Benchmarking-Public-Procurement-2016 (3)

BENCHMARKING PUBLIC
PROCUREMENT 2016
ASSESSING PUBLIC PROCUREMENT
SYSTEMS IN 77 ECONOMIES
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BENCHMARKINGPUBLICPROCUREMENT2016 ASSESSINGPUBLICPROCUREMENTSYSTEMSIN77ECONOMIES
www.bpp.worldbank.org
bppindicators@worldbank.org
ISBN 978-1-4648-0726-8
SKU 210726

BENCHMARKING PUBLIC
PROCUREMENT 2016
ASSESSING PUBLIC PROCUREMENT
SYSTEMS IN 77 ECONOMIES

© 2016 International Bank for Reconstruction and Development/The World Bank
1818 H Street NW, Washington, DC 20433
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curement 2016: Assessing Public Procurement Systems in 77 Economies. Washington, DC: World Bank.
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Design: Communications Development Incorporated

Foreword iv
Acknowledgments v
Glossary vii
Abbreviations ix
Overview 1
1. About Benchmarking Public Procurement 2016 6
What does Benchmarking Public Procurement 2016 measure? 6
How are the data collected? 10
What are the methodological limitations? 14
Preparing bids 18
Submitting bids 22
Evaluating bids 26
3. Complaint and reporting mechanisms 34
First-tier review process 38
Second-tier review process 42
Notes 45
References 48
Economy datasheets 50
Contributors 130
Contents
| iiiContents

-
cent of their budgets, on procuring goods and services. Public procurement is large in high-income
for both good governance and more rapid and inclusive growth. Countries capable of controlling cor-
Promoting good governance through strengthening and transforming public procurement is at the
The 2016 edition of the Benchmarking Public Procurement report aims to support evidence-based
economies. Benchmarking Public Procurement 2016
Bench-
marking Public Procurement
Robert Hunja
Governance Global Practice
The World Bank Group
Augusto Lopez-Claros
Development Economics
The World Bank Group
Foreword
iv | Benchmarking Public Procurement 2016

The Benchmarking Public Procurement 2016
Saliola with the support of Tania Ghossein
Claros. Members of the core team include
Elisabeth Danon, Natalia Del Valle Catoni, Iana
The team is grateful to the American Bar As-
Center for its assistance with data collection
across 77 economies.
The team is indebted to the following individu-
als for pro bono feedback and guidance at vari-
Forum), Nikolai Akimov (Moscow Metropolitan
-
-
-
of Atlanta), Barbara Humpton (Siemens), Brigid
Maas (National Institute of Governmental
Purchasing), Paulo Magina (Organisation for
Economic Co-operation and Development),
-
-
-
leagues at the World Bank Group for valuable
-
edge the comments and assistance received
David Francis, Indermit Gill, Catherine Greene,
Shawkat M.Q. Hasan, Asif Mohammed Islam,
-
Acknowledgments
| vAcknowledgments

-
vided assistance in the data collection process
their respective countries.
-
for law students to conduct legal research for
-
sisted in the data collection and legal research
under the team members’ supervision include
Esna Abdulamit, Charlene Atkinson, Samantha
Onguti, Ana Carolina Ortega Gordillo, Do Yhup
-
Bank Multi-Donor Research Support Budget as
Trade of the Australian Government.
The Benchmarking Public Procurement online
-
at Communications Development Incorpo-
Wilson.
Benchmarking Public Procurement 2016 would
have not been possible without the generous
-
tering or advising on the relevant legal and
measured. The names of those wishing to be
end of this report and are made available on
the Benchmarking Public Procurement website:
http://bpp.worldbank.org.
vi | Benchmarking Public Procurement 2016

Bid
or provide services.
Bid evaluation
and assess submitted bids in relation to the
established for each procurement.
Bid security
-
-
cludes arrangements such as bank guarantees,
-
-
curement of 2011).
Bidding documents (tender documents)
Documents presenting the terms of tender, the
general conditions of the contract and the ten-
Call for tender
The public invitation for all suppliers to submit
services.
Complaint mechanism
the legal framework.
responsibilities.
Cost
throughout the public procurement process.
not counted as costs. Professional fees (for
-
First-tier review
-
Misconduct
-
corruption and other illegal activities—that
-
ent government and anti-corruption entities.
Glossary
| vii

Open tendering
Method of procurement involving public and
unrestricted solicitation under which all inter-
ested suppliers can submit a bid.
Procurement contract
Awarded to the supplier that submitted the
winning bid, it establishes the details of the
Procurement life cycle
-
volved in the public procurement process.
Procurement plan
to establish its procuring needs over a delim-
trimester).
Procuring entity
procurement in accord with the national or
Regulatory framework
Applied to the Benchmarking Public Procurement
indicators, the framework comprises all public
-
sions and administrative rulings in connection
with public procurement.
Standing
and/or bidder, to bring suit against the procur-
Second-tier review
In a second review or appeal, an administra-
Tender
Designation of the proposal, or bid, submitted
Tender notice
The document inviting all suppliers to submit
services.
Whistleblower
-
tivities that are illegal or dishonest.
viii | Benchmarking Public Procurement 2016

Abbreviations
EU
GNI gross national income
OECD Organisation for Economic Co-operation and Development
SAR special administrative region
SMEs small and medium enterprises
UNCITRAL
WTO
Abbreviations

If you think outsourcing, contract management
and public-private partnerships are modern
of ancient civilizations acquire goods, works and
services? There is no way they could have built
the Giza pyramids or the Parthenon without good
Doing business with the government can be traced
-
ment order from around 2500 BCE was found in
1
In ancient Egypt scribes
managed the supply of materials and workers for
noting the amount of materials needed and plan-
2
By the Middle Ages the institutions that developed
public procurement besides the monarchy were the
church and the military—for buildings, warfare and
3
As the cities in Europe continued to grow and
industrialize, governments relied more on private
was not until the late 1800s that state legislatures in
the United States began to create boards or bureaus
4
With defense purchasing
during the two World Wars, modern procurement
5
But pro-
curement was purely clerical—to obtain supplies of
6
In the 1970s many governments were seen as
when compared with the strong administrative
7
More techniques
and approaches from business administration
8
Because of the challenges of globalization and
technological change, public procurement has
since become one of the principal economic activi-
9
Public procurement accounts for around one-
In most high-income economies the purchase
of goods and services accounts for a third of
total public spending,10
and in developing
procurement market can improve public sector
performance, promote national competitive-
ness and drive domestic economic growth.
And it can boost economic development. But
-
as promoting sustainable and green procure-
small and medium enterprises.
With such vast sums and interests at stake,
public procurement is the government activ-
It provides numerous opportunities for all in-
volved to divert public funds for private gain.
Overview
| 1Overview

high costs on both the government and the civil
its role of driving the prices down and the qual-
11
-
-
pairing economic development. Since it raises
and services, corruption in public procurement
Eliminating corruption in public procurement is
are available for governments to combat cor-
rupt practices related to public contracts.
Sound public procurement laws that promote
opaque decisions are an important weapon in
that balance various stakeholders’ diverging
goals would impair economic development
in the single most important marketplace in
developed and developing countries. After
all, public procurement is a business process
Benchmarking Public Procurement provides
business with governments in 77 economies. It
aims to promote evidence-based decision mak-
areas where few empirical data have been pre-
sented so far, such as the consultations with
the private sector during a needs assessment
and the time for reviewing protests in case of
complaints.
Building on the pilot assessment conducted in
11 economies in 2014, the data collection was
Benchmark-
ing Public Procurement measures internation-
preparing, submitting and evaluating bids,
-
pediments to a well-functioning procurement
of a service.
Benchmarking Public Procurement also focuses
-
of the procurement process, encouraging more
to participate, which can increase competition,
allow government agencies to deliver better
2 | Benchmarking Public Procurement 2016

