This chapter analyses the steps taken by the Judicial Council regarding the adoption of digital tools and systems and how they have created a favourable environment for the digital transformation of public procurement. It discusses further steps towards a digital transformation strategy for public procurement in the Judicial Council to embrace cross-cutting and systemic changes based on digital technologies. The chapter also analyses the relatively fast take up of e‑procurement in the Judicial Council by relying on the experience of the executive branch of the city government. Finally, it revises the experience of the Judicial Council with the use of innovative technologies such as artificial intelligence and large language models, and how these initiatives could provide lessons learned for their application in public procurement operations.
E‑Procurement Review of the Judicial Council of the Autonomous City of Buenos Aires
Abstract
For more than 20 years, and particularly during the 1990s, the focus in the development of e‑procurement systems across OECD countries was on developing centralised platforms to publicise public procurement information. The interest was mainly on setting up systems covering the main stages of the procurement cycle, particularly the tendering phase. These developments were mainly aiming at enhancing transparency of the public procurement system. The situation evolved towards the development of e‑procurement systems that not only advanced transparency but also efficiency and effectiveness in procurement activities. Likewise, the latest trends aim to advance standardisation, extend to the whole procurement cycle (namely, the pre‑tendering and the post-tendering stages), performance management, and integrate the e‑procurement system with other electronic platforms such as those dealing with budgeting and public finances, in order to optimise the use of public resources, improve information sharing across government entities, and automatise processes. The OECD Recommendation on Public Procurement foresees such uses of e‑procurement systems. (OECD, 2018[1]).
The OECD Recommendation on Public Procurement invites Adherents to improve the public procurement system by harnessing the use of digital technologies to support appropriate e‑procurement innovation throughout the procurement cycle. To this end, Adherents should:
1. Employ recent digital technology developments that allow integrated e‑procurement solutions covering the public procurement cycle. Information and communication technologies should be used in public procurement to ensure transparency and access to public tenders, increasing competition, simplifying processes for contract award and management, driving cost savings and integrating public procurement and public finance information.
2. Pursue state‑of-the‑art e‑procurement tools that are modular, flexible, scalable and secure in order to assure business continuity, privacy and integrity, provide fair treatment and protect sensitive data, while supplying the core capabilities and functions that allow business innovation. E‑procurement tools should be simple to use and appropriate to their purpose, and consistent across procurement agencies, to the extent possible; excessively complicated systems could create implementation risks and challenges for new entrants or small and medium enterprises.
Note: The OECD Recommendation on Public Procurement 2015 is currently under review.
Source:, (OECD, 2015[2])Recommendation of the Council on Public Procurement, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0411.
The results from the OECD Survey on Public Procurement 2024 suggests that e‑procurement systems are under pressure to evolve and keep up with technological advances. It found that 58% of Respondents (23 out of 40 countries) carried out substantial updates to the national e‑procurement system in 2023, while 83% did it over the last three years (2021‑2023), which suggests the need for e‑procurement systems to keep up to date with the latest technologies. Only Czechia and Korea reported that their latest updates took place more than five years ago. (OECD, 2025[3]).
Today, the digital transformation of public procurement requires a fundamental rethinking of procurement strategies, structures, and operations, going beyond the digitisation of records, systems, and processes. Such transformation represents a substantial change where technology fundamentally reshapes procurement practices, enabling innovation and adaptive strategies. Likewise, it implies a comprehensive shift that affects entire organisations and their staff, driving cross-cutting changes to strategies and behaviours to promote the use of digital technologies by design. Figure 2.1 illustrates the evolution from digitisation to digitalisation to digital transformation.
Source: (OECD Publishing, 2025[4]), “Digital transformation of public procurement: Good practice report”, https://doi.org/10.1787/79651651-en.
In summary, the digital transformation of public procurement involves i) reimagining the whole procurement process from end-to‑end, including the pre‑ and post-tendering stages; ii) incorporating innovative and emerging technologies into procurement processes; and iii) investing in data capabilities, such as collection, storage, management, and sharing systems. The experience of OECD countries suggests that the digital transformation of public procurement is supported by three building blocks: lifecycle integration (Chapter 4), adoption of emerging technologies (Section 2.3), and robust data capabilities (Chapter 5).
