Assessment of Bangladesh Public Procurement System

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Report No: AUS0001404

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Bangladesh
Assessment of Bangladesh Public Procurement System
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June 5, 2020
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Governance Global Practice
South Asia Region
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Document of the World Bank

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ACKNOWLEDGEMENT
The World Bank gratefully acknowledges the extensive cooperation and guidance from the
Government of Bangladesh, in particular, Central Procurement Technical Unit (CPTU),
Implementation Monitoring and Evaluation Division (IMED), Ministry of Planning, and GoB MAPS
Committee. The MAPS assessment team was encouraged and supported significantly by Mr. M A
Mannan, MP, Honorable Minister, Ministry of Planning and Mr. Abul Mansur Md. Faizullah, ndc,
Secretary, IMED, Ministry of Planning. The team also received extensive cooperation from the Local
Government Engineering Department (LGED), Roads and Highways Department (RHD), Bangladesh
Water Development Board (BWDB), Bangladesh Rural Electrification Board (BREB) and other public
sector organizations.
The team gratefully recognizes the leadership of Mr. Md. Faruque Hossain, former Director General
(DG), CPTU for initiating the assessment; Mr. Md. Ali Noor, former DG, CPTU for facilitating the
assessment, including providing e-GP data set and organizing the national consultation workshop. We
thank Mr. Mohammed Shoheler Rahman Chowdhury, DG, CPTU for his insightful review and
thoughtful contribution to the assessment report and Mr. Md. Abdus Sattar, Executive Engineer, LGED
for organizing multiple discussion sessions and facilitating bidders’ survey. We also recognize the
contributions of all officials and consultants of CPTU, over 400 stakeholders from the key government
organizations and implementing agencies, development partners, civil society organizations,
professional associations, leading universities, and business and bidding communities.
This report was prepared by the team comprised of Mr. Ishtiak Siddique (Sr. Procurement Specialist
and Task Team Leader), Mr. Amulya Kumar Debnath (Sr. Procurement Consultant), Dr. Peter-Armin
Trepte (Legal Procurement Consultant), Mr. Arkopal Datta (Data Analyst), and Mr. S M Hafiz Al Mamun
(Project Management Consultant) under the overall supervision of Ms. Elmas Arisoy (Practice
Manager). The report benefited from useful inputs and feedback from the World Bank colleagues,
including Mr. Zafrul Islam (Lead Procurement Specialist), Mr. Richard Olowo (Lead Procurement
Specialist), Mr. Mohammed Atikuzzaman (Sr. Financial Management Specialist), Mr. A.N.M.
Mustafizur Rahman (Sr. Procurement Specialist), Mr. Md. Kamruzzaman (Procurement Specialist) and
Mr. Arafat Istiaque (Procurement Specialist). Special thanks go to Ms. Mahmuda Nusrat Hussain
(Team Associate), Mr. Shourov Kumar Sharma (Team Associate) and Ms. Shahnun Nima Tania (Short
Term Temporary) for the mammoth tasks of logistical arrangements.
The team particularly thanks Mr. Chenjerani Simon B. Chirwa (Lead Procurement Specialist), Mr. S.M.
Quamrul Hasan (Sr. Procurement Specialist) and Guoping Yu (Sr. Procurement Specialist) for their
thorough review and thoughtful comments as peer reviewers. The assessment team is grateful for
the cooperation and guidance provided by the MAPS global team based in Washington DC and for the
valuable review comments provided by the Asian Development Bank (ADB), Global Affairs Canada and
European Investment Bank on behalf of the MAPS Technical Advisory Group.
