The reasoning behind infrastructure manager’s choice of procurement instruments

Henrico Plantinga, Hans Voordijk*, Andre Dorée

*Corresponding author for this work

    Research output: Contribution to journalArticleAcademicpeer-review

    4 Citations (Scopus)


    Purpose: The purpose of this paper is to show that for frequently procuring public clients: the reasoning behind the use of procurement instruments is a process in its own right that requires managerial and scientific attention; modeling this process contributes to making sensible procurement choices; and managing this process is a relevant factor in the client’s development toward strategic procurement. Design/methodology/approach: A model is developed to conceptualize the reasoning behind procurement instruments. Using this model in a case study, the reasoning behind the evolution of a particular procurement instrument as applied by a public infrastructure management organization is reconstructed. Findings: The case study results show that an initially explicitly formulated set of main reasons for operating a qualification system can implicitly evolve over time into a different set of reasons. From a managerial point of view, explication of implicit reasons is important to both avoid the risk that the real value of the procurement instrument remains undetected as well as properly assess its strategic alignment with higher level strategies. The conceptual model proves to be a useful tool to support that. Originality/value: Bringing the reasoning behind the use of procurement instruments to the fore, this study explores an area of construction procurement research that is positioned between the disciplines of purchasing and supply management, knowledge management and strategic management.

    Original languageEnglish
    Pages (from-to)303-320
    Number of pages18
    JournalEngineering, Construction and Architectural Management
    Issue number2
    Publication statusPublished - 18 Mar 2019


    • Case study
    • Knowledge management
    • Strategic management
    • NLA


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