The transparency of public procurement
regulations is far from optimal.
Benchmarking Public Procurement data that
laws and regulations reveal that most of the 77
-
es regulations are silent on details essential
to suppliers, such as the legal time needed to
obtain a decision after lodging a complaint. In
other instances, the laws do not facilitate equal
access to information for all suppliers—for
of a tender to the discretion of the procuring
with the private sector, when it takes place.
Although there is still room for improvement
in all the economies measured, OECD high-
income economies do hold higher standards of
There is a clear move toward the use of
electronic means in conducting public
procurement.
Of the 77 economies measured, 73 have a web-
site dedicated to public procurement. Some are
more advanced than others, and governments
are using them for various purposes, whether
it is to facilitate the bidding process, the award
of contracts to bidders or to support the man-
agement of the procurement contract (such
platforms range from a website that does not
sophisticated platforms for conducting the en-
tire procurement process online.
market access and competition, enhanced
-
opportunities for corruption. But e-procure-
implemented.
The Benchmarking Public Procurement data
show that in 17 of the economies measured, it
is still not possible for users to access tender
documents from the electronic procurement
portal. Even more worrisome, when website
visitors in several countries click on a “tender
-
an electronic platform. In a few countries like
Chile and the Republic of Korea, electronic
submission of bids has become the rule. But in
most economies measured, e-bidding remains
Although several economies have modern
and sound public procurement regulations,
their implementation lags behind.
the respect of the safeguards in place—it also
process. Benchmarking Public Procurement data
provide some evidence on the implementation
| 3Overview

-
bodies to assess a complaint and issue their de-
Transaction costs are still high in a number
of instances throughout the public procure-
ment process.
and medium enterprises (SMEs) to a greater
to the public procurement market. The require-
complaint, a rule in 4 economies, adds to the
economies do not have such a legal require-
ment, Benchmarking Public Procurement data
show that it is a standard practice to hire a legal
discretion of procuring entities in setting the
0 2 4 6 8
4
6
8
10
12
LogofGDPpercapita
ARG
AUSAUT
AZE
BDI
BGR
BHR
BIH
BOL
BRA
BWA
CAN
CHL
CIV
CMR
COL
DZA
ECU
EGY
ESP
FRA
GBR
GHA
GMB
GTM
HKG
HND
HTI
HUN
IDN
IRL
ITA
JOR
KENKGZ
KOR
LBN
MAR
MDA
MEX
MNG
MOZ
MUS MYS
NAM
NGA
NIC
NLD
PER
PHL
POL
ROMRUS
SEN
SGP
SLE
SRB
SWE
TGO
THA
TUR
TZA
UGA
UKR
URY
USA
VNM
ZAF
ZAR
ZMB
Transparency in public procurement
Figure 1 Countries with a high GDP per capita are positively associated with important aspects
of transparency
by all resident producers in the economy plus any product taxes and minus any subsidies not included in the value
-
ency in public procurement referst to the aspects of transparency measured by the Benchmarking Public Procurement

value or not regulated at all. In some economies,
estimated value of the contract, hindering the
participation of bidders with limited resources.
Overview

-
ventions and instruments have been devel-
worldwide. These instruments have generated
provide a starting point for governments to im-
prove their national laws and regulations. The
Nations Commission on International Trade
-
nomic Co-operation and Development (OECD)
have adopted instruments to foster the har-
rules and guidelines. Their implementation can
sector competition and ensure fair treatment.
Anti-Corruption Working Group, Benchmarking
Public Procurement -
cepted good practices and principles to develop
comparative indicators for 77 economies.12
small and medium enterprises (SMEs) in pub-
Benchmarking Public
Procurement -
-
ment for public procurement around the world.
Benchmarking Public Procurement is a work in
progress. It follows the approach of the World
Bank Group’s Doing Business report, which has
-
ing reform.13
Doing Business assesses the busi-
good practices. Since its inception in 2003 it
has inspired close to 2,300 reforms in busi-
Doing Busi-
ness -
curement, Benchmarking Public Procurement
governments assess the performance of their
information tool to the private sector and civil
What does Benchmarking Public
Procurement 2016 measure?
Benchmarking Public Procurement presents
-
business with the government. It focuses on
contract, whether for delivering a good, provid-
ing a service or performing construction work.
1. About Benchmarking
Public Procurement 2016

-
forming public procurement regulations to increase competition, reduce corruption and gener-
But SMEs, despite their great potential to stimulate economic growth and encourage innovation
14
In
that spending.
What are the problems with the government procurement process? How can countries foster
16
with additional hurdles impairing their fair access to business opportunities, such as low ac-
understanding of how public procurement works and to develop their capabilities to compete
for public sector contracts.
| 71. About Benchmarking Public Procurement

1.1):
1. The Public procurement life cycle indicator
covers the four phases of public procure-
ment ranging from preparing and sub-
contracts.
• Preparing bids captures elements of
place before a supplier submits a bid.
• Submitting bids measures the ease of
bid submission.
• Evaluating bids assesses whether the
bid evaluation is an open and fair
process in order to guarantee bidders
that the bid evaluation process follows
• Awarding and executing contracts as-
sesses whether, once the best bid has
-
Preparing bids
Submitting
bids
Awarding and
executing the contract
Evaluating bids
Complaint and
reporting mechanisms
Figure 1.1 Benchmarking Public Procurement thematic coverage

decision.
2. The Complaint and reporting mechanisms
indicator covers the ease of challenging
a public procurement tendering process
interest.
• Availability of complaint and reporting
mechanisms assesses whether sup-
-
-
• First-tier review process
overall procedure for a complaining
• Second-tier review process assesses
appeal a decision before a second-tier
time spent for such a process, as well
as some characteristics of the second-
tier review.
Benchmarking Public Procurement provides de
jure and de facto indicators. De jure indicators
capture the characteristics of laws and regu-
lations encompassing public procurement
rulings setting precedents in public procure-
ment. De facto indicators capture time and
complaint process. Time to perform a proce-
-
-
use such services.
The most important step in developing bench-
renowned public procurement specialists and
-
sultative group.17
Further review of international instruments
the design of benchmarks. For instance, the
lack of an independent complaint mechanism
is the number one concern for suppliers. The
Benchmarking Public Procurement team re-
practices that instill trust in an independent
1. About Benchmarking Public Procurement

basis for developing the benchmarked areas of
the complaint and reporting mechanisms.
Since Benchmarking Public Procurement aspires
data, providing insights into good practices
worldwide, the dataset points toward reforms
the data cover whether open tendering is the
default method of procurement across the
to increase competition in public procurement
-
tors and the time and cost for each procedure
-
sector.
How are the data collected?
The Benchmarking Public Procurement indica-
-
-
cies in the answers the contributors provide,
including conference calls and written corre-
further validation. The data in this report were
steps in the process from data collection to
public release.
Data collected by email, telephone or personal
interviews
Questionnaires emailed to local contributors in the
measured countries
Data consolidated and analyzed
contributors to validate data
Report and indicators peer reviewed by renowned
Benchmarking Public
Procurement 2016 report and online database
Step
11
Step
10
Step
9
Step
8
Step
7
Step
6
Step
5
Step
4
Step
3
Step
2
Step
1