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CONTENTS
ACRONYMS ................................................................................................................................... iv
EXECUTIVE SUMMARY ................................................................................................................. vii
1. INTRODUCTION ...................................................................................................................... 1
1.1 Background ........................................................................................................................... 1
1.2 Methodology ......................................................................................................................... 2
2. ANALYSIS OF COUNTRY CONTEXT .......................................................................................... 5
2.1 Political, socio-economic and geostrategic situation of the country ................................... 5
2.2 The Public Procurement System and its links with the public finance management and
public governance systems .................................................................................................. 8
2.3 National policy objectives and sustainable development goals .......................................... 9
2.4 Public Procurement Reform ............................................................................................... 10
3. ASSESSMENT .......................................................................................................................... 12
3.1 Pillar I - Legal, Regulatory and Policy Framework .............................................................. 12
3.2 Pillar II - Institutional Framework and Management Capacity .......................................... 35
3.3 Pillar III - Public Procurement Operations and Market Practices ....................................... 54
3.4 Pillar IV - Accountability, Integrity and Transparency of the Public Procurement System 66
4. CONSOLIDATED RECOMMENDATIONS ................................................................................ 82
5. VALIDATION OF THE REPORT ............................................................................................... 92
6. ANNEXES .............................................................................................................................. 93
iii
ACRONYMS
AA Approving Authority
ACC Anti-Corruption Commission
ADB Asian Development Bank
ADP Annual Development Program
APP Annual Procurement Plan
BDT Bangladesh Taka
BIGD BRAC Institute of Governance and Development
BIM Bangladesh Institute of Management
BOQ Bill of Quantity
BPPA Bangladesh Public Procurement Authority
BREB Bangladesh Rural Electrification Board
BRAC Bangladesh Rural Advancement Committee
BWDB Bangladesh Water Development Board
CAG Comptroller and Auditor General
CAO Chief Accounts Officer
CCGP Cabinet Committee on Government Purchase
CE Chief Engineer
CIPS Chartered Institute of Procurement and Supply
CMSD Central Medical Store Depot
COI Conflict of Interest
CPI Corruption Perceptions Index (of Transparency International)
CPAR Country Procurement Assessment Report
CPTU Central Procurement Technical Unit
CSO Civil Society Organization
CSOS Community Service Organization Selection
DIMAPPP Digitizing Implementation Monitoring and Public Procurement Project
DFID Department for International Development
DOFP Delegation of Financial Power
DP Development Partner
DPE Directorate of Primary Education
DPP Development Project Proposal
DPHE Department of Public Health Engineering
DPM Direct Procurement Method
e-CMS Electronic Contract Management System
ECNEC Executive Committee of National Economic Council
e-GP Electronic Government Procurement
iv
EOI Expression of Interest
ESCB Engineering Staff College Bangladesh
FAPAD Foreign Aided Project Audit Directorate
FBS Fixed Budget Selection
FIMA Financial Management Academy
FMIS Financial Management Information System
FYP Five Year Plan
G2G Government to Government
GDP Gross Domestic Product
GFR General Financial Rules
GNI Gross National Income
GPA Agreement on Government Procurement
GoB Government of Bangladesh
GCC General Condition of Contract
HOPE Head of the Procuring Entity synonymously used as Head of the Procuring Agency
iBAS Integrated Budget and Accounting System
ICB International Competitive Bidding
ICS Individual Consultant Selection
IFT/IFB Invitation to Tender/Bid
IMED Implementation Monitoring and Evaluation Division
ITC-ILO International Training Centre-International Labour Organization
JICA Japan International Cooperation Agency
KPI Key Performance Indicator
LC Letter of Credit
LCS Least Cost Selection
LD Liquidated Damage
LGED Local Government Engineering Department
LTM Limited Tendering Method
MAPS Methodology for Assessment Procurement Systems
MDB Multilateral Development Bank
MOF Ministry of Finance
MOP Ministry of Planning
MOPA Ministry of Public Administration
MTBF Mid Term Budgetary Framework
NAPD National Academy for Planning & Development
NCB National Competitive Bidding
NGO Non-Government Organization
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NOA Notification of Award
OECD Organization for Economic Co-operation and Development
OTM Open Tendering Method
PAC Public Accounts Committee
PCC Particular Condition of Contract
PD Project Director
PE Procuring Entity
PEDP Primary Education Development Program
PEFA Public Expenditure and Financial Accountability (Assessment)
PFM Public Financial Management
PMU Project Management Unit
PPA Public Procurement Act 2006, as amended
PPR Public Procurement Rules 2008, as amended
PPRP Public Procurement Reform Project
PPSC Public Private Stakeholders Committee
PROMIS Procurement Management Information System
PWD Public Works Department
QCBS Quality and Cost Based Selection
RADP Revised Annual Development Program
RDPP Revised Development Project Proposal
RFQM Request for Quotation Method
RP Review Panel
RHD Roads and Highways Department
RTI Right to Information
SAFTA South Asia Free Trade Agreement
SPSO Selected Public Sector Organizations
SRFA Standard Request for Application
SRFP Standard Request for Proposal
STD Standard Tender Document
TEC/BEC Tender/Bid Evaluation Committee
TOC/BOC Tender/Bid Opening Committee
TIB Transparency International Bangladesh
UNCITRAL United Nations Commission on International Trade Law
UNCAC United Nations Convention on Anti-Corruption
USAID United States Agency for International Development
WTO World Trade Organization
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EXECUTIVE SUMMARY
Background:
1. Bangladesh has enjoyed relatively high and stable growth over the last two decades,
accompanied by rapid poverty reduction. Gross domestic product (GDP) growth averaged
close to 6 percent annually since 2000 and, according to official estimates, accelerated to
over 8 percent in FY19. The poverty rate dropped from 44.2 percent in 1991 to 14.8 percent
in 2016. With per capita gross national income (Atlas method) at $1,954 in 2019, Bangladesh
has moved into lower middle-income country status since 2015.