This chapter will discuss how the Judicial Council (Consejo de la Magistratura, CM) has approached its digital transformation and how this process has contributed to the take up of e‑procurement. Likewise, it will summarise the latest developments in the CM with regards to the adoption of digital technologies such as tools supported by Artificial Intelligence (AI).
In 2013, with the enactment of Law No 4 736 by the Legislature of the CABA, legal validity was granted to the use of electronic files, electronic documents, electronic signature, digital signature, electronic communications, electronic notifications, and established electronic addresses, both in administrative procedures (including public procurement) and judicial processes, initiating a paperless evolution that has advanced significantly since then.
Also in 2013, through CM Resolution No 219/2013, the *Open Government Plan of the Judicial Branch of the Autonomous City of Buenos Aires” was approved. This plan established the necessary mechanisms to guarantee greater management transparency, allow access to information under the standards and norms set for that purpose, and strengthen channels for citizen participation, with the aim of consolidating a more transparent, accessible, and responsive justice administration. Presidential Resolution No 1 165/2015 created the Open Government Office with the objective of compiling, producing, and publishing information from the judicial sphere of the CABA. Subsequently, Presidential Resolution No 1 317/2021 modified the structure, creating the Directorate of Open Justice, under the Secretariat of Planning of the Strategic Planning Center, whose functions are related to the implementation of the Open Justice Plan, including the administration of the open government website of the Judicial Branch of the CABA, https://jusbairesabierto.gob.ar/.
In 2017 (CM Resolution No 42/2017 and Resolution No 19/2019), the mandatory use of the “Electronic Judicial File Management System (Expediente Judicial Electrónico, EJE) in the First and Second Instance Courts of the Judicial Branch of the CABA” was ordered.
In 2020, CM Resolution No 268/2020 approved the “Protocol for the Digitalisation of Judicial Files”, which governs the process of file digitalisation within the scope of the Judicial Branch of the CABA, prioritising files in process, and delegated the implementation and co‑ordination of the protocol to the Secretariat for General Administration and Budget of the Judicial Branch (Secretaría de Administración General y Presupuesto, SAGyP).
In early 2021, CM Resolution No 31/2021 approved the “Digital Transformation Project”, under the responsibility of the Secretariat of Innovation, which was developed throughout that year to optimise the use of the EJE system and other IT management tools of the Judicial Council.
Within the scope of internal processes, the implementation of the Electronic Administrative Procedures Management System (Sistema de Gestión de Trámites Administrativos Electrónicos, SISTAE) starting in 2018 has also been key. The system’s functionalities include unique identification of administrative procedures, real-time tracking of procedure status, streamlining the processing of requests and the submission of procedures via the Registry/Front Desk (Mesa de Entradas), integration with the rest of the CABA Judicial Branch’s systems, and implementation of Digital Signature throughout the entire procedure, among others.
Another important development was the startup of the Pilagá system, a financial, budgetary, and accounting administration system developed by the National Inter-university Council (CIN) and used by national universities and public bodies in various jurisdictions. In January 2021, through SAGyP Resolution No. 14/2021, the inter-administrative contract between the CM and the CIN was approved for the acquisition of the right for perpetual use of the Pilagá system within the CM. The CIN, for its part, committed to advising on the system’s maintenance, allowing access to any new version of the Pilagá System that is developed, making adjustments to resolve reported errors, and providing technical and/or functional support for the system.
These developments demonstrate that a favourable environment for open government, in general, and e‑government, in particular, has existed within the CM for several years, which provided the foundations to adopt e‑procurement. This environment has allowed for progress in the digitisation of the CM’s management, both in its interaction with citizens and society and in its internal processes, including public procurement. Moreover, as will be discussed further in Chapter 4, the integration of the CM e‑procurement system JUC (Justicia Compra) with the SISTAE and Pilagá systems is key to extend the JUC functionalities and incorporate different stages of the public procurement cycle. For example, full integration with the Pilagá system would allow more robust interconnections between public procurement and budgetary planning.
Nevertheless, that favourable environment emerged from a series of initiatives taken over time, rather than as part of a single, integrated digital transformation strategy for the CM. Effective digital transformation is not just about integrating technology; it requires developing the capabilities needed to fundamentally rethink and redesign the processes, culture, and experience for both CM employees and the public using digital tools.
