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GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD
Ph.D Programme in Management
“A Study of e- Procurement Practices in Selected Organizations
in Gujarat”
Ph.D Synopsis
Submitted To
Gujarat Technological University
For The Degree
of
Doctor of Philosophy in
Management
By
Patel Prakashkumar Hasmukhbhai (Reg No: 8099)
Enrol No: 119997392022
Assistant Professor
C. K. Shah Vijapurwala Institute of Management, Vadodara
Supervisor:
Dr Satendrakumar
Professor and Head
PhD Research Centre
C. K. Shah Vijapurwala Institute of
Management, Vadodara
Vadodara
Co-Supervisor:
Prof. Dr. Samo Bobek
Professor of E-business
Information Management and Information
Systems
The Faculty of Economics and Business
(FEB), University of Maribor, Slovenia
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"A Study of e- Procurement Practices in Selected Organizations in Gujarat".
Abstract
Electronic business and electronic-procurement are rapidly gaining global attraction.
Business done through internet provides major cost saving, enhances efficiency and
increased productivity. India faces major traditional and cultural barriers in adapting e-
business. This is mainly due to traditional market mentality of doing business which is
heavily based on personal trust, historical credits and highly conservative business
practices. e-Procurement involves electronic data transfers to support operational, tactical
and strategic procurement. The purpose of this research is to study the e-procurement
practices in selected industrial manufacturing organizations. Manufacturing sector has a
greater propensity to adopt technologies such as e-procurement1. The descriptive research
adopted a quantitative methodology with a questionnaire instrument being employed to
investigate various e-procurement practices within a sample of those manufacturing firms
which used e-procurement. The present study on e-procurement practices describes the
current status of e-procurement and difficulties being faced in e-procurement. The present
study also compares e-procurement system in various manufacturing Industrial Units in
Gujarat.
Keyword: Information Technology (IT), e-procurement, IT Tools and Solution, EDI,
Web-EDI
Brief description on the state of the art of the research topic
Procurement is the process of acquiring, buying goods, services or works from an external
source, often via a tendering or bid process2.The procurement management process
involves managing the ordering, receipt, review and approval of items from suppliers.
Procurement activities are divided in to two different categories direct and indirect based
on the consumption purpose. Direct Procurements affects the production process of
manufacturing firms. It encompasses all items that are part of finished products, such as
raw material, components and parts. In contrast, indirect procurement activities concern
operating resources that a company purchases to enable its operations. It comprises of a
1 Paul O. Harrigan et al. (2008), e-procurement within the ICT manufacturing industry in Ireland , Emerald
Group Publishing Limited last retrieved from www.emeraldinsight.com/0025-1747.htm, Vol. 46 No. 3, 2008
pp. 481-500 2 “Procurement” last retrieved dated 22.03.2016 from https://en.wikipedia.org/wiki/Procurement
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vast variety of goods and services, ranging from standardized low value items like office
supplies and machine lubricants to complex and costly products and services3.
Traditionally, procurement was paper- and conversation-based, usually with procurement
officers interacting with long-time partners or well-known suppliers and purchasing at
fixed prices. Key challenges the procurement managers are facing in the increasingly
competitive business world are mentioned in the study of Kalakota and Robinson (2001).
These Five challenges are:4 (1) Reducing order processing cost and cycle times (2)
Providing enterprise-wide access to corporate procurement capabilities (3) Empowering
desktop requisitioning through employee self-service (4) Achieving procurement software
integration with company‟s back office systems (5) Elevating the procurement function to
a position of strategic importance within the organization.
The Internet has brought about a lot of changes in business, economics, information and
entertainment. Also transfer of information has no geographical and time barrier. Virtually
all the manufacturers, suppliers, distributors, customers all across the world are now
connected to each other through World Wide Web (WWW). Activities and transactions
related to buying, selling, etc. can now be brought under the realm of internet. The
pressure on each business enterprise now is to plan transformation to e-Commerce
paradigm. In the Internet based system, not only transparency can be ensured but
everything is also on record5. In recent years, this has changed somewhat to become a
strategic function. Procurement officers seek suppliers that fit with a company's overall
strategy. e-Procurement involves moving the procurement process online to cut out steps
and save money. e-Procurement involves electronic data transfers to support operational,
tactical and strategic procurement. e-Procurement advantages are significant bottom-line
benefits, including cost reduction, process efficiencies, spending controls and compliance.