2. The Government of Bangladesh (GOB)’s Vision 2021 aims to propel the country into middle-
income status and further reduce poverty. The most recent five-year plan (FYP16-20) focusses
on productive employment for the growing labour force and a substantial increase in
investment. Other key elements of the plan are to ensure good governance and pursue for
an environmentally sustainable and socially inclusive development process.
3. The country’s spending in public procurement was estimated to US$ 24 billion in FY19,
representing 45.2% of the annual budget and 8% of GDP. Public procurement also
represented 85% of the Annual Development Program (ADP) in FY19. Therefore, any
improvement in the public procurement system is likely to have a significant financial effect.
4. Bangladesh has been making continued efforts for over a decade to bring a systemic change
to its public procurement system. Following the recommendations of the Country
Procurement Assessment Report 2002 (CPAR 2002), the GoB implemented two procurement
reform projects with the technical and financial support from the World Bank and is currently
implementing the third reform project. A robust public procurement system has been
established including procurement law, secondary legislation and associated standard
bidding documents. A nodal agency, the Central Procurement Technical Unit (CPTU), under
the Implementation Monitoring and Evaluation Division (IMED) of the Ministry of Planning,
has been established. An extensive capacity development program has been institutionalized
and has trained over 37,000 stakeholders from 2008 to 2019, mostly procurement officials
and bidders. A comprehensive electronic government procurement (e-GP) portal has brought
the entire procurement process online.
5. Progress is happening and still more needs to be done. In order to guide the progress, a
thorough study was needed. Past assessments like the PEFA of 2010 and 2016 and e-GP
assessment of 2017 offered some information but did not cover the entire spectrum of the
public procurement system. Besides, the GoB has made a series of amendments to its legal
framework since 2009 which have not yet been formally assessed against any internationally
accepted benchmark. Further amendments to the legal framework are also under
consideration by the GoB, providing an opportune moment to conduct a comprehensive
system assessment to inform the development process.
vii
Objectives of the Study:
6. The key objectives of the assessment were to – (i) establish a shared understanding of the
current state of Bangladesh public procurement system amongst all stakeholders; (ii) identify
the strengths and weaknesses of the overall public procurement system and formulate
appropriate mitigation measures for the identified gaps; and (iii) develop action plan for
future system development in achieving a modern and harmonized procurement system with
particular reference to enhanced e-GP, contract management, sustainable procurement, and
citizen engagement.
Methodology:
7. Bangladesh public procurement system was assessed following the universally accepted
Methodology for Assessing Procurement System (MAPS)1. The assessment was conducted
across all four pillars of MAPS - (i) legal, regulatory and policy framework; (ii) institutional
framework and management capacity; (iii) procurement operations and market practices;
and (iv) accountability, integrity and transparency.
8. The study was carried out by the World Bank’s team in close coordination with the GoB. The
Government formed a MAPS committee with the leadership of CPTU and comprising
representatives from all key stakeholder groups. GoB MAPS committee facilitated data
collection and identification of the key stakeholders for the interviews, and also provided
valuable inputs on MAPS indicators. The assessment team reviewed the current procurement
laws, guidelines, procurement processes, standard documents, other relevant laws, national
statistics, development plans, analytical and diagnostic works done in the country etc. Data
collection took a number of forms – (i) 297,000 procurement packages’ electronic data
collected from the e-GP system; (ii) 12,000 paper-based (non e-GP) procurement packages’
data collected under a parallel study on e-GP impact evaluation; and (iii) interviews and focus
group discussions with the key implementing agencies including field level procuring entities,
other important stakeholders within government, development partners, civil society
organizations, professional associations, leading universities, and other business and bidding
communities. In-addition, bidder surveys were also conducted in five districts of Bangladesh.
9. The assessment findings and recommendations were shared with the GoB MAPS committee
and their feedback were incorporated in the report. In addition, the findings and
recommendations were validated through a national consultation workshop participated by
over 140 representatives from the government, implementing agencies, development
partners, academia, civil society organizations, procurement professionals, professional
associations, private firms, and other business and bidding communities. Stakeholders
unanimously agreed to the MAPS findings and recommended solutions.
