E-procurement, or electronic procurement, refers to the process of purchasing products and services over the internet. It is widely acknowledged as a potent tool for procurement reform in the public sector. It has been demonstrated that streamlining the process of purchasing goods and services can cut costs and improve operational efficiency. The amount of money that can be saved by the state through the implementation of electronic procurement can reach 10–20 percent of the entire budget ceiling, and it can save approximately 70–80 percent on operational cost [1]. Electronic procurement by the government can be broken down into two distinct categories: e-Tendering and e-Purchasing, just as the traditional tendering and purchasing processes. 

E-Tendering is an electronic method that was developed to facilitate the management of the general auction process for the purpose of purchasing certain functions, products, and services that have low quantity and quality values. E-Purchasing was developed to facilitate the use of the internet in the acquisition of a variety of goods and services at competitive costs and in substantial quantities. Nevertheless, these changes have not been accomplished without encountering obstacles [2]. As can be seen in Figure 1, the level of contentment experienced    by   users    of   the   Electronic  Procurement

Figure 1: Graph of LPSE User Satisfaction Survey Results in 2015 

Source: www.eproc.lkpp.go.id/

Figure 2: Q-TAM in e-procurement conceptual model

Service in Indonesia in 2015 was quite low, despite the fact that the majority of responses fell into the less and quite satisfied categories.

Focusing on organizational consumers' intentions to continue utilizing e-procurement in an obligatory environment may seem redundant, since they have no option. The eprocurement continuation plans of organizations are determined by what "continuance" or "discontinuance" connotation in a prescribed situation [3]. Continuing intents refers to the user's consent to take part in voluntarily situations to utilize the system [4]. In mandatory settings, user unwillingness often does not mean stopped utilization, but instead discontent with the e-procurement mechanism, which leads to inefficiency, poor productivity, and /or subsequent underutilization [3]. Discontentment with the e-procurement system among corporate customers may result in absence and attrition, since "utilized the system" in willingness contexts is connected with "performing task" in a compulsory surroundings [5]. Organizational buyers' e-procurement continuation intention is an essential study subject in an obligatory context, since the antecedents, in both optional and forced contexts, driving users' attitude to remain using the service differs.

There is a significant and crucial influence that system quality has on the perception and performance of buyers. This study assesses an integrated quality technology acceptance model (Q-TAM) with the goal of better understanding buyers' post-adoption use intentions for electronic procurement systems (see Figure 2). By highlighting the relevance of quality in the process of driving e-procurement services, the empirical testing and theoretical development of Q-TAM makes a contribution to the body of research on quality, information system, logistics, and supply chain. This technique assists senior management in understanding the buyers' objectives about the continuance of e-procurement service.

We make two contributions. First, we investigate TAM components and their impact on organizational buyers' intentions to continue using e-procurement services, utilizing a tried-and-true technique to the well-known and innovative environment of e-procurement services. Second, we add system quality features to this paradigm to explain how they impact corporate buyers' opinions of the value, utility, and ease of usage of the services. We also investigate the balancing roles of key understanding components in the system quality-satisfaction connections. We give critical insights on corporate buyers' e-procurement use intentions via Q-TAM.

A semi-systematic review strategy was used in this investigation. The semi-systematic technique, also known as storytelling, is intended to detect themes, theoretical views, or general difficulties in a specific subject, as well as to identify components of a theoretical concept [6]. A semi-systematic review also looks at how research has advanced through time or across research traditions. The review identifies and understands all possible related study traditions with implications for the analyzed issue are examined and synthesized utilizing meta-narratives instead of impact estimates. This research's contributions/outputs take the form of a map of the research area, a summary of current understanding and a research program for the upcoming or a historical review or timeline of a certain issue.

Semi-systematic reviews are frequently used to assess how study in a given area have developed through period or the evolution of a topic among study traditions, in addition to reviewing themes. In general, investigations strive to uncover and comprehend all study approaches that may be germane to the topic. Rather than employing effect sizes, meta-narratives were used to connect the dots on the topic being discussed [7]. It enables comprehension of complex topics, such as electronic acquisition of products and services (e-procurement).

