2007年-世界发展银行全球_Mulitlateral_Development_Bank_International_Survey_of_e-Procurement_Systems_124页_1mb

Summary of the International Survey of E-Procurement Systems (May 2007)

Core Content

This document presents the findings of an international survey on e-procurement systems (e-GP) conducted by Curtin University of Technology and International Governance Solutions Ltd, funded by the Asian Development Bank (ADB), the Inter-American Development Bank (IDB), and the World Bank (WB). The survey focused on e-Tendering, e-Reverse Auctioning (e-RA), and e-Purchasing systems across 14 countries in Asia/Oceania, South America, and Europe.

Main Objectives

• To provide insights for jurisdictions initiating e-GP systems.
• To assess system functionality, governance, business, management, and technical aspects.
• To evaluate costs, benefits, outcomes, and lessons learned.
• To identify implementation strategies and challenges.

Key Findings

System Functionality

• All e-Tendering systems offer similar core functionalities such as single sign-on, online access to policies, bid submission, and document management.
• e-Purchasing systems show more variation, reflecting different stages of development and integration levels.
• Most systems are web-based and continuously evolving.
• Online communication is logged and timestamped, and payment can be made electronically.
• However, limited attention was given to audit trails, supplier feedback mechanisms, and integration with internal financial systems.

Technical Issues

• A wide range of commercially available products and open standards are used.
• Some systems are less developed and lack full architectural layers.
• Integration with other systems is still in early stages due to lack of common standards and proprietary financial systems.
• System performance is generally high, but may be challenging for developing countries.

Business and Governance Issues

• Most countries have established e-legislation to support online procurement, though enforcement is inconsistent.
• Governance frameworks are crucial for successful e-GP implementation, with many countries treating it as a technological rather than a management reengineering issue.
• Only half of the countries effectively use procurement data for monitoring and planning.

Costs

• Development and maintenance costs are difficult to assess due to limited detail in cost records.
• Centralized systems are generally less costly than decentralized ones.
• A comprehensive e-procurement system in Europe was reported to cost 10.4 million Euros, while an e-Tendering system in another country cost just 70,000 Euros.
• Cost figures are often inflated, suggesting that some systems may be overfunded.

Implementation Challenges

• A lack of supplier confidence was a primary issue, influenced by security concerns and inadequate training.
• Most systems were developed under government funding and are owned by the government, often provided free of charge.
• Many systems are not mandatory across all government entities, limiting their impact on small and regional suppliers.
• Implementation strategies often lacked stakeholder consultation and focused on limited pilot programs.

Lessons Learnt

• Effective government leadership and management are essential for e-GP success.
• Comprehensive training for both buyers and suppliers is necessary.
• Assessing the e-GP environment and aligning with it is critical.
• Transition from paper to electronic processes must be planned carefully.
• Legislative support, particularly in South America, is seen as vital.
• Mandating e-procurement systems is supported by similar research in Australia and India.

Key Countries and Regions

• Asia/Oceania: Includes India (Indian Railways), Australia (New South Wales), Hong Kong, Singapore, South Korea, and the Philippines.
• South America: Argentina, Brazil, Chile, Mexico, and Peru.
• Europe: Finland, Italy, and Norway.

Conclusion

The survey highlights that while e-procurement systems are increasingly being implemented, they remain in early stages of development in most jurisdictions. The focus has been on technological infrastructure rather than on broader governance and process reengineering. There is a need for greater attention to supplier confidence, transparency, and integration with internal systems. The results suggest that successful e-GP requires not only technical development but also strong policy, legislative, and management support.