Abstract
The paper is part of the PhD project on horizontal collaborative purchasing in developing countries, and particularly in Uganda. There is no doubt about the contribution of collaboration to the performance of organizations.
The practice has been successful in most developed countries. However, this significant performance is less for the developing countries, especially Uganda. Besides, the procurement discipline is relatively newer in developing countries than the developed ones, yet it contributes more to the economies. Much as the concept of collaboration is well grounded in other disciplines, there is need to tailor it to procurement, which after all saves more costs for the organization.
This paper recognises the fact that whereas collaboration has been appreciated as one of the strategies to achieve organisational objectives, and whereas the numerous successes have been witnessed, there are failures that must be deliberately investigated. The paper recognises causes of collaboration failure as being part of the process and operations of collaboration itself, as well as being associated with the starting phase.
There is relatively enough literature on conditions necessary to start collaboration in the developed countries, which may not necessarily be similar to the case with developing counties. This paper will therefore make an analysis on when to start or not to start a horizontal purchasing collaboration in the developing countries, with particular emphasis to Uganda.
The practice has been successful in most developed countries. However, this significant performance is less for the developing countries, especially Uganda. Besides, the procurement discipline is relatively newer in developing countries than the developed ones, yet it contributes more to the economies. Much as the concept of collaboration is well grounded in other disciplines, there is need to tailor it to procurement, which after all saves more costs for the organization.
This paper recognises the fact that whereas collaboration has been appreciated as one of the strategies to achieve organisational objectives, and whereas the numerous successes have been witnessed, there are failures that must be deliberately investigated. The paper recognises causes of collaboration failure as being part of the process and operations of collaboration itself, as well as being associated with the starting phase.
There is relatively enough literature on conditions necessary to start collaboration in the developed countries, which may not necessarily be similar to the case with developing counties. This paper will therefore make an analysis on when to start or not to start a horizontal purchasing collaboration in the developing countries, with particular emphasis to Uganda.
Original language | English |
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Number of pages | 9 |
Publication status | Published - 31 Aug 2007 |
Event | 23rd IMP Conference 2007: Exploiting the B-to-B Knowledge Network: New Perspectives and Core Concepts - Manchester Business School, Manchester, United Kingdom Duration: 30 Aug 2007 → 1 Sept 2007 Conference number: 23 |
Conference
Conference | 23rd IMP Conference 2007 |
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Country/Territory | United Kingdom |
City | Manchester |
Period | 30/08/07 → 1/09/07 |