Selection of contributors
The main contributors to the questionnaire
-
ment tenders, chambers of commerce, law
-
-
-
pliers wishing to do business with their
government.
Contributors were selected based on their in-
pro bono
• -
ing providers of legal services, such as
Chambers and Partners, Martindale and
•
• Members of the American Bar Associa-
of commerce and other membership
•
on the websites of embassies, public pro-
curement agencies, business chambers
• Professional service providers recom-
Bank Group.
-
viders were well positioned to complete the
-
-
ers. Reaching out to both the private and public
sectors also helps in comparing the views and
insights of all stakeholders in the public pro-
Benchmarking Public Procurement in-
the Benchmarking Public Procurement
Data comparability
Benchmark-
ing Public Procurement
methodological foundations of Doing Business,
Benchmarking Public Procurement takes the
same sets of questions to all economies. Stan-
reliance on detailed assumptions of a case
Benchmarking Public Pro-
curement questionnaires and applied across all

-
tributors through their completion of the sur-
-
-
-
of public procurement rules. In addition, again
but proportional to the gross national income
Thanks to these assumptions, data collec-
number of economies and overcome deep
To be relevant and to provide up-to-date
-
cords reforms and highlights new trends in
Benchmarking Public Procurement 2016 assumptions
turnover equivalent to 100 times the GNI per capita.
equivalent to 20 times the GNI per capita. It initiates a public call for tender, following an open
is complete. It includes all required documents. It is unambiguous. And it provides a price quota-
tion free of mistakes.
procurement.
Note: The term widget

Aggregating the data
-
-
procurement (table 1.1).
-
scoring method allocates the same weight to all
-
score of 81 or more, which are considered close
to good practice on a certain subindicator, are
in the top quintile. Economies with a score of 20
or less are in the bottom quintile in the charts,
good practices and principles on what Bench-
marking Public Procurement measures. The re-
maining three categories are in quintiles 2, 3 or
to aggregate the Benchmarking Public Procure-
ment indicators are listed at the beginning of
.org).
Table 1.1 What Benchmarking Public Procurement measures—seven areas in two themes
Indicator 1: Public procurement life cycle
Preparing bids
Submitting bids
Evaluating bids
Indicator 2: Complaint and reporting mechanisms
First-tier review process
Second-tier review process
-

Awarding points based on the content of the
-
Benchmarking
Public Procurement also measures questions on
the implementation of laws in practice and the
-
are scored. Information was also collected for
Geographical coverage
The 2016 report covers 77 economies in seven
piloted in 11 economies: Afghanistan, Chile,
common trends in public procurement regu-
lations and related practices was published
(http://bpp.worldbank.org).
What are the methodological
limitations?
tors do not measure the full range of factors,
-
of procurement contracts awarded in a given
-
indicators of a well-functioning procurement
-
count the impact of fraud and corruption,
-
-
instruments.
Benchmarking Public Procurement indicators
make the data comparable at a global level,
As a result the assessment focuses on national
-
What’s next?
Following in the footsteps of Doing Business, the
Benchmarking Public Procurement
will continue to improve. The team is scaling
to include topics such as Suspension and debar-
.
In addition, practice-related questions will be

Figure 1.3. Geographical coverage of Benchmarking Public Procurement 2016
(10 economies)
Hong Kong SAR, China Philippines
Indonesia Singapore
Taiwan, China
Mongolia Thailand*
Vietnam
Latin America and the Caribbean
(13 economies)
Argentina Guatemala
Bolivia Haiti Nicaragua
Honduras Peru
Colombia
Ecuador
South Asia
(2 economies)
Afghanistan* Nepal
Sub-Saharan Africa
(19 economies)
Botswana
Burundi Mauritius South Africa
Cameroon
Côte d’Ivoire Namibia Togo
Congo, Dem. Rep. Nigeria
Gambia, The Senegal
Ghana*
Europe and Central Asia
(10 economies)
Romania
Russian Federation*
Bulgaria Serbia
Moldova
Middle East and North Africa
(7 economies)
Algeria
Bahrain Morocco
Tunisia
OECD high income
(16 economies)
Australia Korea, Rep.
Austria Poland
Canada Netherlands
Chile*
France Spain
Sweden*
Ireland
1. About Benchmarking Public Procurement

-
in the development of the Benchmarking Public
Procurement
World Bank Group colleagues and other partner
future Benchmarking Public Procurement reports
even more useful as a resource.

can occur at every step of the procurement life
but the lack of transparency, bottle neck regula-
tions, unexpected delays and unequal access to
information are challenges that suppliers can
face all the way from the need assessment phase
to awarding and implementing the procurement
and strict implementation of regulations, have
an important role in making the overall process
-
national good practices can be used as goals
-
system, identify risks and opportunity, and adopt
targeted rules that will address these risks and
-
aware of tendering opportunities, obtain cop-
ies of tender documents, and understand how
and on what grounds bids are evaluated are
make procurement regimes more transpar-
information and open procurement markets
and processes for submitting and evaluating
Benchmarking Public Procurement measures the
the private sector through four phases. In the
preparing bids
sets the stage for the rest of the procurement
sector can provide and crafting the technical
phase, submitting bids, it has to advertise the
procurement to the private sector so that
potential bidders can create and submit their
evaluating bids, it eval-
awarding and executing contracts, it awards the
contract to the supplier that submitted the win-
-
-
ing/tendering department for all ministries.)
2. The procurement
| 17

This chapter presents some of the Benchmark-
ing Public Procurement
economies.
Preparing bids
The Metropolitan Municipal District of Quito, Ec-
uador, just had elections and the people of Quito
mayor made it a priority to address some issues
-
vide new desks, chairs, blackboards and chalks to
about to initiate a call for tender for a procure-
ment contract following an open and competitive
Meanwhile, a company with experience supplying
furniture for public schools was considering seek-
about to negotiate a contract with an important
private school in the city, which would demand its
want to miss any opportunity with the District of
Quito, since providing supplies to several public
-
able than supplying a single private school for two
The company was looking for some clarity on
Would the District of Quito advertise its needs?
If so, where? Would it publish a procurement
plan? What information would the advertisement
contain?
When assessing their needs and researching
potential solutions, procuring entities often
need to consult with the private sector to deter-
mine the solutions available, a process called
private sector often shapes the procurement,
-
a few suppliers are consulted during the mar-
-
sider the full menu of options available, and
chooses the appropriate procurement mecha-
encouraged to compete, certain baseline infor-
mation has to be included in tender documents,
and a notice of tender is to be advertised, pref-
through a central online procurement portal.
Various elements of the preparation period
procurement plan is critical for anticipating
and planning the preparation of a proposal.