Hence, the current study focuses on the e-procurement practices.
The History
The origin of e-procurement began in the 1980s, with the development of electronic data
interchange (EDI). EDI allowed customers and suppliers to send and receive orders (and
3 “Procurement” last retrieved dated 22.03.2016 from https://en.wikipedia.org/wiki/Procurement.
4 Kalakota, R., Robinson, M. (2001) e-business 2.0: roadmap for success (2nd Edition). USA Adison-
Wesley 5“Transparency in public dealing through e-ERA” last retrieved on 15.03.2016 from
http://www.iimm.org/ed/index.php?option=com_content&view=article&id=158&Itemid=107.
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invoices as well) using call-forwarding networks. In the 1990s, technology, as it tends to
do, improved and software companies began to develop electronic catalogues, specifically
for the vendor‟s use and, e-procurement software has become a mixture of the two: a
platform for sending and receiving orders and various catalogues. Marketplaces have also
proved to be a popular addition to e-procurement software. According to Chartered
Institute of Procurement and Supply (CIPS) the definition of Marketplace is a virtual
marketplace for suppliers, distributors, agents and customers6”.
e-Procurement
Croom & Brandon-Jones (2004), e-Procurement refers to the use of Internet-based
(integrated) information and communication technologies (ICTs) to carry out the activities
of individuals at all the stages of the procurement process including search, sourcing,
negotiation, ordering, receipt, and post-purchase review4.
Literature Review
The available literatures have been reviewed to obtain information on the following:
1. Concept of e-Procurement / e-Tendering.
2. Roadmap for e-procurement implementation.
3. Technology requirements for participation in e-tendering / e-procurement.
4. Form / Types of e-procurement.
5. How government procurement differs from private procurement.
6. Benefits of e-procurement / e-tendering.
7. Factors that affect implementation of e- procurement.
7.1 Drivers and Barriers.
7.2 Challenges and risks of e-procurement.
8. Solution of the Problems.
Definition of the Problem
Many developing countries like India are undergoing through major modernization
process. There are 243 Million internet users in India from the huge population of 1.237
Billion. Total users may increase to 500 Million by 2018. India will become larger than
the US in terms of number of Internet users by the end of 2014 (Rajan Anandan, MD,
6 “E Procurement - Challenges and Opportunities” last retrieved on 15.03.2016 from
http://www.purchasing-procurement-center.com/e-procurement.html
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Google India)7. Procurement is really a collection of processes that involve many steps
and interactions with the other departments of a company and with the suppliers. Because
purchasing costs typically run to 50% of operational costs, the procurement process
provides many opportunities for cost savings that can make a great difference to a
company's bottom line. The rule of thumb is that a 5% savings in purchasing costs can
increase profit by 50%, and would equally increase revenue by 50%, or a reduction in
overhead costs of about 20%. Traditionally, procurement was paper- and conversation-
based, usually with procurement officers interacting with long-time partners or well-
known suppliers and purchasing at fixed prices. In recent years, this has changed up to a
certain extent to become a strategic function. Procurement officers seek suppliers that fit
with a company's overall strategy. e-Procurement involves moving the procurement
process online to cut out steps and save money. In business, time is money. So, more a
company can reduce the involvement of staff in purchasing by quickly issuing a purchase
order, the more it can reduce on operational costs8. The use of internet has made the world
smaller and, through it, business transactions are conducted globally at a faster pace. The
age of connectivity has reduced distances and brought people closer. Today many
companies use e-procurement as a strategic tool to compete with others. Research
problems arise from the fact that a lot of businesses are still relying on the traditional
procurement and literature has provided limited result on e- procurement practices.
