www.researchgate.net Open in urlscan Pro
2606:4700:4400::ac40:92f7  Public Scan

Form analysis
3 forms found in the DOM

GET search

<form method="GET" action="search" class="lite-page__header-search-input-wrapper"><input type="hidden" name="context" readonly="" value="publicSearchHeader"><input placeholder="Search for publications, researchers, or questions" name="q"
    autocomplete="off" class="lite-page__header-search-input"><button
    class="nova-legacy-c-button nova-legacy-c-button--align-center nova-legacy-c-button--radius-full nova-legacy-c-button--size-s nova-legacy-c-button--color-white nova-legacy-c-button--theme-ghost nova-legacy-c-button--width-square lite-page__header-search-button"
    type="submit" width="square"><span class="nova-legacy-c-button__label"><svg aria-hidden="true"
        class="nova-legacy-e-icon nova-legacy-e-icon--size-s nova-legacy-e-icon--theme-bare nova-legacy-e-icon--color-inherit nova-legacy-e-icon--luminosity-medium">
        <use xlink:href="/m/4154823318689881/images/icons/nova/icon-stack-s.svg#magnifier-s"></use>
      </svg></span></button></form>

Name: loginForm — POST https://www.researchgate.net/login?_sg=XAS1NSMwyHv8eGKC2oYXuvu4b8xOPic8ASrpNEB8A1BZ12jlLWhMo6t4O_mAUOVUWEsyVAPCbLY08A

<form method="post" action="https://www.researchgate.net/login?_sg=XAS1NSMwyHv8eGKC2oYXuvu4b8xOPic8ASrpNEB8A1BZ12jlLWhMo6t4O_mAUOVUWEsyVAPCbLY08A" name="loginForm" id="headerLoginForm"><input type="hidden" name="request_token"
    value="aad-2nTa3kYuHYAlmtOzsoKZocEw7VwtA29reknB0Ef18L7RYW899ZOFTP4i5qG2dzFe0l7i0j7zUJ0QkUYDIz5VU+Q/BXHD93jUkNsvZ8szOuJDvtL/DIyg1yH7rKR/L6NA+xcD/M+OUtN8P4GRHF2CWTWe/8JuE6xgwCNeBfKOFexplREWsfMFGAZ2boEQUdium9qt9cKDm/f16TC1Da0k5k5qpMRL6FZj66KYjSeEEYOyQRumFBl66878LYFCMTLF48Ota9rbgcrsSvjufik="><input
    type="hidden" name="urlAfterLogin" value="publication/265633334_The_World_Bank_e-procurement_for_the_selection_of_consultants_Challenges_and_lessons_learned"><input type="hidden" name="invalidPasswordCount" value="0"><input type="hidden"
    name="headerLogin" value="yes">
  <div class="lite-page__header-login-item"><label class="nova-legacy-e-text nova-legacy-e-text--size-m nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-inherit lite-page__header-login-label"
      for="input-header-login">Email <div class="lite-page-tooltip "><svg aria-hidden="true" class="nova-legacy-e-icon nova-legacy-e-icon--size-s nova-legacy-e-icon--theme-bare nova-legacy-e-icon--color-inherit nova-legacy-e-icon--luminosity-medium">
          <use xlink:href="/m/4154823318689881/images/icons/nova/icon-stack-s.svg#info-circle-s"></use>
        </svg>
        <div class="lite-page-tooltip__content lite-page-tooltip__content--above">
          <div class="nova-legacy-e-text nova-legacy-e-text--size-s nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-inherit"><b>Tip:</b> Most researchers use their institutional email address as their
            ResearchGate login</div>
          <div class="lite-page-tooltip__arrow lite-page-tooltip__arrow--above">
            <div class="lite-page-tooltip__arrow-tip"></div>
          </div>
        </div>
      </div></label></div><input type="email" required="" placeholder="" id="input-header-login" name="login" autocomplete="email" tabindex="1"
    class="nova-legacy-e-input__field nova-legacy-e-input__field--size-m lite-page__header-login-item nova-legacy-e-input__ambient nova-legacy-e-input__ambient--theme-default">
  <div class="lite-page__header-login-item"><label class="lite-page__header-login-label"
      for="input-header-password">Password</label><a class="nova-legacy-e-link nova-legacy-e-link--color-blue nova-legacy-e-link--theme-bare lite-page__header-login-forgot" href="application.LostPassword.html">Forgot password?</a></div><input
    type="password" required="" placeholder="" id="input-header-password" name="password" autocomplete="current-password" tabindex="2"
    class="nova-legacy-e-input__field nova-legacy-e-input__field--size-m lite-page__header-login-item nova-legacy-e-input__ambient nova-legacy-e-input__ambient--theme-default"><label
    class="nova-legacy-e-checkbox lite-page__header-login-checkbox"><input type="checkbox" class="nova-legacy-e-checkbox__input" aria-invalid="false" name="setLoginCookie" tabindex="3" value="yes" checked=""><span
      class="nova-legacy-e-checkbox__checkmark"></span><span class="nova-legacy-e-checkbox__label"> Keep me logged in</span></label>
  <div
    class="nova-legacy-l-flex__item nova-legacy-l-flex nova-legacy-l-flex--gutter-m nova-legacy-l-flex--direction-column@s-up nova-legacy-l-flex--align-items-stretch@s-up nova-legacy-l-flex--justify-content-center@s-up nova-legacy-l-flex--wrap-nowrap@s-up">
    <div class="nova-legacy-l-flex__item"><button
        class="nova-legacy-c-button nova-legacy-c-button--align-center nova-legacy-c-button--radius-m nova-legacy-c-button--size-m nova-legacy-c-button--color-blue nova-legacy-c-button--theme-solid nova-legacy-c-button--width-full" type="submit"
        width="full" tabindex="4"><span class="nova-legacy-c-button__label">Log in</span></button></div>
    <div class="nova-legacy-l-flex__item nova-legacy-l-flex__item--align-self-center@s-up">
      <div class="nova-legacy-e-text nova-legacy-e-text--size-s nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-inherit">or</div>
    </div>
    <div class="nova-legacy-l-flex__item">
      <div
        class="nova-legacy-l-flex__item nova-legacy-l-flex nova-legacy-l-flex--gutter-m nova-legacy-l-flex--direction-column@s-up nova-legacy-l-flex--align-items-center@s-up nova-legacy-l-flex--justify-content-flex-start@s-up nova-legacy-l-flex--wrap-nowrap@s-up">
        <div class="nova-legacy-l-flex__item">
          <a href="connector/google"><div style="display:inline-block;width:247px;height:40px;text-align:left;border-radius:2px;white-space:nowrap;color:#444;background:#4285F4"><span style="margin:1px 0 0 1px;display:inline-block;vertical-align:middle;width:38px;height:38px;background:url('images/socialNetworks/logos-official-2019-05/google-logo.svg') transparent 50% no-repeat"></span><span style="color:#FFF;display:inline-block;vertical-align:middle;padding-left:15px;padding-right:42px;font-size:16px;font-family:Roboto, sans-serif">Continue with Google</span></div></a>
        </div>
      </div>
    </div>
  </div>
</form>

Name: loginForm — POST https://www.researchgate.net/login?_sg=XAS1NSMwyHv8eGKC2oYXuvu4b8xOPic8ASrpNEB8A1BZ12jlLWhMo6t4O_mAUOVUWEsyVAPCbLY08A