the requirements to meet and the assessment
-
ating proposals—are essential for a supplier to
gauge its chances of winning the contract.
Preparing bids captures elements of the pro-
calibrated data points it measures the ease for
prospective bidders to become aware of ten-
dering opportunities, make an informed deci-
sion on whether to submit a bid and acquire
-
pare a proposal.18
Advertise the procuring entity’s needs
assessment
During the needs assessment phase, the pro-
tender notice. To provide an equal opportu-
private sector during market research. Such
-
cess for all interested parties to provide their
-
curement, under certain conditions. Indeed in
Argentina, when the amount of the contract or
a call for consultation is published online for a
submit comments.20
-
the tender documents for high-value construc-
tion and engineering contracts.
Algeria, Canada, Chile, Poland and Taiwan,
-
tations with the private sector during market
research. In Canada, Chile and Taiwan, China
required to be public, and notices are published
Preparing bids Submitting
bids
Evaluating bids Awarding and
executing the
contract
Advertise the procuring entity's needs assessment
Publish the procurement plan
Advertise the call for tenders
Include key elements in the tender notice and tender documents
Figure 2.1 Preparing bids

online to reach a wide audience. In Poland, the
and include information on the consultations
in the tender documents.21
Publish the procurement plan and
advertise the call for tenders
-
est them and grant them more time to prepare
-
quired to publish their procurement plan.
suppliers’ access to tendering opportunities.
-
cation of open tenders “in at least a newspaper
of wide national circulation or on a unique of-
-
22
Channeling information to private companies
in countries where internet access can pose a
allow for a transition period so that the tender-
ing information and materials remain accessible
through traditional communication channels.
With online procurement platforms the legal
-
cast calls for tenders through traditional chan-
nels. Indeed, traditional channels provide
information in countries where SMEs have less
In all economies measured, open calls for ten-
ders are advertised on at least one channel, but
the transition to electronic communication sup-
port has started but not been completed. In
on a link to access tender notices, but no details
are published on the corresponding page.
Include key elements in the tender
notice and tender documents
To make an informed decision on whether
will use to assess bids. Both elements should
be included either in the tender notice or in
-
According to the OECD’s MAPS the “content of
-
tion to enable potential bidders to determine
23
Does the
law provide for minimum content of the tender
notice and tender documents? Do the tender
notice and tender documents feature technical
-
sessing bids?

At one end of the spectrum is Mauritius, where
-
der notice or in the tender documents. At the
other end is Burundi, where the law provides
a list of elements required for both the tender
notice and tender documents, and where both
-
quirements that bidders have to meet and the
criteria for assessing bids.
A closer look at the data also shows that sim-
the same channel in two countries, it does not
mean that this information held on this chan-
does the law provide that the requirements
and assessment criteria be included in the ten-
86%Online
11%Government premises
32%
14%
support of the
required
92%Online
29%Government premises
48%
53%
support of tender
required
3%
Figure 2.2 The internet is the most common channel used for the publication of the
procurement plan and tender notices (when required)
| 21

read tender documents to obtain this informa-
these documents from the electronic platform
fee to obtain the tender documents. If a com-
locations, obtaining the documents could be
Submitting bids
If you live in Moscow, in the Russian Federation,
there’s a reasonable chance you could get stuck
has twice as many elevators as New York, many of
Moscow launched a program to renew the old-
initiate a call for tender, following an open and
An experienced elevator supplier was interested
in responding to the call for tender and to be in
company was looking for clarity in regards to the
process of submitting a bid for this particular
prepare and submit the bid? Would it have to post
bid security along with the bid?
is advertised and the moment it submits a bid
-
pate in the tendering. If it decides to do so, it
imposes.
ease the tasks for prospective bidders. For in-
address bidders’ questions on technical speci-
-
ter access to information. Ensuring that the
-
ing that tender documents be distributed for
transaction costs that could deter participation.
when it comes to bid submission. In countries
where accessing the internet is not challeng-
can request from bidders also helps prevent
-
locating a reasonable time to submit a bid is an
important element for bidders.

Submitting bids
practice facilitate bidders’ access to informa-
tion while preparing their bids and ease the bid
24
Electronic submission of bids
-
procedures and reduces transaction costs for
available on an online portal. For bidders,
pro-
electronic means at all stages of the procedure,
including the transmission of requests for par-
ticipation and, in particular, the transmission of
the tenders (electronic submission), should be
26
-
public of Korea, where electronic submission of
bids has become the rule, e-bidding is possible
-
-
the case of framework agreements. In Morocco
through the portal but is not required to do so.
government agencies, as in Hong Kong SAR,
-
ment can receive bids online. Restrictions can
process to bid online. As a result, e-bidding
mandated at the national level and across all
open calls for tender.
In addition to online submissions, sending a
-
duce transaction costs for bidders. While less
common than submission on a procurement
platform or another website, it is allowed in 17
Minimum time to submit bids
Granting suppliers enough time to prepare and
submit their bids can ensure fairness, espe-
hiring consultants, preparing plans, producing
samples and performing other time-consuming
tasks. If the timeframe to do so is too short,
smaller companies have less chance to meet the
deadline and submit a solid proposal. But for ef-
strike the right balance between fairness and
-
count versus online platform and email.
procurement shows that a longer timeframe to
| 23

the directive lowered the minimum time for
suppliers to submit a bid for above threshold
does the law not provide a minimum timeframe
Thailand.
bids
executing the
contract
Electronic submission of bids
Minimum time granted to submit bids
Bid security, when required, is regulated
Figure 2.3 Submitting bids
Figure 2.4 Bids can be submitted online or by email in 47 economies
Option to submit
bids via email in
16 economies
Option to submit
bids on an
electronic
procurement
platform or another
website in
31 economies
Both options
possible in
11 economies

Bid security, when required, is regulated
-
until the selection is made. On the amount
-
cepted good practice. The amount should be
substantial enough that it deters suppliers
deter potential bidders. Since the amount of
other bidders with limited resources. Procuring
-
ing what’s appropriate.
submitting a bid and grant better chances to
a favored candidate. To avoid such abuse the
value of the bid or the contract, that procuring
entities are entitled to request from suppliers.
also provide a list of acceptable forms of bid
-
ing entities, can choose the form that best suits
them.
Figure 2.5 The gap is 83 days between the longest and shortest timeframes allocated to submit
bids for open tendering
0 20 40 60 80 100
Days
Jamaica
Poland
Italy
France
Brazil
Egypt, Arab Rep.
Thailand
Korea, Rep.
Indonesia
Vietnam
90
52
52
52
45
10
7
7
7
7

amount that procuring entities can ask for, as
-
cretion. For other economies the value of the
procurement contract or the bidder’s proposal
-
mum that procuring entities can request. In
of its bid or the estimated contract price. But in
of the contract.27
Such variation would makes
-
spond to the call for tender.
Evaluating bids
-
pala, Uganda, create a challenge for pedestrians
City has decided to address the road congestion that
new road infrastructure is extremely costly and time-
-
cided to purchase a large number of street and traf-
Six bids were received, including one from a sup-
plier specializing in the production of signs such
as stop, yield, speed limit, no parking, school zone
and produce on demand, that supplier believed it
Figure 2.6 The bid security in the 66 economies where imposed can range between 0.5% and
100% of contract value, or be left to the discretion of the procuring entity
0
5
10
30
25
20
15
Bid security
is not
requested
Maximum
amount of
bid security
is between
0.5% and 2%
of the bid
price
Maximum
amount of
bid security
is between
2% and 5%
of the bid
price
Maximum
amount of
bid security
is more
than 5% of
the bid
price
Maximum
amount of
bid security
is not
regulated
Numberofeconomies

The supplier wanted to make sure that its bid
-
with all others, be opened immediately once the
bid submission deadline is reached? Would the
company be allowed to attend the bid opening
session? Would the bid opening session be record-
bid evaluation committee?
The bid opening session should be transparent
and the bid evaluation should follow the tech-
detailed in the tender documents. But if the
legal framework does not provide clear enough
-
parent enough about how bids are evaluated,
suppliers can perceive the evaluation phase as
prefers to do business with. If this perception
opt out of the procurement market.
Several good practices help procuring entities
avoid the perception that their bid evaluation
framework should set forth clear procedures to
follow as soon as bids are submitted. The pro-
cess should include scheduling the bid opening
-
tions should describe the bid opening process,
of it will be recorded.
Evaluating bids looks at whether the bid evalua-
tion is open, transparent and fair to guarantee
bidders that the process follows the best stan-
28
Timeframe to proceed with the
The legal framework in half the economies sur-
-
period—or indicates the timeframe for the bid
opening session to take place.
-
for each procurement, which states the date,
time and place for the bid opening session. In
of the bid opening session, but that can be up
the legal framework is vague and guarantees
-
sible or practicable.
In Afghanistan, Cameroon and Morocco a
respect the time imposed to proceed with the
bid opening.
| 27

