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Public procurement

Reforming Public Procurement

Progress in Implementing the 2015 OECD Recommendation

In series:OECD Public Governance Reviewsview more titles

Published on October 22, 2019

Also available in: French

book
This report presents progress made by OECD countries and other economies on their adherence to the 2015 Recommendation of the Council on Public Procurement. The Recommendation provides strategic guidance in addressing challenges encountered in public procurement and identifies good procurement practices in order to ensure a strategic and holistic use of public procurement. This report discusses the Recommendation's continued relevance, how widely it has been disseminated, and whether it requires updating or revision.

TABLE OF CONTENTS

Foreword
Abbreviations and acronyms
Executive summary
Strategic uses of public procurement to achieve broader policy outcomes
Investing in the future: building skills and capabilities in public procurement
Fostering trust through a risk-based approach to public procurement
Built for purpose: Towards a more efficient and effective public procurement system
Regional outreach of the Recommendation: Performance in LAC countries
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Highlights

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This brochure highlights the key findings of the Progress Report, including the following:

  • The majority of countries have developed strategies or policies at some level on the adoption of strategic policy objectives, in particular for environmental protection and the promotion of SME participation.
  • Award criteria now encompass more and more non-price attributes using a ”best price-quality ratio” with almost two-thirds of central purchasing bodies using Most Economically Advantageous Tender (MEAT) award criteria for most purchases.
  • The usage of e-procurement systems is widespread and countries are leveraging digital technologies to gather meaningful data for measuring effectiveness and to increase transparency by publishing procurement information.
  • However, only a minority of countries have a formal performance-management system established.
  • More than two-thirds of countries hold regular dialogues with suppliers and business associations in a variety of institutional settings.
  • An overwhelming majority of countries have central purchasing bodies (CPBs), and they are increasingly focusing on collaborative procurement instruments such as framework agreements to drive efficiency and cost effectiveness.
  • Capacity of the public procurement workforce remains a challenge in many countries. Most countries organise on-the-job trainings and education courses for public procurers, though only a minority of countries make them compulsory.
  • More and more countries are developing strategies for the assessment, prevention and mitigation of public procurement risks. One specific risk is conflict of interest: in more than two-thirds of countries, public procurement officials have to declare either “no conflict of interest” or notify the competent authority in case of potential conflict of interest during a procedure.

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