<form method="post" action="https://www.researchgate.net/login?_sg=XAS1NSMwyHv8eGKC2oYXuvu4b8xOPic8ASrpNEB8A1BZ12jlLWhMo6t4O_mAUOVUWEsyVAPCbLY08A" name="loginForm" id="modalLoginForm"><input type="hidden" name="request_token"
    value="aad-2nTa3kYuHYAlmtOzsoKZocEw7VwtA29reknB0Ef18L7RYW899ZOFTP4i5qG2dzFe0l7i0j7zUJ0QkUYDIz5VU+Q/BXHD93jUkNsvZ8szOuJDvtL/DIyg1yH7rKR/L6NA+xcD/M+OUtN8P4GRHF2CWTWe/8JuE6xgwCNeBfKOFexplREWsfMFGAZ2boEQUdium9qt9cKDm/f16TC1Da0k5k5qpMRL6FZj66KYjSeEEYOyQRumFBl66878LYFCMTLF48Ota9rbgcrsSvjufik="><input
    type="hidden" name="urlAfterLogin" value="publication/265633334_The_World_Bank_e-procurement_for_the_selection_of_consultants_Challenges_and_lessons_learned"><input type="hidden" name="invalidPasswordCount" value="0"><input type="hidden"
    name="modalLogin" value="yes">
  <div class="nova-legacy-l-form-group nova-legacy-l-form-group--layout-stack nova-legacy-l-form-group--gutter-s">
    <div class="nova-legacy-l-form-group__item nova-legacy-l-form-group__item--width-auto@m-up"><label
        class="nova-legacy-e-text nova-legacy-e-text--size-m nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-xxs nova-legacy-e-text--color-inherit nova-legacy-e-label" for="input-modal-login-label"><span
          class="nova-legacy-e-label__text">Email <div class="lite-page-tooltip "><span class="nova-legacy-e-text nova-legacy-e-text--size-m nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-grey-500">·
              Hint</span>
            <div class="lite-page-tooltip__content lite-page-tooltip__content--above">
              <div class="nova-legacy-e-text nova-legacy-e-text--size-s nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-inherit"><b>Tip:</b> Most researchers use their institutional email address as
                their ResearchGate login</div>
              <div class="lite-page-tooltip__arrow lite-page-tooltip__arrow--above">
                <div class="lite-page-tooltip__arrow-tip"></div>
              </div>
            </div>
          </div></span></label><input type="email" required="" placeholder="Enter your email" id="input-modal-login" name="login" autocomplete="email" tabindex="1"
        class="nova-legacy-e-input__field nova-legacy-e-input__field--size-m nova-legacy-e-input__ambient nova-legacy-e-input__ambient--theme-default"></div>
    <div class="nova-legacy-l-form-group__item nova-legacy-l-form-group__item--width-auto@m-up">
      <div class="lite-page-modal__forgot"><label class="nova-legacy-e-text nova-legacy-e-text--size-m nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-xxs nova-legacy-e-text--color-inherit nova-legacy-e-label"
          for="input-modal-password-label"><span
            class="nova-legacy-e-label__text">Password</span></label><a class="nova-legacy-e-link nova-legacy-e-link--color-blue nova-legacy-e-link--theme-bare lite-page-modal__forgot-link" href="application.LostPassword.html">Forgot password?</a>
      </div><input type="password" required="" placeholder="" id="input-modal-password" name="password" autocomplete="current-password" tabindex="2"
        class="nova-legacy-e-input__field nova-legacy-e-input__field--size-m nova-legacy-e-input__ambient nova-legacy-e-input__ambient--theme-default">
    </div>
    <div class="nova-legacy-l-form-group__item nova-legacy-l-form-group__item--width-auto@m-up"><label class="nova-legacy-e-checkbox"><input type="checkbox" class="nova-legacy-e-checkbox__input" aria-invalid="false" checked="" value="yes"
          name="setLoginCookie" tabindex="3"><span class="nova-legacy-e-checkbox__checkmark"></span><span class="nova-legacy-e-checkbox__label"> Keep me logged in</span></label></div>
    <div class="nova-legacy-l-form-group__item nova-legacy-l-form-group__item--width-auto@m-up"><button
        class="nova-legacy-c-button nova-legacy-c-button--align-center nova-legacy-c-button--radius-m nova-legacy-c-button--size-m nova-legacy-c-button--color-blue nova-legacy-c-button--theme-solid nova-legacy-c-button--width-full" type="submit"
        width="full" tabindex="4"><span class="nova-legacy-c-button__label">Log in</span></button></div>
    <div class="nova-legacy-l-form-group__item nova-legacy-l-form-group__item--width-auto@m-up">
      <div
        class="nova-legacy-l-flex__item nova-legacy-l-flex nova-legacy-l-flex--gutter-m nova-legacy-l-flex--direction-column@s-up nova-legacy-l-flex--align-items-center@s-up nova-legacy-l-flex--justify-content-flex-start@s-up nova-legacy-l-flex--wrap-nowrap@s-up">
        <div class="nova-legacy-l-flex__item">
          <div class="nova-legacy-e-text nova-legacy-e-text--size-s nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-inherit">or</div>
        </div>
        <div class="nova-legacy-l-flex__item">
          <div
            class="nova-legacy-l-flex__item nova-legacy-l-flex nova-legacy-l-flex--gutter-m nova-legacy-l-flex--direction-column@s-up nova-legacy-l-flex--align-items-center@s-up nova-legacy-l-flex--justify-content-flex-start@s-up nova-legacy-l-flex--wrap-nowrap@s-up">
            <div class="nova-legacy-l-flex__item">
              <a href="connector/google"><div style="display:inline-block;width:247px;height:40px;text-align:left;border-radius:2px;white-space:nowrap;color:#444;background:#4285F4"><span style="margin:1px 0 0 1px;display:inline-block;vertical-align:middle;width:38px;height:38px;background:url('images/socialNetworks/logos-official-2019-05/google-logo.svg') transparent 50% no-repeat"></span><span style="color:#FFF;display:inline-block;vertical-align:middle;padding-left:15px;padding-right:42px;font-size:16px;font-family:Roboto, sans-serif">Continue with Google</span></div></a>
            </div>
          </div>
        </div>
        <div class="nova-legacy-l-flex__item">
          <div class="nova-legacy-e-text nova-legacy-e-text--size-s nova-legacy-e-text--family-sans-serif nova-legacy-e-text--spacing-none nova-legacy-e-text--color-grey-500" align="center">No account?
            <a class="nova-legacy-e-link nova-legacy-e-link--color-blue nova-legacy-e-link--theme-decorated" href="signup.SignUp.html?hdrsu=1&amp;_sg%5B0%5D=zdAx_Khf5hnCTU5rGwazfNhdUCHcT3OuP7trsgla1HtLGGdR3-tW4ot-6jgXZKY8Z8akzgwMR2okn42UNlo33ONqo4E">Sign up</a>
          </div>
        </div>
      </div>
    </div>
  </div>
</form>

Text Content

YOUR PRIVACY CHOICES

We and our partners store and access non-sensitive information from your device,
like cookies, and process personal data, like IP addresses and unique
identifiers to personalize content and ads, measure performance, and analyze
audiences.


By clicking Accept, you consent to this data collection and processing by us and
our 200 partners. You can select Reject to continue with only strictly necessary
cookies or Customize to manage your preferences. Some processing of your
personal data may not require your consent, but you have a right to object to
such processing. You can withdraw your consent at any time from the consent
preferences link in the footer of any ResearchGate page. For more information,
see our Privacy Policy.

We and our partners process data for the following purposesPersonalised
advertising and content, advertising and content measurement, audience research
and services development , Precise geolocation data, and identification through
device scanning, Store and/or access information on a device

CustomizeRejectAccept
ArticlePDF Available


THE WORLD BANK E-PROCUREMENT FOR THE SELECTION OF CONSULTANTS: CHALLENGES AND
LESSONS LEARNED

 * March 2004
 * Journal of Public Procurement 4(3)

DOI:10.1108/JOPP-04-03-2004-B001
Authors:
Knut Leipold


Knut Leipold
 * This person is not on ResearchGate, or hasn't claimed this research yet.



Jason Klemow


Francine Holloway


Francine Holloway
 * This person is not on ResearchGate, or hasn't claimed this research yet.



Kishor Vaidya
 * University of Southern Queensland



Download full-text PDFRead full-text
Download full-text PDF
Read full-text
Download citation
Copy link Link copied

--------------------------------------------------------------------------------

Read full-text
Download citation
Copy link Link copied
Citations (64)
References (14)
Figures (2)





ABSTRACT AND FIGURES

This paper introduces and examines the implementation of the World Bank's
electronic procurement initiative for the selection of consultants, which is
expected to foster consistency of practice worldwide, increase transparency and
competition, and minimize processing time and effort. Following the description
of functionalities and benefits of the system, this paper discusses the
challenges encountered and lessons learned during the implementation process in
terms of critical success factors (CSF).
… 
… 



Figures - uploaded by Kishor Vaidya
Author content
All figure content in this area was uploaded by Kishor Vaidya

Content may be subject to copyright.

Discover the world's research

 * 25+ million members
 * 160+ million publication pages
 * 2.3+ billion citations

Join for free


Public Full-text 1



Content uploaded by Kishor Vaidya
Author content

All content in this area was uploaded by Kishor Vaidya on Feb 24, 2015
Content may be subject to copyright.
JOURNAL OF PUBLIC PROCUREMENT, VOLUME 4, ISSUE 3, 319-339 2004


THE WORLD BANK e-PROCUREMENT FOR THE SELECTION
OF CONSULTANTS: CHALLENGES AND LESSONS LEARNED
Knut Leipold, Jason Klemow, Francine Holloway, and Kishor Vaidya*

ABSTRACT. This paper introduces and examines the implementation of the
World Bank’s electronic procurement initiative for the selection of consultants,
which is expected to foster consistency of practice worldwide, increase
transparency and competition, and minimize processing time and effort.
Following the description of functionalities and benefits of the system, this
paper discusses the challenges encountered and lessons learned during the
implementation process in terms of critical success factors (CSF).
INTRODUCTION
The World Bank Group (World Bank) is transforming its former,
highly manual process of selecting consulting services into a robust e-
Procurement solution as part of its procurement simplification and
modernization agenda. The World Bank engages consultants and service
providers for technical or managerial advisory services in all sectors
------------------
* Knut Leipold is a senior procurement specialist with focus on electronic
government procurement (e-GP) at The World Bank Group, and a member of
the Multilateral Development Banks' e-GP working group and of the European
Union's e-procurement policy working group. Jason Klemow, CTP, is a partner
with The JK Group (a professional services firm) with expertise in the financial
services industry, business process management, electronic commerce and
change management. Francine Holloway is a senior contracts officer and the
team leader for the Office of Technology team of The World Bank Group, where
she is responsible for purchasing hardware and software and leading electronic
commerce initiatives. Kishor Vaidya, a PhD Candidate, University of New
England, NSW, Australia, has research interests in adoption, implementation
and performance measurement issues in the areas of e-Commerce innovations
such as e-Procurement, e-Government and ERP.