Who attends the bid opening
-
tives should be able to attend the bid opening
session.
allow the presence of bidders and their repre-
those are open to the public. In cases where
Chile, the Republic of Korea, the Netherlands
and Taiwan, China the electronic bid opening
can be conducted without the bidders. But in
-
when its bid is open. In Taiwan, China, how-
and time established in the notice of invitation
to tender and in the tender documents. The
information about the session. Note that the
-
in person.
-
is silent on who can attend the bid opening
session.
bid evaluation
-
der will want to know whether the best person
possible has been appointed to evaluate bids.
It knows that in some economies, public of-
-
curement cannot take part in the evaluation.
-
needs assessment and drafting the technical
participating in the bid evaluation. Indeed, if
bids
executing the
contract
Timeframe to proceed with the bid opening
Who attends the bid opening
Figure 2.7 Evaluating bids

-
from having an integrated evaluation team.
the law prohibits the participation of public of-
-
in assessing needs and drafting the technical
-
ation, but the president of the bid evaluation
participate in both steps of the process. There-
-
Awarding and executing
contracts
-
-
ent collections were lost but, luckily, no historical
books to the community, the City of Warsaw made
also decided to take the opportunity to expand the
library’s collection by purchasing a wide variety of
The City of Warsaw awarded the contract to a
schedule the delivery of the books, the company
tender and that the terms of payment were
standstill period for losing bidders to challenge
expect to be paid once the books are delivered?
Could it charge a penalty for late payments?
-
-
require that a contract award be published, as
Public Procurement. In addition, losing bidders
should be informed of the award and given an
Awarding the contract is the end of the formal
procurement process but the contract must
still be managed and the supplier must be paid
-
-
Agreement on Government Procurement and
-
ment—do not provide guidance or good prac-
tices for contract management.
To build and maintain a reputation as a
which can increase competition in later pro-

adequate performance. The legal framework
-
ments and provide additional compensation
consequences for private sector suppliers, par-
Awarding and executing contracts assesses
losing bidders are informed of the procuring
Before the con-
granted to the losing bidders. Furthermore,
-
-
-
plier on time—and if not, with penalties.
Standstill period for bidders to challenge
the award
A standstill period—between announcing a
potential awardee and signing the contract—
-
amine the award and decide whether to initiate
-
tant in economies where an annulment of the
contract is not possible,30
or when a complaint
does not trigger a suspension of the procure-
ment process.
-
the procurement.31
-
32
and the WTO’s Government Procurement Agree-
ment. The standstill period and the time limits
33
More than half the economies do not provide
for a standstill period or support a shorter
bids
executing the
contract
Standstill period for bidders to challenge the award
Regulatory timeframe to process payment
Penalties in case of delayed payment
Figure 2.8 Awarding and executing contracts

-
-
be terminated.
Regulatory timeframe to process
payment
-
paid for services rendered. It knows that an ef-
submitted.
In Poland, in compliance with the 2014 Euro-
or documenting performance, as per the law.34
practice. In half of these economies, suppliers
-
In some economies procuring entities are not
requested to respect a particular deadline to
-
ia, Colombia, Ecuador, The Gambia, Honduras,
-
ment schedule and forms in the contract. But
a recognized good practice
No standstill period 1 to 9 days 10 days or more
Bahrain Cameroon Afghanistan
Canada Haiti Austria
Colombia Indonesia
Côte d’Ivoire
Mauritius
Moldova Morocco Peru
Romania
Nicaragua Senegal
Tunisia
| 31

reasons are the length of administrative proce-
submitting its request. -
• Bahrain
• Bolivia
• Cameroon
• Côte d’Ivoire
• Guatemala
•
•
• Morocco
• Namibia
• Nigeria
• Philippines
• Romania
• Serbia
• Spain
•
• Togo
• Tunisia
•
• Vietnam
-
-
with disabilities.36
Penalties in case of delayed payments
interest when an account is overdue.37
But in
Canada
Colombia
Chile
Bulgaria
Algeria Egypt,
Arab Rep.
Ghana
Australia
United States
Nicaragua
Peru
Ireland Poland
Ukraine
Moldova
Netherlands
Sierra Leone
Uganda
Mauritius
Nepal
Myanmar
Singapore
Malaysia
Indonesia
Rep. of
Korea
Russian Federation
Haiti
Mexico
Honduras
Ecuador
Brazil
Argentina
France
Burundi
Jordan
Lebanon Afghanistan
New
Zealand
Senegal
Dem. Rep.
of Congo
Zambia
South
Africa
Turkey
Sweden
Jamaica
Guatemala
Bolivia
Uruguay
Romania
Hungary
Austria
Bosnia and
Herzegovina
Serbia
ItalySpain
Morocco
Tunisia
Liberia
Côte
d’Ivoire
Togo
Nigeria
Cameroon
Tanzania
Namibia
Bahrain
Vietnam Philippines
Hong Kong SAR, China
Taiwan, China
0 – 30 days
31 – 60 days
> 60 days
No data
Map 2.1 Time needed in practice to receive payment takes longer than 60 days in 19 economies

Guatemala it has to submit a request for the pro-
38
granted to suppliers, half do not follow their
-
see, as part of the procurement contract, provi-
penalties.
Table 2.2 A large number of economies do not mandate procuring entities to pay penalties to suppliers in
case of delays in payment
Latin America and
the Caribbean
Hong Kong SAR, China Argentina
Philippines Bulgaria Guatemala
Vietnam Haiti
Serbia
South Asia
Nepal Sub-Saharan Africa
Burundi
OECD high income Cameroon Middle East and North Africa
Australia Gambia, The Algeria
Ireland Nigeria
Korea, Rep.
South Africa Morocco
| 33

3. Complaint and
Establishing a good complaint mechanism has
become a key element of any procurement reform
between suppliers and the government was com-
the lack of technical expertise to establish an in-
judiciary was weak or the legal system simply did
not contemplate mechanisms for procurement
disputes with the state because the judicial system
would not render a decision in a timely manner,
the government since it was too risky or they could
The past decades have seen an intensive set of
instance, in Poland the public procurement reform
of 1995 introduced an appeals mechanism, which
has since been strengthened, increasing the num-
-
ment Complaints Review and Appeal Board, later
merged with the Administrative Review Board, to
This also opened the possibility for bidders to moni-
tor the procedures of the actual procuring entities
good complaint mechanisms is a crucial part of
the reform agenda. Such mechanisms can en-
limits and remedial actions when processes fail
-
nisms is to enforce public procurement laws so
that the authorities can correct mistakes and
noncompliance.
-
40
Suppliers “have a natural interest in monitor-
41
So do
-
and public spending.
-
age more bidders to compete for public con-
tracts.42
This can enable the government to ac-
quire goods and services at more competitive
prices. The added competition also reduces

