The Key Enablers for the Adoption of Lean Thinking by Public Purchasing Departments

The complex and multifaceted nature of public procurement to some extent negate efficiency and effectiveness in serving the public purpose. The mandate to deliver different types of services to various segments of society and the need to do more with less resources place responsibility on public purchasing departments to be innovative. Lean thinking thereby offers viable opportunities for value creation through intentional strategies, techniques and tools to enhance process, product and outcomes. However, the decision to adopt lean thinking is contingent on multiple variables. This study attempts to identify key enablers for the adoption of the lean approach in the public sector. The study relies on data garnered from various public purchasing departments in North America. Multivariate analysis of the evidence suggests strategic, management, and individual level factors are essential for the adoption of the lean approach. The onus now rests on various professionals and relevant stakeholders associated with public procurement to initiate measures that will facilitate adoption of lean thinking as a conduit to responsive management and beneficial outcomes for society