Copyright © 2004 by PrAcademics Press



LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 320

from socioeconomic and environmental projects to reforms of state and
financial sectors, privatization, information technology and
infrastructure. To that end, the World Bank needs to manage the
selection of providers and the resulting contracts with thousands of
businesses throughout the world. To ease this process and improve
efficiency, the World Bank has implemented a new electronic
procurement solution for the selection of consultants, with the goals of
fostering consistency of practice worldwide, increasing transparency and
competition, and minimizing processing time and effort.
Electronic Procurement (e-Procurement) in this paper is
conceptualized as a subset of e-Commerce. While e-Commerce is simply
a transaction conducted electronically, e-procurement is the automation
of many procurement processes via electronic systems, especially the
Internet. The World Bank definition of e-Procurement is broad in that it
accommodates the use of information & communication technology
(especially the Internet) by governments in conducting their procurement
relationships with suppliers for the acquisition of goods, works, and
consultancy services required by the public sector” (World Bank, 2003).
However, the focus of this paper will be on the acquisition of
consultancy services rather than the acquisition of goods and works.
This paper will explore the relevant issues surrounding the
implementation of an e-Procurement solution for the selection of
consultants. Following the overview and background of selection of
consultants, the paper will present a case study (project) and discuss the
system functionalities and benefits of the solution. Using critical success
factors as identified by Vaidya, Sajeev, and Callender (2004), the authors
will explain the challenges encountered by the World Bank during the
implementation of the solution, and suggest a research model for future
research in this area.
OVERVIEW AND BACKGROUND
The Philosophy behind ‘Selection of Consultants’
The term ‘consultants’ includes a wide variety of private and public
entities, including consulting firms, engineering firms, construction
managers, management firms, procurement agents, inspection agents,
auditors, United Nations (UN) agencies and other multinational
organizations, investment and merchant banks, universities, research
institutions, government agencies, nongovernmental organizations


321 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

(NGOs), and individuals (World Bank, 2004). These consultants help in
a wide range of activities—such as policy advice; institutional reforms;
management; engineering services; construction supervision; financial
services; procurement services; social and environmental studies; and
identification, preparation, and implementation of projects to
complement borrowers’ capabilities in these areas.
While the specific rules and procedures to be followed for employing
consultants depend on the circumstances of the particular case, five main
considerations guide the Bank’s policy on the selection process (World
Bank, 2004):
- The need for high-quality services;
- The need for economy and efficiency; \
- The need to give all qualified consultants an opportunity to compete
in providing the services financed by the Bank;
- The need for transparency in the selection process; and
- The World Bank’s interest in encouraging the development and use
of national consultants in its developing member countries.
Methods of Selection of Consultants
The method of selection should seek to develop mutual confidence
and trust. Depending upon the various situations, different methods of
selection of consultants have been suggested (FIDIC, 2003; Word Bank,
2004):
- Quality and Cost-Based Selection (QCBS): This method is based
on the quality of the proposals and the cost of the services to be
provided, and is appropriate when the scope of work of the
assignment can be precisely defined and where the staff time as
well as the other inputs and costs required of the consultants can be
estimated with reasonable precision. QCBS is appropriate for
assignments such as feasibility studies and designs where the nature
of the investment is clear and well defined, known technical
solutions are being considered, and the evaluation of the impacts
from the project are not uncertain or too difficult to estimate.
- Quality-Based Selection (QBS): This method can be suitable for
complex or highly specialized assignments for which it is difficult
to define precise terms of reference and the required input from the


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 322

consultants. The fees paid to a consultant are invariably a small
fraction of the total project life-cycle cost and yet the consultant’s
work is key to project success. For these reasons, it has been
recommended that the preferred selection method for consulting
services be the QBS method.
- Selection under a Fixed Budget (SFB): This method is appropriate
only when the assignment is simple and can be precisely defined
and when the budget is fixed.
- Least Cost Selection (LCS): This method is only appropriate for
selecting consultants for assignments of a standard or routine
nature.
- Selection-Based on the Consultants’ Qualifications (CQS): This
method may be used for small assignments for which the need for
preparing and evaluating competitive proposals is not justified.
- Single-Source Selection (SSS): Single-source selection of
consultants does not provide the benefits of competition in regard to
quality and cost, lacks transparency in selection, and could
encourage unacceptable practices. Therefore, single-source
selection should be used only in exceptional cases.
However, QCBS is the preferred policy method as it is uses a
competitive process among shortlisted firms that takes into account the
quality of the proposal and the cost of the services in the selection of the
successful firm (World Bank, 2004). However, in practice it is not the
most frequently used method. The World Bank’s e-Procurement for the
Selection of Consultants solution supports all of the selection methods,
plus the ability to select Individual consultants, not associated with firms.
The Complexity of Consultants Selection
Selecting the project consultant is one of the most important
decisions an owner or client makes in the life of the project. The success
of any project often depends upon obtaining the most able, experienced
and dependable expertise available at an appropriate cost. The impact of
selecting of consultants on the overall success of the project should never
be underestimated. A consultant, be it an organization or an individual
can make substantial contributions to sustainable development, by
undertaking work that is performed less effectively by government
entities, and by increasing the industry’s maturity and effectiveness


323 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

(FIDIC, 2003). The best project results are achieved when there is a true
professional relationship of trust between the client and the consultant
who is expected to make sound, objective decisions.
However, selection of proper consultant is not an easy process.
Corcoran and McLean (1998) argue that selection of consultants requires
the purchaser to assess a supplier's ability to deliver consultancy, which
is an intangible product. Furthermore, the consultancy cannot be
realistically tested prior to purchase and the level of associated
complexity becomes obvious because of the buyer’s limited experience
with purchasing such a service (Corcoran and McLean, 1998). The main
problem in purchasing consultancy services appears to relate to the
purchaser's difficulty in judging what is being offered (Lunsford &
Fussell, 1993). Besides these problems, the multi-faceted nature of the
consultancy services (Gummesson, 1991) and the potential impact of the
consultancy services on the reputation of the organization (Dunning,
1989) also contribute to making the purchase of the consultancy services
to be riskier (Lunsford & Fussell, 1993). To combat these complexities,
Corcoran and McLean (1998) suggest that purchasers and suppliers need
to be aware of two aspects. First, they need to be aware of the issues
purchasers are concerned about when assessing a consultant. Second,
both purchasers and suppliers need to be aware of their style of
interaction and its impact on purchase decision.
Process of Selection of Consultants: Manual Vs. Automated
The Word Bank’s e-Procurement solution for the selection of
consultants is seen as a way to address some of these concerns and
suggestions. The transparent nature of the Internet truly makes evaluation
and award stages of the selection process effective. The e-Procurement
infrastructure and procedures can facilitate the achievement of the
principles of efficiency, transparency, service quality and compliance in
the consultant selection process required by the public sector
procurement regulations. Furthermore, e-Procurement has the potential
to promote operating efficiency in public sector procurement, and
provide significant cost savings (Miami-Dade County, 2000).
Based on the QCBS method of consultant selection, Figure 1 depicts
the various stages of the manual process – the e-procurement solution for
the Selection of Consultants has the capability to automate these stages
of the manual process and the resulting automated process is more
effective in terms of speed and cycle time.


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 324

FIGURE 1
Manual Vs. Automated process for the Selection of Consultants











Source: Adapted from World Bank (2004)

THE WORLD BANK’S E-PROCUREMENT SOLUTION FOR THE
SELECTION OF CONSULTANTS
The Project
The World Bank’s e-Procurement solution consists of a web-based
application that integrates e-commerce, procurement workflow and
document management in a single solution. The proposed e-Procurement
solution for the selection of consultants was intended to manage complex
procurements in a decentralized, international environment, increasing
transparency, enhancing compliance efforts and improving institutional
memory (as data is systematically collected during the process). The new
solution is expected to help the World Bank manage every step of the
procurement process and to interact directly with consulting firms in a
secured environment. In addition, consulting firms could monitor the
procurement process online to view opportunities, express interest,
obtain bidding documents and start the bidding process. The solution
would be designed to interface with the Bank’s legacy system to provide
real-time information on Bank projects, trust funds and transaction
systems.
Manual Process
(a) preparation of the TOR;
(b) preparation of cost estimate and the
budget;
(c) advertising;
(d) preparation of the short list of
consultants;
(e) preparation and issuance of the RFP
(f) receipt of proposals;
(g) evaluation of technical proposals:
consideration of quality;
(h) public opening of financial proposals;
(i) evaluation of financial proposal;
(j) final evaluation of quality and cost; and
(k) negotiations and award of the contract
to the selected firm.
Automated
Process

(a) preparation
(b) notification
(c) sourcing
(d) evaluation
(e) award and,
(f) post award