smaller markets with few suppliers.
-
crease the costs for both governments and
complicated procedures could also deter po-
Depending on who is complaining and the
the contract award and choose to challenge the
43
Some seek to preserve good governance and
-
Complaint mechanisms that are appropriate to
serve the interests of all stakeholders, particu-
In some countries the review mechanisms and
mechanisms and procedures for the review of
This section on complaint and reporting mech-
anisms compares 77 economies in relation to
global good practices in three areas:
•
mechanisms.
• First-tier review process.
• Second-tier review process.
Availability of complaint and
In busy downtown Amman, Jordan, it is almost
address this problem, the Greater Municipality of
Amman decided to purchase a large number of
mobile charging stations and advertised a call for
charging stations in other countries in the region,
with the procuring agency and the potential bidders,
during which the legal representative of the supplier
noticed that one of the members of the evaluation
3. Complaint and reporting mechanisms

remain a member of the evaluation committee,
preparing the submission of its challenge, several
-
mation on mechanisms dealing with complaints?
Is such information freely accessible? Does the law
interest and recuse himself from the process?
Having all documents and procedures available
on a government-supported website reduces
parties should know what to include in their
-
-
cient review, with decisions rendered at a lower
cost and at a faster pace.
-
-
misconduct, such as fraud or corruption.
Availability of complaint and reporting mecha-
nisms assesses whether potential suppliers
-
choose the forum that will decide on its com-
plaint. It also assesses whether suppliers have
unbiased decision—and, if so, the safeguards
available.
complaint
Figure 3.1 Availability of complaint and reporting mechanisms
Note: The thematic coverage of the subindicator is broader than is presented here, and additional data points are avail-
able on the Benchmarking Public Procurement

Options for a complaining party to
complaint
-
-
the National Appeals Chamber, and in Ireland
-
of Federal Claims.
participate in the procurement if a
process, Mr. Kamal should recuse himself from
participating in the evaluation of proposals.
-
-
-
ic Republic of Congo, Indonesia, Singapore or
the bid evaluation committee.
-
-
-
is asked to provide a written defense within 10
matter within three months.44
-
-
-
port misconduct. When there are no sanctions
-
blowers have no incentive to come forward, so
Of the countries that provide the means to
Peru require whistleblowers to provide their ID
number.46
| 373. Complaint and reporting mechanisms

Most countries protect reporting procurement
protection.47
In some economies, reporting of-
48
-
First-tier review process
decided to get buses with two motors, one diesel
A company interested in submitting a bid re-
viewed the documents and noticed that the tech-
-
advantaged as it can supply buses that meet the
enquiring a little bit, the company discovered that
the competitor hired some consultants that were
help assess its needs, hence suspecting a possible
Since this contract is a big business opportunity for
-
the company initiate the complaint process? Which
trigger a suspension of the procurement process?
-
Suspending a procurement allows time to re-
be so short that it precludes responding to a
it hinders the procurement (such as more than
-
render a decision.
-
the procurement process when the complaint
Before the award, standing should not
be limited to suppliers submitting a bid—but

be allowed to challenge, otherwise the procure-
ment process could become more vulnerable
to frivolous complaints.
And if complaints trigger a suspension, award-
ing a contract could become a long and inef-
that allow suspensions during the post-award
-
ment procedures or to force competitors out
of the running. Court fees and deposits or pen-
alties can prevent such frivolous complaints.
To avoid added transaction costs, a complain-
First-tier review process -
do so and the overall procedure for a complain-
review mechanism in place.
Suspending the procurement in case of
a complaint: who has standing and the
duration of stay
An automatic suspension during the process
-
-
automatic suspension should be linked to who
how long
the suspension can last.
-
-
Figure 3.2 First-tier review process
3. Complaint and reporting mechanisms

In most economies a suspension is possible
-
it is in the best interest of the government to
proceed with the procurement process and
grant the award before resolving the protest.
Time limit for the review body to render
a decision
Once a complaint is submitted a time limit
should be set in the law so that a complaining
-
between the legal timeframe and the actual
practice. The time limit varies across the econo-
mies measured, and 12 do not have a set time
limit:
• Australia
• Hong Kong SAR, China
• Ireland
•
•
•
• Namibia
• Netherlands
•
• Sweden
• Thailand
•
0 5 15 25 30
Number of economies
South Asia
OECD high income
Sub-Saharan Africa
Global total
10 20
0
1
1
4
4
12
27
5

Although the law is silent in Australia, the
-
do have legal
A short time limit does not permit a meaningful
-
tioned, the law does not provide a timeframe,
however, where the law is silent and a decision
body to render a decision, it may take months or years to obtain a decision
64
75
60
20
10
12
15
9
135
75
90
21
30
720
7
14
60
365
100
100
Number of days
Legal time limit
Time in practice
0 100 200 300 400 500 600 700 800
United States
United Kingdom
Sweden
Russian Federation
New Zealand
Netherlands
Mexico
Lebanon
Italy
Chile
Brazil
Australia
Afghanistan

-
cision and that getting a response depends on
Second-tier review process
Recent outages in Yaoundé, Cameroon, left in-
Yaoundé’s main hospital, the blackout could have
equipment; the hospital’s emergency generator
was functioning but could only last a limited num-
-
dress this risk, the Municipal Council of Yaoundé
The contract was awarded to a renowned compa-
ny specializing in solar power production, which
scored highest following a quality and cost evalu-
-
-
ity products at a cheap price and that the solar
panels would soon have to be replaced because of
The competitor obtained a response from the
procuring entity within the legal timeframe, ex-
plaining that the supplier’s solar panels had been
competitor found out about the possibility of
need a lawyer and to plan for additional costs?
the decision be published and available to the
public?
Complaining parties should have an indepen-
-
be able to pursue their complaint at either an
independent administrative forum or a court.
An independent forum might have the skills
and knowledge needed to resolve complaints
but it adds to government costs if established
courts can ensure independence and enforce-
-
ing. There is no clear-cut good practice, but a
second-tier review is essential.
The appeal process should involve minimal
-
-
should know how long the second-tier review
-
tice, more than several months would signal a
-

Second-tier review process assesses whether
cost and time needed for such process, as well
as some characteristics of the second-tier re-
review mechanism is available.
Cost associated with appealing the
or variable depending on the value of the con-
tract or the forum and appeal procedure used
Process to appeal the decision
Publication of complaint decisions by second-tier review body
Figure 3.5 Second-tier review process
rate to a variable rate depending on the value of the contract or the review body
0
5
15
10
911812

to the Consiglio di Stato is between 2,000 and
6,000 euros, depending on the value of the
Publication of the second-tier review
body’s decision
Almost half the economies studied have laws
-
channels of publication are online, through the
websites of procuring agencies and the rel-
-
cisions are also communicated through the of-
-
lication are news, radio and the public board
economies.
Figure 3.7 In 31 economies the second-tier review body is not required to publish its decision—in others
publication is mandatory through one or more channels
Latin America and
the Caribbean
Hong Kong SAR, China Argentina
Philippines Bulgaria Guatemala
Vietnam Haiti
Serbia
South Asia
Nepal Sub-Saharan Africa
Burundi
OECD high income Cameroon Middle East and North Africa
Australia Gambia, The Algeria
Ireland Nigeria
Korea, Rep.
South Africa Morocco

