benchmarking public procurement 2016 assessing public

BENCHMARKING PUBLIC PROCUREMENT 2016ASSESSING PUBLIC PROCUREMENT SYSTEMS IN 77 ECONOMIES

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BENCH

MA

RKIN

G PU

BLIC PROCU

REMEN

T 2016 A

SSESSING

PUBLIC PRO

CUREM

ENT SYSTEM

S IN 77 ECO

NO

MIES

www.bpp.worldbank.org

[email protected]

ISBN 978-1-4648-0726-8

SKU 210726

BENCHMARKING PUBLIC PROCUREMENT 2016ASSESSING PUBLIC PROCUREMENT SYSTEMS IN 77 ECONOMIES

© 2016 International Bank for Reconstruction and Development/The World Bank1818 H Street NW, Washington, DC 20433Telephone: 202-473-1000; Internet: www.worldbank.org

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Design: Communications Development Incorporated

Foreword ivAcknowledgments vGlossary viiAbbreviations ix

Overview 1

1. About Benchmarking Public Procurement 2016 6What does Benchmarking Public Procurement 2016 measure? 6

How are the data collected? 10

What are the methodological limitations? 14

Preparing bids 18

Submitting bids 22

Evaluating bids 26

3. Complaint and reporting mechanisms 34

First-tier review process 38

Second-tier review process 42

Notes 45

References 48

Economy datasheets 50

Contributors 130

Contents

| iiiContents

-

cent of their budgets, on procuring goods and services. Public procurement is large in high-income

for both good governance and more rapid and inclusive growth. Countries capable of controlling cor-

Promoting good governance through strengthening and transforming public procurement is at the

The 2016 edition of the Benchmarking Public Procurement report aims to support evidence-based

economies. Benchmarking Public Procurement 2016

Bench-

marking Public Procurement

Robert Hunja

Governance Global PracticeThe World Bank Group

Augusto Lopez-Claros

Development EconomicsThe World Bank Group

Foreword

iv | Benchmarking Public Procurement 2016

The Benchmarking Public Procurement 2016

Saliola with the support of Tania Ghossein

Claros. Members of the core team include

Elisabeth Danon, Natalia Del Valle Catoni, Iana

The team is grateful to the American Bar As-

Center for its assistance with data collection

across 77 economies.

The team is indebted to the following individu-

als for pro bono feedback and guidance at vari-

Forum), Nikolai Akimov (Moscow Metropolitan

-

-

-

of Atlanta), Barbara Humpton (Siemens), Brigid

Maas (National Institute of Governmental

Purchasing), Paulo Magina (Organisation for

Economic Co-operation and Development),

-

-

-

leagues at the World Bank Group for valuable

-

edge the comments and assistance received

David Francis, Indermit Gill, Catherine Greene,

Shawkat M.Q. Hasan, Asif Mohammed Islam,

-

Acknowledgments

| vAcknowledgments

-

vided assistance in the data collection process

their respective countries.

-

for law students to conduct legal research for

-

sisted in the data collection and legal research

under the team members’ supervision include

Esna Abdulamit, Charlene Atkinson, Samantha

Onguti, Ana Carolina Ortega Gordillo, Do Yhup

-

Bank Multi-Donor Research Support Budget as

Trade of the Australian Government.

The Benchmarking Public Procurement online

-

at Communications Development Incorpo-

Wilson.

Benchmarking Public Procurement 2016 would

have not been possible without the generous

-

tering or advising on the relevant legal and

measured. The names of those wishing to be

end of this report and are made available on

the Benchmarking Public Procurement website:

http://bpp.worldbank.org.

vi | Benchmarking Public Procurement 2016

Bid

or provide services.

Bid evaluation

and assess submitted bids in relation to the

established for each procurement.

Bid security-

-

cludes arrangements such as bank guarantees,

-

-

curement of 2011).

Bidding documents (tender documents)Documents presenting the terms of tender, the

general conditions of the contract and the ten-

Call for tenderThe public invitation for all suppliers to submit

services.

Complaint mechanism

the legal framework.

responsibilities.

Cost

throughout the public procurement process.

not counted as costs. Professional fees (for

-

First-tier review-

Misconduct-

corruption and other illegal activities—that

-

ent government and anti-corruption entities.

Glossary

| vii

Open tenderingMethod of procurement involving public and

unrestricted solicitation under which all inter-

ested suppliers can submit a bid.

Procurement contract Awarded to the supplier that submitted the

winning bid, it establishes the details of the

Procurement life cycle

-

volved in the public procurement process.

Procurement plan

to establish its procuring needs over a delim-

trimester).

Procuring entity

procurement in accord with the national or

Regulatory frameworkApplied to the Benchmarking Public Procurement

indicators, the framework comprises all public

-

sions and administrative rulings in connection

with public procurement.

Standing

and/or bidder, to bring suit against the procur-

Second-tier reviewIn a second review or appeal, an administra-

TenderDesignation of the proposal, or bid, submitted

Tender noticeThe document inviting all suppliers to submit

services.

Whistleblower-

tivities that are illegal or dishonest.

viii | Benchmarking Public Procurement 2016

Abbreviations

EU

GNI gross national income

OECD Organisation for Economic Co-operation and Development

SAR special administrative region

SMEs small and medium enterprises

UNCITRAL

WTO

Abbreviations

If you think outsourcing, contract management

and public-private partnerships are modern

of ancient civilizations acquire goods, works and

services? There is no way they could have built

the Giza pyramids or the Parthenon without good

Doing business with the government can be traced

-

ment order from around 2500 BCE was found in 1 In ancient Egypt scribes

managed the supply of materials and workers for

noting the amount of materials needed and plan-2

By the Middle Ages the institutions that developed

public procurement besides the monarchy were the

church and the military—for buildings, warfare and 3 As the cities in Europe continued to grow and

industrialize, governments relied more on private

was not until the late 1800s that state legislatures in

the United States began to create boards or bureaus 4 With defense purchasing

during the two World Wars, modern procurement 5 But pro-

curement was purely clerical—to obtain supplies of 6

In the 1970s many governments were seen as

when compared with the strong administrative 7 More techniques

and approaches from business administration 8

Because of the challenges of globalization and

technological change, public procurement has

since become one of the principal economic activi-9

Public procurement accounts for around one-

In most high-income economies the purchase

of goods and services accounts for a third of

total public spending,10 and in developing

procurement market can improve public sector

performance, promote national competitive-

ness and drive domestic economic growth.

And it can boost economic development. But

-

as promoting sustainable and green procure-

small and medium enterprises.

With such vast sums and interests at stake,

public procurement is the government activ-

It provides numerous opportunities for all in-

volved to divert public funds for private gain.

Overview

| 1Overview

high costs on both the government and the civil

its role of driving the prices down and the qual-11 -

-

pairing economic development. Since it raises

and services, corruption in public procurement

Eliminating corruption in public procurement is

are available for governments to combat cor-

rupt practices related to public contracts.

Sound public procurement laws that promote

opaque decisions are an important weapon in

that balance various stakeholders’ diverging

goals would impair economic development

in the single most important marketplace in

developed and developing countries. After

all, public procurement is a business process

Benchmarking Public Procurement provides

business with governments in 77 economies. It

aims to promote evidence-based decision mak-

areas where few empirical data have been pre-

sented so far, such as the consultations with

the private sector during a needs assessment

and the time for reviewing protests in case of

complaints.

Building on the pilot assessment conducted in

11 economies in 2014, the data collection was

Benchmark-

ing Public Procurement measures internation-

preparing, submitting and evaluating bids,

-

pediments to a well-functioning procurement

of a service.

Benchmarking Public Procurement also focuses

-

of the procurement process, encouraging more

to participate, which can increase competition,

allow government agencies to deliver better

2 | Benchmarking Public Procurement 2016

The transparency of public procurement

regulations is far from optimal.

Benchmarking Public Procurement data that

laws and regulations reveal that most of the 77

-

es regulations are silent on details essential

to suppliers, such as the legal time needed to

obtain a decision after lodging a complaint. In

other instances, the laws do not facilitate equal

access to information for all suppliers—for

of a tender to the discretion of the procuring

with the private sector, when it takes place.

Although there is still room for improvement

in all the economies measured, OECD high-

income economies do hold higher standards of

There is a clear move toward the use of

electronic means in conducting public

procurement.

Of the 77 economies measured, 73 have a web-

site dedicated to public procurement. Some are

more advanced than others, and governments

are using them for various purposes, whether

it is to facilitate the bidding process, the award

of contracts to bidders or to support the man-

agement of the procurement contract (such

platforms range from a website that does not

sophisticated platforms for conducting the en-

tire procurement process online.

market access and competition, enhanced

-

opportunities for corruption. But e-procure-

implemented.

The Benchmarking Public Procurement data

show that in 17 of the economies measured, it

is still not possible for users to access tender

documents from the electronic procurement

portal. Even more worrisome, when website

visitors in several countries click on a “tender

-

an electronic platform. In a few countries like

Chile and the Republic of Korea, electronic

submission of bids has become the rule. But in

most economies measured, e-bidding remains

Although several economies have modern

and sound public procurement regulations,

their implementation lags behind.

the respect of the safeguards in place—it also

process. Benchmarking Public Procurement data

provide some evidence on the implementation

| 3Overview

-

bodies to assess a complaint and issue their de-

Transaction costs are still high in a number

of instances throughout the public procure-

ment process.

and medium enterprises (SMEs) to a greater

to the public procurement market. The require-

complaint, a rule in 4 economies, adds to the

economies do not have such a legal require-

ment, Benchmarking Public Procurement data

show that it is a standard practice to hire a legal

discretion of procuring entities in setting the

0 2 4 6 84

6

8

10

12Lo

g of

GD

P pe

r ca

pita

ARG

AUSAUT

AZE

BDI

BGR

BHR

BIH

BOL

BRABWA

CAN

CHL

CIV CMR

COLDZA ECU

EGY

ESPFRA GBR

GHA

GMB

GTM

HKG

HND

HTI

HUN

IDN

IRL

ITA

JOR

KENKGZ

KOR

LBN

MAR

MDA

MEX

MNG

MOZ

MUS MYS

NAM

NGANIC

NLD

PER

PHL

POL

ROMRUS

SEN

SGP

SLE

SRB

SWE

TGO

THA

TUR

TZAUGA

UKR

URY

USA

VNM

ZAF

ZAR

ZMB

Transparency in public procurement

Figure 1 Countries with a high GDP per capita are positively associated with important aspects

of transparency

by all resident producers in the economy plus any product taxes and minus any subsidies not included in the value

-ency in public procurement referst to the aspects of transparency measured by the Benchmarking Public Procurement


value or not regulated at all. In some economies,

estimated value of the contract, hindering the

participation of bidders with limited resources.