Consequently, the CM could consider developing a digital transformation strategy with a clear vision, aligned with its mission to be the permanent body for the selection of judges and for administration, to ensure the independence of the CABA Judicial Branch, to guarantee the efficient and effective delivery of justice services, and achieve the satisfaction of societal demands regarding the State’s jurisdictional function. In the case of the CM, perhaps more clearly than in any other, administrative functions are not “auxiliary” but central to its institutional mission. Therefore, procurement occupies a prominent place and should be part of the CM’’s strategy.
Furthermore, the strategy could be articulated in an action plan with clearly assigned objectives, goals, resources, responsibilities, and co‑ordination mechanisms. To ensure this plan can be implemented, it is important that it is institutionalised, not only through resolutions from the highest level of the CM, but also through clear leadership and continuous and fluid articulation between the CM’s different areas. Without a doubt, a sustained and well-resourced strategy will be necessary to secure implementation and reap the benefits of digital transformation in the whole‑of-the‑CM, and not only in specific or siloed processes.
The CM launched the adoption of the e‑procurement system “JUC” in 2021, after the approval of Resolution CM No 6/2021, which is the technical co‑operation agreement for the free cession of the license to use the e‑procurement system of the Executive Branch BAC (Buenos Aires Compra) to be implemented in the CM. JUC is therefore an adaptation of BAC and the experience with the latter facilitated the implementation of the former.
The JUC system functionalities basically tackle the tendering phase, but not so much the pre‑tendering and the post-tendering stages (a more detailed explanation is provided in Chapter 4).
The adoption of the e‑procurement system was quite rapid, following the progression shown in the following table:
Source: Information provided by the CM.
All CM procurement processes take place through JUC, except the contracts on bookbook printing for which the CM has a special agreement with the University of Buenos Aires Press (EUDEBA), property leases, and insurance. The main categories contracted through JUC correspond to the provision of IT goods and services, furniture, and contracting general services in the building maintenance area.
In terms of financial value, in 2024 the contracts awarded through JUC totaled USD 32.7 million, partly contracted in Argentinian pesos (ARS 11 244 million, equivalent to USD 10.6 million) and 22.1 million contracted directly in dollars. 93.5% of this amount was contracted through public tenders (Licitación Pública, LP), 6.3% through direct contracts (Contratación Directa, CD), and only 0.2% through framework agreements (Convenio Marco).
Source: Information provided by the CM.
The reasons for the speed with which the JUC was implemented include: first, it is an adaptation of the BAC, a robust and highly tested system that the CABA government (GCABA) has been using since 2012 to manage a volume and variety of procurements much greater than those of the CM, and JUC’s adaptation and set up was supported by the GCABA and the consulting firm that developed and maintains BAC.
Second, most of the CM’s suppliers are also suppliers to the GCABA, so they were already familiar with and accustomed to using the system. Another factor that undoubtedly facilitated the implementation of the JUC is the decision, mentioned in Chapter 1, to centralise the operation of procurement in the DGCC (General Directorate of Procurement and Contracting). Given the small number of contracting processes and their low complexity, the capabilities of the DGCC and the reporting mechanisms via SISTAE from the requesting entities (CM’s internal areas, courts, chambers, and prosecutor’s offices) were sufficient, and it was not necessary to develop the new capabilities required to manage purchases directly in a decentralised manner.
A more recent trend in e‑procurement consists of the adoption of digital technologies to enhance efficiency. Technologies like cloud storage and data analytics are used by different contracting authorities across OECD countries, allowing access to more data and streamlining processes. The OECD Survey on Public Procurement 2024 found that the most common emerging technologies are cloud storage for procurement data and data analytics, while blockchain and Internet of things have room for more widespread deployment (see Figure 2.2). (OECD, 2025[3]).
Note: Data is shown for 40 Respondents.
Source: (OECD, 2025[5]), Implementing the OECD Recommendation on Public Procurement in OECD and Partner Countries: 2020-2024 Report, https://doi.org/10.1787/02a46a58-en.