325 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

The project team responsible for the new solution used an iterative
approach to formulate the overall vision and develop requirements. The
team first benchmarked the World Bank’s current methodologies “as-is
state” by documenting business processes and identifying technology
capabilities. Next, the team defined the “future state” by creating process
maps and storyboards, as well as determining the preferred technical
architecture. This exercise resulted in the development of the technical
specification, which was the basis for a competitive request for proposal
process, resulting in an award to, Appian Corporation, a private software
developer company for its procurement product. In parallel to the
application build-out, the project team formulated a communications
plan to educate users on the new systems, as well as upcoming changes
and key dates. For each stakeholder group, the team chose the best
communication vehicle and coordinated timing, along with defining the
key message and the desired outcome.
System Functionalities & Benefits
e-Procurement for the selection of consultants is a web-based
solution that supports task teams of the World Bank in the selection of
consultants for operations financed by trust funds or the Bank’s own
budget. The Appian procurement software product consists of a core
process engine, process design tools, document management, business
rules, process reporting, community-based knowledge management, and
other collaborative tools. The Bank found that this set of technology was
much more configurable and adaptable to the complex nature of services
procurements than traditional online transaction-based e-Procurement.
The solution streamlines three selection scenarios: (1) selection and
engagement of consulting firms; (2) selection and appointment of
individual consultants; and (3) extension and amendments of contracts
and appointments. The e-Procurement solution offers interfaces to the
Bank’s SAP Enterprise Resource Planning (ERP) system to pull
appropriate project data, available trust funds, budget and existing
contract data for each selection. The system also uses the Bank’s
workflow system that provides for online reviews of process
documentation and approvals. Lastly, e-Procurement provides an
interface to the Bank’s central document archiving system to store
important data correctly and safely.



LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 326

Process Description
Figure 2 provides a general overview of the system, the automated
procurement process, its main users and interfaces with other
applications of the World Bank.

FIGURE 2
General Overview of the e-Procurement Solution for the Selection of
Consultants

Source: Adapted from World Bank (2004)

As discussed above, the automated selection processes can be shown
into six stages: (1) preparation, (2) notification, (3) sourcing, (4)
evaluation, (5) award and, (6) post award and then automated with the
help of an e-Procurement solution. The following sections briefly
describe these automated stages.
- Preparation: In the preparation stage, the leader or member of a
project task team enters all requested data into the system. Based on
the wizard approach (questions asked by the system), the system


327 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

helps determine the appropriate procurement method (e.g., quality
and cost based selection, direct selection, etc.).
- Notification: The purpose of this stage is to create an online
advertisement where firms can express interest online. The system
is designed to publish notification to several advertisement channels
to enable maximum exposure of new procurement opportunities.
- Sourcing: At this stage the standard request for proposal (RFP) is
created, cleared and issued to qualified firms. Firms can download
the RFP documents, request clarifications online and submit their
proposals. Firms’ proposal submissions are sealed until the formal
opening.
- Evaluation: e-Procurement provides the functionality of the online
review and scoring of the proposals by an evaluation team, which is
then combined with the financial score, based on pre-defined
formulas. Each of these process steps is self-documented, forming
the draft and final evaluation reports.
- Award: Once the evaluation is completed, a recommendation for
award is requested and cleared, and if needed, a negotiation session
with the firm can be conducted. Once finalized, the system
automatically notifies all firms of the results and the e-Procurement
solution interfaces into the Bank’s back-office system to complete
the contracting and payment processes.
- Post-Award: This phase is used to rate the attached performance of
the firm. This information can be reviewed when considering the
firm for a future selection.
Benefits
The main benefits of e-Procurement for the selection of consultants
include:
- Increased transparency of the procurement process, resulting in
accurate audit trails;
- Simplification of the selection process by providing online
guidance throughout the process and assembling all relevant
information and documents in an electronic format;
- Automated” compliance with the procurement guidelines; and


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 328

- Improved quality of institutional memory.
Although it is too early to provide evidence on potential savings in
transaction costs, it will be interesting to do a future study on the impact
of the e-Procurement solution on cost and time savings.
The use of e-Procurement for the selection of consultants offers a
win-win situation for all parties involved. Task teams are guided through
the selection process and can view trust fund agreements rules and
ensure compliance; they can also receive authorizations and share
information online. Managers can track and monitor the selection process
because e-Procurement is linked to the Bank’s internal ERP and
archiving system. Donors benefit from a web-based tool that ensures
compliance and increases transparency of consultant selection under trust
funds. Consultants can view business opportunities, express interest,
obtain documents, submit proposals and communicate with the Bank in a
secure, online environment.
E-PROCUREMENT SOLUTION FOR THE SELECTION OF
CONSULTANTS: CRITICAL SUCCESS FACTORS
Critical Success Factors
Critical Success Factors (CSFs) approach has been used for the
purpose of this paper because it represents the areas or functions where
events and actions must occur to ensure successful competitive
performance for an organization (Butler & Fitzerald, 1999). The concept
of CSF became popular in the field of management information systems
in the 1970s, when researchers at MIT investigated the importance of
identifying CSFs to the design of information systems, and named their
approach the “CSF method” (Cheng & Ngai, 1994).
For all information technology projects of this size and complexity,
the World Bank follows an approval process including the creation of
several documents such as a business plan, detailed project plan and the
aforementioned technical specification document. Specific, critical
success factors for the project can be derived from these documents and
are summarized based on eleven critical success factors as proposed by
Vaidya, Sajeev, and Callender (2004) and as outlined in Table 1.


329 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

TABLE 1
e-Procurement Critical Success Factors
Critical Success
Factors (Variable) Item Attributes
End-users’ Uptake
and Training
User involvement, user support/communication,
user training.
Supplier Adoption Supplier e-Readiness, supplier adoption strategy and
communication plan, suppliers’ education and benefits
demonstration, compliance to best practices with content
and catalogue management.
Business Case and
Project Management
Identification of business drivers, business process
assessment and requirement, return on investment
(ROI), total cost of ownership (TCO), risks
identification and management, pilot projects.
System Integration Information matching, sending and receiving of real-
time information to other information systems
Electronic commerce with suppliers.
Security and
Authentication
Infrastructure authentication and authorization,
confidentiality and integrity, security requirements.
Re-engineering the
Process
Transparency improvement,
Automated invoice payment and reconciliation,
Compliance with purchasing procedures and standard.
Performance
Measurement
Goals and targets, key performance indicators,
Baseline measurement, progress monitoring.
Top Management
Support
Management sponsor, involvement of the steering
committee, investment in organizational change.
Change
Management
Identification and management of key stakeholders e-
Procurement impact assessment, potential barriers to
implementation, organizational resistance.
e-Procurement
implementation
strategy
Sound procurement practices, opportunities for
aggregation, a consistent approach to procurement
Relationships with industry and small businesses.
Technology
Standards
Technical standards, content standards,
Process and procedural standards, compliance with the
standards frameworks, interoperability.
Source: Vaidya, Sajeev and Callender (2004).


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 330

Challenges
This section describes the challenges experienced by the World Bank
project team in terms of the e-Procurement CSFs identified by Vaidya,
Sajeev, and Callender (2004).
End-User Uptake and Training
To ensure the ultimate success of the e-Procurement project, the
World Bank formed focus groups involving all stakeholders. The focus
groups helped with initial software selection, confirmed each step in the
development lifecycle, and provided feedback. These focus groups were
essential in creating and refining the user interfaces, from the first
storyboards through production launch. Focus group attendees also
helped determine appropriate training resulting in the Bank creating a
series of online training videos, 10 to 15 minutes in length, which staff
can access before and during any procurement. In addition,
demonstrations and hands-on clinics are offered throughout the year.
This group provided input on the training vehicles to be used.
Therefore, the Bank opted to create a series of additional online training
videos, 10 to 15 minutes in length, which staff can access before and
during any procurement. In addition, demonstrations and hands-on
clinics are offered throughout the year.
Supplier Adoption
At the heart of the new solution is an online communication portal
between the World Bank and external consulting firms. Key supplier
bottlenecks were identified and targeted for online communication,
including advertising opportunities linked to the ability for firms to
express interest online, the downloading of bid documents, answering
questions within a discussion list and proposal submission. While all
interactions were recorded within the solution and accessible by firms at
any time, communication was accomplished using email. Email
notifications were sent to the firm’s primary and secondary contacts to
inform them of any changes to the selection process with a hyperlink to
enable the firm to quickly return to the solution. Other key interactions
were identified outside of the selection process for future extensions,
including vendor registration, which is tied to online invoicing, and the
ability to check payment status.