Overview

-

ventions and instruments have been devel-

worldwide. These instruments have generated

provide a starting point for governments to im-

prove their national laws and regulations. The

Nations Commission on International Trade

-

nomic Co-operation and Development (OECD)

have adopted instruments to foster the har-

rules and guidelines. Their implementation can

sector competition and ensure fair treatment.

Anti-Corruption Working Group, Benchmarking

Public Procurement -

cepted good practices and principles to develop

comparative indicators for 77 economies.12

small and medium enterprises (SMEs) in pub-

Benchmarking Public

Procurement -

-

ment for public procurement around the world.

Benchmarking Public Procurement is a work in

progress. It follows the approach of the World

Bank Group’s Doing Business report, which has

-

ing reform.13 Doing Business assesses the busi-

good practices. Since its inception in 2003 it

has inspired close to 2,300 reforms in busi-

Doing Busi-

ness -

curement, Benchmarking Public Procurement

governments assess the performance of their

information tool to the private sector and civil

What does Benchmarking Public Procurement 2016 measure?

Benchmarking Public Procurement presents

-

business with the government. It focuses on

contract, whether for delivering a good, provid-

ing a service or performing construction work.

1. About Benchmarking Public Procurement 2016


-

forming public procurement regulations to increase competition, reduce corruption and gener-

But SMEs, despite their great potential to stimulate economic growth and encourage innovation

14 In

that spending.

What are the problems with the government procurement process? How can countries foster

16

with additional hurdles impairing their fair access to business opportunities, such as low ac-

understanding of how public procurement works and to develop their capabilities to compete

for public sector contracts.

| 71. About Benchmarking Public Procurement

1.1):

1. The Public procurement life cycle indicator

covers the four phases of public procure-

ment ranging from preparing and sub-

contracts.

• Preparing bids captures elements of

place before a supplier submits a bid.

• Submitting bids measures the ease of

bid submission.

• Evaluating bids assesses whether the

bid evaluation is an open and fair

process in order to guarantee bidders

that the bid evaluation process follows

• Awarding and executing contracts as-

sesses whether, once the best bid has

-

Preparing bids

Submittingbids

Awarding andexecuting the contract

Evaluating bids

Complaint andreporting mechanisms

Figure 1.1 Benchmarking Public Procurement thematic coverage


decision.

2. The Complaint and reporting mechanisms

indicator covers the ease of challenging

a public procurement tendering process

interest.

• Availability of complaint and reporting

mechanisms assesses whether sup-

-

-

• First-tier review process

overall procedure for a complaining

• Second-tier review process assesses

appeal a decision before a second-tier

time spent for such a process, as well

as some characteristics of the second-

tier review.

Benchmarking Public Procurement provides de

jure and de facto indicators. De jure indicators

capture the characteristics of laws and regu-

lations encompassing public procurement

rulings setting precedents in public procure-

ment. De facto indicators capture time and

complaint process. Time to perform a proce-

-

-

use such services.

The most important step in developing bench-

renowned public procurement specialists and

-

sultative group.17

Further review of international instruments

the design of benchmarks. For instance, the

lack of an independent complaint mechanism

is the number one concern for suppliers. The

Benchmarking Public Procurement team re-

practices that instill trust in an independent

1. About Benchmarking Public Procurement

basis for developing the benchmarked areas of

the complaint and reporting mechanisms.

Since Benchmarking Public Procurement aspires

data, providing insights into good practices

worldwide, the dataset points toward reforms

the data cover whether open tendering is the

default method of procurement across the

to increase competition in public procurement

-

tors and the time and cost for each procedure

-

sector.

How are the data collected?

The Benchmarking Public Procurement indica-

-

-

cies in the answers the contributors provide,

including conference calls and written corre-

further validation. The data in this report were

steps in the process from data collection to

public release.

Data collected by email, telephone or personal interviews

Questionnaires emailed to local contributors in the measured countries

Data consolidated and analyzed

contributors to validate data

Report and indicators peer reviewed by renowned

Benchmarking Public Procurement 2016 report and online database

Step11

Step10

Step9

Step8

Step7

Step6

Step5

Step4

Step3

Step2

Step1


Selection of contributors

The main contributors to the questionnaire

-

ment tenders, chambers of commerce, law

-

-

-

pliers wishing to do business with their

government.

Contributors were selected based on their in-

pro bono

• -

ing providers of legal services, such as

Chambers and Partners, Martindale and

•

• Members of the American Bar Associa-

of commerce and other membership

•

on the websites of embassies, public pro-

curement agencies, business chambers

• Professional service providers recom-

Bank Group.

-

viders were well positioned to complete the

-

-

ers. Reaching out to both the private and public

sectors also helps in comparing the views and

insights of all stakeholders in the public pro-

Benchmarking Public Procurement in-

the Benchmarking Public Procurement

Data comparability

Benchmark-

ing Public Procurement

methodological foundations of Doing Business,

Benchmarking Public Procurement takes the

same sets of questions to all economies. Stan-

reliance on detailed assumptions of a case

Benchmarking Public Pro-

curement questionnaires and applied across all


-

tributors through their completion of the sur-

-

-

-

of public procurement rules. In addition, again

but proportional to the gross national income

Thanks to these assumptions, data collec-

number of economies and overcome deep

To be relevant and to provide up-to-date

-

cords reforms and highlights new trends in

Benchmarking Public Procurement 2016 assumptions

turnover equivalent to 100 times the GNI per capita.

equivalent to 20 times the GNI per capita. It initiates a public call for tender, following an open

is complete. It includes all required documents. It is unambiguous. And it provides a price quota-

tion free of mistakes.

procurement.

Note: The term widget


Aggregating the data


-

-

procurement (table 1.1).

-

scoring method allocates the same weight to all

-

score of 81 or more, which are considered close

to good practice on a certain subindicator, are

in the top quintile. Economies with a score of 20

or less are in the bottom quintile in the charts,

good practices and principles on what Bench-

marking Public Procurement measures. The re-

maining three categories are in quintiles 2, 3 or

to aggregate the Benchmarking Public Procure-

ment indicators are listed at the beginning of

.org).

Table 1.1 What Benchmarking Public Procurement measures—seven areas in two themes

Indicator 1: Public procurement life cycle

Preparing bids

Submitting bids

Evaluating bids

Indicator 2: Complaint and reporting mechanisms

First-tier review process

Second-tier review process

-


Awarding points based on the content of the

-

Benchmarking

Public Procurement also measures questions on

the implementation of laws in practice and the

-

are scored. Information was also collected for

Geographical coverage

The 2016 report covers 77 economies in seven

piloted in 11 economies: Afghanistan, Chile,

common trends in public procurement regu-

lations and related practices was published

(http://bpp.worldbank.org).

What are the methodological limitations?


tors do not measure the full range of factors,

-

of procurement contracts awarded in a given

-

indicators of a well-functioning procurement

-

count the impact of fraud and corruption,

-

-

instruments.

Benchmarking Public Procurement indicators

make the data comparable at a global level,

As a result the assessment focuses on national

-

What’s next?

Following in the footsteps of Doing Business, the

Benchmarking Public Procurement

will continue to improve. The team is scaling

to include topics such as Suspension and debar-

.

In addition, practice-related questions will be


Figure 1.3. Geographical coverage of Benchmarking Public Procurement 2016

(10 economies)

Hong Kong SAR, China Philippines

Indonesia Singapore

Taiwan, China

Mongolia Thailand*

Vietnam

Latin America and the Caribbean(13 economies)

Argentina Guatemala

Bolivia Haiti Nicaragua

Honduras Peru

Colombia

Ecuador

South Asia(2 economies)

Afghanistan* Nepal

Sub-Saharan Africa(19 economies)

Botswana

Burundi Mauritius South Africa

Cameroon

Côte d’Ivoire Namibia Togo

Congo, Dem. Rep. Nigeria

Gambia, The Senegal

Ghana*

Europe and Central Asia(10 economies)

Romania

Russian Federation*

Bulgaria Serbia

Moldova

Middle East and North Africa(7 economies)

Algeria

Bahrain Morocco

Tunisia

OECD high income(16 economies)

Australia Korea, Rep.

Austria Poland

Canada Netherlands

Chile*

France Spain

Sweden*

Ireland

1. About Benchmarking Public Procurement

-

in the development of the Benchmarking Public

Procurement

World Bank Group colleagues and other partner

future Benchmarking Public Procurement reports

even more useful as a resource.


can occur at every step of the procurement life

but the lack of transparency, bottle neck regula-

tions, unexpected delays and unequal access to

information are challenges that suppliers can

face all the way from the need assessment phase

to awarding and implementing the procurement

and strict implementation of regulations, have

an important role in making the overall process

-

national good practices can be used as goals

-

system, identify risks and opportunity, and adopt

targeted rules that will address these risks and

-

aware of tendering opportunities, obtain cop-

ies of tender documents, and understand how

and on what grounds bids are evaluated are

make procurement regimes more transpar-

information and open procurement markets

and processes for submitting and evaluating

Benchmarking Public Procurement measures the

the private sector through four phases. In the

preparing bids

sets the stage for the rest of the procurement

sector can provide and crafting the technical

phase, submitting bids, it has to advertise the

procurement to the private sector so that

potential bidders can create and submit their

evaluating bids, it eval-

awarding and executing contracts, it awards the

contract to the supplier that submitted the win-

-

-

ing/tendering department for all ministries.)

2. The procurement

| 17

This chapter presents some of the Benchmark-

ing Public Procurement

economies.

Preparing bids

The Metropolitan Municipal District of Quito, Ec-

uador, just had elections and the people of Quito

mayor made it a priority to address some issues

-

vide new desks, chairs, blackboards and chalks to

about to initiate a call for tender for a procure-

ment contract following an open and competitive

Meanwhile, a company with experience supplying

furniture for public schools was considering seek-

about to negotiate a contract with an important

private school in the city, which would demand its

want to miss any opportunity with the District of

Quito, since providing supplies to several public

-

able than supplying a single private school for two

The company was looking for some clarity on

Would the District of Quito advertise its needs?

If so, where? Would it publish a procurement

plan? What information would the advertisement

contain?

When assessing their needs and researching

potential solutions, procuring entities often

need to consult with the private sector to deter-

mine the solutions available, a process called

private sector often shapes the procurement,

-

a few suppliers are consulted during the mar-

-

sider the full menu of options available, and

chooses the appropriate procurement mecha-

encouraged to compete, certain baseline infor-

mation has to be included in tender documents,

and a notice of tender is to be advertised, pref-

through a central online procurement portal.

Various elements of the preparation period

procurement plan is critical for anticipating

and planning the preparation of a proposal.


the requirements to meet and the assessment

-

ating proposals—are essential for a supplier to

gauge its chances of winning the contract.