The use of these digital technologies is marking a shift towards “smart procurement”, but they are not evenly used across different procurement aspects. 70% of Respondents to the OECD Survey on Public Procurement (28 out of 40 countries) apply them to advance transparency, 68% for control and oversight purposes, and 58% to enhance administrative efficiency. Inventory management is the procurement activity with the greatest untapped space to incorporate digital technologies (only 5 countries or 13%) (see Figure 2.33). (OECD, 2025[3]) For example, Mexico’s Superior Audit Office (Auditoría Superior de la Federación, ASF) is currently using AI to identify hints of corrupt behaviour and spot suspicious trends in bidder relationships. (OECD, 2022[6]) Likewise, the Comptroller General of Costa Rica (Contraloría General de la República, CGR) is piloting the use of AI in the control and oversight of contractual compliance in public works. Moreover, Brazil’s ALICE uses AI to analyse bids, contracts, and public notices, and to continuously monitor procurement activities across federal agencies, identifying risks and irregularities in real time.
In August 2021, the Plenary of the CM issued CM Resolution No 108/2021, which approves the drafting, direction, and co‑ordination of the Artificial Intelligence (AI) Programme for the Modernisation and Innovation of the Judicial Branch of the City of Buenos Aires. The Resolution invites Judges, the Superior Court of Justice of the CABA, and the Public Ministries to participate in the Programme.
Within this framework, the following were implemented: “MIA” (AI Engine – Motor de Inteligencia Artificial), the Help Desk Agent, the Regulatory Search Engine with Large Language Model (LLM), the Pilot Judicial Process Control, and the Cognitive Jurisprudence Search Engine.
The implementation of the various AI tools within the City’s Judicial Branch has generated significant results, laying the groundwork to experiment with the application of digital technologies in areas like public procurement. The MIA is in production in the fiscal execution area, where it currently intervenes in approximately 70% of cases, achieving a reduction of close to 60% in processing times. Furthermore, it has incorporated new functions such as a case summariser and a conversational chatbot for public files, with the next step being to enable access to private files.
The Help Desk Agent, available on WhatsApp and voice channels, is already in production and features thematic sub-agents linked to the EJE, SISTAE, MiReclamo,1 and the Litigant Portal,2 providing assistance even outside business hours.
The Normative Search Engine with LLM (Large Language Model) is in the productive pilot stage and is advancing its integration with jurisprudence, while a specific chatbot on the subject is being developed.
The Copilot or Judicial Process Control, incorporated within MIA, is operating in a pilot capacity in several courts with a summariser and conversational chat functions that have demonstrated good performance so far.
Finally, the Cognitive Jurisprudence Search Engine is under development, with a chatbot currently in a testing period under evaluation by the Jurisprudence Office for its upcoming transition to production.
In February 2025, CM Resolution No 9/2025 approved the Project “Artificial intelligence and Justice (IAJ) Innovation and Clarity in Judicial Documents”, with the objective of increasing accessibility to justice and guaranteeing the rights of citizens, in addition to designing an artificial intelligence tool to improve the clarity of legal-administrative documents through the application of plain language guidelines.
Also in that month, Presidential Resolution No 206/2025 was issued, approving the “Guide of Recommendations and Guidelines for the Use of Artificial Intelligence (AI) Systems in the Judicial Branch of the Autonomous City of Buenos Aires”, which adapts the actions of the Judicial Branch to national and international standards regarding recommendations and guidelines for the responsible use of those systems currently in force.
A “Handbook of Good Practices for the Use of Generative Artificial Intelligence” is currently under development and will constitute a set of principles and good practice recommendations, as minimum standards in the matter, to determine the ethical, safe, appropriate, transparent, and responsible use of AI within the scope of the Judicial Branch.
In June 2025, the Plenary issued CM Resolution 95/2025, creating the “Artificial Intelligence (AI) Standardisation Committee” composed of the President of the Commission for Administration, Management, and Judicial Modernisation; the Secretariat of SAGyP; one representative from the Secretariat for Innovation; one representative from the General Directorate of Information Technology (Dirección General de Informática y Tecnología, DGIT); and one representative from each of the Presidencies of the Court of Cassation and Appeals in Criminal, Juvenile Criminal, Misdemeanour, and Administrative Offenses, and the Court of Appeals in Administrative, Tax, and Consumer Relations Matters; with the objective of designing, proposing, evaluating, intervening in, and establishing initiatives regarding the standardisation, approval, and/or unification of proposals, developments, and applications of Artificial Intelligence (AI) within the Judiciary of the CABA.