331 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

Business Case/Project Management
The business objective for the new, electronic request for proposal
was to build a more efficient process that fostered consistency of practice
and compliance worldwide. Additional goals included increasing
transparency in the process and minimizing processing tasks within a
decentralized procurement environment. Much discussion took place on
using a total solution approach versus a smaller implementation with
incremental improvements. In the end, it was determined that the
solution would need to complete an end-to-end procurement to be
successful, hence a ‘Total Solution Approach.’
System Integration
To access real-time information from the World Bank’s SAP R/3
system, the project team pioneered the use of basic Web Services at the
Bank with the use of XML over an HTTP link into the appropriate
process steps. These services ranged from exchange rate conversions
within the financial proposal templates to real-time procurement
auditing: For example, the system monitors trust fund provisions that the
SAP R/3 system maintains in a database. Trust funds are monies that
donors provide to the World Bank that are earmarked exclusively to
support specific operations. In addition, a similar interface was created to
enable all documentation collected during the selection process to be
archived into the Bank’s document management system. The use of Web
Services enabled the Bank to manage the selection process within the e-
Procurement solution, without the need to duplicate or replicate data
from other systems. Web Services also helped to validate the services for
future projects.
Security and Authentication
Prior to the launch of the e-Procurement project, the World Bank
adopted a set of security and authentication standards. The standards
defined three types of users: self-identified external users, named
external users and Bank staff. e-Procurement utilized the first standard,
self-identified external users, for the registration process whereby firms
expressed interest and submitted proposals. This standard enabled firms
to create and administrate their own user IDs and passwords, with the
added benefit of a lower, overall license cost to the Bank for an expected,
high-turnover group. Once a firm self-registers, it can manage all
communications over a secure, encrypted network.


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 332

Re-engineering the Process
The Bank’s new e-Procurement solution automates the procurement
process and increases information sharing between the World Bank and
external firms. It combines business process management functionality
with a portal framework. The business process management function
both automates multiple, rule-based business processes and manages
digital content that is stored, distributed and archived. The portal
framework lets all procurement parties access an easy-to-use interface,
securely collaborate and share data seamlessly across different
applications. This combination helps the World Bank increase efficiency
and transparency and achieves “best practice” status in e-Procurement.
To achieve the desired results, the project team examined each
paper-based form used in the procurement process to determine if the
form needed to be ported to the Web. In many cases, the paper form was
simply converted into system templates to provide a standard and
familiar format for information submission. Standardized formats
simplified the sourcing process internally. If it was deemed that a
document could not or should not be re-engineered, a process step was
provided for end-users to upload the appropriate documents. For
example, a firm’s technical proposal was considered to be a document
that firms would want to continue to create offline and upload for
submission.
In addition to process forms, the project team also reviewed business
rules. Many policies and procedures are required based on the
decentralization of information and decisions. As e-Procurement
captured documentation and decision-making in real time in a centralized
location, several of these procedures were eliminated. For example, the
team realized that attaching all paperwork to the requisition, including
copies of email approvals, was redundant as the e-Procurement solution
self-documented the entire process.
Performance Management
Two sets of performance measurements were tracked, the first set on
the project and the second set on the original goals. On the first set,
success will be determined by whether or not the system is accepted
throughout all the different Bank Units and the number of procurement
selections within the system versus the number of selections done outside
the system is one of the key measurements. Once a critical mass of


333 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

selections was completed, a mandatory usage date will be determined.
For the original goals, a second set of measurements will evaluate
competitiveness, transparency and compliance.
Top-Level Management Support
As with all projects, top-level management support was critical to the
success of the World Bank’s e-procurement project. To this end, the
project started as a result of a request made by executive management
and was sponsored by four key areas: operations procurement, trust
funds, human resources and corporate procurement. Having four units
involved enabled the break down of many organizational barriers and
across, as well as up and down the organizational hierarchy. This was
very important as the system’s end-users are part of a matrix
organizational structure based on project type and geographic location.
Therefore, communication lines needed to occur from multiple sources to
ensure maximum coverage. In addition, while top management support
for the project was provided from multiple sources, messages on
changes, benefits and project status for each source needed to be created
and provided for distribution down the different channels.
Change Management
The World Bank hires consultants and service providers to provide
technical or managerial services in all sectors, ranging from
socioeconomic and environmental projects to reforms of state and
financial sectors, privatization, information technology and
infrastructure. With the Bank’s decentralization process, project
managers are responsible for selecting these consultants and the project
team, as one step within their projects. The automation of the previously
manual process resulted in numerous business process changes for these
managers and other stakeholders. For this reason, the project team tried
to minimize the impact to end-users with the goal of increasing
acceptance.
Much care was taken to match the software application’s
terminology to the Bank’s terminology and user interface standards.
Communications were personalized for each set of stakeholders to
highlight the benefits. During every demonstration and presentation, all
comments and requests were recorded and then entered into the Web-
based tracking system. The end result was an excellent knowledge base
of frequently asked questions, future communications plans and future


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 334

releases – complete with original justifications and the original source. In
some cases, future release ideas were fleshed out with full requirements
documents that were also stored. The knowledge base will enable a
quicker implementation of any idea if later approved.
Procurement Implementation Strategy
As the project team re-engineered paper-based forms into Web-based
forms, the system became more intuitive and easier to use. These pages
were reviewed and revised throughout the implementation to increase
usability, reduce navigation training and match other system and Bank
interface standards. Another aspect of the implementation strategy was
the project teams’ use of just-in-timing communication and learning
approach. The communications element raised awareness of the efforts
throughout the Bank and included providing demonstrations and project
updates during regular scheduled meetings and conferences. By being
proactive and reaching out to meet with stakeholders during their
meetings the project was well received. The just-in-time learning portion
included creating techniques to train end-users as needed. These
techniques included creating a series of online help, short training videos
for each of the primary processes, walk-in computer clinics, and at your
desk one-on-one help by appointment.
Technical Standards
Using a competitive procurement process, the Bank licensed a
customizable e-Procurement solution that combines business process
management functionality with a portal framework. The new system
would allow program managers and procurement officers to manage and
monitor every step of the procurement process and interact directly with
bidders, project managers, and evaluation team members, regardless of
location. As part of the competitive procurement process, the Bank
limited software solutions to those that would meet the Bank’s future
technology standards stack: J2EE™ and an IBM WebSphere® application
server with an Oracle database.
e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS:
A RESEARCH MODEL AND FUTURE STUDY
It will be interesting to examine the impact of each CSF on the e-
Procurement for the Selection of Consultants process (tasks) and also on


335 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

the e-Procurement solution for the Selection of Consultants (technology).
Thus the fit between tasks and technology can be explained with the help
of task-technology fit theory which defines task-technology fit as the
“degree to which a technology assists an individual in performing his/her
portfolio of tasks” (Goodhue, 1998). The theory has been further
extended to refer “to the congruence between technology and task, that
is, the extent the particular task can be performed effectively and
efficiently with a particular technology” (Mathieson & Keil, 1998). It
will also be interesting to assess the intensity of the performance
outcomes (benefits) of the e-Procurement solution for the Selection of
Consultants in relation to the process (tasks), and our future research
efforts will be directed to this end.
In the next phase of our research, propositions will be developed
based on the research model presented in the Figure 3 and the
model/propositions will be tested with the operational data extracted
from the e-Procurement solution itself and other organizational records.
LESSONS LEARNED AND RECOMMENDATIONS
The e.Procurement system was deployed July 2004 and the World
Bank is monitoring usage and processes to ensure that all transactions

FIGURE 3
A Research Model











■ Preparation
■ Notification
■ Sourcing
■ Evaluation
■ Award
■ Post award
e-procurement
Solution for the
Selection of
Consultants
Performance
Outcomes

■ Process
efficiency /
simplification
■ Transparency
■ Quality of
services
■ Compliance
■ Quality of
institutional
memory
End-users’ uptake
and training
Supplier adoption
Business case and
project management
System integration
Security and
authentication
Re-engineering the
process
Performance
measurement
Top management
support
Change management
e-procurement
implementation
Strategy
Technical standards
Task-
Technology Fit



LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 336

proceed smoothly. In conjunction with the budget processes, the Bank is
also considering expanding the application’s breadth and depth. Options
include adding vendor management functions to automate the approval
and monitoring of the overall supplier base, or using newly available
communications capabilities to handle invoice and payment functions on
the Web.
It is likely the World Bank will use the system to handle additional
types of procurement, such as printing and graphics. Since all
procurement processes are mapped and separated into autonomous steps,
adding new procurement types into the workflow is as simple as
designing the proper RFP templates.
Table 2 offers ‘lessons learned’ for the design and implementation of
an e-Procurement system resulting from the implementation and rollout
of the World Bank’s e-Procurement for the selection of consultants
solution, with regard to the respective critical success factors as proposed
by Vaidya, Sajeev, and Callender (2004):

TABLE 2
Lessons Learned
Critical Success
Factors (Variable) Lessons Learned
End-users Uptake and
Training
Multiple training methods must be offered including
online demonstration and labs – even for the most
intuitive and easy-to-use-system.
Supplier (Consulting
Firms) Adoption
Provide for manual processing to enable participation
by firms that lack sufficient electronic capabilities.
Business Case and
Project Management
Budget allocations are always a constraint when
measured against desired features and functionality.
System Integration
N
ot all planned integration points were achievable due
to limitations in the ERP system. For example, the
requisition request for consulting services was
modified from the standard SAP requisition. Re-
engineering the requisition request was deemed out-
of-scope for the initial release.
Security and
Authentication
Provide for multi level security, authentication, secure
communication, workflow and document control.