Literature Review

E-procurement

There have been many additional definitions of e-procurement presented; [9] defined it as  "Internet-based purchasing options for businesses"; [10] defined it as a several phases to follow- from the creation of a purchase business strategy to the actual deployment of an Internet-based pricing scheme; meanwhile [11] defined it as digitalizing the entire shopping process and make order and demand data accessible throughout the distribution chain". Despite the fact that these definitions differ in terms of range and specificity, it is coherent that e-procurement refers to the utilization of internet technology's communication and information aspects for the purpose of acquiring service and material also to manage the flow of these items into the organization. E-maintenance and e-ordering repairment work, e-informing, e-auctioning and e-reverse auctioning, e-tendering and e-sourcing, and web-based enterprise resource planning (ERP) are the six types of operational operations covered by e-procurement. These six types of activity are referred to as "e-procurement" as a whole [12]. Those actions apply to each of the 3 forms of e-procurement identified by the:

• Direct procurement. It encompasses the acquisition of raw materials, components, also assembled products.

• Indirect procurement. It include the buying of non-production items and services including casual labors, advertisement, printing, and office supplies, among other things.

• Finding a source. This includes the identification, analysis, and bargaining of items and supply for the indirect as well as the direct supply chain.

E-procurement has advanced to the extend where the aim is to gain savings through decreasing material and administrative expenses rather than to cut a supplier's pricing or margins [13]. The period and costs associated with producing a purchase request, place an order, deciding contract terms, identifying the right supplier(s), monitoring shipment activity, handling bills, and followed up with suppliers have been reduced thanks to e-procurement. According to [14], e-procurement support supply managers with two particular options. Any forward-thinking CEO aspires to boost competitiveness and profitability by using technology.

TAM in E-procurement 

In the published literature, there is a substantial amount of academic study addressing the variables that impact user adoption and use of information technology [15]. The Theory of Planned Behavior (TPB) and the Technologies Acceptance Model (TAM) are two of these theories that have become popular and get validation in a broad range of domains and sytem to better accomodate end users’ intentions towards the adoption of new technologies and systems [16]. TPB and TAM have been utilized in several research to anticipate and explain the deployment of a computerized system [17].

The TAM was established by Davis [18] as an expansion of Ajzen and Fishbein's TRA that may be used to describe and forecast IT utilization over a broad variety of technologies and user demographics. TAM is a simple yet useful model for defining the will to use and the conduct of acceptance [19]. Mathieson, Peacock, and Chin, [20] said TAM is superior than TRA and TPB at explaining approach towards the use of a computer system. TAM has been utilized in adoption studies of enterprise technologies like ERP [9], mobile devices and apps [21], e-procurement [22], and e-CRM [23]. Issues of acceptability and sustainability of communication and information technology were also discussed in the wireless internet [24], the World Wide Web [25], iword iprocessors [26], irural imobile itelephony [27], ie-government iservices [28], iand ie-banking [29]. i

In turn, two important variables that govern technical behavior determine attitude in TAM. Perceived ease of use (EOU) and perceived utility of the technology are two of these factors [18]. EOU is characterized as "a person's belief that utilizing the technology would need no cognitive load," while perceived usefulness is characterized as "a perception that the use of the technology will enhance his or her productivity." Both perceived utility and EOU, according to TAM, influence a person's perception about utilizing technologies. These attitudes toward utilizing the system, according to TPB, influence behavioural intentions, which then direct to real system usage. TAM and TPB both agree that these attitudes influence real system utilization.

TPB and TAM have both been used to evaluate IT adoption and acceptance, but neither gives better explanations or behavior predictions [30]. This might be due to the kind of technology, the users, or the situation [31]. More research is combining TPB and TAM to evaluate technology adoption because of their complementing   and   explanatory   usefulness  [32].  Our study model's inclusion of TPB and TAM components should offer strong empirical evidence for examine the technological and sociological aspects that influence the willingness to utilize an e-procurement system in e-procurement innovation adoption.

Figure 3: Q-TAM in e-procurement conceptual model

Q-TAM in E-Procurement 

Q-TAM in E-Procurement "salient features... that may aid users in generating positive (or negative) judgments about the utility or the system's simplicity of utilization" are what we mean when we talk about the quality dimensions of a system [30]. There is a scarcity of study that considers the significance of quality in deciding organizational purchasers' motive in using e-procurement services in the future [33]. As a result, more study in this area is essential. While the research on supply chain management concentrates on e-procurement usage at the business level [34], there is a dearth of study that considers the crucial role of excellence in the supply chain [35]. We expand TAM into Q-TAM and center our attention on the consumers' intentions to persist using e-procurement services depending on the quality of the system. Can  see Figure 3.

