In the US the procurement personnel is increasingly facing new challenges to create outcomes rather than manage tender processes. In Canada it appears that public entities with few resources (e.g. educational institutes) were duplicating effort and wasting resources they not afford. Yet it is apparent that a certain degree of independence was considered vital by each institution. In South Africa we encounter four pillars of the public procurement system: for “Value money; Open and effective competition; Ethics and fair dealing; Accountability and reporting”, with a fifth political one of ‘equity’. In Singapore we find key principles which shape the procurement strategy: fairness; value for money and probity. In Australia emphasis is placed on the principles nine in all but on the same time an – – Committee’ in the national parliament is dedicated to cutting expenditure, ‘Estimates suggesting the system was not trusted to manage itself. In general though, the revealed more similarity in the principles underpinning public procurement than differences. In terms of proactive supply policies, lack of adequate information for policy initiatives was encountered in most countries. e-procurement is presented as a significant driver of promoting SME access to the Government market. However very few entities have good management information about their procurement profiles as a basis for business case development for or fir socially responsible procurement. To achieve the strategy of encouraging the participation of SMEs in public contracts, it seems that analysis and knowledge of supply chains is a prerequisite. In many countries there is a support for indigenous industry in the Public Procurement System, but the most extreme example of supporting economic development through procurement can be found in the United Nations case. In the UN, maximum development impact from funds could be achieved by sourcing locally or regionally. The procurement function itself was then able to become a mechanism of development assistance, in that it provided institutional investment in local or regional businesses by contracting with them.
In the US the procurement personnel is increasingly facing new challenges to create outcomes rather than manage tender processes. In Canada it appears that public entities with few resources (e.g. educational institutes) were duplicating effort and wasting resources they not afford. Yet it is apparent that a certain degree of independence was considered vital by each institution. In South Africa we encounter four pillars of the public procurement system: “Value for money; Open and effective competition; Ethics and fair dealing; Accountability and reporting”, with a fifth political one of ‘equity’. In Singapore we find key principles which shape the procurement strategy: fairness; value for money and probity. In Australia emphasis is placed on the principles – nine in all – but on the same time an ‘Estimates Committee’ in the national parliament is dedicated to cutting expenditure, suggesting the system was not trusted to manage itself. In general though, the revealed more similarity in the principles underpinning public procurement than differences. In terms of proactive supply policies, lack of adequate information for policy initiatives was encountered in most countries. e-procurement is presented as a significant driver of promoting SME access to the Government market. However very few entities have good management information about their procurement profiles as a basis for business case development for or fir socially responsible procurement. To achieve the strategy of encouraging the participation of SMEs in public contracts, it seems that analysis and knowledge of supply chains is a prerequisite. In many countries there is a support for indigenous industry in the Public Procurement System, but the most extreme example of supporting economic development through procurement can be found in the United Nations case. In the UN, maximum development impact from funds could be achieved by sourcing locally or regionally. The procurement function itself was then able to become a mechanism of development assistance, in that it provided institutional investment in local or regional businesses by contracting with them.
00-National%20Public%20Procurement%20Strategy-v3_ENG.docx