastructure;203
7.1.3.4.2;Targeting Corruption-Friendly Economic Policies;204
7.1.3.4.3;Upgrading of the Database;205
7.1.3.4.4;Increased Social Mobilization for Enhanced Transparency;205
7.1.3.5;Conclusion;206
7.1.3.6;References;207
7.1.4;Collaborative Public Procurement: A Comparative Review of the Indian Position with International Practices on Pooled Procurement from Competition Law Perspectives;209
7.1.4.1;Introduction;209
7.1.4.2;Institutional Arrangements for Collaborative Procurement;210
7.1.4.3;Effects of Collaborative Purchasing;211
7.1.4.4;International Perspectives on Collaborative Public Procurement;212
7.1.4.4.1;Collaborative Public Procurement in the USA;212
7.1.4.4.2;Collaborative Public Procurement in the European Union;214
7.1.4.4.3;Collaborative Public Procurement in China;216
7.1.4.4.4;Lessons from International Best Practices;216
7.1.4.5;Collaborative Purchasing in India;217
7.1.4.5.1;The Procurement Rule Position in India;218
7.1.4.5.2;The Competition Law Position in India;218
7.1.4.5.3;The Competition Case Law Position in India;219
7.1.4.5.4;The Comparative Situation in India, So Far;220
7.1.4.6;Recommendations and Conclusions;221
7.1.4.7;References;223
7.1.5;Regulating the Pre-procurement Phase: Context and Perspectives;226
7.1.5.1;Introduction;226
7.1.5.2;Context: The Freedom to Provide and Define SGIs;227
7.1.5.3;The Performance of SGIs: Internalize or Externalize?;228
7.1.5.4;New Public Procurement Directives;229
7.1.5.5;Explaining Internalization of SGI Delivery;230
7.1.5.6;Consequences: Performance Internalization in Four Dutch Markets;231
7.1.5.6.1;The Waste Sector: Courts Uphold Internal Performance Exemptions;232
7.1.5.6.2;Supportive Services: Internal Performance Outside the Public Interest;233
7.1.5.6.3;Public Transport: Inconsistent Obligatory Tendering;233
7.1.5.6.4;Social Support: Obligatory Tendering Pulled Back Entirely;234
7.1.5.7;Towards regulating the pre-procurement phase;235
7.1.5.7.1;Key Factors: Objective Criteria and Transparency;236
7.1.5.7.2;Motivating Public Procurement Choices;236
7.1.5.7.3;Transparency and Review Procedures;237
7.1.5.8;Concluding Remarks;238
7.1.5.9;References;239
7.1.6;Construction Procurers’ Perceptions of Value for Money;241
7.1.6.1;Introduction;241
7.1.6.2;Literature Review;243
7.1.6.3;Methods;246
7.1.6.4;Results and Discussion;248
7.1.6.5;Perceptions of “Value for Money”;249
7.1.6.6;Politically Value-Laden Judgments;250
7.1.6.7;Conclusion;251
7.1.6.8;References;252
8;Part III;256
8.1;Preferential Public Procurement;256
8.1.1;The Reform to EU Utilities Procurement: Smart, Sustainable and Inclusive?;257
8.1.1.1;Introduction;257
8.1.1.2;Overview of Current EU Utilities Procurement;258
8.1.1.3;Key Areas of Reform;260
8.1.1.3.1;Innovation Partnerships;260
8.1.1.3.2;Technical Specifications;262
8.1.1.3.2.1;Production Methods;262
8.1.1.3.2.2;Labelling Requirements;264
8.1.1.3.3;Contract Conditions;266
8.1.1.3.4;Award Criteria;267
8.1.1.4;Conclusion;269
8.1.1.5;Notes;270
8.1.1.6;References;270
8.1.2;Stages of Development Towards Sustainable Public Procurement;272
8.1.2.1;Introduction;272
8.1.2.2;Sustainability and the Development of Public Procurement;273
8.1.2.3;Methods;280
8.1.2.4;Guide to Sustainability;280
8.1.2.4.1;The EU Case;281
8.1.2.5;Summary;285
8.1.2.6;References;286
8.1.3;Policy Implementation of Sustainable Public Procurement in China;288
8.1.3.1;Introduction;288
8.1.3.2;Literature Review;289
8.1.3.2.1;Implementation Theory;289
8.1.3.2.2;China’s Policy Implementation Model;290
8.1.3.2.3;CSPP;292
8.1.3.3;Research Design and Method;292
8.1.3.3.1;Theoretical Framework;292
8.1.3.4;Data Analysis and Results;295
8.1.3.4.1;Implementation Model;295
8.1.3.4.2;CSPP Policy Goals and Criteria;295
8.1.3.4.3;CSPP Policy Implementation Agencies;296
8.1.3.4.4;CSPP Purchasing Process;297
8.1.3.5;Discussion and Conclusion;297
8.1.3.6;References;299
8.1.4;The Role of Small and Medium-Sized Enterprises in a Sustainable Public Procurement System;301
8.1.4.1;The Role of SMEs in the EU Market;301
8.1.4.2;The Principles of the Common Market and SMEs;303
8.1.4.3;Soft Legal Regulations and SMEs;306
8.1.4.4;SME-Friendly Legal Provisions in the EU and Polish Legal Systems;308
8.1.4.4.1;Subdividing Contracts into Lots;308
8.1.4.4.2;Subcontracting;309
8.1.4.4.3;Framework Agreements;310
8.1.4.4.4;Functional Requirements in the Description of the Object of the Contract;311
8.1.4.4.5;Consortia of Enterprises;311
8.1.4.4.6;Abolishment of Discrimination Against Contractors on the Grounds of Their Qualifications;313
8.1.4.4.7;e-Procurement;315
8.1.4.4.8;Best Value for Money as the Main Award Criterion;317
8.1.4.5;Conclusions;317
8.1.4.6;References;319
9;Index;322