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New roles for purchasing: researchers, detectives, teachers, doctors and architects

New roles for purchasing: researchers, detectives, teachers, doctors and architects Delivering best value for money is accepted as the primary UK public sector purchasing objective and indeed a statutory duty for many in sub‐central government. An investigation of a purchasing unit was carried out which aimed to establish how it sought to achieve best value for money. The investigation reflected a spectrum of five roles that purchasing have taken as “process” experts to assist in the achievement of best value for money, namely, researchers, detectives, teachers, doctors, and architects. The conclusion is that these roles represent a model that can be applied, regardless of sector, by professional purchasing managers as they seek to contribute, in a “hard core/soft core” purchasing structure, to the strategic objectives of their organisation. The paper should be of specific interest to those in the public sector undergoing structural or best value reviews of their purchasing function, seeking to compare and challenge existing approaches. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

New roles for purchasing: researchers, detectives, teachers, doctors and architects

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550210430264
Publisher site
See Article on Publisher Site

Abstract

Delivering best value for money is accepted as the primary UK public sector purchasing objective and indeed a statutory duty for many in sub‐central government. An investigation of a purchasing unit was carried out which aimed to establish how it sought to achieve best value for money. The investigation reflected a spectrum of five roles that purchasing have taken as “process” experts to assist in the achievement of best value for money, namely, researchers, detectives, teachers, doctors, and architects. The conclusion is that these roles represent a model that can be applied, regardless of sector, by professional purchasing managers as they seek to contribute, in a “hard core/soft core” purchasing structure, to the strategic objectives of their organisation. The paper should be of specific interest to those in the public sector undergoing structural or best value reviews of their purchasing function, seeking to compare and challenge existing approaches.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Jul 1, 2002

Keywords: Purchasing; Strategy; Public sector

References

  • Managing supply chains: a collaborative project between London Underground and the Supply Chain Management Group
    Bouverine‐Brine, C; Macbeth, D