EU Public Procurement Learning Lab

EU Public Procurement Learning Lab

E-PROCUREMENT PLATFORM

Institutions are the sole responsible of information provided. Consip does not take any responsibility as to the quality of data.

July, 2006

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Objectives

During the last EU Lab meeting (Brussels, December 2005), all members of the laboratory decided to organize restricted round tables on specific topics;

In June 2006, Consip promoted - in consequence of its own internal need - a brief benchmark on e-procurement platforms, aimed at collecting information on the current practices;

This Report collects the data provided by a group of institutions that expressed interest in the initiative;

Institutions are the sole responsible of information provided. Consip does not take any responsibility as to the reliability of data.

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Institutions involved

Country InstitutionShort Name

Governance Organization

Supported by

Austria Bundesbeschaffung GmbH BBGCentral Purchasing Body

-

Austria WienerZeitung WZ Authority -

BelgiumFederal Public Service For Pers & Organisation

FPSPO Authority Public Fed Srervice P-O

Cyprus Public Procurement Directorate PPD Authority Treasury of the Republic

Denmark National Procurement Ldd SKICentral Purchasing Body

-

Estonia Public Procurement Office PPO Authority Ministry of Finance

GermanyBeschaffungsamt des Bundesministeriums des Innern

BESCHA Central Purchasing Body

-

Hungary Directorate for Public Procurement DPPCentral Purchasing Body

Directorate of Central Services

Italy Consip L.T.D. CONSIPCentral Purchasing Body

-

PortugalAgência para a Sociedade do Conhecimento IP

UMIC Authority -

RomaniaGeneral Inspectorate for Communications and Information Technology

GICIT Authority -

11 institutions, representative of 10 countries, have been surveyed

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Executive Summary (1/2)

APPLICATIVE SOFTWARE

Different initiatives are still in a start-up phase: public bodies are not able to indicate their own software preferences

It seems that a product market-leader does not exist: in particular electronic catalogues show a wide range of alternatives

A relevant number of bodies have developed proprietary solutions, with particular reference to “additional” services (e-publishing, aggregation of needs, e-staging area for catalogue import, e-notification, e-payments, etc.)

MAKE OR BUY OPTION

The Make or Buy option – in terms of “Application Development”, “Application Management”, System Hosting” - seems balanced between the participants

More diffuse is, instead, the option to maintain the property of the hardware (70%)

SERVICES

In addition to the standard services (electronic auctions and catalogues) particularly care is versus “catalogues management”, “suppliers IT system integration”, “logistic services”

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Executive Summary (2/2)

PROCESSES AND COMPETENCES

The activities mainly garrisoned regard the attendance to the customers (in particular buyers)

In terms of competences results particularly strategic the technological aspect (management and control of outsourced activities)

COSTS & REVENUES

About 45% of the external costs is addressed to development and maintenance software activities

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Software Used

e-auctions e-catalogues other

1 - Systems/Applications/Infrastructure: Software

APPLICATIVE SOFTWARE

Different initiatives are still in a start-up phase: public bodies are not able to indicate their own software preferences

It seems that a product market-leader does not exist: in particular electronic catalogues show a wide range of alternatives

A relevant number of bodies have developed proprietary solutions, with particular reference to “additional” services (e-publishing, aggregation of needs, e-staging area for catalogue import, e-notification, e-payments, etc.)

e-tendering; 4

e-publishing;

1

aggregation of needs; 1

e-staging area for

catalogue import; 1

e-notif ication;

1

e-payments;

1

no answ er; 7

open source; 1

ariba; 1

proprietary; 1

Oracle; 1no answ er;

3

Intershop; 1

Emptoris; 1in process;

1

Ariba; 1

proprietary; 2

GS1; 1

Oracle; 1

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eProcurement Application

Application Development Application Management Hosting (System Management) Hardware Property

1 - Systems/Applications/Infrastructure: Make or Buy Options

MAKE OR BUY OPTION

The Make or Buy option – in terms of “Application Development”, “Application Management”, System Hosting” - seems balanced between the participants

More diffuse is, instead, the option to maintain the property of the hardware (70%)

no answ er; 1

outsourced (buy); 6

in house (make); 4

no answ er; 2

in house (make); 6

outsourced (buy); 4

no answ er; 2

outsourced (buy); 5

in house (make); 4

no answ er; 2

proprietary; 8

outsourced (buy); 1

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Portal


Call Center / CRM


outsourced (buy); 5

in house (make); 3

no answ er; 2

in house (make); 5

outsourced (buy); 3

no answ er; 4

outsourced (buy); 4

in house (make); 4

no answ er; 3

proprietary; 6

outsourced (buy); 1

no answ er; 4

outsourced (buy); 2

in house (make); 4

no answ er; 5

no answ er; 7

proprietary; 3

outsourced (buy); 1

in house (make); 3

outsourced (buy); 1

no answ er; 7

in house (make); 3

outsourced (buy); 1

no answ er; 7

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Data Base


outsourced (buy); 4

in house (make); 3

no answ er; 4

in house (make); 4

outsourced (buy); 2

no answ er; 5

outsourced (buy); 1

in house (make); 5

no answ er; 5

proprietary; 7

no answ er; 4

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2 - Service Offering

SERVICES

In addition to the standard services (electronic auctions and catalogues) particularly care is versus “catalogues management”, “suppliers IT system integration”, “logistic services”

"pre-sale" services

service offered

service not yet offered but planned

service not offered nor

plannedno answ er

2 2 3 3

3 3 2 2

7 1 1 1

2 3 2 3

1 1 4 4

"post-sale" services

4 1 3 2

1 3 4 2financial services (payments, f inancing,...)

logistics services (orders, goods receipt,...)

supplier scouting/ market analyses

demand management

electronic catalogues management

supplier systems integration

market prices monitoring

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3 - Processes and Competencies

PROCESSES AND COMPETENCES

The activities mainly garrisoned regard the attendance to the customers (in particular buyers)

In terms of competences results particularly strategic the technological aspect (management and control of outsourced activities)

Processess directly managed Rank

customer support/ buyers (other public administrations) 1

new services development 2

electronic catalogues development and management 3

software development 3

framework agreements/ contracts development 4

customer support/ sellers (suppliers) 5

infrastructure (HW/ TLC) development and management 6

Competencies Rank

technological/ information technology 1

strategic sourcing 2

project management 3

customer care 4

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4 - Costs and revenues structure

COSTS & REVENUES

About 45% of the external costs is addressed to development and maintenance software activities

Internal resources (number of employee):

IT 9%

call center/ customers support 21%

services develop./ manag. (auctions, orders,…) 31%

business development 11%

staff/ other 28%

average ICT resources per body 23

External costs breakdown (%)

infrastructure (HW/ TLC) 30%

software licenses 23%

software develop./ manag. 45%

… 3%

100%

EU Public Procurement Learning Lab

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