Therefore, the researcher has selected to study the e-Procurement practices in some
selected Manufacturing Industrial Units of Gujarat.
Research Objectives
1. To study and to compare e-procurement in selected manufacturing industrial units of
Gujarat.
2. To study the present status of e-procurement in these selected manufacturing
industrial units of Gujarat
3. To explore/ identify the difficulties faced in e-procurement implementation.
7 Rajan Anandan, MD, Google India “Internet usage” last retrieved on 23.03.2016 from
http://blog.digitalinsights.in/important-statistics-digital-and-social-media-users-in-india/05224987.html 8 “Procurement vs E-procurement” last retrieved from 20.03.2016 from https://www.bdc.ca/en/articles-
tools/operations/purchasing/pages/traditional-vs-e-procurement.aspx?caId=tabs-1
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4. To identify the reasons that has led to the implementation of e-procurement in the
selected manufacturing Industries of Gujarat.
5. To study the extent to which IT tools are used in e- procurement.
6. To study the documents exchanged in e-procurement through EDI.
Scope of the work
The aim of the present research is to study the e-procurement practices in the
manufacturing firms of Gujarat which are using e-procurement. The firms in Gujarat
which are not using e-procurement are out of the scope of the present study.
Original contribution by the thesis
This study addresses a gap in knowledge by investigating e-procurement practices in the
selected manufacturing firms using e-procurement. The major outcome of this study has
been derived from the comparisons of e-procurement process in selected manufacturing
Industrial units of Gujarat. Based on these comparisons, we are able to find the difference
between e-procurement practices and responses from the various companies based on the
types, size and ownership of the firms. The research provides a base for further research in
future. It also helps to understand the reasons leading to the adoption of e-procurement
and difficulties faced by these firms and also the IT tools used and preferred by them.
Methodology of Research
The current study is a descriptive research study with objective to identify the reasons for
adopting e-procurement. For this, primary data were collected through structured
questionnaire using the personal survey method. The sampling unit includes: Executives
and Managers concerned with e-procurement activities of an organization. The sampling
technique adopted for the survey is non probability convenience sampling technique.
Sample size is 72 companies from the entire Gujarat which includes South Zone, North
Zone, Central Gujarat and Saurashtra region.
Achievements with respect to objectives
Objective No 1: To study and to compare e-procurement in selected manufacturing
Industries of Gujarat. And Objective No 2: To study the present status of e-procurement
in these selected manufacturing Industries of Gujarat
1. For the present study Kruskal-Wallis test is performed with an objective to understand
the significance of difference in difficulties faced in e-procurement across industry.
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Ho, 1: There is no significant difference in difficulties faced in e-procurement
implementation across industry
H1, 1: There is a significant difference in difficulties faced in e-procurement
implementation across industry
Table 1: The statistics
Chi-Square df Asymp. Sig.
Solutions only address some of our
procurement processes 17.000 7 .017
Solutions do not address the
complexity of our processes 14.232 7 .047
Table 2 : Ranks
Industry Based on Product N Mean Rank
Solutions only address
some of our
procurement processes
Chemical & Petroleum 18 45.44
Automotive 5 43.80
Pharmaceutical 4 55.63
Information Technology 8 27.00
Textile 7 37.07
Engineering & Machine
Tools 18 32.97
Fertilizer 1 6.50
Others 11 26.64
Total 72
Solutions do not
address the complexity
of our processes
Chemical & Petroleum 18 42.28
Automotive 5 41.70
Pharmaceutical 4 47.63
Information Technology 8 22.75
Textile 7 33.21
Engineering & Machine
Tools 18 42.33
Fertilizer 1 6.50
Others 11 25.91
Total 72
Interpretation
Table 1 show the p-value of “Solutions only address some of our procurement processes”
is 0.017 and “Solutions do not address the complexity of our processes” is 0.047. These p-
values are less than 0.05, hence for these statements the null hypothesis rejected. So there
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is a significant difference in difficulties faced in e-procurement implementation across
industry for these statements. Table 2 shows the mean rank of respondent of industry.
