2009年-世界发展银行全球_E-GP_Implementations___A_Review_of_Business_Models_and_Approaches_72页_1mb

E-GP Business Models and Implementation Summary

Core Content

This document provides a comprehensive review of business models and implementation approaches for e-Government Procurement (e-GP) systems in four countries: Canada, Singapore, the Philippines, and Karnataka, India. The study, conducted for the World Bank, aims to understand the business arrangements that support the implementation and operation of e-procurement systems, with a focus on transparency, efficiency, and long-term sustainability.

Main Views

1. Purpose of the Study

• To examine the business models and practices used in e-GP implementations.
• To identify the benefits and challenges of these models.
• To understand how these approaches affect the integrity, operation, and security of e-GP systems.
• To support the World Bank in its efforts to assist governments with e-procurement programs.

2. Business Models Examined

The study focuses on four common business models:

• Shared Services (Canada): A third-party service provider manages, owns, and operates the e-GP system on behalf of multiple government organizations.
• Government Owned and Operated (Singapore): The government develops and operates the system, with DSTA managing it as an independent business service.
• Government Managed Service (Philippines): The government manages the system, while a third-party provider operates and owns it.
• Public Private Partnership (PPP) (India): A collaboration between the government and a third-party service provider, with the government retaining ownership and control.

3. Key Considerations in Business Arrangements

• Ownership and Rights: Varies by model, with the government retaining control over data, brand, and business operations in some cases.
• Security and Integrity: Critical to ensure the system remains transparent and secure, particularly during bid submission and data handling.
• Fees and Funding: Different models use different funding mechanisms, including user fees, transaction fees, and subsidies.
• Contractual Arrangements: Include terms of use, data rights, liability, and continuity of service.
• Operational and Support Resources: Each model requires a dedicated team for management, support, and development, typically ranging from 20 to 40 resources.

4. System Implementation and Operation

• The implementation of e-GP systems often involves significant investment and time, with initial phases taking 1–2 years.
• Systems are designed to support a wide range of government agencies and suppliers, and are essential for efficient and transparent procurement.
• The systems are not just technical platforms but also represent re-engineered business processes aligned with new policy objectives.

5. Benefits of E-GP Systems

• Transparency: Facilitates open and competitive procurement processes.
• Efficiency: Reduces administrative costs and streamlines procurement workflows.
• Sustainability: Requires long-term planning and management to ensure continued operation and service delivery.
• Competition: Encourages a broader supplier base, leading to more competitive pricing.

Key Information

Country Comparison Table

Implementation Challenges

• Risk Management: Governments must carefully evaluate the risks associated with outsourcing or in-house operations.
• User Adoption: Requires significant promotion and user training, especially in developing countries.
• Long-term Sustainability: Ensuring continued operation and financial viability is crucial, particularly when user fees are introduced.
• Technical Complexity: E-GP systems can be complex and may require ongoing development and maintenance.

Conclusion

The study highlights that while e-GP systems are increasingly seen as a commodity, their success depends heavily on the business model chosen and the associated operational practices. Each country has established its own approach, reflecting its capacity, resources, and strategic goals. The key takeaway is that e-procurement is not just a technical endeavor but a critical business operation that must be managed with care to ensure long-term sustainability, transparency, and security. The World Bank aims to use this knowledge to better support governments in their e-procurement initiatives.