Notes
1. Nolan 2014
2.
3.
4. Thai 2001.
CIPS 2007.
6. Nolan 2014.
7. Basheka 2010.
8.
CIPS 2007.
10. PwC 2014.
11.
12. The Anti-Corruption Working Group was
-
ronto Summit in 2010 to take action on the
negative impact of corruption on economic
growth, trade and development. In the
Corruption and Growth, the working group
and multilateral development banks.
13. http://www.doingbusiness.org.
14.
World Bank 2014. https://www.open
knowledge.worldbank.org/bitstream
16.
17. The consultation has taken place with
the World Bank Group—including both
the World Bank and IFC; The George
Economic Co-operation and Development
(OECD); Inter-American Development
-
-
can Bar Association (ABA); and General
Electric (GE).
18. The thematic coverage of the subindica-
tor is broader than is presented here, and
additional data points are available on the
Benchmarking Public Procurement website
-
ing the needs assessment.
20.
on Public Procurement of Argentina.
21.
Poland, as amended in 2014.
22. OECD 2010.
23.
-
2014 on public procurement and repealing
Directive 2004/18/EC.
26.
27.
Notes

The thematic coverage of the subindica-
30.
31. Idem.
32.
v Bundesministerium für Wissenschaft
und Verkehr, and C212/02 Commission v
Austria.
33. OECD 2007b
34.
of Senegal.
36. Regulation 34 of the Public Procurement
& Disposal (Amendment) Regulations of
37.
Manual of Canada.
38.
Contracts of Guatemala.
SIGMA 2013.
40. OECD 2007a.
41.
42. Idem, p. 41.
43. Idem, p. 1.
44.
Ethical Conduct Principles and Procedures
and Principles for Application for Public Of-
46.
require ID. In Chile, reporting misconduct
www.contraloria.cl/NewPortal2/portal2
/Ciudadano/Inicio). The person reporting
number but has the option of request-
-
Anti-Corruption Commission website (as
has to provide his or her name, gender,
-
port number, phone number, address
and email address. In Mongolia the online
Corruption requires whistleblowers to
/gemthereg). In Nigeria the Independent
Corrupt Practices and Other Related Of-
to make a report online. On their website
-

report received the General Comptroller
needs to include the following: a) Name,
-
47.
Congo, Côte d’Ivoire, the Arab Republic
-
land and Togo.
48. Section 10 of the Public Interest Disclo-
Gordon 2006.
OECD 2007b
Data for the second-tier review process
subindicators are not scored. This informa-
Gordon 2006.
-
-
fee.
| 47Notes

References
Basheka, Benon C. 2010. “The Science of Public
Procurement Management and Administra-
Charting a Course for Public Procurement
, Chapter 11.
-
Gordon, Daniel I. 2006. “Constructing a Bid
-
.sourcesuite.com/procurement-learning
OECD (Organisation for Economic Co-operation
and Development). 2006.
Interest in the Public Sector. www.oecd.org/gov
tables, 2006. http://www.oecd.org/development
———. 2007b. “Public Procurement Review and
SIGMA Papers, No. 41, OECD Publishing. http://
———. 2010. Methodology for Assessing Procure-
. http://www.oecd.org/dac
PwC. 2014. SMEs’ access to public procurement
marketsandaggregationofdemandintheEU
Internal Market and Services. http://ec.europa
Support for Improvement in Governance and
Management(SIGMA).2013.EstablishingProcure-
ment Review Bodies,
p.2
.pdf.
Thai, Khi V. 2001. “Public Procurement Re-
/vol1/Thai.pdf.
UNCITRALModelLawon
http://www.uncitral.org
/ml-procure.pdf.

———. 2014. Guide to Enactment of the UNCITRAL
http://www
-procurement-2011/Guide-Enactment-Model
Crime). 2013. Guidebook on anti-corruption
in public procurement and the management
/documents/corruption/Publications/2013
World Bank. 2014. Republic of Iraq Public Expen-
for Better Service Delivery. World Bank Studies.
Washington, DC. https://www.openknowledge
.pdf.
Doing Business, Going Beyond
Efficiency
References

Economy datasheets
-
methods allocate the same weight to all bench-
81 or more, which are considered close to good
practice on a certain subindicator, are in the top
quintile. Economies with a score of 20 or less are
in the bottom quintile in the charts which means
and principles on what BPP measures. The re-
maining three categories are in quintiles 2, 3 or
aggregate the Benchmarking Public Procurement
Below are the areas that have been assessed
Benchmarking Public Procurement 2016
indicators. Additional information that has
found on http://bpp.worldbank.org.
For data containing a (-), please refer to Bench-
marking Public Procurement’s website (http://
bpp.worldbank.org) for further information.
The procurement life cycle
Preparing bids Submitting bids Evaluating bids
Awarding and
executing
contracts
Requirement to
publish the procure-
ment plan
Open tendering as the
default procurement
method
Who can attend the
bid opening session
Publication of tender
award
Channels of publica-
tion of the procure-
ment plan
Implementation of an
electronic procure-
ment portal
Requirement to
record the bid opening
session
award to losing
bidders

Preparing bids Submitting bids Evaluating bids
Awarding and
executing
contracts
Advertisement of the
needs assessment
phase
Guidelines accessible
on a procurement
portal
Requirement to evalu-
with the bid evaluation
criteria
-
ing in the tender notice standard bidding
documents
Prohibition for the
charge of conducting
needs assessment/
drafting the technical
participating in the bid
evaluation
Standstill: timeframe
featuring in the tender
documents
Procuring entities’
to international and/
or national industrial
standards in tender
documents
Time within which the
Publication of tender
notices questions
Time needed to
practice)
Time needed to access
the tender documents
Electronic means to
submit bids
Requirement for
procuring entities to
suppliers
Cost to access the
tender documents
A minimum timeframe
to submit a bid
documents on a
procurement portal
Form and submission

Complaint and reporting mechanisms
Availability of complaint and reporting
mechanisms
First-tier
review process
Second-tier
review processa
complaints
Actors who have
complaint
The process to appeal
complaints on a government-supported
website
Parties allowed to
challenge the award
Proof that a complaining
complaint
Time limit for review
decision
on a government-supported website a complaint
Remedies
Alternative dispute resolution mechanism to
resolve issues arising from the procurement
process
Access of complaining
presented during review
process
Publication of complaint
participating in the procurement process, as
well as its implementation in practice
Requirement to report misconduct
Publication of complaint
Time limit for review
decision
Remedies
a

For data containing a (-), please refer to Benchmarking Public Procurement’s website (http:// bpp.worldbank.org) for further information.
% of GNI per capita
Time to
review—practice
Time to
review—legala complaint
1st
14 0%159
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
Afghanistan Income per capita: $680
South Asia
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
DAYS DAYS DAYS
a complaint

% of GNI per capita
Time to
review—practice
Time to
1st
10 0.12%2020
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
Algeria Income per capita: $5,340
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
DAYS DAYS DAYS
a complaint

% of GNI per capita
Time to
review—practice
Time to
1st
12.5 0%-45
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
Argentina Income per capita: $14,560
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
DAYS DAYS DAYS
a complaint

% of GNI per capita
- 0%--
High-income OECD
DAYS DAYS DAYS
1st
0 20 1000 20 100
0 20 100

% of GNI per capita
Time to
review—practice
Time to
7 -52.542
Austria Income per capita: $49,366
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

% of GNI per capita
Time to
review—practice
Time to
21 0%1428
Azerbaijan Income per capita: $7,590
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
10 0%-30
Bahrain Income per capita: $28,272
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
3 -16.57
Bolivia Income per capita: $2,830
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
0%55
DAYS DAYS
1st
0 20 60 80 1000 20 60 80 100
0 20 60 80 100
DAYS
| 61

