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E-PROCUREMENT PLATFORM. EU Public Procurement Learning Lab. July, 2006. Institutions are the sole responsible of information provided. Consip does not take any responsibility as to the quality of data. Objectives. - PowerPoint PPT Presentation
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EU Public Procurement Learning Lab
E-PROCUREMENT PLATFORM
Institutions are the sole responsible of information provided. Consip does not take any responsibility as to the quality of data.
July, 2006
2
Objectives
During the last EU Lab meeting (Brussels, December 2005), all members of the laboratory decided to organize restricted round tables on specific topics;
In June 2006, Consip promoted - in consequence of its own internal need - a brief benchmark on e-procurement platforms, aimed at collecting information on the current practices;
This Report collects the data provided by a group of institutions that expressed interest in the initiative;
Institutions are the sole responsible of information provided. Consip does not take any responsibility as to the reliability of data.
3
Institutions involved
Country InstitutionShort Name
Governance Organization
Supported by
Austria Bundesbeschaffung GmbH BBGCentral Purchasing Body
-
Austria WienerZeitung WZ Authority -
BelgiumFederal Public Service For Pers & Organisation
FPSPO Authority Public Fed Srervice P-O
Cyprus Public Procurement Directorate PPD Authority Treasury of the Republic
Denmark National Procurement Ldd SKICentral Purchasing Body
-
Estonia Public Procurement Office PPO Authority Ministry of Finance
GermanyBeschaffungsamt des Bundesministeriums des Innern
BESCHA Central Purchasing Body
-
Hungary Directorate for Public Procurement DPPCentral Purchasing Body
Directorate of Central Services
Italy Consip L.T.D. CONSIPCentral Purchasing Body
-
PortugalAgência para a Sociedade do Conhecimento IP
UMIC Authority -
RomaniaGeneral Inspectorate for Communications and Information Technology
GICIT Authority -
11 institutions, representative of 10 countries, have been surveyed
4
Executive Summary (1/2)
APPLICATIVE SOFTWARE
Different initiatives are still in a start-up phase: public bodies are not able to indicate their own software preferences
It seems that a product market-leader does not exist: in particular electronic catalogues show a wide range of alternatives
A relevant number of bodies have developed proprietary solutions, with particular reference to “additional” services (e-publishing, aggregation of needs, e-staging area for catalogue import, e-notification, e-payments, etc.)
MAKE OR BUY OPTION
The Make or Buy option – in terms of “Application Development”, “Application Management”, System Hosting” - seems balanced between the participants
More diffuse is, instead, the option to maintain the property of the hardware (70%)
SERVICES
In addition to the standard services (electronic auctions and catalogues) particularly care is versus “catalogues management”, “suppliers IT system integration”, “logistic services”
5
Executive Summary (2/2)
PROCESSES AND COMPETENCES
The activities mainly garrisoned regard the attendance to the customers (in particular buyers)
In terms of competences results particularly strategic the technological aspect (management and control of outsourced activities)
COSTS & REVENUES
About 45% of the external costs is addressed to development and maintenance software activities
6
Software Used
e-auctions e-catalogues other
1 - Systems/Applications/Infrastructure: Software
APPLICATIVE SOFTWARE
Different initiatives are still in a start-up phase: public bodies are not able to indicate their own software preferences
It seems that a product market-leader does not exist: in particular electronic catalogues show a wide range of alternatives
A relevant number of bodies have developed proprietary solutions, with particular reference to “additional” services (e-publishing, aggregation of needs, e-staging area for catalogue import, e-notification, e-payments, etc.)
e-tendering; 4
e-publishing;
1
aggregation of needs; 1
e-staging area for
catalogue import; 1
e-notif ication;
1
e-payments;
1
no answ er; 7
open source; 1
ariba; 1
proprietary; 1
Oracle; 1no answ er;
3
Intershop; 1
Emptoris; 1in process;
1
Ariba; 1
proprietary; 2
GS1; 1
Oracle; 1
7
eProcurement Application
Application Development Application Management Hosting (System Management) Hardware Property
1 - Systems/Applications/Infrastructure: Make or Buy Options
MAKE OR BUY OPTION
The Make or Buy option – in terms of “Application Development”, “Application Management”, System Hosting” - seems balanced between the participants
More diffuse is, instead, the option to maintain the property of the hardware (70%)
no answ er; 1
outsourced (buy); 6
in house (make); 4
no answ er; 2
in house (make); 6
outsourced (buy); 4
no answ er; 2
outsourced (buy); 5
in house (make); 4
no answ er; 2
proprietary; 8
outsourced (buy); 1
8
1 - Systems/Applications/Infrastructure: Make or Buy Options
Portal
Application Development Application Management Hosting (System Management) Hardware Property
Call Center / CRM
Application Development Application Management Hosting (System Management) Hardware Property
outsourced (buy); 5
in house (make); 3
no answ er; 2
in house (make); 5
outsourced (buy); 3
no answ er; 4
outsourced (buy); 4
in house (make); 4
no answ er; 3
proprietary; 6
outsourced (buy); 1
no answ er; 4
outsourced (buy); 2
in house (make); 4
no answ er; 5
no answ er; 7
proprietary; 3
outsourced (buy); 1
in house (make); 3
outsourced (buy); 1
no answ er; 7
in house (make); 3
outsourced (buy); 1
no answ er; 7
9
1 - Systems/Applications/Infrastructure: Make or Buy Options
Data Base
Application Development Application Management Hosting (System Management) Hardware Property
outsourced (buy); 4
in house (make); 3
no answ er; 4
in house (make); 4
outsourced (buy); 2
no answ er; 5
outsourced (buy); 1
in house (make); 5
no answ er; 5
proprietary; 7
no answ er; 4
10
2 - Service Offering
SERVICES
In addition to the standard services (electronic auctions and catalogues) particularly care is versus “catalogues management”, “suppliers IT system integration”, “logistic services”
"pre-sale" services
service offered
service not yet offered but planned
service not offered nor
plannedno answ er
2 2 3 3
3 3 2 2
7 1 1 1
2 3 2 3
1 1 4 4
"post-sale" services
4 1 3 2
1 3 4 2financial services (payments, f inancing,...)
logistics services (orders, goods receipt,...)
supplier scouting/ market analyses
demand management
electronic catalogues management
supplier systems integration
market prices monitoring
11
3 - Processes and Competencies
PROCESSES AND COMPETENCES
The activities mainly garrisoned regard the attendance to the customers (in particular buyers)
In terms of competences results particularly strategic the technological aspect (management and control of outsourced activities)
Processess directly managed Rank
customer support/ buyers (other public administrations) 1
new services development 2
electronic catalogues development and management 3
software development 3
framework agreements/ contracts development 4
customer support/ sellers (suppliers) 5
infrastructure (HW/ TLC) development and management 6
Competencies Rank
technological/ information technology 1
strategic sourcing 2
project management 3
customer care 4
12
4 - Costs and revenues structure
COSTS & REVENUES
About 45% of the external costs is addressed to development and maintenance software activities
Internal resources (number of employee):
IT 9%
call center/ customers support 21%
services develop./ manag. (auctions, orders,…) 31%
business development 11%
staff/ other 28%
average ICT resources per body 23
External costs breakdown (%)
infrastructure (HW/ TLC) 30%
software licenses 23%
software develop./ manag. 45%
… 3%
100%