From the mean rank, we can say that Pharmaceutical Industry is facing more difficulties in
„Solutions only address some of our procurement processes‟ and „Solutions do not address
the complexity of our processes‟.
Likewise the Kruskal-Wallis test was performed to fulfill the following objective:
Objective: To understand the significance of difference in difficulties faced in e-
procurement implementation across industry, Size of the firm and Ownership of the firm.
The Null and the alternative hypothesis are given below:
Ho, 2: There is no significant difference in difficulties faced in e-procurement
implementation across industry, size of the firm and ownership of the firm.
H1, 2: There is a significant difference difficulties faced in e-procurement implementation
across industry, Size of the firm and Ownership of the firm.
Table 3: Difficulties faced in e-procurement across industry, Size and Ownership
Statement Industry Size
(Investment)
High introduction costs for new
solutions
P = 0.009
Ho - rejected
Solutions only address some of our
procurement processes
P = 0.014
Ho - rejected
Solutions do not address the
complexity of our processes
P = 0.047
Ho - rejected
Table 3 shows the p-value of various statements of Difficulties faced in e-procurement
implementation, which are less than 0.05. Hence for these statements null hypotheses have
been rejected. So there is a significant difference in difficulties faced in e-procurement
implementation across industry, Size of the firm and Ownership of the firm for these
statements.
Objective: To understand the significance of difference in procurement objectives across
industry, Size of the firm and Ownership of the firm
Ho, 3: There is no significant difference in procurement objectives across industry, Size of
the firm and Ownership of the firm
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H1, 3: There is a significant difference of procurement objectives across industry, Size of
the firm and Ownership of the firm
Table 4: Procurement objectives across industry, Size and Ownership of the firm
Statement Industry Size
(Investment)
Size (No of
employees) Ownership
Reduction of the
purchasing price
P = 0.036
Ho - rejected
Optimising total costs
of procurement
P = 0.022
Ho - rejected
P = 0.044
Ho - rejected
Maintaining quality
guidelines
P = 0.014
Ho - rejected
P = 0.050
Ho - rejected
Minimizing
warehouse costs
P = 0.033
Ho - rejected
P = 0.036
Ho - rejected
Reduction of the
number of suppliers
P = 0.042
Ho - rejected
Table 4 shows the p-value of various statements of Procurement objectives, which are less
than 0.05. Hence for these statements the null hypothesis is rejected. So there is a
significant difference of procurement objectives across industry, Size of the firm and
Ownership of the firm for these statements.
Objective: To understand the significance of difference in reasons for adopting
e-procurement across industry, Size of the firm and Ownership of the firm.
Ho, 4: There is no significant difference of reasons for adopting e-procurement across
industry, Size of the firm and Ownership of the firm
H1, 4: There is a significant difference of reasons for adopting e-procurement across
industry, Size of the firm and Ownership of the firm
Table 5: Reasons for adopting e-procurement across industry, Size and Ownership
Statement Industry Size
(Investment)
Size (No of
employees) Ownership
Openness P = 0.025
Ho - rejected
Transparency
P = 0.017
Ho - rejected
Decentralised supply
of information
P = 0.009
Ho - rejected
P = 0.023
Ho - rejected
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Table 5 shows the p-value of various statements of Reasons for adopting e-procurement,
which are less than 0.05. Hence for these statements the null hypothesis is rejected. So
there is a significant difference of reasons for adopting e-procurement across industry,
Size of the firm and Ownership of the firm for these statements.