The theory and empirical testing of Q-TAM adds to the literature on quality, information systems, logistics, and supply chains by emphasizing the importance of excellence in maintaining the usage of e-procurement services. The insight gained based on the approach will aid upper management better grasp the e-procurement service continuing intents of organizational buyers. Variables in TAM (perceived usefulness and perceived  ease of use), as well as perceived satisfaction and value dimensions. All of this is applicable to e-procurement service. These factors serve as the foundation for future plans for eprocurement services.

We feel the best foundation for understanding 'continuation intentions' when e-procurement is necessary is organizational purchasers' satisfaction with the system. This basic paradigm is enhanced by considering system quality in pre-order and post-order activities and experiences. Both online information quality and dependable order processes are components of information flow quality, and both may contribute to pre-sale system quality. The precision and speed with which orders are completed are elements in logistics completion criteria. Those criteria, according to our study, have an impact on how organizational purchasers perceive provided services and their engagement with the platform.

The Importance of Online Information and Order Procedures

Online information attribute to supplier-provided product details [36.37.38]. Buyers may utilize accessible, high-quality information to make selections [39]. Advanced search and comparison services provide online product information. Transparency in product location and inventory helps buyers. Multiple product choices allow customers to make informed sourcing decisions [40,41]. Buyers require correct and enough information to solve logistical challenges.

In e-procurement, relevant online information refers to suppliers' product and service data, while favorable order procedures relate to the efficiency and effectiveness of e-procurement processes [39]. E-procurement offers pertinent online information as well as faster order procedures. Because online information and order processes did not have to complement organizations’ requirements all of the time, they are uncommon when they do. They are unique since they do not automatically originate from an eprocurement system (they must be built appropriately and suit organizational goals). The advantages may be difficult to replicate with alternative approaches, making them indispensible.

Table 1: Definition of online information and order procedures.

E-procurement enables online information and order operations for RBV. The value of information available on the internet is more significant than the amount for decision making [42]. Third-party e-procurement search and comparison tools may help [39]. With these traits and the accesibility and appropriateness of e-procurement information (e.g., product location and inventory visibility), buyers may make good sourcing selections [43]. Quality data reduces coordination, data collection, and analysis expenses [44]. Online information availability and sufficiency should impact organizational purchasers' perspective of e-procurement services.

Kalakota, Robinson, and Tapscott [45] explain e-efficacy procurement's and efficiency. Effectiveness advantages including proactive management of essential procurement data, error removal, and better-quality buying choices. Well-made data and centralization of the procurement department with important back-office systems are two productivity gains. Supplier order methods are efficient and effective [46]. A company must arrange its business operations efficiently and effectively to maximize its competitive potential [47]. Online ordering reduces mistakes, allows tracking, and speeds up cycle time [48].

Buyers set order procedures, and information flows between them and suppliers. Suppliers employ these logistical techniques. Suppliers' web information helps customers place orders. Furthermore, the buyer must be able to establish a favorable opinion of the e-procurement services when she is given information that is both accessible and sufficient, as assessed by the buyer. This proposed design should help to increase the user satisfaction of utilization of e-procurement services, especially given the ready availability of relevant information. Similarly, the perceived utility of e-procurement services among organizational purchasers should be enhanced by the quality of online information. This is based on the belief that this knowledge, which is simple to understand and relevant, will aid in increasing one's work performance. Furthermore, the perceived value of these services rises in direct proportion to the ease with which consumers interpret and use the web information made accessible. Table 1 represent definition of online information and order procedures.

The Importance of Fulfilled Order Accuracy and Timeliness

The term "fulfilled order accuracy" is used to refer to shipments that contain the correct qualities and quantities of items [39], whereas the term "fulfilled order timeliness" is used to refer to the frequency with which goods are distributed on time, the amount of time that passes among making an order and receive it, and the absence (or short period) of backorders [49]. We promote both of these assets to organizational buyers as indispensable resources, so elevating their thoughts of the system that is designed to serve them. Order accuracy and adherence to deadlines are two important aspects of successful e-procurement. These are exceptional and unrepeatable in nature since they are not always guaranteed and do not emerge automatically from the use of e-procurement technologies. Excellent results in terms of order correctness and timeliness are irreplaceable; there is little chance of their being achieved again. The accuracy and timeliness of orders that have been fulfilled are two system result characteristics that may be regarded vital resources under the RBV. These qualities contribute to an improved image that organizational buyers have of the e-procurement system.

