In the current complex global environment that is characterised by multiple, overlapping crises and rapid transitions in technology and working conditions, public procurement has taken on a more strategic and interdisciplinary role. In fact, governments increasingly rely on public procurement not only to deliver essential goods and services efficiently, but also to advance broader policy objectives such as sustainability, resilience, innovation, and the green and digital transitions.
This evolving role demands a new generation of procurement professionals equipped with advanced and diverse skills. Beyond traditional expertise in the legal framework, market analysis, and tendering, officials must also demonstrate proficiency in project management, negotiation, risk assessment, and stakeholder engagement, amongst others. The ability to balance compliance with strategic policy goals has become central to ensuring that public funds are used efficiently, transparently, and in ways that deliver long-term public benefit.
The OECD has been collecting professionalisation practices and promoting policy dialogue around this topic. It has been working together with countries to help them develop certification frameworks, competency matrices and other professionalisation tools. In 2023, it presented some of this work in the policy paper “Professionalising the public procurement workforce: A review of current initiatives and challenges”.
As highlighted in the above-mentioned paper, one effective way to support professionalisation is the establishment of a certification framework. Such a framework formally recognises the skills and competencies that public procurement officials acquire through training and experience. By setting a common professional standard, a certification system enhances both accountability and confidence in procurement performance.
Introducing a certification framework could also help distinguish public procurement as a specialised career track within the civil service. This recognition would allow policymakers to develop tailored career pathways, professional development systems, and incentives that strengthen motivation and professional identity. Moreover, it provides a structured pathway for continuous professional development and helps guarantee consistency across institutions. As a result, the profession could become more attractive to skilled and talented individuals, improving recruitment, retention, and the overall quality of procurement across government.
However, setting up a certification framework entails administrative and financial costs and can influence the labour market by raising barriers to entry for certain roles. Despite these potential drawbacks, countries that have implemented certification systems report generally positive outcomes, including greater professionalism and skill recognition among procurement staff.
Designing a certification framework requires careful consideration of the purpose and scope of certification; the requirements for obtaining it, such as training and examinations; its validity and renewal process; and mechanisms for ongoing monitoring and evaluation. These design choices should be tailored to the government’s specific administrative context, institutional maturity, and professionalisation strategies to ensure relevance, feasibility, and long-term impact.
Ultimately, the paper concludes that there is no one-size-fits-all model. Governments must assess whether a certification framework is the right tool for promoting procurement professionalisation in their countries. In contexts where it is appropriately designed and implemented, certification has proven to be a powerful enabler of reform to build a capable, ethical, and strategically minded procurement workforce. It can help unlock better value for money, foster trust in public institutions, and align procurement practices with broader national priorities such as sustainability, innovation, and social inclusion.