The aftermath of the share class haggle in UK retail investments, post RDRDavid Taylor
Ähnlich wie Presentation by Peder Blomberg, SIGMA expert (ENG) Second SIGMA Regional ENP East Conference on Public Procurement, Kyiv 29-30 May 2018 (20)
2. Content of Presentation
• EU policy framework on centralised
purchasing;
• The role of CPBs;
• Why establish a CPB?;
• Strategic choices;
• Success factors?;
• The way forward?
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3. EU Policy Framework on CPBs
(Art 37 and 38)
• Act as wholesaler, stocking and reselling;
• Act as intermediary by awarding contracts, framework
agreements and operate DPS on behalf of contracting
authorities;
• Provision of ancillary services to CAs without those being
subject to normal awarding procedures;
• A CPB is a contracting authority;
• Distinction between institutionalised CPBs and occasional
joint procurement;
• Distribution of responsibilities between the CPB and CAs
clarified;
• Operations must be managed on e-procurement platforms;
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4. The Role of a CPB
• Represent often less than 10% of the total
national public procurement value;
• However, an important player in its segments;
• Most member states have established CPBs;
• A CPB EU network is established;
• The CPB is a professional service provider of
FAs;
• The CPB could be seen and used as a market
organiser and policy implementer;
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5. Why establish a CPB?
Better prices through aggregation effects;
Lower transaction costs;
Certainty (legal, technical, economic and
contractual);
Simplicity & usability;
Capacity and expertise (professionalisation);
Standardisation & administrative efficiency;
Support for policy goals (green, social, SMEs
and innovation);
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6. Why NOT establish a CPB?
• Market concentration- lock-in effects;
• Monopolisation;
• Uniformity and low adaptability to CAs
individual needs;
• Loss of procurement competence at CA levels;
• Unresponsiveness to technical and market
developments;
• SME- opportunities?
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7. Strategic Choices
• Legal status and mandate of the CPB;
• Organisational and management model;
• Coverage (central, regional, local and sectors);
• Scope of products and services (common
interest policy);
• Compulsory or voluntary use of CPB services;
• Maximisation or not of FA values;
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8. Strategic Choices
• Financing model (budget, service fees or
both);
• Type and duration of FAs and call-off
mechanisms;
• How to build effective external relationships
(clients, suppliers and other key stakeholders);
• Performance measurement and
benchmarking;
• How to ensure integrity risks mitigation;
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9. Success Factors?
• An efficient and well- resourced organisation
with excellent management and staff capacity
and capabilities;
• Competitive and attractive FAs in all aspects;
• User-friendly and low-risk call-off systems;
• Effective processes with appropriate
identification of contract scope and values;
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10. Success Factors?
• Excellent and sustainable relationships with key
stakeholders (clients, suppliers, and owners);
• Adopt a client perspective and act as a
professional service provider;
• Control of the flow of business transactions;
• Access to effective IT- infrastructures and e-
procurement systems;
• That the CPB can verify the “the added value” of
its operations to the stakeholders;
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11. The Way Forward?
• Develop and adopt a strategy and action plan
for centralised purchasing;
• Take a step- by- step approach;
• Develop a centre of excellence;
• Support development and implementation of
important public procurement policy;
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