Order processing gives manufacturing companies much-needed information, therefore its performance is crucial to their finances [50]. Order fulfillment involves information flow from buyers and "outside-in" capabilities. Outside-in capabilities include buyer needs and information (Day, 1994). Successful supplier partnerships are connected with high levels of information exchange, quality, and engagement [42]. This is studied in buyer–supplier relationships. Reverese logistic, customer response management, transportation coordination, warehouse and  transaction management, and order recepetion are all examples of electronic fulfillment  [33]. 

Numerous mistakes might arise throughout these procedures, necessitating an integrated value system for effective coordination and cooperation  [51], emphasizing the need of order accuracy. The accuration of an order is a quality at reception [33]. The higher the order fulfillment accuracy, the more positively organizational clients regard eprocurement services, supporting this feature as a resource. Despite the fact that suppliers restrict order accuracy based on consumer information, e-procurement promotes buyer happiness by allowing for faster and precise process in order, better order tracking, and improved management info [52]. Through online catalogs, e-procurement provides these attributes while eliminating conventional procurement inefficiencies [33]. Order accuracy may be regarded an e-procurement resource if all of above works properly (which is not a given). E-procurement enhances order quality (accuracy) as well as the buyer's opinion of the system. Customer loyalty is increased through accuracy.

One seller found in a recent study [53] that warehouse personnel frequently carried the erroneous item,   and   that   mistakes  happened   when  adjustments were not instantly entered into the buyer's item replenishment system. Another time, a vendor changed the outer pack sizes from 144 to 12, and the client requested that only one be sent [53]. E-fulfillment and e-procurement were conducted by Ducati, an Italian motorcycle company, using a comprehensive information network that enhanced the company's relationships with the final customer by checking on the supply of replacement components in each vendor's warehousing using WMS [54]. WMS ensures precision of nearly 100 percent [55]. The WMS from Manhattan Associates has helped Games Workshop, a U.K.-based company, enhance order accuracy. Northern Tool and Equipment's shipment accuracy has increased to 99.7% after using Manhattan Associates' WMS.

Table 2:  Definition of fulfilled order accuracy and timeliness.

E-procurement services should be viewed as simple to use, thanks to the related system efficiencies, when the fulfilled order accuracy is high, as determined by the buyer. This is because of the associated system efficiencies. Again, despite the fact that it is obvious that this connection should be established, it does not always occur. The e-procurement system is responsible for making the correctness of the orders that are completed possible. Along the same lines of thought, the perceived usefulness of organizational buyers need to rise, as increased fulfilled order accuracy may be a significant predictor of the buyers' performance rating. In addition, improvements in order fulfillment accuracy ought to bring to a rise in the perceived value of e-procurement services. This is because of the anticipated large performance gains that are visible when switching to eprocurement systems.

Timeliness means orders come when promised. Timeliness also relates to order placement and receipt [56,57]. Just-in-time production and service need suppliers to have a reputation for prompt delivery. Distribution executives acknowledged increased efforts to provide high-quality correct shipping, ordering time regularity, and complete orders. They will not accept mistakes and want error-free shipments [58]. Information flow led to on-time delivery, a research found. Transportation and backorders might effect delivery time [46,38]. Order timeliness is connected with quality perceptions since many firms compete on punctuality. Table 2 represent definition of fulfilled order accuracy and timeliness.

This paper makes two contributions. First, we investigate TAM components and their impact on organizational buyers' intentions to continue using e-procurement services, utilizing a tried-and-true technique to the well-known and innovative environment of e-procurement services. Second, we add system quality features to this paradigm to explain how they impact corporate buyers' opinions of the value, utility, and ease of usage of the services. We also investigate the balancing roles of key understanding components in the system quality-satisfaction connections. We give critical insights on corporate buyers' e-procurement use intentions via Q-TAM.

The theory and empirical review of Q-TAM adds to the literature on quality, information systems, logistics, and supply chains by emphasizing the importance of excellence in maintaining the usage of e-procurement services. The insight gained based on the approach will aid upper management better grasp the e-procurement service continuing intents of organizational buyers. Variables in TAM (perceived usefulness and perceived  ease of use), as well as perceived satisfaction and value dimensions. All of this is applicable to e-procurement service. These factors serve as the foundation for future plans for eprocurement services.

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