The Link Between Infrastructure and Innovation | The Evolution of Data on Wall Street
OECD workshop on measuring the link between public procurement, R&D and innovation. "Re-assessing...
-
Upload
stieas -
Category
Government & Nonprofit
-
view
37 -
download
0
description
Transcript of OECD workshop on measuring the link between public procurement, R&D and innovation. "Re-assessing...
Re-assessing the link between public
demand and firm innovation
OECD expert workshop
5-6 December 2013, Paris
Ville Valovirta
VTT Technical Research Centre of Finland
2 06/12/2013
Two surveys conducted
Company survey
A random sample of 9313 firms
operating in Finland drawn from a
business database.
Survey implemented in two rounds
between 11/2012 – 3/2013
514 responses (5,5% resp. rate, to
be rechecked), of which 349 have
delivered products or services to
public sector during past three
years.
Survey to public procurers
A sample of 5500 respondents
compiled from tenders published in
HILMA (online portal for public
procurement) in 2008-2011 and a
business database which covers
public sector strategic decision-
makers.
Survey implemented in 8-9/2013
374 responses (circa 7% response
rate, to be confirmed after
rechecking un-reached and non-
functioning email addresses etc.).
3 06/12/2013
PUBLIC
PROCUREMENT
BODIES
SUPPLIER FIRMS
OTHER
BUYERS
Market Innovation policy
DEMAND side
innovation
policy measures
SYSTEMIC
innovation
policy measures
SUPPLY side
innovation
policy measures
Impact of supplier
innovation on public
service improvement
Impact on
development
and diffusion
of innovation
Impact on
market
creation and
market
structure
Impact on
capacity to
purchase
innovative
solutions
Public demand Private demand
Supply
Impact of public
procurement on
market uptake and
private demand
(catalytic effect)
Mapping impacts
Impact of public
procurement on firm
innovation
4 06/12/2013
SURVEY TO SUPPLIER FIRMS
SECTOR CHARACTERISTICS
5 06/12/2013
Were innovation(s) result of bidding for or delivering public sector contracts?
By the main category of goods/services supplied
1
1
1
1
1
2
2
5
5
14
5
19
19
27
13
16
8
16
18
36
11
35
26
35
13
16
0% 20% 40% 60% 80% 100%
Accommodation, food service, arts & recreation
Consumer goods (e.g. foodstuff, clothing…)
Financing, real estate, administrative & support services
Construction, repairing, maintenance
Energy, water, sewerage, waste management
Machinery, equipment & vehicles
Information and communication services
Professional, scientific and technical services
Education
Healthcare & social services
Yes - all of them Yes - some of them No, none of them
6 06/12/2013
SURVEY TO PUBLIC
PROCURERS
7 06/12/2013
How concentrated is the
supply in your sector? How much can you influence the
market through procurement?
Not at all 11%
Fairly little 67%
Fairly much 20%
Very much 2%
Very diffuse (several equally
positioned suppliers)
15%
Rather diffuse 25%
Rather concentrated
52%
Very concentrated (one or few suppliers)
8%
8 06/12/2013
Methods for market engagement
2
6
21
6
20
73
7
23
45
78
103
177
136
50
98
116
118
123
127
78
155
149
119
100
89
28
47
146
87
73
45
38
13
33
0% 20% 40% 60% 80% 100%
Commissioned market analyses
Supplier seminars
Participation in R&D projects
Market analyses carried out by ownorganisation
One-to-one negotiations with potentialsuppliers
Targeted information requests to selectedpotential suppliers
Information request in online procurementportal
Always Often Sometimes Rarely Never
9 06/12/2013
Procuring as first user & with development involved
24
87
119
10
88
100
52
127
125
44
147
129
35
145
127
103
135
143
93
114
97
119
113
109
136
90
84
205
18
21
204
16
29
75
13
15
0% 20% 40% 60% 80% 100%
Purchasing existing goods
Purchasing new/improved goods as a first user
Delivery contract of goods has involved development work
Purchasing existing service
Purchasing new/improved service as a first user
Delivery contract of services has involved development work
Purchasing existing comprehensive solutions
Purchasing new/improved comprehensive solutions as a firstuser
Delivery contract of comprehensive solutions has involveddevelopment work
Never Rarely Sometimes Often
10 06/12/2013
by size of procuring unit
0%
10%
20%
30%
40%
50%
Less than 10 10 - 49 50 - 249 250 - 499 500 - 999 1000 -
Contract has involved development work - Sometimes or Often
Purchasing as first user - Sometimes or Often
11 06/12/2013
by sector
0%
20%
40%
60%
Purchasing as a first user - Sometimes or Often
Contract has involved development work - Sometimes or Often
12 06/12/2013
by level of administration
80
29
18
9
25
40
26
73
21
9
4
11
16
9
0% 20% 40% 60% 80% 100%
Municipalities
Joint municipal authorities
State local and regional administration
Unincorporated government enterprises
Independent, legally recognized public organizations
State administration and central government
Unincorporated municipal enterprises
Purchased products as a first user / delivery contract included development work
Sometimes or Often Never or Rarely
13 06/12/2013
by level of standardisation
0%
20%
40%
60%
80%
100%
All the purchasedproducts are tailor-
made
Most of thepurchased products
are tailor-made
Half of the productsare tailor-made, half
are standardised
Most of thepurchased products
are standardised
All the purchasedproducts arestandardised
Purchase of products as a first user / delivery contract includes development
Never or Rarely
Sometimes or Often
14 06/12/2013
Risks and barriers related to purchasing innovative solutions
36
23
70
72
61
79
116
123
130
98
169
174
195
211
172
155
155
69
46
54
51
36
51
51
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Interaction with the supplier gives the companyungrounded competitive advantage
Problems related to management of IPR
Supplier is not able to develop solution matching ourneeds
Difficulty to assess effort required from purchaser toprocure innnovative solutions
Integration of innovative solution to existingprocesses/systems does not succeed
We don't know well enough practises suitable topurchasing innovative solutions
Alternative solutions are difficult to compare
Suppliers challenge the tendering decisions to theMarket Court
Very significant Moderately significant Not at all significant
15 06/12/2013
POLICY IMPLICATIONS
16 06/12/2013
Linking public procurement and firm innovation
Problem
identification
Identification
of specific
needs
Integration
with other
systems, user
acceptance
Tender
based on
functional
specifications
Deployment
Scaling-up
Opportunity
identification
Product
development
Product
modifications
Commerci-
alization
Delivery
Customer
support
Public
procurer
Supplier
firm
Market
dialogue
Piloting
with users Contract
Tendering
process
Specification of
functional
requirements
Pre-commercial Commercial
17 06/12/2013
Policy implications
Support to public procurement of innovation:
Facilitate identification of societal challenges as opportunities for
PPI and other demand-side instruments
Set up market dialogue processes
Engage users in specification of functional requirements
Encourage joint specification between public procurers
Connect with domain expertise in the specification process
Support piloting and testing of new products
Support capacity building for PPI
Share risks through co-financing schemes