[雙語翻譯]采購?fù)馕姆g--采購挑戰(zhàn)的風(fēng)險(xiǎn)管理對(duì)加納建筑公司的啟示

1、4800 英文單詞， 英文單詞，27500 英文字符，中文 英文字符，中文 7900 字文獻(xiàn)出處： 文獻(xiàn)出處：American Journal of Engineering Research (AJER),2016, 5(8):164-172Risk Management of Procurement Challenges: The Implication To Construction Firms In GhanaTimothy Ad

2、u Gyamfi, PatrickZievie, Victor BoatengABSTRACTIt is clear that procurement challenges have been enormous task delving the major stakeholders in construction industry. The construction industry all over the world is frau

3、ght with challenges and the case of Ghana is no different. The study set out to examine Risk management of procurement challenges: The implication to construction firms in Ghana. This study which was conducted within the

4、 Ashanti Region of Ghana, primarily sought to identify procurement challenges facing firms in Ashanti region and the effective methods used to deal with those challenges. This study adopted a quantitative research approa

5、ch; the study used convenient (purposive) sampling to select 20 first class construction companies within the Ashanti Region. Four management staff from each firm was used, and thus, the study population for the 20 firms

6、 will be 80. Sample for the study consisted of 40 respondents from ten (10) first class construction firms in the Ashanti region. These constitute 50% of the targeted population. Questionnaires were used to solicit data

7、and statistical tools used to analyse the data collected are descriptive tools such as frequency, and percentages and also Chi- square. The study has found that risk assessment approaches used by the firms to identify pr

8、ocurement challenges were based on the past experiences of the firms, quantification of possible losses, and predictions drawn from secondary data. Also the challenges to procurement were the unavailability of indices fo

9、r bids and costs, unavailability of construction materials, improper inventory management, and risks with working at height. The study has established that the methods for dealing with the challenges included direct impo

10、rts of construction materials, the use of other substitutes, monitoring inventory and training workers on working at height.Keywords: procurement, risk management, procurement challenges, risk, Ghana.I. INTRODUCTIONRisk

11、is typically described as events or conditions that may have an impact on the objectives of production [1]. Risks therefore concern the deviation of one or more results of one or more future events from their expected va

12、lues. The impacts of risks may be positive or negative, but general usage tends to focus only on potential harm that may arise and/or accrue from incurring a cost or failing to attain some particular benefits [2].Accordi

13、ng to [3], risk management is a formal process directed at identification and assessment of and response to project risks, with the overall goal of maximising opportunities and minimising the consequences of a risk event

14、. It is therefore a management tool that aims at identifying sources of risks and uncertainties, determining their impacts and developing appropriate management responses [4]. [5], maintains that a systematic process of

15、risk management can be divided into risk classification, risk identification, risk analysis and response, where risk response can further be categorised into avoidance, transfer, reduction and retention.According to [6],

16、 the choice of procurement option implies different ranges of responsibilities, opportunities and risks for the various actors, as well as different degrees of of risk are communicative claims that have constitutive forc

17、e. However [16] and [17], maintain that risk has been conceptualised, defined and managed across industrial and scientific fields, thus the concept of risk has been conceptualised in terms of the probability of uncertain

18、 future. For example, [18] establishes that a risk is the probable frequency and probable magnitude of future loss. In this concept, risk is seen as a probability, which refers to the continuum between absolute certainty

19、 and impossibility. It is also addressed as both a frequency and a magnitude component, which suggests that the frequency of the risk can have relations to the magnitude and probability of incurring a future loss. Again,

20、 [18], further asserts that risk applies equally well regardless of its conceptualisation within investment, market, credit, legal, insurance, information risk, or any of the other risk domains that are commonly dealt wi

21、th in business, government, and life. Thus, [19], note that the fundamental nature of risk is universal, regardless of context.Thus, [20], establishes that a risk is generally the probability of an unwanted event or the

22、cause of an unwanted event which may or may not occur. Similarly, [21], also maintains that risk is the potential that a chosen action or activity, including the choice of inaction will lead to a loss or an undesirable o

23、utcome. The notion implies that a choice having an influence on the outcome sometimes exists or existed.2.2 Conceptualising risk management in procurementAccording to [4], risk management may be described as a systematic

24、 way of looking at areas of risk and consciously determining how each should be treated. Risk management is therefore a formal process directed at identification and assessment of and response to project risks [3]. It is

25、 also management tool that aims at identifying sources of risk and uncertainty, determining their impact, and developing appropriate management responses [4]. Following this, [22], maintain that the overall goal of the r

26、isk management process is to maximise the opportunities and minimise the consequences of a risk event. Also [23], maintains that risk management is essentially a six-step process of risk management planning, identificati

27、on of risk events, qualitative risk analysis, quantitative risk analysis, risk response planning and risk monitoring and control. Gabel explains that risk management planning is the systematic process of deciding how t

28、o approach, plan, and execute risk management activities throughout the life of a project. It is intended to maximise the beneficial outcome of the opportunities and minimize or eliminate the consequences of adverse risk

29、 events.Risk identification on the other hand, is characterised by isolating the possible risks through risk breakdown structure and brainstorming the sources and classification of the risk, as well as the effects of the

30、 project [24, 25]. According to [26], the main categories of risk identification cover financial, economic, managerial, legal, design, construction, and environmental risks. They emphasise that, during the risk assessmen

31、t, the identified risks are evaluated and ranked, with the main goal of prioritising risks for management.2.3 Procurement practices in constructionAccording to [27], there are no standard definition and classification of

32、 procurement approaches have been acceptable, but the terms, contractual arrangement, project delivery system and procurement system are often used to describe the type of process that is adopted to procure a constructio

33、n project and are often considered to be synonymous, though definitions vary widely. Again, [28], conceptualise procurement in construction as the acquisition of new buildings, or space within buildings, either by direct