Preparing bids captures elements of the pro-

calibrated data points it measures the ease for

prospective bidders to become aware of ten-

dering opportunities, make an informed deci-

sion on whether to submit a bid and acquire

-

pare a proposal.18

Advertise the procuring entity’s needs

assessment

During the needs assessment phase, the pro-

tender notice. To provide an equal opportu-

private sector during market research. Such

-

cess for all interested parties to provide their

-

curement, under certain conditions. Indeed in

Argentina, when the amount of the contract or

a call for consultation is published online for a

submit comments.20 -

the tender documents for high-value construc-

tion and engineering contracts.

Algeria, Canada, Chile, Poland and Taiwan,

-

tations with the private sector during market

research. In Canada, Chile and Taiwan, China

required to be public, and notices are published

Preparing bids Submittingbids

Evaluating bids Awarding andexecuting the

contract

Advertise the procuring entity's needs assessmentPublish the procurement plan Advertise the call for tendersInclude key elements in the tender notice and tender documents

Figure 2.1 Preparing bids

online to reach a wide audience. In Poland, the

and include information on the consultations

in the tender documents.21

Publish the procurement plan and

advertise the call for tenders

-

est them and grant them more time to prepare

-

quired to publish their procurement plan.

suppliers’ access to tendering opportunities.

-

cation of open tenders “in at least a newspaper

of wide national circulation or on a unique of-

-

22

Channeling information to private companies

in countries where internet access can pose a

allow for a transition period so that the tender-

ing information and materials remain accessible

through traditional communication channels.

With online procurement platforms the legal

-

cast calls for tenders through traditional chan-

nels. Indeed, traditional channels provide

information in countries where SMEs have less

In all economies measured, open calls for ten-

ders are advertised on at least one channel, but

the transition to electronic communication sup-

port has started but not been completed. In

on a link to access tender notices, but no details

are published on the corresponding page.

Include key elements in the tender

notice and tender documents

To make an informed decision on whether

will use to assess bids. Both elements should

be included either in the tender notice or in

-

According to the OECD’s MAPS the “content of

-

tion to enable potential bidders to determine 23 Does the

law provide for minimum content of the tender

notice and tender documents? Do the tender

notice and tender documents feature technical

-

sessing bids?


At one end of the spectrum is Mauritius, where

-

der notice or in the tender documents. At the

other end is Burundi, where the law provides

a list of elements required for both the tender

notice and tender documents, and where both

-

quirements that bidders have to meet and the

criteria for assessing bids.

A closer look at the data also shows that sim-

the same channel in two countries, it does not

mean that this information held on this chan-

does the law provide that the requirements

and assessment criteria be included in the ten-

86%Online

11%Government premises

32%

14%

support of the

required

92%Online

29% Government premises

48%

53%

support of tender

required

3%

Figure 2.2 The internet is the most common channel used for the publication of the

procurement plan and tender notices (when required)

| 21

read tender documents to obtain this informa-

these documents from the electronic platform

fee to obtain the tender documents. If a com-

locations, obtaining the documents could be

Submitting bids

If you live in Moscow, in the Russian Federation,

there’s a reasonable chance you could get stuck

has twice as many elevators as New York, many of

Moscow launched a program to renew the old-

initiate a call for tender, following an open and

An experienced elevator supplier was interested

in responding to the call for tender and to be in

company was looking for clarity in regards to the

process of submitting a bid for this particular

prepare and submit the bid? Would it have to post

bid security along with the bid?

is advertised and the moment it submits a bid

-

pate in the tendering. If it decides to do so, it

imposes.

ease the tasks for prospective bidders. For in-

address bidders’ questions on technical speci-

-

ter access to information. Ensuring that the

-

ing that tender documents be distributed for

transaction costs that could deter participation.

when it comes to bid submission. In countries

where accessing the internet is not challeng-

can request from bidders also helps prevent

-

locating a reasonable time to submit a bid is an

important element for bidders.


Submitting bids

practice facilitate bidders’ access to informa-

tion while preparing their bids and ease the bid 24

Electronic submission of bids

-

procedures and reduces transaction costs for

available on an online portal. For bidders,

pro-

electronic means at all stages of the procedure,

including the transmission of requests for par-

ticipation and, in particular, the transmission of

the tenders (electronic submission), should be 26

-

public of Korea, where electronic submission of

bids has become the rule, e-bidding is possible

-

-

the case of framework agreements. In Morocco

through the portal but is not required to do so.

government agencies, as in Hong Kong SAR,

-

ment can receive bids online. Restrictions can

process to bid online. As a result, e-bidding

mandated at the national level and across all

open calls for tender.

In addition to online submissions, sending a

-

duce transaction costs for bidders. While less

common than submission on a procurement

platform or another website, it is allowed in 17

Minimum time to submit bids

Granting suppliers enough time to prepare and

submit their bids can ensure fairness, espe-

hiring consultants, preparing plans, producing

samples and performing other time-consuming

tasks. If the timeframe to do so is too short,

smaller companies have less chance to meet the

deadline and submit a solid proposal. But for ef-

strike the right balance between fairness and

-

count versus online platform and email.

procurement shows that a longer timeframe to

| 23

the directive lowered the minimum time for

suppliers to submit a bid for above threshold

does the law not provide a minimum timeframe

Thailand.



contract

Electronic submission of bidsMinimum time granted to submit bidsBid security, when required, is regulated

Figure 2.3 Submitting bids

Figure 2.4 Bids can be submitted online or by email in 47 economies

Option to submit bids via email in16 economies

Option to submit bids on an electronic

procurement platform or another

website in31 economies

Both options possible in

11 economies


Bid security, when required, is regulated

-

until the selection is made. On the amount

-

cepted good practice. The amount should be

substantial enough that it deters suppliers

deter potential bidders. Since the amount of

other bidders with limited resources. Procuring

-

ing what’s appropriate.

submitting a bid and grant better chances to

a favored candidate. To avoid such abuse the

value of the bid or the contract, that procuring

entities are entitled to request from suppliers.

also provide a list of acceptable forms of bid

-

ing entities, can choose the form that best suits

them.

Figure 2.5 The gap is 83 days between the longest and shortest timeframes allocated to submit

bids for open tendering

0 20 40 60 80 100

Days

Jamaica

Poland

Italy

France

Brazil

Egypt, Arab Rep.

Thailand

Korea, Rep.

Indonesia

Vietnam

90

52

52

52

45

10

7

7

7

7

amount that procuring entities can ask for, as

-

cretion. For other economies the value of the

procurement contract or the bidder’s proposal

-

mum that procuring entities can request. In

of its bid or the estimated contract price. But in

of the contract.27 Such variation would makes

-

spond to the call for tender.

Evaluating bids

-

pala, Uganda, create a challenge for pedestrians

City has decided to address the road congestion that

new road infrastructure is extremely costly and time-

-

cided to purchase a large number of street and traf-

Six bids were received, including one from a sup-

plier specializing in the production of signs such

as stop, yield, speed limit, no parking, school zone

and produce on demand, that supplier believed it

Figure 2.6 The bid security in the 66 economies where imposed can range between 0.5% and

100% of contract value, or be left to the discretion of the procuring entity

0

5

10

30

25

20

15

Bid security is not

requested

Maximum amount of

bid security is between

0.5% and 2% of the bid

price

Maximum amount of

bid security is between2% and 5% of the bid

price

Maximum amount of

bid security is more

than 5% of the bidprice

Maximum amount of

bid security is not

regulated

Num

ber

of e

cono

mie

s


The supplier wanted to make sure that its bid

-

with all others, be opened immediately once the

bid submission deadline is reached? Would the

company be allowed to attend the bid opening

session? Would the bid opening session be record-

bid evaluation committee?

The bid opening session should be transparent

and the bid evaluation should follow the tech-

detailed in the tender documents. But if the

legal framework does not provide clear enough

-

parent enough about how bids are evaluated,

suppliers can perceive the evaluation phase as

prefers to do business with. If this perception

opt out of the procurement market.

Several good practices help procuring entities

avoid the perception that their bid evaluation

framework should set forth clear procedures to

follow as soon as bids are submitted. The pro-

cess should include scheduling the bid opening

-

tions should describe the bid opening process,

of it will be recorded.

Evaluating bids looks at whether the bid evalua-

tion is open, transparent and fair to guarantee

bidders that the process follows the best stan-28

Timeframe to proceed with the

The legal framework in half the economies sur-

-

period—or indicates the timeframe for the bid

opening session to take place.

-

for each procurement, which states the date,

time and place for the bid opening session. In

of the bid opening session, but that can be up

the legal framework is vague and guarantees

-

sible or practicable.

In Afghanistan, Cameroon and Morocco a

respect the time imposed to proceed with the

bid opening.

| 27

Who attends the bid opening

-

tives should be able to attend the bid opening

session.

allow the presence of bidders and their repre-

those are open to the public. In cases where

Chile, the Republic of Korea, the Netherlands

and Taiwan, China the electronic bid opening

can be conducted without the bidders. But in

-

when its bid is open. In Taiwan, China, how-

and time established in the notice of invitation

to tender and in the tender documents. The

information about the session. Note that the

-

in person.

-

is silent on who can attend the bid opening

session.

bid evaluation

-

der will want to know whether the best person

possible has been appointed to evaluate bids.

It knows that in some economies, public of-

-

curement cannot take part in the evaluation.

-

needs assessment and drafting the technical

participating in the bid evaluation. Indeed, if



contract

Timeframe to proceed with the bid openingWho attends the bid opening

Figure 2.7 Evaluating bids


-

from having an integrated evaluation team.

the law prohibits the participation of public of-

-

in assessing needs and drafting the technical

-

ation, but the president of the bid evaluation

participate in both steps of the process. There-

-

Awarding and executing contracts

-

-

ent collections were lost but, luckily, no historical

books to the community, the City of Warsaw made

also decided to take the opportunity to expand the

library’s collection by purchasing a wide variety of

The City of Warsaw awarded the contract to a

schedule the delivery of the books, the company

tender and that the terms of payment were

standstill period for losing bidders to challenge

expect to be paid once the books are delivered?

Could it charge a penalty for late payments?

-

-

require that a contract award be published, as

Public Procurement. In addition, losing bidders

should be informed of the award and given an

Awarding the contract is the end of the formal

procurement process but the contract must

still be managed and the supplier must be paid

-

-

Agreement on Government Procurement and

-

ment—do not provide guidance or good prac-

tices for contract management.

To build and maintain a reputation as a

which can increase competition in later pro-

adequate performance. The legal framework

-

ments and provide additional compensation

consequences for private sector suppliers, par-

Awarding and executing contracts assesses

losing bidders are informed of the procuring

Before the con-

granted to the losing bidders. Furthermore,

-

-

-

plier on time—and if not, with penalties.

