Research On Procurement Management Of Weinan Municipal Government

Government procurement is a vital system to lead China's public finance management reform,and also an effective means for the state to carry out macro-control.In recent years,with the ongoing of national westward movement the "go-west" opening-up strategy for particular,Weinan municipal government procurement scope has expanded yearly.The continuous growing scope and scale puts forward a higher requirement for the level and ability of government procurement management.Compared with developed countries such as Europe and the United States,China's government procurement implementation comes late,and it needs to be improved in terms of legal and other aspects of the system.Affected by many factors and located in the less developed areas,Weinan is facing many challenges in government procurement while the most prominent one is in its management.In this new historical period,Weinan municipal government has to further improve its procurement management level as it benefits them in enhancing the use of financial funds as well as in eliminating all kinds of violations.Based on analysis of the current situation of Weinan municipal government procurement management,this paper explores some of the problems exposed in the practice of Weinan municipal government procurement management through questionnaire and in-depth interviews.It is found that the root of problems lies in institutional deficiencies,lack of management capacity,greatly varied agency business level,the non-standardized assessment of expert tank management and the lack of accountability mechanisms,etc.Based on theoretical analysis of the above problems,this paper proposes suggestions on how to optimize the procurement management of Weinan municipal government,which is drew on the experience of Zhengzhou,Guangdong and Taiwan,as well as British and American government procurement management.One is to improve the relevant systems;the second is to strengthen the building of professional governmen,t procurement management team;the third is to further increase efforts on agency management;four is to strengthen the dynamic management of the expert tank;five is to establish an effective accountability mechanism.