1
MAPS assessment methodology and indicators can be found at the website: www.mapsinitiative.org
viii
Major Strengths of the System:
10. The public procurement system in Bangladesh is governed by a single legal framework
composed of Public Procurement Act 2006 (PPA 2006) and secondary legislation, Public
Procurement Rules 2008 (PPR 2008); covering a nodal policy unit, standard procurement
documents (SPDs) and a functional complaint redress system with an independent appeal
mechanism. Central Procurement Technical Unit (CPTU) is the nodal procurement policy unit
which has a widely used, freely accessible and regularly updated website providing all
procurement related information, policy and functional documents including SPDs.
11. CPTU manages the centralized national electronic government procurement (e-GP) system
that covers the entire cycle of procurement starting from procurement planning to payment
processing including online bid document preparation and submission, electronic bid
security, bid evaluation and approval, contract management and payment. In FY19, US$ 15
billion worth of procurement contracts representing 62% of public procurement expenditure
in the country were processed through the e-GP system. As of FY19, 1,325 out of 1,362 public
organizations in Bangladesh and 65,559 bidders have been registered in the e-GP system. The
e-GP system is governed by a comprehensive e-GP guideline clearly establishing the security
aspects of the system, responsibility of e-GP users at different levels, operation and
maintenance protocols of the system, copyright, registration process etc. CPTU through an
outsourced firm manages a e-GP help desk with 24X7 functionality.
Box-1: Impact of e-GP System
• Publication of 100% of procurement notices and contract award information

• Average procurement lead time2 (invitation to contract signing) for all tenders
decreased by 28% - 86.7 days (FY12) to 62.2 days (FY19)
• Percentage share of awarded bids within original bid validity period increased
from 10% (FY07) to 90% (FY19)
• Percentage share of rejected bids decreased from 8% (FY12) to 3% (FY19)
• Estimated US$ 600 million savings in between FY12 and FY18
• Improved market access and bidding environment compared to manual bidding
2
Average lead time includes all procurement methods irrespective of the value (excluding direct procurement and quotation
methods). Average lead time for high value contracts (>US$ 12million) is 270 days.
ix
12. Availability of an array of procurement methods including multi-stage procedures (pre-
qualification, two stage tendering method) for large and complex procurement. Open
Tendering Method (OTM) is the preferred method and alternative methods need
justification. 80% of goods and works contracts were processed through OTM in FY19. Bidders
from all countries across the world3 are eligible to participate in the procurement process
including national competitive bidding.
13. CPTU has a clear mandate to carry out public procurement reforms and monitor procurement
performance across the country. Institutionalized procurement capacity building program is
in place, supported by large procuring agencies with well-defined procurement functions.
Integrated budget and accounting system (iBAS ++) system is in place and helps budget
control and management. Average days for payment to the contractors is mostly within
acceptable limit. (Survey result: 77% responded bidders received payment within 30 days of
bill submission)
14. Private sector is vibrant and competitive. Average number of participants in a procurement
process was 16 in FY19 considering all procurement methods. Access to information in the
public procurement process is adequate with 100% of procurement notices published in
freely accessible printed media and web portals.
15. Citizen engagement in contract implementation monitoring is happening in 48 sub-districts

with positive feedback. CPTU has recently developed and soft launched a citizen portal to
disseminate procurement and contract management data following the Open Contracting
Data Standard (OCDS). The portal has facilities for data analytics based on key performance
indicators.
16. Financial audits are carried out regularly. A strong anticorruption system is in place, with
presence of ethical standard in audits and public procurement (code of ethics) and national
integrity strategy.
Major Weaknesses and Possible Solutions:

17. Use of price cap in national Open Tendering Method (OTM) for works (rejecting bids more
than 10% below or above the estimated cost), in lieu of the intended objective of improved
quality and timely completion of works, resulted in market distortion. For example, (i) the
average number of participants per procurement package decreasing from 4.2 to 2; (ii) single
tenders in OTM packages increasing from 20% to 50% and (iii) large bidders monopolizing the
procurement market and small bidders getting marginalized. Possible solutions would be to
– (i) remove ± 10% cap from the Open Tendering Method (NCT) for works; and (ii) undertake
alternative solutions (provided in the Chapter 4 of this report) to tackle the issue of
abnormally low bids.
