方法对比
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| Zero-Based Budgeting× | Public Procurement Performance Analysis× | |
|---|---|---|
| 领域 | Public Administration | Public Administration |
| 方法族 | Process / pipeline | Process / pipeline |
| 起源年份≠ | 1970 | 2018 |
| 提出者≠ | Peter A. Pyhrr | OECD & World Bank (MAPS framework) |
| 类型≠ | Budgeting methodology | Performance assessment framework |
| 开创性文献≠ | Pyhrr, P. A. (1970). Zero-Base Budgeting. Harvard Business Review, 48(6), 111–121. link ↗ | OECD. Public Procurement: principles, indicators and performance resources. Paris: OECD. link ↗ |
| 别名 | ZBB, Zero-Base Budgeting, Decision-Package Budgeting, Build-From-Zero Budgeting | Procurement Performance Measurement, Public Purchasing Performance Analysis, Procurement KPI Analysis, Public Contracting Performance Assessment |
| 相关 | 4 | 4 |
| 摘要≠ | Zero-based budgeting is a method of preparing a budget in which every activity must be justified from scratch each cycle rather than inheriting the previous year's allocation as a baseline. Developed by Peter Pyhrr at Texas Instruments and described in his 1970 Harvard Business Review article and 1973 book, it breaks the organisation into decision units, builds 'decision packages' that describe each activity at alternative funding levels, ranks all packages by priority, and funds them in order until the budget is exhausted. In government it was famously adopted by the State of Georgia under Governor Jimmy Carter and later promoted federally, as a counter to incremental budgeting's automatic perpetuation of past spending. | Public procurement performance analysis is the systematic measurement and evaluation of how well a government's purchasing system delivers value for money, efficiency, competition, compliance and integrity. Because procurement typically accounts for a large share of public spending — around a third of government expenditure in many OECD countries — even modest improvements yield substantial returns. The discipline computes key performance indicators from tender and contract data, benchmarks them against peers and standards, and flags risks such as collusion or corruption. Internationally it is structured by the OECD's procurement principles and the World Bank and OECD's Methodology for Assessing Procurement Systems (MAPS). |
| ScholarGate数据集 ↗ |
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