Standstill period for bidders to challenge

the award

A standstill period—between announcing a

potential awardee and signing the contract—

-

amine the award and decide whether to initiate

-

tant in economies where an annulment of the

contract is not possible,30 or when a complaint

does not trigger a suspension of the procure-

ment process.

-

the procurement.31

-32

and the WTO’s Government Procurement Agree-

ment. The standstill period and the time limits 33

More than half the economies do not provide

for a standstill period or support a shorter



contract

Standstill period for bidders to challenge the awardRegulatory timeframe to process paymentPenalties in case of delayed payment

Figure 2.8 Awarding and executing contracts


-

-

be terminated.

Regulatory timeframe to process

payment

-

paid for services rendered. It knows that an ef-

submitted.

In Poland, in compliance with the 2014 Euro-

or documenting performance, as per the law.34

practice. In half of these economies, suppliers

-

In some economies procuring entities are not

requested to respect a particular deadline to

-

ia, Colombia, Ecuador, The Gambia, Honduras,

-

ment schedule and forms in the contract. But

a recognized good practice

No standstill period 1 to 9 days 10 days or more

Bahrain Cameroon Afghanistan

Canada Haiti Austria

Colombia Indonesia

Côte d’Ivoire

Mauritius

Moldova Morocco Peru

Romania

Nicaragua Senegal

Tunisia

| 31

reasons are the length of administrative proce-

submitting its request. -

• Bahrain

• Bolivia

• Cameroon

• Côte d’Ivoire

• Guatemala

•

•

• Morocco

• Namibia

• Nigeria

• Philippines

• Romania

• Serbia

• Spain

•

• Togo

• Tunisia

•

• Vietnam

-

-

with disabilities.36

Penalties in case of delayed payments

interest when an account is overdue.37 But in

Canada

Colombia

Chile

Bulgaria

Algeria Egypt,Arab Rep.

Ghana

Australia

United States

Nicaragua

Peru

Ireland PolandUkraine

Moldova

Netherlands

Sierra Leone

Uganda

Mauritius

Nepal

Myanmar

SingaporeMalaysia

Indonesia

Rep. ofKorea

Russian Federation

HaitiMexico

Honduras

Ecuador

Brazil

Argentina

France

Burundi

Jordan

Lebanon Afghanistan

NewZealand

Senegal

Dem. Rep.of Congo

Zambia

SouthAfrica

Turkey

Sweden

JamaicaGuatemala

Bolivia

Uruguay

RomaniaHungary

AustriaBosnia and

Herzegovina

Serbia

ItalySpain

MoroccoTunisia

LiberiaCôte

d’IvoireTogo

Nigeria

Cameroon

Tanzania

Namibia

Bahrain

Vietnam Philippines

Hong Kong SAR, ChinaTaiwan, China

0 – 30 days31 – 60 days> 60 daysNo data

Map 2.1 Time needed in practice to receive payment takes longer than 60 days in 19 economies


Guatemala it has to submit a request for the pro-38

granted to suppliers, half do not follow their

-

see, as part of the procurement contract, provi-

penalties.

Table 2.2 A large number of economies do not mandate procuring entities to pay penalties to suppliers in

case of delays in payment

Europe and Central AsiaLatin America and

the Caribbean

Hong Kong SAR, China Argentina

Philippines Bulgaria Guatemala

Vietnam Haiti

Serbia

South Asia

Nepal Sub-Saharan Africa

Burundi

OECD high income Cameroon Middle East and North Africa

Australia Gambia, The Algeria

Ireland Nigeria

Korea, Rep.

South Africa Morocco

| 33

3. Complaint andreporting mechanismsEstablishing a good complaint mechanism has

become a key element of any procurement reform

between suppliers and the government was com-

the lack of technical expertise to establish an in-

judiciary was weak or the legal system simply did

not contemplate mechanisms for procurement

disputes with the state because the judicial system

would not render a decision in a timely manner,

the government since it was too risky or they could

The past decades have seen an intensive set of

instance, in Poland the public procurement reform

of 1995 introduced an appeals mechanism, which

has since been strengthened, increasing the num-

-

ment Complaints Review and Appeal Board, later

merged with the Administrative Review Board, to

This also opened the possibility for bidders to moni-

tor the procedures of the actual procuring entities

good complaint mechanisms is a crucial part of

the reform agenda. Such mechanisms can en-

limits and remedial actions when processes fail

-

nisms is to enforce public procurement laws so

that the authorities can correct mistakes and

noncompliance.

-40

Suppliers “have a natural interest in monitor-41 So do

-

and public spending.

-

age more bidders to compete for public con-

tracts.42 This can enable the government to ac-

quire goods and services at more competitive

prices. The added competition also reduces


smaller markets with few suppliers.

-

crease the costs for both governments and

complicated procedures could also deter po-

Depending on who is complaining and the

the contract award and choose to challenge the

43

Some seek to preserve good governance and

-

Complaint mechanisms that are appropriate to

serve the interests of all stakeholders, particu-

In some countries the review mechanisms and

mechanisms and procedures for the review of

This section on complaint and reporting mech-

anisms compares 77 economies in relation to

global good practices in three areas:

•

mechanisms.

• First-tier review process.

• Second-tier review process.

Availability of complaint and reporting mechanisms

In busy downtown Amman, Jordan, it is almost

address this problem, the Greater Municipality of

Amman decided to purchase a large number of

mobile charging stations and advertised a call for

charging stations in other countries in the region,

with the procuring agency and the potential bidders,

during which the legal representative of the supplier

noticed that one of the members of the evaluation

3. Complaint and reporting mechanisms

remain a member of the evaluation committee,

preparing the submission of its challenge, several

-

mation on mechanisms dealing with complaints?

Is such information freely accessible? Does the law

interest and recuse himself from the process?

Having all documents and procedures available

on a government-supported website reduces

parties should know what to include in their

-

-

cient review, with decisions rendered at a lower

cost and at a faster pace.

-

-

misconduct, such as fraud or corruption.

Availability of complaint and reporting mecha-

nisms assesses whether potential suppliers

-

choose the forum that will decide on its com-

plaint. It also assesses whether suppliers have

unbiased decision — and, if so, the safeguards

available.

complaint

Figure 3.1 Availability of complaint and reporting mechanisms

Note: The thematic coverage of the subindicator is broader than is presented here, and additional data points are avail-able on the Benchmarking Public Procurement


Options for a complaining party to

complaint

-

-

the National Appeals Chamber, and in Ireland

-

of Federal Claims.

participate in the procurement if a

process, Mr. Kamal should recuse himself from

participating in the evaluation of proposals.

-

-

-

ic Republic of Congo, Indonesia, Singapore or

the bid evaluation committee.

-

-

-

is asked to provide a written defense within 10

matter within three months.44 -

-

-

port misconduct. When there are no sanctions

-

blowers have no incentive to come forward, so

Of the countries that provide the means to

Peru require whistleblowers to provide their ID

number.46

| 373. Complaint and reporting mechanisms

Most countries protect reporting procurement

protection.47 In some economies, reporting of-

48

-


decided to get buses with two motors, one diesel

A company interested in submitting a bid re-

viewed the documents and noticed that the tech-

-

advantaged as it can supply buses that meet the

enquiring a little bit, the company discovered that

the competitor hired some consultants that were

help assess its needs, hence suspecting a possible

Since this contract is a big business opportunity for

-

the company initiate the complaint process? Which

trigger a suspension of the procurement process?

-

Suspending a procurement allows time to re-

be so short that it precludes responding to a

it hinders the procurement (such as more than

-

render a decision.

-

the procurement process when the complaint

Before the award, standing should not

be limited to suppliers submitting a bid — but


be allowed to challenge, otherwise the procure-

ment process could become more vulnerable

to frivolous complaints.

And if complaints trigger a suspension, award-

ing a contract could become a long and inef-

that allow suspensions during the post-award

-

ment procedures or to force competitors out

of the running. Court fees and deposits or pen-

alties can prevent such frivolous complaints.

To avoid added transaction costs, a complain-

First-tier review process -

do so and the overall procedure for a complain-

review mechanism in place.

Suspending the procurement in case of

a complaint: who has standing and the

duration of stay

An automatic suspension during the process

-

-

automatic suspension should be linked to who

how long

the suspension can last.

-

-

Figure 3.2 First-tier review process


3. Complaint and reporting mechanisms

In most economies a suspension is possible

-

it is in the best interest of the government to

proceed with the procurement process and

grant the award before resolving the protest.

Time limit for the review body to render

a decision

Once a complaint is submitted a time limit

should be set in the law so that a complaining

-

between the legal timeframe and the actual

practice. The time limit varies across the econo-

mies measured, and 12 do not have a set time

limit:

• Australia

• Hong Kong SAR, China

• Ireland

•

•

•

• Namibia

• Netherlands

•

• Sweden

• Thailand

•

0 5 15 25 30

Number of economies

South Asia

Middle East and North Africa

OECD high income

Latin America and the Caribbean

Europe and Central Asia

Sub-Saharan Africa

Global total

10 20

0

1

1

4

4

12

27

5


Although the law is silent in Australia, the

-

do have legal

A short time limit does not permit a meaningful

-

tioned, the law does not provide a timeframe,

however, where the law is silent and a decision

body to render a decision, it may take months or years to obtain a decision

64

75

60

20

1012

159

13575

9021

30

720

714

60365

100100

Number of days

Legal time limitTime in practice

0 100 200 300 400 500 600 700 800

United States

United Kingdom

Sweden

Russian Federation

New Zealand

Netherlands

Mexico

Lebanon

Italy

Chile

Brazil

Australia

Afghanistan


-

cision and that getting a response depends on

Second-tier review process

Recent outages in Yaoundé, Cameroon, left in-

Yaoundé’s main hospital, the blackout could have

equipment; the hospital’s emergency generator

was functioning but could only last a limited num-

-

dress this risk, the Municipal Council of Yaoundé

The contract was awarded to a renowned compa-

ny specializing in solar power production, which

scored highest following a quality and cost evalu-

-

-

ity products at a cheap price and that the solar

panels would soon have to be replaced because of

The competitor obtained a response from the

procuring entity within the legal timeframe, ex-

plaining that the supplier’s solar panels had been

competitor found out about the possibility of

need a lawyer and to plan for additional costs?

the decision be published and available to the

public?

Complaining parties should have an indepen-

-

be able to pursue their complaint at either an

independent administrative forum or a court.

An independent forum might have the skills

and knowledge needed to resolve complaints

but it adds to government costs if established

courts can ensure independence and enforce-

-

ing. There is no clear-cut good practice, but a

second-tier review is essential.

The appeal process should involve minimal

-

-

should know how long the second-tier review

-

tice, more than several months would signal a

-


Second-tier review process assesses whether

cost and time needed for such process, as well

as some characteristics of the second-tier re-

review mechanism is available.