3
Excluding country(s) with whom Bangladesh has no commercial relationship or sanctioned by the UN Security Council
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18. The Limited Tendering Method (LTM) for national works procurement, targeted to encourage
small and new bidders with provisions such as price cap, lottery to determine the winner in
the case of tied bids and not requiring any past experience, is not consistent with
international good procurement practices, and resulted in failed constructions, delays and
cost-overruns. These provisions were introduced in the PPA through 2009 amendment to
encourage development of small and new bidders. Bidders’ interviews revealed that most of
the new and small bidders are not getting the intended advantage as the large bidders can
also participate in the procurement process. Possible solutions would be to – (i) remove ± 5%
cap and lottery from Limited Tendering Method; (ii) assess how Limited Tendering Method
can be used to give preferential treatment to small and medium bidders/enterprises, women-
led enterprises and start-ups; (iii) update PPA/PPR to include provisions for promoting SMEs,
women-led enterprises and start-ups; (iv) create a supplier/contractor database with unique
identification of bidders and their beneficial owners to track performance of the
suppliers/contractors including specialized groups; and (v) introduce suppliers/contractors’
development program.
19. The sanction/debarment process lacks independent review (decision by the head of the
procuring entity is final) except by way of appeal to the judiciary. Procuring agencies are
inconsistently implementing the provision of debarment in-terms of duration and extent of
debarment. Possible solutions would be to – (i) introduce independent debarment process
with provision of temporary suspension by the HOPE; and (ii) prepare detailed guidelines on
debarment procedures including protocol for sharing and receiving feedback on fraud and
corruption issues from the Anti-Corruption Commission (ACC).
20. Bangladesh has a national policy and strategy for sustainable development which the country
has been pursuing for long time. However, sustainable public procurement has not yet found
its way into the public procurement legislation and practices to give targeted development
opportunities to SMEs, start-ups, women-led enterprises, giving preferential treatment to
high quality goods/works including energy efficient/low carbon emitting/sustainable goods
and works etc. Preparation of a policy document with detailed implementation road map is
recommended for implementation of sustainable procurement.
21. CPTU has restrained capacity due to its legal structure, lack-of autonomy in decision making,
limited staffing, inadequate analytical/ research capability, and significant outsourcing to
external experts and firms. This is inadequate to regulate and monitor public procurement
for more than 1300 organizations and meet the continuously increasing demand for e-GP
services. Conversion of CPTU to the proposed Bangladesh Public Procurement Authority
(BPPA) with enhanced authority and autonomy is under process. Proposed BPPA Act has been
drafted with wide consultation, which is now going through the GoB review process.
However, it needs to be fast-tracked to prioritize formation of the proposed Bangladesh
Public Procurement Authority (BPPA), develop in-house institutional and technical capacity
of BPPA (with a set of qualified, experienced and adequate number of trained officials), and
gradual lessening of dependency on external support.
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22. Approval of large value procurements’ bid evaluation reports at levels higher than procuring
agencies, require 45-60 days from the date of receipt of the bid evaluation report from the
procuring agency. This causes delay in implementation of development projects. While,
numerous commonly required recurring procurements like medicines, vaccines, medical
consumables, stationery, computers and accessories (printer, toner etc.), office equipment,
etc. result in huge transaction efforts and costs. Possible solutions would be to – (i) increase
procurement approval thresholds at the agency and ministry level with enhanced
accountability mechanism; (ii) increase use of framework agreements; and (iii) create
provisions for electronic catalogues/ e-market place.
23. Most of the contracts (70%) are not completed on time causing delay and cost overrun, and
compromise in achieving value-for-money. Lack of strategic procurement planning and
analysis result in higher procurement cost, lower procurement performance and failure of
bidding process resulting rebidding. Possible solutions would be to – (i) roll out newly
developed electronic contract management (e-CMS) module of e-GP and monitor contract
management performance; (ii) scale up citizen monitoring of contract implementation; (iii)
undertake capacity development program on contract management; and (iv) strategic
procurement analysis and planning at the organization/sectoral level.
24. Proper integration of procurement system with the integrated budget and accounting system
(iBAS ++) is yet to take place resulting-in disconnect between the procurement value with the
budget and real expenditure. Interconnection in between e-GP and iBAS++ need be
prioritized to facilitate real time capturing of budget utilization, procurement commitment
and procurement expenditure data, and monitoring and tracking of payment.
25. Audit system is mostly external and internal control system is virtually absent including
procurement performance audits. There is no system to electronically capture and track audit
observations and their resolutions. Potential solutions would be to – (i) introduce
standardized mechanism for internal control with the development of internal audit manual
and module for training; (ii) carry out specialized procurement audits/procurement
performance audits/procurement post reviews especially in large agencies based on periodic
risk assessments; and (iii) introduce electronic mechanism for capturing audit data and
resolution status.