SAGyP implements the digitalisation processes for the different areas of the Judicial Branch of the CABA. The Judicial Branch has a digital signature modality, called Cloud Signature, which allows digitally signing electronic documents without a Token and from any device, such as PCs, tablets, cell phones.
Within the scope of the SAGyP, the DGIT is the technical area responsible for proposing innovative technology projects that allow improving the quality of judicial processes and administrative management procedures of the Judicial Branch. The mission of the General Directorate is to advance the effective provision of the justice service, as well as to achieve satisfaction with social demands regarding the jurisdictional function of the State. This purpose is achieved through the organisation and maintenance of computer systems that allow access to accurate, permanent, and updated information for all users and agents of the justice service.
Undoubtedly, AI appears as the great promise for transforming public sector services and the management of the organisations that provide them. Its transformative potential is enormous, but the main risk is viewing it solely as a tool to solve management problems. The development of effective AI applications requires that an organisation has developed, for example, standardised processes, integrated databases, and interoperable systems. Otherwise, the principle of “garbage in, garbage out” will most likely prevail, and the incorporation of AI will generate more frustration than solutions.
The CM is making progress in the development and implementation of AI applications, some of which have demonstrated good initial results. However, basic tasks remain pending, such as systems interoperability, which is a fundamental requirement for achieving a significant impact from AI. That said, previous experimentation and the development of guidelines and capacities for the implementation of digital technologies supports the plan to apply them in public procurement and the testing of pilot projects, such as the one carried out with the support of the UBA Law School.
A good example of how to consistently integrate technological innovation into a long-term capacity development process is that of ChileCompra, the governing body for public procurement in Chile, as shown in Box 2.2.
In Chile, public procurement has been transformed through ChileCompra, the country’s central purchasing body established in 2000. ChileCompra operates Mercado Público, an electronic platform that centralises and streamlines the procurement of goods and services for public entities. The platform supports framework agreements, which allow multiple suppliers to provide products under standardised terms, fostering inclusiveness and competition. Over time, ChileCompra has become the largest virtual store in Chile, promoting transparency and efficiency in public procurement. Additionally, it has introduced innovative tools like ChileCompra Express, an online marketplace enabling direct purchases from pre‑approved suppliers without additional tendering processes.
In recent years, ChileCompra has integrated AI to modernise procurement practices further. It introduced standardised bidding templates for AI and data science projects as part of its Ethical Algorithms initiative, in collaboration with Adolfo Ibáñez University and the BID Lab. These templates include requirements for transparency, privacy, non-discrimination and explainability to ensure responsible AI use in government contracts. Additionally, ChileCompra’s Public Contracting Observatory uses AI tools such as LLMs to analyse procurement data for irregularities and improve compliance monitoring. These advancements have enabled more efficient oversight while promoting ethical standards in public procurement.
Source: (OECD, 2025[7]), Governing with Artificial Intelligence: The State of Play and Way Forward in Core Government Functions, https://doi.org/10.1787/795de142-en.
Within the framework of the strategic plan on digital transformation recommended above and the AI Programme for the Modernisation and Innovation of the Judicial Branch of the City of Buenos Aires, the CM could continue exploring the potential of new technologies, such as AI, to expand and strengthen its digital transformation, but, at the same time, ensure processes are standardised and clean and, to the extent possible, integrate databases to maximise the benefits from the use of such technologies. The international experience suggests that CM could do this by partnering with other institutions with expertise in the use of digital technologies.
Indeed, the experience of OECD countries suggests that, for example, the implementation of AI solutions remains largely experimental, and, in many contexts, the resources required are still neither fully understood nor available. Among the reasons why AI uses remain largely experimental is the lack of foundations such as data governance, digital technologies, and skills to operate tools. In response to these challenges, some countries have opted to leverage partnerships with non-public actors such as scientific communities and academic institutions, to benefit from external expertise for the development and implementation of AI initiatives. (OECD, 2024[8]) That said, the CM should be aware of the potential risk of overreliance on external actors for the development and implementation of AI solutions. Structural dependencies may limit institutional autonomy and technological sovereignty over core public functions, which is the reason why certain countries insist on investing on their own infrastructures.