Cost associated with appealing the

or variable depending on the value of the con-

tract or the forum and appeal procedure used

Process to appeal the decision

Publication of complaint decisions by second-tier review body

Figure 3.5 Second-tier review process


rate to a variable rate depending on the value of the contract or the review body

0

5

15

10

911812


to the Consiglio di Stato is between 2,000 and

6,000 euros, depending on the value of the

Publication of the second-tier review

body’s decision

Almost half the economies studied have laws

-

channels of publication are online, through the

websites of procuring agencies and the rel-

-

cisions are also communicated through the of-

-

lication are news, radio and the public board

economies.

Figure 3.7 In 31 economies the second-tier review body is not required to publish its decision—in others

publication is mandatory through one or more channels

Europe and Central AsiaLatin America and

the Caribbean

Hong Kong SAR, China Argentina

Philippines Bulgaria Guatemala

Vietnam Haiti

Serbia

South Asia

Nepal Sub-Saharan Africa

Burundi

OECD high income Cameroon Middle East and North Africa

Australia Gambia, The Algeria

Ireland Nigeria

Korea, Rep.

South Africa Morocco


Notes1. Nolan 2014

2.

3.

4. Thai 2001.

CIPS 2007.

6. Nolan 2014.

7. Basheka 2010.

8.

CIPS 2007.

10. PwC 2014.

11.

12. The Anti-Corruption Working Group was

-

ronto Summit in 2010 to take action on the

negative impact of corruption on economic

growth, trade and development. In the

Corruption and Growth, the working group

and multilateral development banks.

13. http://www.doingbusiness.org.

14.

World Bank 2014. https://www.open

knowledge.worldbank.org/bitstream

16.

17. The consultation has taken place with

the World Bank Group — including both

the World Bank and IFC; The George

Economic Co-operation and Development

(OECD); Inter-American Development

-

-

can Bar Association (ABA); and General

Electric (GE).

18. The thematic coverage of the subindica-

tor is broader than is presented here, and

additional data points are available on the

Benchmarking Public Procurement website


-

ing the needs assessment.

20.

on Public Procurement of Argentina.

21.

Poland, as amended in 2014.

22. OECD 2010.

23.






-

2014 on public procurement and repealing

Directive 2004/18/EC.

26.

27.



Notes




The thematic coverage of the subindica-





30.

31. Idem.

32.

v Bundesministerium für Wissenschaft

und Verkehr, and C212/02 Commission v

Austria.

33. OECD 2007b

34.

of Senegal.

36. Regulation 34 of the Public Procurement

& Disposal (Amendment) Regulations of

37.

Manual of Canada.

38.

Contracts of Guatemala.

SIGMA 2013.

40. OECD 2007a.

41.

42. Idem, p. 41.

43. Idem, p. 1.

44.

Ethical Conduct Principles and Procedures

and Principles for Application for Public Of-

46.

require ID. In Chile, reporting misconduct

www.contraloria.cl/NewPortal2/portal2

/Ciudadano/Inicio). The person reporting

number but has the option of request-

-

Anti-Corruption Commission website (as

has to provide his or her name, gender,

-

port number, phone number, address

and email address. In Mongolia the online

Corruption requires whistle blowers to

/gemthereg). In Nigeria the Independent

Corrupt Practices and Other Related Of-

to make a report online. On their website

-


report received the General Comptroller

needs to include the following: a) Name,

-

47.

Congo, Côte d’Ivoire, the Arab Republic

-

land and Togo.

48. Section 10 of the Public Interest Disclo-

Gordon 2006.

OECD 2007b

Data for the second-tier review process

subindicators are not scored. This informa-


Gordon 2006.

-

-

fee.

| 47Notes

ReferencesBasheka, Benon C. 2010. “The Science of Public

Procurement Management and Administra-

Charting a Course for Public Procurement

, Chapter 11.

-

Gordon, Daniel I. 2006. “Constructing a Bid

-

.sourcesuite.com/procurement-learning

OECD (Organisation for Economic Co-operation

and Development). 2006.

Interest in the Public Sector. www.oecd.org/gov

tables, 2006. http://www.oecd.org/development

———. 2007b. “Public Procurement Review and

SIGMA Papers, No. 41, OECD Publishing. http://

———. 2010. Methodology for Assessing Procure-

. http://www.oecd.org/dac

PwC. 2014. SMEs’ access to public procurement

markets and aggregation of demand in the EU

Internal Market and Services. http://ec.europa

Support for Improvement in Governance and

Management (SIGMA). 2013. Establishing Procure-

ment Review Bodies,

p. 2

.pdf.

Thai, Khi V. 2001. “Public Procurement Re-

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UNCITRAL Model Law on

http://www.uncitral.org

/ml-procure.pdf.


———. 2014. Guide to Enactment of the UNCITRAL

http://www

-procurement-2011/Guide-Enactment-Model

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Doing Business, Going Beyond

Efficiency

References

Economy datasheets

-

methods allocate the same weight to all bench-

81 or more, which are considered close to good

practice on a certain subindicator, are in the top

quintile. Economies with a score of 20 or less are

in the bottom quintile in the charts which means

and principles on what BPP measures. The re-

maining three categories are in quintiles 2, 3 or

aggregate the Benchmarking Public Procurement

Below are the areas that have been assessed

Benchmarking Public Procurement 2016

indicators. Additional information that has

found on http://bpp.worldbank.org.

For data containing a (-), please refer to Bench-

marking Public Procurement’s website (http://

bpp.worldbank.org) for further information.

The procurement life cycle

Preparing bids Submitting bids Evaluating bids Awarding and

executing contracts

Requirement to

publish the procure-

ment plan

Open tendering as the

default procurement

method

Who can attend the

bid opening session

Publication of tender

award

Channels of publica-

tion of the procure-

ment plan

Implementation of an

electronic procure-

ment portal

Requirement to

record the bid opening

session

award to losing

bidders


Preparing bids Submitting bids Evaluating bids Awarding and

executing contracts

Advertisement of the

needs assessment

phase

Guidelines accessible

on a procurement

portal

Requirement to evalu-

with the bid evaluation

criteria

-

ing in the tender notice standard bidding

documents

Prohibition for the

charge of conducting

needs assessment/

drafting the technical

participating in the bid

evaluation

Standstill: timeframe

featuring in the tender

documents

Procuring entities’

to international and/

or national industrial

standards in tender

documents

Time within which the

Publication of tender

notices questions

Time needed to

practice)

Time needed to access

the tender documents

Electronic means to

submit bids

Requirement for

procuring entities to

suppliers

Cost to access the

tender documents

A minimum timeframe

to submit a bid

documents on a

procurement portal

Form and submission

Complaint and reporting mechanisms

Availability of complaint and reporting mechanisms


Second-tier review processa

complaints

Actors who have

complaint

The process to appeal

complaints on a government-supported

website

Parties allowed to

challenge the award

Proof that a complaining

complaint

Time limit for review

decision

on a government-supported website a complaintRemedies

Alternative dispute resolution mechanism to

resolve issues arising from the procurement

process

Access of complaining

presented during review

process

Publication of complaint

participating in the procurement process, as

well as its implementation in practice

Requirement to report misconductPublication of complaint

Time limit for review

decision

Remedies

a


For data containing a (-), please refer to Benchmarking Public Procurement’s website (http:// bpp.worldbank.org) for further information.