26. Procuring entities do not record information about complaints and their resolutions
systematically. Procurement complaint system is lengthy and takes 2-3 months’ time to
exhaust the entire process. Inadequate monitoring of integrity issue in public procurement -
no national statistics available on corrupt activities specific to procurement. Potential
solutions would be to – (i) enhance e-GP’s complaint handing module with facilities to track
complaints and their resolution status; (ii) reduce 4-tier complaint handling process to 2-tier
process consisting review only at the procuring entity and review panel levels; (iii) include
provision to earmark corruption related to public procurement in ACC database; and (iv)
xii
introduce integrity module in e-GP (automatic identification of red flags during bid
evaluation).
Recommendations and Strategic Approach:
27. A set of recommendations is provided in the Chapter 4 (Consolidated Recommendations) of

the report. The approach is to continue gradual improvement to the existing procurement
regime by a set of actions that are feasible and practical. These actions are prioritized from
the point of view of the impact and degree of readiness of the current system. The agreed
recommendations need to be converted to a detailed action plan identifying the required
resources, sources of funding, specific time frame for each action etc. GoB has already
initiated implementation of a number of recommended actions under the ongoing Digitizing
Implementation Monitoring and Public Procurement (DIMAPP) Project funded by the World
Bank. The GoB has also requested the World Bank for US$ 40 million of additional financing
for the DIMAPP project to implement priority MAPS recommended actions. This proposed
technical assistance credit is now under preparation and planned to be delivered in FY21.
xiii
1. INTRODUCTION
1.1 Background
Bangladesh has been making continued efforts for over a decade to bring a systemic change to
its public procurement system. Following the recommendations of the Country Procurement
Assessment Report 2002 (CPAR 2002), the Government of Bangladesh implemented two
procurement reform projects with the technical and financial support of the World Bank and is
currently implementing the third phase of the reform project. As a result of these initiatives,
earlier procurement assessments4 have indicated that the country at present has a robust public
procurement system in place which includes a procurement law, secondary legislation and
associated standard bidding documentation, a well-functioning nodal agency, the Central
Procurement Technical Unit (CPTU), under the Implementation Monitoring and Evaluation
Division (IMED) of the Ministry of Planning (MOP) to regulate public procurement, an extensive
capacity development program, a comprehensive electronic government procurement (e-GP)
portal with online procurement performance measurement mechanism, and a citizen
engagement system supported by a comprehensive strategic and behavioral change
communication program.
Nevertheless, these procurement assessments are either out of date (the World Bank’s CPAR of
2002) or not comprehensive enough (PEFA5 of 2010 and 2016; e-GP assessment of 2017) by not
comparing the entire spectrum of the public procurement system with international good
practices and standards. Besides, GoB has made a series of amendments to its legal framework
since 2009 which have not yet been formally assessed against any internationally accepted
benchmark. Further amendments to the legal framework are also now under consideration by
the GoB, providing an opportune moment to conduct a new and comprehensive system
assessment to inform that system development process.
It is expected that an assessment of the country’s procurement system using the universally
accepted Methodology for Assessing Procurement System (MAPS) will benefit the country by
indicating how it may ensure value for money and better service delivery through an improved
public procurement system. It is relevant to mention that a good public procurement system
directly contributes to the proper utilization of the invested resources and thereby impact on the
country’s economic growth. Increasing the effectiveness and efficiency in the use of public
resources through a good procurement system is also an important factor for improving the
investment climate, accelerating growth and reducing poverty.
In addition, most of the development partners working in Bangladesh, including the Bank, are
increasingly relying on the country procurement system through engagement in the Program for
Results (PforR) modality of financing. This paradigm shift in the financing modality has created a
demand for a comprehensive diagnostic of the country’s public procurement system including
4
Earlier Assessments: Assessment of Implementation of Public Procurement Regulations, 2009; Public Expenditure and Financial Accountability
(PEFA) Performance Assessment for Bangladesh, 2010 and 2016; Developing Strategic Framework for Public Procurement Authority, 2017.
5
PEFA: Public Expenditure and Financial Accountability performance assessment for Bangladesh, 2010 and 2015.
1
identification of the risks of relying on the country system and the corresponding system
improvements to minimize the risks.
1.2 Methodology
The Bangladesh public procurement system was assessed following the harmonized
Methodology for Assessing Procurement System (MAPS)6. This was done using the core MAPS
tool only. The assessment was conducted on all four pillars of MAPS, i.e., (i) legal, regulatory and
policy framework; (ii) institutional framework and management capacity; (iii) procurement
operations and market practices; and (iv) accountability, integrity and transparency. Particular
focus was given to e-GP and its enhancement, contract management, sustainable procurement
and citizen engagement.