One of the challenges the CABA Judicial Branch will undoubtedly face in the coming years is the transfer of the National Justice jurisdictions to the city. This will imply not only quantitative growth in terms of courts, chambers, personnel, cases and files, and procurement processes, but also an increased need for co‑ordination, process redefinition, and citizen access, among other things. Having a solid digital base will be one of the fundamental requirements for tackling this challenge with the capacity to generate new developments and applications that allow processes to be managed more effectively and efficiently in order to fulfil the CM’s objectives and mission.
In the specific case of procurement, as mentioned in Chapter 1, the transfer of the national jurisdictions will test the centralised model currently being used for management. As more certainty is gained about the process, it will be possible to evaluate whether it will be necessary to advance towards decentralisation or if it will be possible to continue managing procurement in a centralised manner. Having the necessary capacities will allow for the development and application of technological solutions that enable the efficient, transparent, and sustainable management of procurement processes, regardless of the option chosen.
Evidence suggests that a digital government strategy facilitates coherence in the whole‑of-government, avoiding fragmentation and silos. The CM could develop a digital transformation strategy with a clear vision, aligned with its mission, to guarantee the efficient provision of the service of administering justice, and achieve the satisfaction of societal demands. In the case of the CM, perhaps more clearly than in any other, administrative functions are not “auxiliary” but central to its institutional mission. As part of these functions, procurement occupies a prominent place and should therefore be part of the strategy, which should be articulated in an action plan with clearly assigned objectives, goals, resources, and responsibilities.
To ensure this plan can be implemented, it is important that it is institutionalised, not only through resolutions from the highest level of the CM, but also through clear leadership and continuous and fluid articulation between the CM’s different areas.
Within the framework of this strategic plan and the AI Programme for the Modernisation and Innovation of the Judicial Branch of the City of Buenos Aires, the CM could continue exploring the potential of emerging technologies, such as AI, by partnering with expert institutions to expand and strengthen its digital transformation, and pilot as appropriate but, at the same time, ensure processes are standardised and, to the extent possible, integrate databases to maximise the benefits from the use of such technologies and avoid overreliance on external actors.
References
[7] OECD (2025), Governing with Artificial Intelligence: The State of Play and Way Forward in Core Government Functions, OECD Publishing, Paris, https://doi.org/10.1787/795de142-en.
[3] OECD (2025), Implementing the OECD Recommendation on Public Procurement in OECD and Partner Countries: 2020-2024 Report, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/02a46a58-en.
[5] OECD (2025), Implementing the OECD Recommendation on Public Procurement in OECD and Partner Countries: 2020-2024 Report, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/02a46a58-en.
[8] OECD (2024), “Governing with Artificial Intelligence: Are governments ready?”, OECD Artificial Intelligence Papers, No. 20, OECD Publishing, Paris, https://doi.org/10.1787/26324bc2-en.
[6] OECD (2022), Strengthening Analytics in Mexico’s Supreme Audit Institution: Considerations and Priorities for Assessing Integrity Risks, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/d4f685b7-en.
[1] OECD (2018), Mexico’s e-Procurement System: Redesigning CompraNet through Stakeholder Engagement, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/9789264287426-en.
[2] OECD (2015), Recommendation of the Council on Public Procurement, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0411.
[4] OECD Publishing (2025), “Digital transformation of public procurement: Good practice report”, OECD Public Governance Policy Papers, No. 77, OECD Publishing, Paris, https://doi.org/10.1787/79651651-en.
← 1. MiReclamo is a portal (https://mireclamo.juscaba.gob.ar) of the Directorate of the Preliminary Conciliation System in Consumer Relations (Dirección del Sistema de Conciliación Previa en las Relaciones de Consumo) through which conciliations are managed, in the scope of the CABA, between consumers and companies that sell goods or services.
← 2. The Litigant’s Portal (Portal del Litigante) is a system that simplifies the task of legal professionals, allowing them to fully control and manage online the court files in which they are involved. Its use is mandatory for the processing of court files in the Judiciary of the CABA. It is the system that centralises all procedures and guarantees the online administration of all the documents required in cases. Lawyers can edit their personal data, file lawsuits, submit briefs (escritos), generate court summons (cédulas), leave electronic notes, and confirm the receipt of notifications online. To access the portal, registered litigant professionals must enter the EJE system.