% of GNI per capita

Time toreview—practice

Time to review—legala complaint

1st


14 0%159


Availability of complaint and

reportingmechanisms

Preparing bids

Awarding andexecuting the

contracts

Submitting andevaluating bids

First-tierreview

Afghanistan Income per capita: $680

South Asia

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

DAYS DAYS DAYS

a complaint


% of GNI per capita



1st


10 0.12%2020



reportingmechanisms

Preparing bids


contracts


First-tierreview

Algeria Income per capita: $5,340


0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

DAYS DAYS DAYS

a complaint



% of GNI per capita



1st


12.5 0%-45



reportingmechanisms

Preparing bids


contracts


First-tierreview

Argentina Income per capita: $14,560


0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

DAYS DAYS DAYS

a complaint


% of GNI per capita

- 0%--

High-income OECD

DAYS DAYS DAYS

1st



0 20 1000 20 100

0 20 100



% of GNI per capita



7 -52.542

Austria Income per capita: $49,366

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint


% of GNI per capita



21 0%1428

Azerbaijan Income per capita: $7,590


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita



10 0%-30

Bahrain Income per capita: $28,272


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint


% of GNI per capita



3 -16.57

Bolivia Income per capita: $2,830


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita

0%55DAYS DAYS

1st



0 20 60 80 1000 20 60 80 100

0 20 60 80 100


DAYS

| 61


% of GNI per capita



14 0%4014

Botswana Income per capita: $7,880

Sub-Saharan Africa

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita

7 0%147DAYS DAYS DAYS

1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100


| 63


10 37.13%--

% of GNI per capita


DAYS DAYS DAYS

1st



0 60 80 1000 60 80 100

0 60 80 100



% of GNI per capita


1st



0 40 60 80 1000 40 60 80 100

0 40 60 80 100

Sub-Saharan Africa


% of GNI per capita

14 0.14%-5DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa



% of GNI per capita

- 0%--DAYS DAYS DAYS

1st



0 20 40 800 20 40 80

0 20 40 80

High-income OECD

| 67


% of GNI per capita

14 -36560

High-income OECD

DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100



% of GNI per capita

14 0%20-DAYS DAYS DAYS

1st



0 20 40 60 1000 20 40 60 100

0 20 40 60 100



% of GNI per capita

14 0%77

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa



% of GNI per capita


1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

| 71


% of GNI per capita

3 0%--

Ecuador

DAYS DAYS DAYS

1st



0 20 80 1000 20 80 100

0 20 80 100




% of GNI per capita

21 0%1821


1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

| 73


% of GNI per capita

13.5 0%--DAYS DAYS DAYS

1st



0 20 60 1000 20 60 100

0 20 60 100

High-income OECD



% of GNI per capita

1st


14 0%1014


Sub-Saharan Africa

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

DAYS DAYS DAYS


% of GNI per capita


1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100

Sub-Saharan Africa



% of GNI per capita



- ---

Guatemala Income per capita: $3,440

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint

| 77


% of GNI per capita



5 0%-7

Haiti Income per capita: $830

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint



% of GNI per capita

10 0%22.5-DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100



% of GNI per capita



14 0%32-

Hong Kong SAR, China Income per capita: $40,320

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

East Asia and Pacific

a complaint



% of GNI per capita

- ---DAYS DAYS DAYS

1st



High-income OECD

| 81


% of GNI per capita

7 0%47


DAYS DAYS DAYS

1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100



% of GNI per capita

30 0.61%450-DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

| 83


30 7.63%13575

% of GNI per capita

DAYS DAYS DAYS

1st



0 60 1000 60 100

0 60 100

High-income OECD



% of GNI per capita

28 0%-18


DAYS DAYS DAYS

1st



0 20 60 80 1000 20 60 80 100

0 20 60 80 100


% of GNI per capita

30 0%135-DAYS DAYS DAYS

1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100




% of GNI per capita

14 -22.530DAYS DAYS DAYS

1st



0 20 40 60 1000 20 40 60 100

0 20 40 60 100

Sub-Saharan Africa

| 87


% of GNI per capita

- 0%8.510DAYS DAYS DAYS

1st



0 40 60 80 1000 40 60 80 100

0 40 60 80 100




% of GNI per capita

10 0%43


DAYS DAYS DAYS

1st



0 40 60 80 1000 40 60 80 100

0 40 60 80 100


% of GNI per capita

84 -720-DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100




% of GNI per capita

- 0%-15DAYS DAYS DAYS

1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100



% of GNI per capita

5 0%77

Sub-Saharan Africa

DAYS DAYS DAYS

1st



0 20 40 60 800 20 40 60 80

0 20 40 60 80



% of GNI per capita



8 0%9021

Mexico Income per capita: $9,980

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint


% of GNI per capita



10 0%2828

Moldova Income per capita: $2,550


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita



5 0%5.514

Mongolia Income per capita: $4,320


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint


% of GNI per capita



1 0%55

Morocco Income per capita: $3,020


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



3 1.85%-3

% of GNI per capita

DAYS DAYS DAYS

1st



Sub-Saharan Africa


% of GNI per capita



- ---

Myanmar Income per capita: $1,270

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint



% of GNI per capita



- ---

Namibia Income per capita: $5,820

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

a complaint


% of GNI per capita



1 -55

Nepal Income per capita: $730

South Asia

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita



- 0%--

Netherlands Income per capita: $51,210

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint

| 101


% of GNI per capita



- 0%20-

New Zealand Income per capita: $43,837

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint



% of GNI per capita



- 0%147

Nicaragua Income per capita: $1,830

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint

| 103


% of GNI per capita



21 0%2121

Nigeria Income per capita: $2,950

Sub-Saharan Africa

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



% of GNI per capita



10 58.35%-7

Peru Income per capita: $6,410


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint


% of GNI per capita



- --7

Philippines Income per capita: $3,440

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint



9.5 34.07%1621

% of GNI per capita

DAYS DAYS DAYS

1st



0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

| 107


% of GNI per capita



- 0%3020

Romania Income per capita: $9,370

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint



% of GNI per capita



7 0%1210

Russian Federation Income per capita: $13,210

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint


5 9.52%33

% of GNI per capita

DAYS DAYS DAYS

1st



Sub-Saharan Africa



7 15.33%2420

% of GNI per capita

DAYS DAYS DAYS

1st



0 20 40 60 1000 20 40 60 100

0 20 40 60 100


| 111


% of GNI per capita



18 0%37

Sierra Leone Income per capita: $720

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

a complaint



% of GNI per capita

15 -4545DAYS DAYS DAYS

1st




| 113


% of GNI per capita



14 0%6060

South Africa Income per capita: $6,800

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

a complaint



% of GNI per capita



15 0%20-

Spain Income per capita: $29,542

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint


% of GNI per capita



- 0%75-

Sweden Income per capita: $61,600

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint



- 0%1515

% of GNI per capita



Taiwan, China Income per capita: $22,598

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint

| 117


% of GNI per capita



28 0%-14

Tanzania Income per capita: $930

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

a complaint



90 0%--

% of GNI per capita



Thailand Income per capita: $5,410

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100


a complaint


% of GNI per capita



14 0%45

Togo Income per capita: $580

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

Sub-Saharan Africa

a complaint



% of GNI per capita



- 0%--

Tunisia Income per capita: $4,459


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint

| 121


% of GNI per capita



- 0%1414

Turkey Income per capita: $10,850


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



21 28.77%2121

% of GNI per capita

DAYS DAYS DAYS

1st



Sub-Saharan Africa

| 123


10 13.79%3042

% of GNI per capita


DAYS DAYS DAYS

1st



0 20 40 80 1000 20 40 80 100

0 20 40 80 100



% of GNI per capita



- -60-

United Kingdom Income per capita: $42,690

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint


% of GNI per capita



- 0%-100

United States Income per capita: $55,200

DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

High-income OECD

a complaint



% of GNI per capita



14 0%30-

Uruguay Income per capita: $16,360


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint

| 127


% of GNI per capita



- 0%-9

Vietnam Income per capita: $1,890


DAYS DAYS DAYS

1st




reportingmechanisms

Preparing bids


contracts


First-tierreview

0 20 40 60 80 1000 20 40 60 80 100

0 20 40 60 80 100

a complaint



14 9.54%-21

% of GNI per capita

Sub-Saharan Africa

DAYS DAYS DAYS

1st



ContributorsAfghanistan

Afghanistan Reconstruction and Development Services (ARDS)

Afghanistan Reconstruction and Development Services (ARDS)

Ewa SuwaraPolish Academy of Sciences. Institute of Legal Studies

Mohammad Aqil Omar

Algeria

Okba Lemdjed Bellabas

Ali BenchenebMourad SeghirBennani & Associés

Samir Benslimane

cabinet d’avocats.

Adnane Bouchaib

Khaled GoussanemGoussanem & Aloui Law Firm

Salima AlouiGoussanem & Aloui Law Firm

Tiliouia YoussefCabinet Tiliouia

Cabinet Hadj-Salah

Lefèvre Pelletier & associés

Robin SouclierLefèvre Pelletier & associés

Argentina

Beretta Godoy

Biscardi & Asociados

Mario BiscardiBiscardi & Asociados

Patricio MarchBiscardi & Asociados

Bullo - Tassi - Estebenet - Lipera - Torassa - Lawyers

Canosa Abogados

Nadia BousquetCanosa Abogados

Estudio Beccar Varela

Estudio Beccar Varela

M. &M. Bomchil

Federico CamplietiM. & M. Bomchil

Marval, O’Farrel & Mairal

Eliana HougassianMarval, O’Farrel & Mairal

Enrique VeramendiMarval, O’Farrel & Mairal

Marval, O’Farrel & Mairal

Irene CalouRichards Cardinal Totzer Zabala

Richards Cardinal Totzer Zabala

Australia

Ernst & Young

Phil Scott

Allens

AustriaStefan HuberCerha Hempel Spiegelfeld Hlawati

Michaela SiegwartCerha Hempel Spiegelfeld Hlawati

Bernt ElsnerCMS Reich-Rohrwig Hainz Rechtsanwälte GmbH

Florian KromerCMS Reich-Rohrwig Hainz Rechtsanwälte GmbH

Thomas HamerlCMS Reich-Rohrwig Hainz Rechtsanwälte GmbH

Marlene WimmerCMS Reich-Rohrwig Hainz Rechtsanwälte GmbH

Bundeskanzleramt

Austrian Court of Audit

Schramm Öhler Rechtsanwälte OG

Simone FidaSchramm Öhler Rechtsanwälte OG

Azerbaijan

Baker & McKenzie

Baker & McKenzie

Baku Law Centre LLC


Baku Law Centre LLC

Mustafa SalamovBM Morrison Partners

Anar AsadovState Procurement Agency of the Republic of Azerbaijan

Remells Law Firm

BahrainMohamed TooraniDLA Piper Middle East LLP

Balall MaqboolDLA Piper Middle East LLP

Nasreen AlubaidiDLA Piper Middle East LLP

Al Tamimi and Company

Zu’bi & Partners Attorneys & Legal Consultants

BoliviaSergio Antelo CallisperisAbogados Consultores Soc. Civ.

Rodrigo Galindo GarrettMedina & Galindo Abogados S.R.L

Stejskal & Asociados

Bosnia and Herzegovina

BH Telecom

Ministry of Agriculture, Forestry and Water

Novi Grad Mncp

Stipo PetricevicHrvatske Poste d.o.o. Mostar

Ivan KutlešaMinistry of Justice

JP Ceste

Revicon

Botswana

Bookbinder Business Law

Rehka Kumar

Brazil

VergueiroAmazonia Azul Defense Technologies - AMAZUL

Tiago GomesCastro, Barros, Sobral, Gomes Advogados

Helena SpielarCastro, Barros, Sobral, Gomes Advogados

Raphael RoqueCastro, Barros, Sobral, Gomes Advogados

Castro, Barros, Sobral, Gomes Advogados

Ana Flavia Santo Patrus de

Elisa Cristina BagolanEveris

Everis

Cesar PereiraJusten, Pereira, Oliveria & Talamini

Justen, Pereira, Oliveria & Talamini

RibeiroJusten, Pereira, Oliveria & Talamini

Isabella VosgerauJusten, Pereira, Oliveria & Talamini

Justen, Pereira, Oliveria & Talamini

Maria Augusta RostJusten, Pereira, Oliveria & Talamini

Rafael Wallbach SchwindJusten, Pereira, Oliveria & Talamini

Andre Guskow CardosoJusten, Pereira, Oliveria & Talamini

Guilherme ReisdorferJusten, Pereira, Oliveria & Talamini

Noronha Advogados

Fernanda Pinheiro PedroNoronha Advogados

Milena SantanaNoronha Advogados

Daniel AlvarengaNoronha Advogados

Odebrecht Brazil

Ministry of Foreign Relations of Brazil - Embassy of Brazil in Washington DC

| 131Contributors

Negro Monte Vieira de Melo

Rolim, Viotti & Leite Campos Advogados


Paulo FernandesRolim, Viotti & Leite Campos Advogados


Fernando Villela de Andrade ViannaSiqueira Castro - Advogados

Siqueira Castro - Advogados

Bulgaria

Raina DimitrovaBoyanov & Co Law Firm

Mihail VishaninBoyanov & Co Law Firm

Dimitrov, Petrov & Co. Law Firm

Kambourov & Partners, Attorneys at law

Elena ApostolovaKambourov & Partners, Attorneys at law

Ana NikolovaVladimir PenkovPenkov, Markov & Partners

Milena GaidarskaPenkov, Markov & Partners

Radost GeorgievaPenkov, Markov & Partners

Maria PashalievaPenkov, Markov & Partners

Mariana Katsarova

Irena GeorgievaSchoenherr

Elitsa Trifonova

BurundiChrisostome NsabimanaRubeya & Co-Advocates

Rubeya & Co-Advocates

BNM & Co. Advocates

Nibitegeka & Co. Advocates

Nzihahora

Cameroon

International Development Institute

Boyo & Patimark LLP

Fulbert AmbeBoyo & Patimark LLP

Moukouri Law

Danielle MoukouriMoukouri Law

Roland AbengThe Abeng Law Firm

Nicaise IbohnThe Abeng Law Firm

The Abeng Law Firm

The Abeng Law Firm

Canada

Fasken Martineau

Dentons Canada LLP

Blake, Cassels & Graydon

Borden Ladner Gervais

Borden Ladner Gervais

Gail BradshawPublic Works and Government Services, Government of Canada

ChileMarco RíosCarey & Cia. Ltda.