The key objectives of the assessment were to:

1. take stock of the reform initiatives to date, including the most recent amendments to the
legal framework in order to establish a shared understanding of the current state of the
Bangladesh public procurement system amongst all stakeholders (including government
agencies, development partners, civil societies and private sector).
2. conduct a gap analysis to identify the strengths and weaknesses of the overall public
procurement system so as to (i) inform and support the current work being undertaken by
GoB to amend the relevant legal framework and (ii) assess the risks that the remaining
weaknesses of the system pose to the use of public funds and to formulate appropriate
mitigation measures, if any, and
3. develop a strategy for future system development in achieving a modern and harmonized
procurement system with particular reference to enhanced e-GP, contract management, the
introduction of sustainable procurement, and citizen engagement.
Study team and stakeholders: The study was carried out by the Bank’s team for the MAPS
assessment in close coordination with the Government of Bangladesh (GoB). Bank’s MAPS team
comprised of multidisciplinary team of experts (Bank staff and consultants) having extensive
experience in conducting similar assessments. GoB MAPS Committee chaired by the Director
General, CPTU was established to work with the Bank’s team responsible for the assessment. The
team represented the entire spectrum of key government organizations including, inter alia Local
Government Engineering Department (LGED), Roads and Highways Department (RHD),
Bangladesh Water Development Board (BWDB), Bangladesh Rural Electrification Board (BREB),
Central Medical Stores Depot (CMSD), Directorate General of Family Planning (DGFP), Directorate
of Primary Education (DPE), National Curriculum & Textbook Board (NCTB), Comptroller and
Auditor General (C&AG), Controller General of Accounts (CGA), Anti-Corruption Commission
(ACC), Public Private Partnership Authority (PPPA) etc. GoB MAPS committee facilitated data
6
MAPS assessment methodology and indicators can be found at the website: www.mapsinitiative.org
2
collection and identification of the key stakeholders for the interviews, and also provided
valuable inputs on MAPS indicators.
As part of the stakeholder consultation, technical inputs of the other development partners
active in the country, for example, Asian Development Bank (ADB), Islamic Development Bank
(IsDB), the United Kingdom Department of International Development (DFID), Japan
International Cooperation Agency (JICA), European Commission and United States Agency for
International Development (USAID) were also be collected. In addition, other important
stakeholders like the civil society organizations (e.g., BRAC Institute of Governance and
Development - BIGD, Transparency International Bangladesh -TIB), professional associations and
the chamber of commerce, leading universities, bidding communities and other private sector
bodies were also consulted.
Target agencies: The assessment mainly covered the following sectoral agencies responsible for
implementing the lion’s share of the country’s development program: Local Government
Engineering Department (LGED), Roads and Highways Department (RHD), Bangladesh Water
Development Board (BWDB), Bangladesh Rural Electrification Board (BREB), Central Medical
Stores Depot (CMSD), Education Engineering Department (EED), Department of Public Health
Engineering (DPHE), Public Works Department (PWD), Bangladesh Power Development Board
(BPDB)etc. These agencies comprise thousands of procuring entities at all levels of the
government from central to local levels and represent about 72% of all public procurement in the
country. In addition, a number of key procurement practitioners from other implementing
agencies conducting significant amount of procurements were also consulted through
interviews/focus group discussions.
Data collection: Data collection took a number of forms. The national e-GP system was one of
the main sources of data. It had data for the entire cycle of procurement (unto contract signing)
of 297,000 procurement packages processed in between 2012 and June 2019. e-GP data covered
1325 public organizations including government, semi-government, statutory organization
created under law and state owned enterprises with 8,668 Procuring Entities (units and offices
under the organizations) and 65,559 bidders registered in the system. Data collected under a
parallel study for e-GP impact evaluation7 was also taken into consideration. The IE collected data
for the entire cycle of procurement (including contract management and payment) for12,000
paper-based (non e-GP) and 600 e-GP procurement packages. These data were collected from all
64 districts of the country covering about 20% of the paper-based procurement contracts
processed in LGED, RHD and BWDB during FY12-FY16. Data were also collected from the
procurement post review reports of the World Bank. In addition to the hard data, the assessment
team also conducted interviews and focus group discussions with the key implementing agencies
including field level procuring officials, other important stakeholders within government, civil
society organizations, professional associations, leading universities, and other business and
bidding communities. Bidder surveys were also conducted in five districts of Bangladesh. In
7
The World Bank is leading this impact evaluation in collaboration with the GoB
3
addition, relevant past studies, legal and other relevant documents were also reviewed. The full
list of the documents reviewed is contained in Appendix 2 of Volume III.