337 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

TABLE 2 (Continued)
Critical Success
Factors (Variable) Lessons Learned
Re-engineering the
Process
Some exceptions to policies were acceptable and
varied due to the decentralized decision-making
p
rocess. However, these exceptions were not
officially documented, resulting in a final system
review of hard and soft stops. The project was also
challenged by changing policy’ throughout the
implementation process.
Performance
Measurement
Performance management goals and measurements
should be used within the communication plan and
continually referenced during the project
implementation.
Top Management
Support
Communication plans need to start early in the
p
rocess to provide top management information on
the project, status and implementation plans.
Change Management Change management for each stakeholder needs to be
determined and communicated via the appropriate
channels.
e-Procurement
implementation strategy
Change requests increase as users begin to demo the
system.
Technology Standards Sticking with the Bank’s standard stack enabled
quicker integrations to the Bank’s infrastructure and
reduced the learning curve for system administrators
and technical support staff.

CONCLUSIONS
In view of increased transparency, compliance, and simplification in
selecting suitable consultants for the World Bank, the utilization of an e-
Procurement solution is conducive to the selection process. The
experience with the e-Procurement Solution for the Selection of
Consultants has confirmed that the successful design and implementation
of any such solution depends not only on the technological but also
mainly on the human component. While technology is available on the
market and can be used to build sophisticated and fully automated
procurement solutions, it is about the ability of the human beings
involved in the development and use of the solution that determines
success. To this end, expectations from all parties’ involved (i.e. top
management, project management team, software developer, end-users


LEIPOLD, KLEMOW, HOLLOWAY & VAIDYA 338

including the buy side and the sell side) should be based on common and
realistic understanding. For example, end-users are often confronted
with the rollout of several applications simultaneously. In this case,
there were at least two more major applications - Client Connection and
Operations Portal.
Knowing and understanding the specific situation of the end-users
helped immensely to formulate an appropriate communications strategy
in order to raise the awareness of the benefits of the e-Procurement
solution and define a roadmap to roll it out successfully under realistic
conditions. In this way, the frequent use of the e-Procurement solution
will result from the end-users' buy in rather than from making it
mandatory.
REFERENCES
Butler, T., & Fitzgerald, B. (1999). “Unpacking the Systems
Development Process: an Empirical Application of the CSF Concept
in a Research Context.” The Journal of Strategic Information
Systems, 8 (4.): 351-71.
Cheng, T.C.E., & Ngai, E.W.T. (1994). “Management Support Systems
for Service Quality Management: A Research Direction.”
International Journal of Quality & Reliability Management, 11 (8):
44-56.
Corcoran J., & McLean F. (1998). “The Selection of Management
Consultants: How Are Governments Dealing With this Difficult
Decision? An Exploratory Study.” The International Journal of
Public Sector Management, 11 (1): 37.
Dunning, J. H. (1989. Transnational Corporations and the Growth of
Services: Some Conceptual and Theoretical Issues (Series A,
UNCTC Current Studies). New York: United Nations.
FIDIC (2003). FIDIC Guidelines for the Selection of Consultants (Test
ed.). (International Federation of Consulting Engineers). [On-line].
Available at (http://www1.fidic.org/resources/selection/fidic_cons_
sel_1.pdf. (retrieved on August 1, 2004).
Lunsford, D.A., & Fussell, B.C. (1993, “Marketing business services in
central Europe: the challenge: a report of expert opinion.” Journal of
Services Marketing, 7 (1): 13-21.


339 THE WORLD BANK e-PROCUREMENT FOR THE SELECTION OF CONSULTANTS

Goodhue, D.L. (1998). “Development and Measurement of Validity of a
Task-Technology Fit Instrument for User Evaluations of Information
Systems.” Decision Sciences, 29 (1): 105-138.
Gummesson, E. (1991). Qualitative Methods in Management Research
(revised ed.). Newbury Park and Beverly Hills, CA: Sage
Publications.
Mathieson K., & Keil, M. (1998). “Beyond the Interface: Ease of Use
and Task-Technology Fit.” Information and Management, 34 (4):
221-230
Miami-Dade County (2000, December). E-Procurement: Working Group
Report of Findings. Miami, FL: Office of the Chief Information
Officer of Miami-Dade County.
Vaidya, K., Sajeev A.S.M., & Callender, G. (2004, December). “e-
Procurement Initiatives in the Public Sector: An Investigation into
the Critical Success.” Paper presented at the 13th Annual
International Purchasing & Supply Education & Research
Association (IPSERA) Conference, April 4-7, Catania, Italy.
World Bank (2003). Electronic Government Procurement (e-GP) (Draft
Strategy). Washington, DC: The World Bank.
World Bank/The International Bank for Reconstruction and
Development (2004, May). Guidelines: Selection and Employment
Of Consultants by World Bank Borrowers. Washington, DC:
Author.



CITATIONS (64)


REFERENCES (14)




... For the client to obtain the quality consultancy service required to secure
the goals of his project, he needs to carefully select his consultants. Leipold
et al. (2004) regard this as the most important decision that the project owner
can make over the life of the project. ...
... A number of studies have been devoted to identifying consultant selection
criteria for different industries, construction industry inclusive (Nissen et
al., 2018;Leipold et al., 2004;Ling et al., 2003;Cheung et al., 2002).
Consultant selection criteria are measures that predict individual consultant's
ability to render client-satisfying services, which are critical to the survival
of construction firm (Cheng et al., 2005). ...

Influence of selection criteria on clients’ satisfaction with construction
consultancy services in Nigeria
Article
 * Jul 2021
 * J Eng Des Tech

 * Chukwuemeka Ogbu
 * Monday Imafidon

Purpose To receive a satisfactory consultancy service, a construction client
must first select suitable consultants. While numerous criteria for the
selection of construction consultants have been suggested in the literature,
their influence on client satisfaction has hardly been statistically
established. This study aimed to reduce the criteria for the selection of
construction consultants into a more manageable set of fewer factors and
ascertain the influence of the factors on client satisfaction.
Design/methodology/approach Data were gathered through a purposively
administered cross-sectional survey of public sector clients in Nigeria.
Analyzes were done using relative importance index, factor analysis and multiple
regression analysis. Findings The results proved that the criteria for the
selection of consultants can, in the order of decreasing influence on client
satisfaction, be grouped into service delivery approach (SDA), relationship with
the client, the caliber of personnel, firm reputation and firm certification.
However, SDA is more influential on client satisfaction. All the factors were
found to have significant statistical effects on clients’ overall satisfaction
with consultancy services. Originality/value The study demonstrates the extent
to which construction consultant selection criteria are relevant to client
satisfaction. It shows that SDA is the most important predictor of clients’
satisfaction with consultancy services. The results are helpful for grouping
consultant selection criteria in future studies, and in guiding clients on the
weights to assign to consultant selection criteria during tender evaluation.
View
Show abstract
... Transparency is one of the main benefits of this digitization, as
implementing digital technologies in public procurement is a success factor in
promoting transparency and improving the quality of information disclosed [21].
Transparency should be a basic requirement of the public procurement process
[22]. It can have different formats: Prior publication of the public procurement
planning, disclosure of the bidding processes that will be opened, disclosure of
the bid evaluation criteria, publication of the list of companies with
sanctions, among others [23]. ...

Public procurement and technology: a research agenda
Conference Paper
 * Nov 2023

 * Gabriela Boechat
 * Maria Alexandra Cunha
 * Urs Gasser

View
... A continuum of various procurement methods has been proposed based on
similar criteria (Adamtey, 2022;Eriksson and Westerberg, 2011;Le sniak and Zima,
2013). The World Bank recognizes a large variety of procurement methods and
procedures for different procurement categories, including civil works,
consultant services, goods and nonconsultant services (Leipold et al.,
2004;Tineo, 2007). This study adopts the selection criteria proposed by El
Wardani et al. (2006) to assess and classify the methods of procurement
associated with different project contracts (Table 1). ...

Procurement practices in international development projects: trends, networks
and performances
Article
Full-text available
 * Aug 2023

 * Javad Bakhshi
 * Saba Mani
 * Navid Ahmadi Eftekhari
 * Igor Martek

Purpose International development projects are a dominant means by which aid is
distributed to countries. Over the past 70 years, the distribution of trillions
of dollars of development aid has been mediated by the United Nations (UN).
However, most of this aid has failed to deliver the expected outcomes for which
it was assigned. Nevertheless, a significant proportion of projects can be
considered successful. Despite the glaring question as to which factors
contribute to the success or failure of projects, no study has comprehensively
documented the relationship between procurement mechanisms invoked to deliver
aid projects and project outcomes. This study aims to assess this relationship.
Design/methodology/approach Leveraging network analysis methodology, this study
examines the World Bank data set of over 247,000 developmental contracts
worldwide granted over the past 20 years. It identifies the range of procurement
practices used and interrogates their ability to deliver satisfactory project
outcomes. Findings Eleven prevalent practices are identified covering aid
projects across twelve sectors. As might be expected, Africa is the largest
recipient of aid, while the Middle East is the least. Overwhelmingly,
international competitive bidding (ICB) is the leading procurement procedure,
both in terms of contract number and total dollar value. However, ICB does not
always deliver the best outcomes, with other, more boutique approaches sometimes
doing better. Social implications The breadth of this study, encompassing such a
vast data resource, and generating such a rich pool of findings will now empower
researchers to take the next important step, which is to progress this study in
exploring why it is that certain procurement strategies have worked for some
sectors, but not others. Countries, financial institutions, the UN and
construction enterprises alike will be very interested in the results.
Originality/value The spectrum of outcomes identified will be of interest to
academics and practitioners alike wishing to investigate further the drivers
behind the results described here.
View
Show abstract
... Using electronic methods and means in public procurement contracts by
preparing an integrated system that would increase the process of simplifying
procedures (De Almeida, 2006). Also, using e-public procurement reduces bid
preparation costs for small and medium-sized companies, as well as achieves more
transparency (Leipold et al., 2004). ...