Objective: To understand the significance of difference in further up gradation of IT to
support the procurement process across industry, Size of the firm and Ownership of the
firm
Ho, 5: There is no significant difference in further up gradation of IT to support the
procurement process across industry, Size of the firm and Ownership of the firm
H1, 5: There is a significant difference in further up gradation of IT to support the
procurement process across industry, Size of the firm and Ownership of the firm
Table 6: Up-gradation of IT to support the procurement process across industry,
Size and Ownership
Statement Industry Size
(Investment)
Size (No of
employees) Ownership
Optimising the Analysis
of expenditure
P = 0.002
Ho - rejected
Supplier assessment
P = 0.013
Ho - rejected
P = 0.026
Ho - rejected
Electronic interchange of
business documents (EDI)
P = 0.046
Ho - rejected
Table 6 shows the p-values of various statements of up-gradation of IT to support the
procurement process, which are less than 0.05. Hence for these statements the null
hypothesis is rejected. So there is a significant difference in further up gradation of IT to
support the procurement process across industry, Size of the firm and Ownership of the
firm for these statements.
Objective: To understand the significance of difference in IT tools used for e-
procurement across industry, Size and Ownership of the firm.
Ho, 6: There is no significant difference in IT tools used for e-procurement across
industry, Size of the firm and Ownership of the firm
H1, 6: There is a significant difference in IT tools used for e-procurement across industry,
Size of the firm and Ownership of the firm
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Table 7: IT tools used for e-procurement across industry, Size and Ownership
Statement Industry Size
(Investment)
Size (No of
employees) Ownership
Material
Management
Module (ERP -
System)
P = 0.033
Ho - rejected
Electronic data
interchange (EDI)
P = 0.037
Ho - rejected
P = 0.041
Ho - rejected
P = 0.004
Ho - rejected
Tool for supplier
evaluation
P = 0.037
Ho - rejected
Table 7 shows that the p-values of various statements of IT tools used for e-procurement,
are less than 0.05. Hence for these statements, the null hypothesis is rejected. So there is a
significant difference in IT tools used for e-procurement across industry, Size of the firm
and Ownership of the firm for these statements.
Objective: To understand the significance of difference in IT tools preferred for e-
procurement across industry, Size and Ownership of the firm.
Ho, 7: There is no significant difference in IT tools preferred for e-procurement across
industry, Size of the firm and Ownership of the firm
H1, 7: There is a significant difference in IT tools preferred for e-procurement across
industry, Size of the firm and Ownership of the firm
Table 8: IT tools preferred for e-procurement across industry, Size and Ownership
Statement Industry Size
(Investment)
Size (No of
employees) Ownership
Desktop purchasing
for indirect goods
P = 0.019
Ho – rejected
P = 0.045
Ho - rejected
Catalogue
management tool for
indirect goods
P = 0.050
Ho - rejected
Table 8 shows the p-values of various statements of IT tools preferred for e-Procurement,
are less than 0.05. Hence for these statements the null hypothesis is rejected. . So there is
a significant difference in IT tools preferred for e-procurement across industry, Size of the
firm and Ownership of the firm for these statements.
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Objective No 3: To explore/ identify the difficulties faced in e-procurement
implementation.
3.1 Kruskal-Wallis test is performed with an objective to understand the significance of
difference in difficulties faced in e-procurement implementation across industry, Size and
Ownership of the firm. Table 3 shows the result of the test.
3.2 Factor analysis is performed, the significant value of Bartlett's Test is 0.000, this leads
to rejection of the idea that the correlation matrix is identity matrix and KMO is 0.513
which is greater than 0.5. Hence, this value is acceptable and justifies the appropriateness
of factor analysis. Eigen values of all the components that can be extracted and cumulative
variance of four factors together contribute 73.827% of total variance.
Table 9: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .513
Bartlett's Test of Sphericity
Approx. Chi-Square 302.377
Df 45
Sig. .000
Four factors are derived from factor analysis related to difficulties faced in e-procurement
implementation. They are named as (1) Poor data management and partial solutions (2)
Costly non-user friendly solutions and lack of expertise (3) Non-useful Non-integrated
solutions and (4) Lack of supplier readiness.
Objective No. 4: To identify the reasons that has led to the implementation of e-
procurement in the selected manufacturing Industries of Gujarat.