% of GNI per capita
Time to
review—practice
Time to
14 0%4014
Botswana Income per capita: $7,880
Sub-Saharan Africa
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
7 0%147
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100
| 63

10 37.13%--
% of GNI per capita
DAYS DAYS DAYS
1st
0 60 80 1000 60 80 100
0 60 80 100

% of GNI per capita
10 0%77
DAYS DAYS DAYS
1st
0 40 60 80 1000 40 60 80 100
0 40 60 80 100
Sub-Saharan Africa

% of GNI per capita
14 0.14%-5
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa

% of GNI per capita
- 0%--
DAYS DAYS DAYS
1st
0 20 40 800 20 40 80
0 20 40 80
High-income OECD
| 67

% of GNI per capita
14 -36560
High-income OECD
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100

% of GNI per capita
14 0%20-
DAYS DAYS DAYS
1st
0 20 40 60 1000 20 40 60 100
0 20 40 60 100

% of GNI per capita
14 0%77
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa

% of GNI per capita
10 0%55
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
| 71

% of GNI per capita
3 0%--
Ecuador
DAYS DAYS DAYS
1st
0 20 80 1000 20 80 100
0 20 80 100

% of GNI per capita
21 0%1821
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
| 73

% of GNI per capita
13.5 0%--
DAYS DAYS DAYS
1st
0 20 60 1000 20 60 100
0 20 60 100
High-income OECD

% of GNI per capita
1st
14 0%1014
Sub-Saharan Africa
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
DAYS DAYS DAYS

% of GNI per capita
20 0%2121
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100
Sub-Saharan Africa

% of GNI per capita
Time to
review—practice
Time to
- ---
Guatemala Income per capita: $3,440
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint
| 77

% of GNI per capita
Time to
review—practice
Time to
5 0%-7
Haiti Income per capita: $830
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
10 0%22.5-
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100

% of GNI per capita
Time to
review—practice
Time to
14 0%32-
Hong Kong SAR, China Income per capita: $40,320
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
East Asia and Pacific
a complaint

% of GNI per capita
- ---
DAYS DAYS DAYS
1st
High-income OECD
| 81

% of GNI per capita
7 0%47
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100

% of GNI per capita
30 0.61%450-
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
| 83

30 7.63%13575
% of GNI per capita
DAYS DAYS DAYS
1st
0 60 1000 60 100
0 60 100
High-income OECD

% of GNI per capita
28 0%-18
DAYS DAYS DAYS
1st
0 20 60 80 1000 20 60 80 100
0 20 60 80 100

% of GNI per capita
30 0%135-
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100

% of GNI per capita
14 -22.530
DAYS DAYS DAYS
1st
0 20 40 60 1000 20 40 60 100
0 20 40 60 100
Sub-Saharan Africa
| 87

% of GNI per capita
- 0%8.510
DAYS DAYS DAYS
1st
0 40 60 80 1000 40 60 80 100
0 40 60 80 100

% of GNI per capita
10 0%43
DAYS DAYS DAYS
1st
0 40 60 80 1000 40 60 80 100
0 40 60 80 100

% of GNI per capita
84 -720-
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100

% of GNI per capita
- 0%-15
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100

% of GNI per capita
5 0%77
Sub-Saharan Africa
DAYS DAYS DAYS
1st
0 20 40 60 800 20 40 60 80
0 20 40 60 80

% of GNI per capita
Time to
review—practice
Time to
8 0%9021
Mexico Income per capita: $9,980
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
10 0%2828
Moldova Income per capita: $2,550
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
5 0%5.514
Mongolia Income per capita: $4,320
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
1 0%55
Morocco Income per capita: $3,020
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

3 1.85%-3
% of GNI per capita
DAYS DAYS DAYS
1st
Sub-Saharan Africa

% of GNI per capita
Time to
review—practice
Time to
- ---
Myanmar Income per capita: $1,270
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
- ---
Namibia Income per capita: $5,820
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
a complaint

% of GNI per capita
Time to
review—practice
Time to
1 -55
Nepal Income per capita: $730
South Asia
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
- 0%--
Netherlands Income per capita: $51,210
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint
| 101

% of GNI per capita
Time to
review—practice
Time to
- 0%20-
New Zealand Income per capita: $43,837
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

% of GNI per capita
Time to
review—practice
Time to
- 0%147
Nicaragua Income per capita: $1,830
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint
| 103

% of GNI per capita
Time to
review—practice
Time to
21 0%2121
Nigeria Income per capita: $2,950
Sub-Saharan Africa
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
10 58.35%-7
Peru Income per capita: $6,410
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
- --7
Philippines Income per capita: $3,440
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

9.5 34.07%1621
% of GNI per capita
DAYS DAYS DAYS
1st
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
| 107

% of GNI per capita
Time to
review—practice
Time to
- 0%3020
Romania Income per capita: $9,370
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
7 0%1210
Russian Federation Income per capita: $13,210
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

5 9.52%33
% of GNI per capita
DAYS DAYS DAYS
1st
Sub-Saharan Africa

7 15.33%2420
% of GNI per capita
DAYS DAYS DAYS
1st
0 20 40 60 1000 20 40 60 100
0 20 40 60 100
| 111

% of GNI per capita
Time to
review—practice
Time to
18 0%37
Sierra Leone Income per capita: $720
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
a complaint

% of GNI per capita
15 -4545
DAYS DAYS DAYS
1st
| 113

% of GNI per capita
Time to
review—practice
Time to
14 0%6060
South Africa Income per capita: $6,800
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
a complaint

% of GNI per capita
Time to
review—practice
Time to
15 0%20-
Spain Income per capita: $29,542
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

% of GNI per capita
Time to
review—practice
Time to
- 0%75-
Sweden Income per capita: $61,600
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

- 0%1515
% of GNI per capita
Time to
review—practice
Time to
Taiwan, China Income per capita: $22,598
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint
| 117

% of GNI per capita
Time to
review—practice
Time to
28 0%-14
Tanzania Income per capita: $930
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
a complaint

90 0%--
% of GNI per capita
Time to
review—practice
Time to
Thailand Income per capita: $5,410
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

% of GNI per capita
Time to
review—practice
Time to
14 0%45
Togo Income per capita: $580
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
Sub-Saharan Africa
a complaint

% of GNI per capita
Time to
review—practice
Time to
- 0%--
Tunisia Income per capita: $4,459
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint
| 121

% of GNI per capita
Time to
review—practice
Time to
- 0%1414
Turkey Income per capita: $10,850
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

21 28.77%2121
% of GNI per capita
DAYS DAYS DAYS
1st
Sub-Saharan Africa
| 123

10 13.79%3042
% of GNI per capita
DAYS DAYS DAYS
1st
0 20 40 80 1000 20 40 80 100
0 20 40 80 100

% of GNI per capita
Time to
review—practice
Time to
- -60-
United Kingdom Income per capita: $42,690
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

% of GNI per capita
Time to
review—practice
Time to
- 0%-100
United States Income per capita: $55,200
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
High-income OECD
a complaint

% of GNI per capita
Time to
review—practice
Time to
14 0%30-
Uruguay Income per capita: $16,360
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint
| 127

% of GNI per capita
Time to
review—practice
Time to
- 0%-9
Vietnam Income per capita: $1,890
DAYS DAYS DAYS
1st
Availability of
complaint and
reporting
mechanisms
Preparing bids
Awarding and
executing the
contracts
Submitting and
evaluating bids
First-tier
review
0 20 40 60 80 1000 20 40 60 80 100
0 20 40 60 80 100
a complaint

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