Uptake of e-procurement by construction organisations has been slow (Martin, 2008). Positive e-business achievements in other industries, point towards the potential for the construction industry to accomplish similar results. Since the Modernising Government White paper set targets through best value indicator BV157 for implementation in the public sector, government has supported many initiatives encouraging e-procurement. These are based on documented efficiency and cost savings (Knudsen, 2003; Minahan and Degan, 2001; McIntosh and Sloan, 2001; Martin, 2008). However, Martin (2003, 2008) demonstrates only a modest increase in the uptake of e-procurement in the UK construction industry.Alshawi et al (2004) identified the significance of possessing a model to sustain the embedment of any business process within an organisation. Saleh and Alshawi (2005) describe a number of model types used to gauge maturity in an organisation. One of these models is the capability maturity model. Paulk et al (1993) released the Software Capability Maturity Model (CMM) in 1991. Since then many CMM’s have evolved. This paper reports on how a CMM based on Drivers and Barriers to e-procurement identified in Eadie et al (2010a, 2010b) can be developed to gauge the maturity of an organisation in relation to e-procurement.This paper presents details of a research project which used factor analysis to produce a set of Key Process Areas (KPA) from the drivers and barriers identified in Eadie et al (2010a, 2010b).These KPAs were then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e-procurement capability of construction organisations. Thistermed as e-readiness of organisations will indicate the current state of a constructionorganisation in terms of its readiness to carry out e-procurement. The paper describes in detail the identification of the KPA’s.
|Title of host publication||Unknown Host Publication|
|Publication status||Published - 9 Jun 2010|
- Capability maturity model