4.1 Factor analysis is performed, the significant value of Bartlett's Test is 0.000, this leads
to rejection of the idea that the correlation matrix is identity matrix and KMO is 0.680
Which is greater than 0.5. Hence, this value is acceptable and justifies the appropriateness
of factor analysis. Eigen values of all the components that can be extracted and cumulative
variance of three factors together contribute 71.657% of total variance.
Table 10: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .680
Bartlett's Test of Sphericity
Approx. Chi-Square 408.608
Df 66
Sig. .000
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Four factors are derived from factor analysis related to reasons for adopting e-
procurement. They are named as (1) Supply Management with Process Accountability (2)
Demand Management with Lucidity (3) Operational Efficiency of Procurement Process
and (4) Price Discovery.
4.2 Kruskal-Wallis test is performed with an objective to understand the significance of
difference of reasons for adopting e-procurement across industry, Size and Ownership of
the firm. Table 5 shows the result of the test.
Objective No. 5: To study the extent to which IT tools are used in e- procurement.
5.1 Kruskal-Wallis test is performed with an objective to understand the significance of
difference of IT Tools used and preferred for e-procurement across industry, Size and
Ownership of the firm. Table 7 and 8 shows the result of the test.
5.2 Frequency distribution of IT solutions used for operative order processing is shown in
Table 11
Table 11: IT Solution Frequencies
IT solutions are used for
operative order processing
Responses
Freq Percent
SAP MM (materials management module) 37 51.40%
SAP BBP/EBP (The SAP solutions Enterprise Buyer
Professional (EBP) and its preceding version (BBP) 9 12.50%
Purchasing Card (VISA, Airplus, Amexco ..) 14 19.40%
SAP SRM (Supplier Relationship Management ) 6 8.30%
Oracle, PeopleSoft, J.D.Edwards 4 5.60%
Ariba 2 2.80%
Product development in-house 10 13.90%
ERP 38 52.80%
Table 11 shows the frequency of IT solutions used for operative order processing. 38 out
of 72 Manufacturing Industrial Units are using ERP. 37 out of 72 Manufacturing
Industrial Units are using SAP MM (materials management module). 14 out of 72
Manufacturing Industrial Units are using Purchasing Card (VISA, Airplus, Amexco ..), 9
out of 72 Manufacturing Industrial Units are using SAP BBP/EBP (The SAP solutions
Enterprise Buyer Professional (EBP) and its preceding version (BBP), 10 out of 72
Manufacturing Industrial Units are using Product development in-house, 6 out of 72
Manufacturing Industrial Units are using SAP SRM (Supplier Relationship Management),
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4 out of 72 Manufacturing Industrial Units are using Oracle, PeopleSoft, J.D.Edwards and
Only 2 out of 72 Manufacturing Industrial Units are using Ariba.
Objective No 6: To study the documents exchanged in e-Procurement through EDI.
6.1 For this objectives frequency distribution shows the frequency of No. of supplier with
whom business document were exchanged by means of EDI/Web EDI from last six
months.
Table 12: No. of supplier with whom business document were
exchanged by means of EDI/Web EDI during the last six months
Frequency Percent
Valid
None 4 5.6
One o five 3 4.2
Six to Ten 6 8.3
Eleven to Forty Nine 20 27.8
Fifty to Ninety Nine 7 9.7
Greater than 100 32 44.4
Total 72 100.0
As per Table12, 32 out of 72 Manufacturing Industrial Units have exchanged their
documents with more than 100 suppliers by means of EDI/ Web EDI during the last six
months, 20 out of 72 Manufacturing Industrial Units have exchanged their documents
with Eleven to Forty nine suppliers by means of EDI/ Web EDI from last six months, 7
out of 72 Manufacturing Industrial Units have exchanged their documents with Fifty to
Ninety Nine suppliers by means of EDI/ Web EDI from last six months, 6 out of 72
Manufacturing Industrial Units have exchanged their documents with Six to Ten suppliers
by means of EDI/ Web EDI from last six months. 3 out of 72 Manufacturing Industrial
Units have exchanged their documents with one to five suppliers by means of EDI/ Web
EDI from last six months. 4 out of 72 Manufacturing Industrial Units did not exchange
their documents with suppliers by means of EDI/ Web EDI from last six months.