Carey & Cia. Ltda.

Matías VergaraCarey & Cia. Ltda.

Carey & Cia. Ltda.

Carey & Cia. Ltda.

ChileCompra

ChileCompra

Colombia

Brigard & Urrutia

Brigard & Urrutia

Brigard & Urrutia

Brigard & Urrutia

Felipe PiqueroEsquerra Barrera Arriaga


Marc GuimeraEveris

Everis

Lloreda Camacho & Co.

Lloreda Camacho & Co.

Samuel CanoLloreda Camacho & Co.

Parra Rodriguez Sanín



Santiago ParraParra Rodriguez Sanín


Congo, Dem. Rep.

“Ministère de l’Intérieur, Sécurité“

Avocat Kalenga et Associés

Expertise Business International Corporation

Côte d’Ivoire

CLK Avocats

CLK Avocats

CLK Avocats

Dapa Donacien KouakouBMP Consulting

West African Economic and Monetary Union (UEMOA)

Adama SoroSCPA SORO, BAKO et Associés

Ecuador

CrespoBustamante & Bustamante

Corporación Legal CL Ecuador

Ernesto Velasco GrandaFerrere

Fabiola Yantalema CainGAD, Municipal de General Antonio Elizalde

Track Global Solutions, S.L.

Egypt, Arab Rep.

Sharkawy & Sarhan

Esraa AbdelmoniemSharkawy & Sarhan

Ibrahim ShehataSharkawy & Sarhan

Shaimaa SolaimanChallenge Law Firm

Levari

Hegazy & Associates

Mohamed HashishSoliman, Hashish & Partners

Frederic SolimanSoliman, Hashish & Partners

FrancePierre BourdonUniversité Paris 1 Pantheon - Sorbonne

Pascal David

Earth Avocats

Earth Avocats

Earth Avocats

Pierre ReineEarth Avocats

Stephane de NavacelleNavacelle

Patrice AdmentChambre régionale des comptes d’Ile de France

Ravetto Associés

Taylor Wessing

Gambia, TheOlivia Mutambo Mpatswe, Esq.Amie Bensouda & Co, LP

Amie Bensouda & Co, LP

DT Associates

Gambia Public Procurement Authority GPPA



GhanaPatrick Ansah

Ghana Institute of Management and Public Administration

| 133Contributors

Emmanuel Koree

Kwadwo Osei-AsanteCost Plan Consult Ltd.

Nilakantha Bhoi

Sivert Ofori

Daniel QuampahPublic Procurement Authority

GuatemalaMarvin FloresAcción Ciudadana

RocaArias & Muñoz

Arias & Muñoz

Martín BarillasArias & Muñoz

Bermejo & Associados

Garcia & Bodan

DuranGarcia & Bodan

MontielGrupo Legal Integrado

Grupo Legal Integrado

Grupo Legal Integrado

Aguilar Castillo Love

Haiti

La Fondation Héritage pour Haïti

Salim SuccarCabinet Lissade

Cabinet Lissade

Claudie MarsanMarsan

Commission Nationale des Marchés Publics

Centre de Recherche et D’Information Juridiques

Honduras



García & Bodán

Vanessa OqueliGarcía & Bodán

García & Bodán

Contratación y Adquisiciones del Estado (ONCAE)

Olanda Patricia Montes



Zacarias & Asociados

Zacarias & Asociados

Hong Kong SAR, ChinaAlbert P.C. ChanHong Kong Polytechnic University

Financial Services and the Treasury Bureau

HungaryEdina BaloghBocsák, Katona & Szuchy Law

CLV Partners Law Firm

bpv JÁDI NÉMETH Attorneys at Law

Éva Fülöpbpv JÁDI NÉMETH Attorneys at Law

bpv JÁDI NÉMETH Attorneys at Law

Public Procurement Authority of Hungary

Szabolcs

IndonesiaM Kahar Al PalinrungiUniversitas Negeri Makassar

Makarim & Taira S.

Makarim & Taira S.

Agung DarmawanMakarim & Taira S.

Regency of Serdang Bedagai, North Sumatra

Samsul RamliSamsul


IrelandPeter CurranEversheds

Anna-Marie CurranA&L Goodbody

A&L Goodbody

Patrick McGovernArthur Cox Law Firm

Paul DavisDublin City University

McCann FitzGerald

McCann FitzGerald

Thomas O’Brien

Procurement

Italy

Banca d’Italia

Antonella BorseroMerani & Associati

Marco MarianiMM&A Studio Legale

Andrea GrappelliNunziante Magrone

Nunziante Magrone

Manuela BrusonARCA Lombardia and SDA Bocconi School of Management

Niccolo CusumanoSDA Bocconi

ARCA Lombardia

Autorità Nazionale Anticorruzione (ANAC)

Giovanni MarianiPwC

PwC

Marco FanelliPwC

Francesca DentePwC

PwC

PwC

Studio Legale Luisa Torchia

Claudio CataldiStudio Legale Luisa Torchia

Giulia FortunaStudio Legale Luisa Torchia

Valerio VecchioneStudio Legale Luisa Torchia

JamaicaNicole FogaFoga Daley

Ceceile Brown

JordanMichael DabitMichael Dabit and Associates

Rami Samain

Imad QasemGeneral Supplies Department

Al Tamimi

KenyaMuthomi ThiankoluMuthomi & Karanja Advocates

Dominic RebeloAnjarwalla & Khanna Advocates

Anjarwalla & Khanna Advocates

Institute of Public Procurement

Guto MogereMohammed Muigai Advocates

Korea, Rep.

Chanmo ChoiPublic Procurement Service

The Catholic University of Korea

Dae-in KimKim & Chang

Heewoo KangKorea Institute of Public Finance

Saerom AhnKorea Institute of Public Finance

Korea Institute of Public Finance

Kyrgyz Republic

Colibri Law Firm

Illarion TenColibri Law Firm

Veritas Law Agency LLC

Elena Bit-AvragimVeritas Law Agency LLC

Kyrgyz-Russian Slavonic University

Grata Law Firm

Elvira MaratovaGrata Law Firm

Contributors

Atabek AkhmedovGrata Law Firm

Lebanon

Baroudi and Associates

Baroudi and Associates

Ali HamdanBaroudi and Associates

Fakhry Law Firm

Ghada HarbFakhry Law Firm

El-Khoury & Partners Legal Counsel

El-Khoury & Partners Legal Counsel

Bassem ChalhoubEl-Khoury & Partners Legal Counsel

Fadi NaderLevant Law Practice

Dania RammalLevant Law Practice

Abbas SkeinehLevant Law Practice

Ramzi Joreige and Partners

Ramzi Joreige and Partners

MalaysiaChristoper & Lee Ong

MauritiusAmoordon PoobenMinistry of Health & Quality of Life

Balgobin Chambers

Philipa WallerBalgobin Chambers

Poonam Geemul CheekhooreeBanymandhub Boolell Chambers

Banymandhub Boolell Chambers

Cristelle ParsooramenBanymandhub Boolell Chambers



Basset Chambers

Karrim NamdarkhanBasset Chambers

Gavin GloverThe Chambers of Gavin Glover, SC

Nitish HurnaumThe Chambers of Gavin Glover, SC

The Chambers of Gavin Glover, SC

Dev ErriahErriah Chambers

MexicoEnrique García HuertaCannizzo, Ortiz y Asociados

Aldaz & Chávez, S.C.

Aldaz & Chávez, S.C.

Everis Mexico

Goodrich Riquelme

Hogan Lovells BSTL, S.C.

Gerardo SoriaLópez Velarde, Heftye y Soria, S.C.

Moré Abogados

Moré Abogados

Nader, Hayaux y Goebel, S.C.




Santamarina y Steta

Elías MoncadaSantamarina y Steta

MoldovaCristina MartinACI Partners

ACI Partners

Igor OdobescuACI Partners

ACI Partners

Andrei CaciurencoACI Partners

DAAC System Integrator


Roger GladeiGladei & Partners

Aelita OrheiGladei & Partners

Marian NenitaAna GalusTurcan Cazac Law Firm

Vladimir PalamarciucTurcan Cazac Law Firm

MongoliaAnderson & Anderson LLP

Pierre-Michel MotteauAudier & Partners

ELC LLP Advocates

ELC LLP Advocates

Burnee DamtsagdoELC LLP Advocates

Bulgan DamdinragchaaELC LLP Advocates

ELC LLP Advocates

JP Law Group

LexLoci LLP

LexLoci LLP

LRCM LLP

Public Procurement Department-- Province of Bayan-Olgii

MoroccoAicha BrahmaCabinet Hajji & Associés

Cabinet Hajji & Associés

Sodipress

Brahim AhmichSanaa DlimiaGide Loyrette Nouel

Khnata SaidiDivision des Marchés

Mozambique

Fernanda Lopes & Associados, Advogados

Alcinda CumbaFernanda Lopes & Associados, Advogados

Paula Duarte RochaMLC Advogados - Henriques, Rocha & Associados, Lda.

Silvia Prista CunhaMLC Advogados - Henriques, Rocha & Associados, Lda.

MLC Advogados - Henriques, Rocha & Associados, Lda.

Tiago Arouca MendesMLC Advogados - Henriques, Rocha & Associados, Lda.

Miguel SpínolaPLMJ - Sociedade de Advogadso, RL and GML - Gabinete Legal Moçambique

Nuno Morgado PereiraPLMJ - Sociedade de Advogadso, RL

PLMJ - Sociedade de Advogadso, RL

Amina AbdalaGLM Gabientete Legal Moçambique

Myanmar

DFDL Myanmar Ltd.

DFDL Myanmar Ltd.

DFDL Myanmar Ltd.

DFDL Myanmar Ltd.

DFDL Myanmar Ltd.

Lucy Wayne & Associates, Ltd

Win NaingLucy Wayne & Associates, Ltd

NamibiaRosalia MbotiKoep & Partners

Koep & Partners

Africa Institute for Fighting Corruption in Public Procurement

Nepal

Center for Public Policy Dialogue



Prem KarkiCenter for Public Policy Dialogue

Ncell Private Ltd

Shirshak GhimirePradhan, Ghimire & Associates

Pradhan, Ghimire & Associates

| 137Contributors

NetherlandsMichel ChatelinEversheds B.V.