Policies and legal framework of involving small and medium enterprises in
administrative contracts in Egypt: dynamics and influences
Article
 * Jan 2023

 * Karem Aboelazm

View
... Using electronic methods and means in public procurement contracts by
preparing an integrated system that would increase the process of simplifying
procedures (De Almeida, 2006). Also, using e-public procurement reduces bid
preparation costs for small and medium-sized companies, as well as achieves more
transparency (Leipold et al., 2004). ...

Policies and legal framework of involving small and medium enterprises in
administrative contracts in Egypt: dynamics and influences
Article
 * Jan 2023

 * Karem Aboelazm

View
Exploring the impact of ICT in procurement at western regional medical stores
Article
 * Jan 2022

 * Mark Quaye Affum

View
The Impact of E-Procurement Implementation on Public Procurement’s Corruption
Cases; Evidence from Indonesia and India
Article
Full-text available
 * Mar 2022

 * Desi Kartika

The huge spending on public procurement makes public procurement is very
vulnerable to corruption. Many governments around the world have adopted
Electronic Procurement (E-Procurement) to increase transparency, improve
accountability, and reduce corruption with variable success. Government of
Indonesia adopted E-Procurement in 2008, while Government of India introduced
E-Procurement in 2012. Even though E-Procurement has been implemented for quite
a long time in those two emerging countries, only limited research exist on the
impact of E-Procurement in reducing procurement corruption. By using the
combination between quantitative and qualitative methods, this study attempts to
assess the extent to which the impact of E-Procurement implementation on
procurement corruption cases in Indonesia and India. The findings suggest that
Indonesian provinces with high capital expenditure ratio, are more vulnerable to
corruption and implementation of E-Procurement was impactful on reducing the
number of procurement corruption cases in such provinces. Meanwhile in India,
the effect of E-Procurement was not impactful enough to reduce a notably large
number of procurement corruption at the state governments because E-Procurement
implementation at the state level in some degree was bothered by low competency
and professionalization staff and also high political interference in state
administrations. The study contributes to limited empirical research on the
effect of E-Procurement on corruption.
View
Show abstract
A Study on Perception of Candidates on Interview Process through Consultancies
in Time of COVID-19
Article
Full-text available
 * Sep 2020

 * Harsimran Kaur
 * Chhavi Krishna

Researcher opted for this particular topic named "Recruitment & Selection"
because recruitment and selection procedures have taken a dramatic change in the
industry. Human resource is responsible for giving birth to human embalmers. The
core function of an organization is Recruitment and Selection because the
organization does not want to be a bad recruiter by selecting manpower that
might have the potential to spoil the long earned goodwill or corporate image
and also incur heavy recruitment costs on them. Recruitment refers to the
process of attracting, screening, and selecting qualified people for a job at an
organization or firm. The main objective of the recruitment process is to
expedite the selection process. Selection on the other hand, is the process of
picking individuals who have relevant qualifications to fill jobs in an
organization. The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organization best, to find out
which job applicant will be successful, if hired. However, Recruitment is an
important part of an organization's human resource planning and their
competitive strength. Researchers have also applied few research tools in the
project such as the questionnaire, interview method to obtain views of the
respondents and thereby, have analyzed the factor by applying columnar, bar &
pie charts. However, I faced a few limitations such as sample constraint, time
constraint, respondents did not take the questionnaire method seriously and so
were very reluctant in answering the questions.
View
Show abstract
Anti-Corruption Capabilities of Public E-Procurement Technologies
Chapter
 * Jan 2014

 * Kelvin Joseph Bwalya
 * Arjun Neupane
 * Jeffrey Soar
 * Kishor Vaidya

Public procurement is an important area warranting further attention in
government reform, as electronic systems for procurement have enormous potential
to help reduce corruption. Public e-Procurement is the use of an Internet or
Web-based system by government institutions for the acquisition of goods and
services, which can improve transparency and accountability. This chapter
discusses different types of e-Procurement technologies with case examples from
different countries that demonstrate how the e-Procurement technologies have
great potential as the anti-corruption technologies. The chapter reviews the
Principal-Agent Theory and discusses other relevant theories including
Transaction Cost Theory, Fraud Triangle Theory, Diffusion of Innovation Theory,
and the Technology Acceptance Model. Following a discussion of the potential of
e-Procurement systems in mitigating corruption, a theoretical research model is
proposed for identifying public e-Procurement anti-corruption capabilities.
View
Show abstract
The Potential for ICT Tools to Promote Public Participation in Fighting
Corruption
Chapter
 * Jan 2015

 * Information Resources Management Association
 * Arjun Neupane
 * Jeffrey Soar
 * Sunil Aryal

Information and Communication Technologies (ICTs) have been seen as pioneering
tools for the promotion of the better delivery of government programmes and
services, enabling the empowerment of citizens through greater access to
information, delivery of more efficient government management processes, better
transparency and accountability, and the mitigation of corruption risks. Based
on a literature survey of previous research conducted on ICT systems implemented
in various countries, this chapter discusses the potential of different ICT
tools that have the capacity to help to promote public participation for the
purpose of reducing corruption. The chapter specifically reviews the different
ICT tools and platforms and their roles as potential weapons in fighting
corruption. This chapter also evaluates different ICT tools, including
e-government and public e-procurement. Finally, the authors develop a
theoretical research model that depicts the anti-corruption capabilities of ICT
tools, which in turn, has implications for academics, policy makers, and
politicians.
View
Show abstract
Show more

Beyond the Interface: Perceived Ease of Use as a Function of Task/Technology Fit
Article
Full-text available
 * Nov 1998
 * INFORM MANAGE-AMSTER

 * Kieran Mathieson
 * Mark Keil

Perceived ease of use (EOU) is an important factor in determining whether an
individual will voluntarily use an IS. Many developers focus their attention on
the system's interface when designing for EOU. For users, however, perceived EOU
can extend beyond the interface. This paper presents the results of a laboratory
experiment confirming that perceived EOU is also a function of task/technology
fit. When users report that a system is difficult to use, developers should not
assume that the interface is the problem. There may be deeper task/technology
fit issues that are not corrected by changing the interface.
View
Show abstract
Marketing business services in Central Europe: the challenge: a report of expert
opinion
Article
 * Dec 1993
 * J Serv Market

 * Dale A. Lunsford
 * Bradley C. Fussell

When Communism collapsed within the Soviet bloc, the walls hiding vast new
markets were literally torn down. Western businesses have since descended on
Eastern (or Central) Europe hoping to participate in the privatization of
business by offering banking, accounting, communications and consulting
services. To date, most service marketers have been disappointed. More business
cards have been printed than sales actually made and very few marketers have
been able to generate a profit from their efforts. Given the difficulties
experienced by these pioneers, this research seeks to illustrate the task of
marketing business services to emerging private businesses in the newly
independent nations of Central Europe. Using the Hungarian International Trade
Fair in Budapest as a sampling frame, experts representing existing businesses,
new entrepreneurs, government regulators, and international trading partners of
Central Europe formed a Delphi panel. Panel members were given the task of
identifying the major pitfalls in marketing business services to this rapidly
changing marketplace. The article begins with a description of international
business services marketing; the buying process and its complexities. The
research on expert opinions of services marketing in Central Europe is
summarized into four commonly encountered problems. Recommendations are offered
on improving the marketing strategies of business service providers in these
markets are offered.
View
Show abstract
The selection of management consultants: How are governments dealing with this
difficult decision? An exploratory study
Article
 * Feb 1998

 * Jan Corcoran
 * Fiona McLean

Although the public sector has become a major employer of management
consultants, no research has previously been undertaken to investigate the
purchase of management consultants in the public sector context. Outlines an
investigation into the purchase of management consultants by government
departments, focusing specifically on the selection decision. The UK and
Australia were examined to ensure that the findings were not merely local
phenomena. Research focused on the public sector decision makers’ guiding
procurement principle, value for money, and the criteria and information sources
both used and desired to assist the purchase decision. It was found that there
was widespread and relatively uniform understanding of the procurement
principle, value for money, although there appeared to be a lack of connection
between this principle and procurement practice. Public sector decision makers
also believed that they had adequate although not satisfactory access to
information upon which to base their decisions while, significantly, it was
revealed that these decision makers did not believe the selection decision for
management consultants was, overall, difficult. Concludes that the implications
of this research are twofold. First, it highlights the issues of “corporate
memory” and information management, and their impact upon informed decision
making, and secondly it questions the applicability of private sector research
to public sector practice.
View
Show abstract
Management Support Systems for Service Quality Management: A Research Direction
Article
 * Nov 1994
 * Int J Qual Reliab Manag