6.2 Frequency distribution shows the frequency of electronic documents which were
exchanged with suppliers more often
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Table 13: electronic documents are exchanged with suppliers more often
Documents Once in
a week
Once in
a month
Once in
3 Month
Once in
6 Month
Can‟t
Say
Purchase order 79.2 15.3 1.4 0 4.2
Invoice 87.5 0 9.7 1.4 1.4
Order confirmation 69.4 22.2 1.4 0 6.9
Request for
quote/bid 33.3 27.8 26.4 4.2 8.3
Despatch advice 81.9 12.5 0 2.8 2.8
Table 13 shows, 79.2 % of manufacturing units have exchanged Purchase Order with
suppliers once in a week. 87.5 % of manufacturing units have exchanged Invoice with
suppliers once in a week. 69.4 % of manufacturing units have exchanged Order
confirmation with suppliers once in a week. 33.3 % of manufacturing units have
exchanged Request for quote / bid with suppliers once in a month. 81.9 % of
manufacturing units have exchanged Despatch advice with suppliers once in a week.
6.3 Frequency distribution shows frequencies of methods used to exchanged the electronic
business documents with suppliers
Table 14: Methods used to exchange electronic business documents with suppliers
Method Responses
Freq Percentage
Fully integrated solution (EDI) directly with the supplier 40 55.60%
Fully integrated solution (EDI) via B2B
marketplace/transaction platform 15 20.80%
Web supplier portal via B2B marketplace/transaction
platform (Web EDI) 28 38.90%
Company run supplier portal (Web EDI) 23 31.90%
As per Table 14, 40% manufacturing units have exchanged business documents with
suppliers by fully integrated solution (EDI) directly with the supplier method. 28%
manufacturing units have exchanged business documents with suppliers by Web supplier
portal via B2B marketplace/transaction platform (Web EDI) method. 23% manufacturing
units have exchanged business documents with suppliers by Company run supplier portal
(Web EDI) method. 15% manufacturing units have exchanged business documents with
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suppliers by fully integrated solution (EDI) via B2B marketplace/transaction platform
method.
Conclusion: The major outcome of this study has been derived from the comparisons of
e-procurement process in selected manufacturing Industrial units of Gujarat. Based on
these comparisons, we are able to find the difference between e-procurement practices and
responses from the various companies based on the types, size and ownership of the firms.
It also helps to understand the reasons and difficulties faced by the firm along with IT
tools used and preferred by them.
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Copies of papers published
Sr.
No. Title of Paper
Details of Journal
/ Conference
Proceeding
Publication
Type
ISSN /
ISBN No.
Month &
Year of
Publication
1
e-Procurement
Implementation in
selected Industrial
Units of Gujarat
Sankalpa: Journal
of Management
and Research
Journal
(Peer
reviewed
bi-annual)
ISSN No.
2231-1904
(Impact
Factor :
2.813)
July-16
Volume 6
Issue 2
2
The extent to which IT
tools are used in e-
procurement in
selected Industrial units
of Gujarat
Amity
Management
Review
Journal ISSN
2230-7230 Jun-16
3
Identifying reasons for
adopting an E
procurement in
selected Industrial units
of Gujarat
Business Review
Journal
(Peer-
reviewed)
ISSN
0973-9076
Apr-16
Volume 10
Issue 1
4
A Study to Identify
Factors That Affect e-
Procurement
Implementation
International
Journal of
Science
Technology and
Engineering.
Journal
2349-784X
(Online)
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Volume 2
Issue 9
5
Identifying Barriers
and Enablers for
adoption of E-
Contracting: Some
Conclusion from
Review of Literature
Changing face of
India incorporate:
innovative
practices
Conference
Proceeding
978-93-
81583-12-8 Dec-11
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