University of Twente

Floris den BoerPIANOo - Dutch Public Procurement Expertise Centre

PIANOo - Dutch Public Procurement Expertise Centre

PIANOo - Dutch Public Procurement Expertise Centre

University of Twente

New Zealand

Russell McVeagh

David ClarkeRussell McVeagh

Chris BrowneWilson Harle

Rachel SussockWilson Harle

Thomas BurgessWilson Harle

Yasmin OlsenWilson Harle

Chapman Tripp

Aaron AdamsChapman Tripp

Nick CrangDuncan Cotterill

Karen EnglishMinistry of Business, Innovation and Employment

Minter Ellison Rudd Watts

Nicaragua

Arias & Muñoz

García & Bodán

Fernando Midence-MantillaLexincorp-Central American Law Firm

Lexincorp-Central American Law Firm

Andrea VidaurreMunguía Vidaurre Zúñiga

Nigeria

Odujinrin & Adefulu

Amina ImamAbuja Electricity Distribution Company

Woodside Nigeria Limited

Onimole AkinOnimole

Rotimi Abina

Tajudeen Oyawoye & Co.

Sope Williams-ElegbeUniversity of Lagos

Peru

MoncadaCarbera Moncada Abogados & Consultores SAC

Estudio Echecopar, member

International

Estudio Echecopar, member

International

María del Carmen TovarEstudio Echecopar, member

International

Everis

Martín Zecenarro Abogados

Rebaza Alcázar & De Las Casas Abogados

Rebaza Alcázar & De Las Casas Abogados

Natalia GallardoRebaza Alcázar & De Las Casas Abogados

Organismo Supervisor de Contrataciones del Estado (OSCE)

Track Global Solutions Perú, SAC

PhilippinesIsrael Helios S. InocencioProcurement Unit at FASPO, DENR

Aida CarpenteroProcurement Service, Department of Education

Center for Policy and Executive Development

SyCip Salazar Hernandez & Gatmaitan

Roshni BalaniSyCip Salazar Hernandez & Gatmaitan

Diana GervacioSyCip Salazar Hernandez & Gatmaitan



Bhong Paulo A. MacasaetSyCip Salazar Hernandez & Gatmaitan


Department of Social Welfare and Development

Poland

Marcin Krakowiak

Piotr KunickWierzbowski Eversheds

Wierzbowski Eversheds

Polish Agency for Enterprise Development

Warsaw University

Agata SmerdAneta WalaWALA Consult sp. z o.o.

RomaniaCorina NeagaIoan Baciu

Anca Albulescu

Iulia Dragomir

Raluca Marcu

Violeta SimionescuIntegrate Investment

Andreea Toma

Mona Musat

Crina Ciobanu

Adina Chilim-DumitriuNestor Nestor Diculescu Kingston Petersen

PeliFilip SCA

Bogdan CreteanuPeliFilip SCA

Tudorie IrenaPopovici Nitu & Asociatii

Bulboaca & Associates Law Firm

Vlad Cercel

Iulia VassVass Lawyers

Russian FederationAlim InalovLimited Liability Company “SMU” Front Engineering

Tri-a-kom, LLC

Kompaniya MKM Prof, LLC

Eugenia Erokhina

Moscow City Healthcare Department

Anna OrlovaTOR-Impex, LLC

Moscow City Science and Industrial Policy Department

Association of Electronic Trading Platforms (AETP)

Moscow Metropolitan Governance University

Yulia NabiullinaBeiten Burkhardt Moscow

Kamil KaribovBeiten Burkhardt Moscow

Falk TischendorfBeiten Burkhardt Moscow

Anastasia VasilievaBeiten Burkhardt Moscow

Castren & Snellman

Procurement

Contributors

Victoria Bortkevicha

Dechert Russia LLC, Moscow Branch



Andrei ShkadovFBK Legal

Sergei ErmolenkoFBK Legal

Hogan Lovells

Hogan Lovells

Konstantin MakarevichHogan Lovells

Fedor KovatevHogan Lovells

Denis KachkinKachkin & Partners

Linklaters

The Council of the National Association of Procurement Institutions

Anton SubbotBaker & McKenzie - CIS

Baker & McKenzie - CIS

SRO NP “GTS”

Anisa SukharevaMoscow City Regional Power Engineering Commission

Boris Suprun

SenegalCheikh FallCabinet Cheikh Fall

Mamadou Moustapha

Carvalho

Serbia

Isailovic & Partners

National Agency for Regional Development

Republic Commission for Protection of Rights in Public Procurement Procedures

University of Belgrade, Faculty of Law

National Bank of Serbia

University of Novi Sad, Faculty of Law

City of Belgrade

Sierra LeoneFranklin IbemessieInternational Business & Technical Consultants, Inc.

Account-Philippines (MCA-P)

Transparency International Sierra Leone

SingaporeKim Hock AngBaker & McKenzie.Wong & Leow

Singapore Management University

Ignatius HwangSquire Patton Boggs

South Africa

Allegria Graphix & Consulting

Claire Tucker

Edward Nathan Sonnenbergs Inc.

Grant WilliamsEversheds (SA) Inc.

SpainPablo DorronsoroBaker & McKenzie Madrid

Raquel BallestrosBird & Bird LLP

Eversheds Nicea

Alberto Dorrego De CarlosEversheds Nicea

Eversheds Nicea

Eversheds Nicea

OppeltKPMG Abogados S.L.

KPMG Abogados S.L.

MVA Asociados


Observatorio Contratación

Zaragoza

Patricia ValcarcelUniversidade de Vigo Pontevedra

Universidad de Alcalá

Universidad de Barcelona

Miguel A. BernalUniversidad de Zaragoza

Tribunal Administrativo Contratos Publicos Comunidad de Madrid

Tribunal Admistrativo Recursos Contractuales Junta de Andalucía

Arancha Bengoechea

Landwell Pricewaterhouse, Tax & Legal Services S.L.




University of Almería

University of Almería

Tribunal Català de Contractes del Sector Públic

Track Global Solutions, S.L.

SwedenMorvarid Dorkhan NilssonBaker & McKenzie

Baker & McKenzie

Delphi

Ingrid SandstedtDelphi

Hamilton Law Firm

Mikael DuboisHamilton Law Firm

Lindahl Law Firm

Lindahl Law Firm

Robert ÅgrenLund University

Mia Salborn HodgsonKonkurrensverket (The Swedish Competition Authority)

Martin VildhedeSetterwalls Advokatbyrå AB

Setterwalls Advokatbyrå AB

Andrea SundstrandStockholm University

Eversheds Advokatbyrå AB

Christopher StridhEversheds Advokatbyrå AB

Taiwan, China

Melanie Ho

DEEP & FAR Attorneys-at-Law

C.F. TsaiDEEP & FAR Attorneys-at-Law

DEEP & FAR Attorneys-at-Law

Tanzania

Nkasi District

NexLaw Advocates

Bank of Tanzania

Peter KasandaClyde & Co Tanzania

Thailand

Corruption Commission

Penrurk PhetmaniTilleke & Gibbins International Ltd.

Tilleke & Gibbins International Ltd.

Tilleke & Gibbins International Ltd.

Togo

Aquereburu & Partners

Essi D. Sonia SossoeAquereburu & Partners

Martial AkakpoSCP Martial Akakpo & Associés

Mandina MandiSCP Martial Akakpo & Associés

SCP Martial Akakpo & Associés

SCP Martial Akakpo & Associés

| 141Contributors

Tiburce MonnouCabinet d’Avocats Monnatt

Tchitchao TchalimTambalo KaroMinistère de la Justice du Togo

Tunisia

Chafter Raouadi

Chafter Raouadi

Habiba RaouadiChafter Raouadi

Mohamed Raouf El HeniEversheds El Heni

Selima Ben HamoudaEversheds El Heni

Eversheds El Heni

Mongi ElfekiMohamed KammounKammoun & Kallel

Ahmed KallelKammoun & Kallel

Haute Instance des Commandes Publiques (HAICOP)

Turkey

Dicle Su Han

Çakmak Attorneys at Law

Ecem PirlerÇakmak Attorneys at Law



Partnership

Tolga IsmenIsmen Gunalcin

N. Fulya Kazbay Law Firm

Paksoy Law Firm

Burak KepkepPaksoy Law Firm

Pekin & Pekin

Hakan DuruselPekin & Pekin

Pekin & Pekin

UgandaAkurut Irene

KPMG Uganda

KPMG Uganda

Edgar IsingomaKPMG Uganda

Kampala Associated Advocates

Kampala Associated Advocates

Stella MwaliKampala Associated Advocates

Ukraine

Antika Law Firm

Antika Law Firm

Arzinger Law Firm

Viktoriia GladkaArzinger Law Firm

Arzinger Law Firm

Asters

Asters

Andrii Grebonkin

Gide Loyrette Nouel

Bertrand BarrierGide Loyrette Nouel

LLC Nobles

LLC Nobles

Khandurin Law Firm

Vasil Kisil & Partners

Ministry of Economic Development and Trade of Ukraine

United Kingdom

Sollerta

Warsha KaleBerwin Leighton Paisner LLP

Dermot CahillInstitute for Competition & Procurement Studies, Bangor University

Institute for Competition & Procurement Studies, Bangor University


Ceri EvansInstitute for Competition & Procurement Studies, Bangor University

Patrick ParkinBurges Salmon LLP

Ian TuckerBurges Salmon LLP

Anatoli TsakalidouEastern Shires Purchasing Organisation

Richard MatthewsEversheds LLP

Edward WilliamsEversheds LLP

LLP

LLP

Reed Smith LLP

Peter TeareReed Smith LLP

United StatesBrian DarstBrian Darst, Attorney At Law

Keaston SimmonsE3 Federal Solutions LLC

Department of Transportation DC

Pepper Hamilton LLP

Pepper Hamilton LLP

Pepper Hamilton LLP

Tim di GiuseppeTD Governement Solutions, LLC

Thomas PetruskaContracts Unlimited, Inc.

Uruguay

Ferrere Law Firm

Ferrere Law Firm

Ferrere Law Firm

Fischer & Schickendantz

Posados, Posados & Vecino

María Victoria GarbatoPosados, Posados & Vecino

Pablo VarelaPosados, Posados & Vecino

Federico SamudioPosados, Posados & Vecino

Alicia AlonsoAgencia de Compras y Contrataciones del Estado (ACCE)

Ministry of Economy and Finance

VietnamGiles Thomas CooperDuane Morris Vietnam LLC

Duane Morris Vietnam LLC

Oliver MassmannDuane Morris Vietnam LLC

Thu Thao BuiGide Loyrette Nouel AARPI

Nasir PKM AbdulGide Loyrette Nouel AARPI

Gide Loyrette Nouel AARPI

Charles MagdelaineGide Loyrette Nouel AARPI

Thu Hien Bui

Indochine Counsel

Vision & Associates Co. Ltd

ZambiaVincent MoolaAfrican Union Commission

Chibesakunda & Company

Victor Tembo

| 143Contributors

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