 * T. C. E. Cheng
 * Eric Ngai

Discusses the potential of applying management support systems (MSS) in quality
management in a service context and suggests a viable research direction.
Describes a research framework using the critical success factor (CSF) analysis
to identify factors critical to the success of service quality management and
uses it as a first step in developing an MSS for quality management.
View
Show abstract
Development and Measurement Validity of a Task‐Technology Fit Instrument for
User Evaluations of Information System
Article
 * Jun 2007
 * DECISION SCI

 * Dale L. Goodhue

Although many researchers have raised concerns about the lack of theoretical
underpinnings for the user evaluation construct and the lack of measurement
validity for specific instruments measuring it, the construct is still widely
used in IS research. This paper reports on the development and measurement
validity of a diagnostic tool used in recently published research to evaluate an
organization's overall information systems and services. A distinctive feature
of this instrument is that it is conceptually based on the task-technology fit
theory in which the correspondence between information systems functionality and
task requirements leads to positive user evaluations, and positive performance
impacts. Specifically, the instrument development was guided by a task model of
managerial decision making using recorded organizational information. This model
suggested the different information systems functionalities required by users
for that task, which then serve as the basis for a “task-technology fit” (TTF)
instrument. The instrument thus measures the degree to which an organization's
information systems and services meet the information needs of its managers. An
extensive test of the measurement validity of the instrument is conducted using
a sample of 357 users in 10 companies. It is found to have excellent reliability
and discriminant validity for 12 dimensions of TTF, and also exhibits strong
predictive validity. Finally, the instrument is compared to two other well-known
user evaluation instruments. Though no single instrument can meet all needs, the
instrument presented here should be considered an attractive option for
researchers and practitioners seeking to measure the effectiveness of
organizational information systems.
View
Show abstract
Unpacking the Systems Development Process: An Empirical Application of the CSF
Concept in a Research Context
Article
 * Dec 1999
 * J STRATEGIC INF SYST

 * Tom Butler
 * Brian Fitzgerald

This paper unpacks the black box of the IS development process and, thereby,
helps business and IT managers understand better its complexity. The Critical
Success Factors (CSF) concept was employed for this purpose in an in-depth study
of four diverse systems development projects in a large telecommunications
company. Unlike previous applications of the CSF method, the approach adopted in
this study facilitated the identification of both ‘generic’ and ‘collective’
CSFs in order to map the network of interrelationships between them. Thus the
findings shed new light on the process by which information systems are
developed by illustrating empirically its complex multidimensional nature and by
providing fresh insights into the challenges facing both developers and users in
their task of developing organisational IS.
View
Show abstract
Qualitative Research Methods in Management Research
Book
 * Jan 2000

 * Evert Gummesson

View
E-Procurement: Working Group Report of Findings
 * Dec 2000

 * Miami-Dade County

Miami-Dade County (2000, December). E-Procurement: Working Group Report of
Findings. Miami, FL: Office of the Chief Information Officer of Miami-Dade
County.

Transnational Corporations and the Growth of Services: Some Conceptual and
Theoretical Issues (Series A, UNCTC Current Studies)
 * Jan 1989

 * J H Dunning

Dunning, J. H. (1989. Transnational Corporations and the Growth of Services:
Some Conceptual and Theoretical Issues (Series A, UNCTC Current Studies). New
York: United Nations.

Electronic Government Procurement (e-GP) (Draft Strategy)
 * Jan 2003

 * World Bank

World Bank (2003). Electronic Government Procurement (e-GP) (Draft Strategy).
Washington, DC: The World Bank.

Show more




RECOMMENDED PUBLICATIONS

Discover more
Article


WHY DO QUALITY AND RELIABILITY FEEDBACK LOOPS NOT ALWAYS WORK IN PRACTICE: A
CASE STUDY

March 2002 · Reliability Engineering & System Safety
 * P. A Molenaar
 * A. J. M Huijben
 * D. G. Bouwhuis
 * Aarnout Brombacher

The increasing competition in the market of consumer electronics forces industry
to simultaneously improve the functionability, reliability and costs of their
products. Due to the strong dynamics of this field an important measure in
improving product quality is the feedback of information on actual field
behaviour of a product which is extremely relevant for product development. This
... [Show full abstract] information, usually gathered by the service
department, can help development to learn from the failures of earlier products
and to improve the next product generations. This feedback process, however,
does not always bring the expected benefits. This paper presents a model, based
on an actual case study, of the structure of the feedback process in terms of
information flows. The information flow model describes the chain or network of
activities in the feedback process as a function of (different) drivers such as
cost, time or quality. Using this information flow model it is possible to
explain how quality and reliability related information propagates through a
business process and where and why communication problems lead to disruptions in
the feedback of this information. With this model, it is easier to understand
the function of different parties in the service or after sales process, so that
management of the information in this process becomes more transparent and can
be improved.
Read more
Article


UNDERSTANDING AND LEARNING TRUST: A REVIEW, CHARACTERIZATION AND TOOL

January 1970
 * Silvestro Bottitta

This paper reviews works and studies concerning the concept of trust. The review
highlights multidisciplinary aspects of the concept of trust and its use. The
Prisoners' Dilemma provides a characteriza- tion of trust. Trust games extend
the prisoners' dilemma in order to overcome some of its practical limita- tions.
Trust games allow us to study and analyze dynamics of trust. Furthermore, trust
... [Show full abstract] games represent those situations where cooperation (or
competition) between two entities might emerge eventually. It is necessary to
investigate different strategies and their interactions in order to understand
trust dynamics (e.g., trust forma- tion). We have implemented a tool, which,
accordingly to learning-by-experience approaches, supports ex- ploratory trust
games. A graphical interface allows us to understand easily the results.
Scenarios of use vali- date some functionalities of the tool.
Read more
Preprint


TRANSPARENT CONCURRENCY CONTROL: DECOUPLING CONCURRENCY CONTROL FROM DBMS

February 2019
 * Ningnan Zhou
 * Xuan Zhou
 * Kian-lee Tan
 * Shan Wang

For performance reasons, conventional DBMSes adopt monolithic architectures. A
monolithic design cripples the adaptability of a DBMS, making it difficult to
customize, to meet particular requirements of different applications. In this
paper, we propose to completely separate the code of concurrency control (CC)
from a monolithic DBMS. This allows us to add / remove functionalities or data
... [Show full abstract] structures to / from a DBMS easily, without concerning
the issues of data consistency. As the separation deprives the concurrency
controller of the knowledge about data organization and processing, it may incur
severe performance issues. To minimize the performance loss, we devised a
two-level CC mechanism. At the operational level, we propose a robust scheduler
that guarantees to complete any data operation at a manageable cost. At the
transactional level, the scheduler can utilize data semantics to achieve
enhanced performance. Extensive experiments were conducted to demonstrate the
feasibility and effectiveness of our approach.
Read more
Article


CONTRACTING IN FM: COLLABORATION, COORDINATION AND CONTROL

July 2008 · Journal of Facilities Management
 * Anna Kadefors

Purpose – As public authorities and private companies increasingly outsource
facilities management services to external suppliers, a new service industry
with its own culture and contracting practices is developing. The aim of this
paper is to examine how procurement processes and contract models relate to
trust and collaboration in interorganizational relationships in FM. ... [Show
full abstract] Design/methodology/approach – The study is based on interviews
with leading Swedish clients, consultants and service providers. Findings –
Contract-related formalization serves purposes of learning and coordination as
well as of performance control. Thus, services need different contract design
and different management depending on the interaction patterns they entail.
Detailed specifications and monitoring may be needed in order to increase mutual
understanding, build trust and foster a sustainable industry-level contracting
culture. Research limitations/implications – The findings refer to the Swedish
situation, where the legal role of the formal contract differs from that in
common law countries. Practical implications – Typically, low-level interaction
relations such as technical property services need a focus on fostering trust,
while high-contact soft services call for transparency and distance. Further,
detailed specification and formalized monitoring are more important for
non-strategic support services that may otherwise be left unmanaged and receive
low attention from client management. Originality/value – The paper relates
general literature on trust and contract to the FM industry, identifies
variations in contracting needs depending on the type of service and considers
industry-level development.
Read more
Last Updated: 22 Oct 2024
Discover the world's research
Join ResearchGate to find the people and research you need to help your work.
Join for free

ResearchGate iOS App
Get it from the App Store now.
Install
Keep up with your stats and more
Access scientific knowledge from anywhere

or
Discover by subject area
 * Recruit researchers
 * Join for free
 * Login
   Email
   Tip: Most researchers use their institutional email address as their
   ResearchGate login
   
   PasswordForgot password?
   Keep me logged in
   Log in
   or
   Continue with Google
   
   Welcome back! Please log in.
   Email
   · Hint
   Tip: Most researchers use their institutional email address as their
   ResearchGate login
   
   PasswordForgot password?
   Keep me logged in
   Log in
   or
   Continue with Google
   No account? Sign up
   

Company
About us
News
Careers
Support
Help Center
Business solutions
Advertising
Recruiting

© 2008-2024 ResearchGate GmbH. All rights reserved.
 * Terms
 * Privacy
 * Copyright
 * Imprint
 * Consent preferences