Thesis (M.S. in Management)--Naval Postgraduate School, December 2002. / Thesis advisor(s): Ron Tudor, David R. Henderson. Includes bibliographical references (p. 111-113). Also available online.

Thesis (M. P. A.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

The study explored lack of improvement of public procurement management practices in the public sector. The main themes which the study focused on are the following; causes of non-compliance of public procurement and contracts management procedures, factors influencing the selection of appropriate procurement management processes and the main factors for poor implementation of procurement management processes in the public sector. The study aimed to identify the causes of non-compliance; determine factors influencing selection of appropriate procurement management processes, and lastly examine, the main factors leading to poor implementation of monitoring and evaluation in the public sector. The study employed a qualitative design to investigate the problem using the exploratory method. The purposive sampling method was used to select interviewees from three departments, namely, Department of Local government and Traditional Affairs, Public Works and Office of the Premier with 15 participants as a selective sample of the study. The key findings of this study indicate three main problems which are: that lack of properly understood processes of public procurement leads to poor implementation of the system together with alternative strategies of implementing the system. Shortages of skills and lack of training amongst those who get hired within the supply chain management sections or in the procurement management sections of the departments who have little understanding of holistic public procurement management in general affect selection processes. Findings also indicate lack of adequate monitoring and evaluation on procurement management. The study recommends that people who get hired in the procurement management section of these departments should have proper procurement qualifications. Regulations and rules should be made clear to all those who work in the procurement management sections in the public sector, to enable the improvement of best management practices and also to improve public procurement management practices in the public sector.

Thesis (Ph.D.)--York University, 2008. Graduate Programme in Political Science. / Typescript. Includes bibliographical references. Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&res_dat=xri:pqdiss&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&rft_dat=xri:pqdiss:NR46010

Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 126-129).

The study investigated the implementation of procurement procedures in the King William’s Town Education District. In spite of the provisions of the Constitution of the Republic of South Africa, Act 108 of 1996 and Public Finance Management Act No 1 of 1999(PFMA), in respect of the provision of services, procurement in the King William’s Town Education District is flawed. The study explored the legislative framework governing procurement procedures in the District, the extent of compliance and non compliance with procurement procedures, and the causes of flawed procurement procedures. A descriptive case study was used to describe, analyse and interpret a particular phenomenon, in this case the procurement procedures in the King William’s Town Education District. Purposive sampling was chosen for this study to create an understanding of the research problem, and to complement the case study method in eliminating any potential bias in the data. Respondents included mainly the managers in the District, who are instrumental in the implementation of procurement processes in the District. Self administered interviewing schedules were used for respondents to answer without the assistance of the researcher. The study found out that the District was lagging behind in respect of compliance to procurement procedures, monitoring and evaluation, and accountability. Based on the above findings, the study recommended the following: (a) strengthening accountability in all managers and public servants, (b) professional training and education of personnel and managers in order to be able to implement procurement processes, (c) establishment of compliance office, (d) introduction of complaints mechanisms, and (e) effecting monitoring and control mechanisms.

The government often imposes requirements on their contractors for the purpose of monitoring and control. Many government contractors utilize a matrix organization structure to help cope with the government's ever changing and challenging requirements. It is both the government requirements and this matrix organization which lead to the need for special information and features in a government contractor's manufacturing/material control system. This report specifically addresses those features which would be desirable in a government contractor's MRP system. These features involve the operation of the master schedule, the bill of material, the MRP software, the inventory files, purchasing, and shop floor control. No single government requirement is in direct conflict with the intent of an MRP system. However, the interpretation of these requirements vary within the government agencies and between government contractors. The contractor, the appropriate government agency, and the software vendor, if applicable, need to work together to implement a system which satisfies both internal management needs and government requirements. This report contains features and considerations which should be evaluated when a government contractor is implementing an MRP system.

Call number: LD2668 .T4 1946 L85 / Master of Science

MBA Professional Report / Acquisition research (Graduate School of Business & Public Policy) / The purpose of this MBA Project is to provide a comprehensive update of the Navy Contract Writing Guide. The project was conducted with the sponsorship and assistance of the Office of the Assistant Secretary of the Navy for Research, Development, and Acquisition. The now out of date guide was originally written in 1996 in an effort to reduce problem disbursements as related to contract wording and organization. Extensive research, incorporating interviews, websites, periodicals, and texts, was employed to make the guide current. It has been reorganized to address issues and solutions in the same order in which the forms used by contracting officers and administrators have them listed. New issues have been raised since the original writing of this guide and are now incorporated with their recommended solutions. Individuals new to Naval contracting or those who have decades of experience will find the information provided useful to the efficient and effective writing and administration of government contracts.-- p.i.

Acquisition research (Graduate School of Business & Public Policy) / MBA Professional Report / The purpose of this MBA Project is to provide an update of the Navy Contract Writing Guide (NCWG) by creating an addendum that specifically addresses contract deficiencies (i.e., contract errors) and offers some tools to help its users remedy existing contract deficiencies and avoid future contract deficiencies in the writing of contracts. The project was conducted with the sponsorship and assistance of the Office of the Assistant Secretary of the Navy for Research, Development, and Acquisition in conjunction with the Defense Finance and Accounting Service, Columbus, Ohio. The guide was updated in December 2003 and again in June 2004 in an effort to provide organization and clear and concise solutions to current contract issues. This effort is viewed as a continuation of these previous efforts to better the quality and effectiveness of the NCWG. Extensive research, incorporating interviews, websites, and regulations were utilized in creating this addendum to the NCWG.