Assessment phases: The assessment took place from May 2018 to August 2019. There were
three key phases in the assessment:
1. Initiating Phase which included:
a. identifying and informing all stakeholders of the study;

b. establishing the Task Team, incluidng hiring the team of experts including a team leader
to coordinate the study;
c. establishing the MAPS Committee
d. preparing the concept note and detailed methodology of the study, including defining the
timeline, identifying sources of hard data collction; field visits, interviews and surveys and
establishing lines of communication between team members and
e. Identifying the sources of information and collection of documents for the study.
2. Assessment Phase which included:
a. conducting the initial desk review of procurement laws, rules and processes;
b. preparation of pre-assessment questionnaires based on MAPS sample;
c. conducting a detailed field review of the public procurement system covering identified
key agencies;
d. compiling and analysing field-level data;
e. collection and analysis of hard data along with data generated from the e-GP system;
f. preparing draft procurement assessment report, including summary of identified risks
and issues along with a risk mitigation action plan, recommendations for system
development and strategic recommendations.
3. Validation Phase which included
a. sharing the draft report with government counterpart and other stakeholders for
comments;
b. organizing workshops to discuss the draft report;
c. securing internal approvals;
d. finalizing the report in consultation with the government;
e. publishing and disseminating findings and
f. liaising with counterparts for implementation of final report, action plan, results
indicators and ongoing monitoring of results.
4
2. ANALYSIS OF COUNTRY CONTEXT
2.1 Political, socio-economic and geostrategic situation of the country

Bangladesh is one of the world's most densely populated countries with an estimated 168
million8 people residing in a geographical area of approximately square kilometers9. About 35
percent10 of Bangladesh’s population resides in urban areas. The population is packed into a delta
of rivers that flows into the Bay of Bengal. It is vulnerable to floods, tropical cyclones, earthquakes
and stands to be badly affected by climate change, notably due to rises in sea level. It shares land
borders with India and Myanmar.
Bangladesh’s economy has proven to be remarkably resilient and progressed well beyond
expectations since its independence in 1971. It is now amongst the five fastest growing
economies of the world, despite insufficient private sector investment11. Having the world’s
second-lowest per capita income in 1975, the country has sustained accelerating growth and
made excellent progress in human development. Bangladesh’s GNI per capita has grown more
than fifteenfold, from around US$120 in 1972 to US$1,954 in 201912. Progress on reducing
extreme poverty and boosting shared prosperity through human development and employment
generation has continued. Considering the international poverty line of US$1.90 per person per
day, it has been able to reduce poverty from 44.2 percent in 1991 to 14.8 percent 13 in 2016 and
in between this period, the number of people in poverty fell from 46.7 million in 1991 to 23.4
million people in 201714. The country has been able to sustain accelerating its GDP growth with
an average of 6.4 percent since 2010. GDP growth rate reached 8.1 percent 15 in 2019. Steady
increase and sustained GDP growth enabled Bangladesh to achieve the lower middle-income
country status in 2015. All three eligibility criteria for graduation from the UN’s LDC list have been
fulfilled by Bangladesh in 2018 and the country is on track for graduation in 202416.
Manufacturing—particularly ready-made garment (RMG) exports and construction have been

major drivers of the recent economic growth. The country has experienced a profound social
transformation with the influx of girls into the education system and women into the labor force.
In the World Bank’s Human Capital Index 2018, Bangladesh has performed better than the South
Asian and lower middle-income average in the education and health indicators, with the
exception of stunting.
8 United Nations Population Division. World Population Prospects: 2019 Revision.

9 United Nations Statistics Division, Bangladesh Bureau of Statistics
10 United Nations Population Division. World Urbanization Prospects: 2018 Revision.
11 Bangladesh Development Update: Regulatory Predictability Can Sustain High Growth, The World Bank, 4 April 2019.
12 World Bank national accounts data, and OECD National Accounts data
13 World Bank, Development Research Group. Data are based on primary household survey data obtained from government
statistical agencies and World Bank country departments. For more information and methodology, please see PovcalNet
(http://iresearch.worldbank.org/PovcalNet/index.htm)
14 Bangladesh country overview, The World Bank, Last updated on 27 March 2019
(https://www.worldbank.org/en/country/Bangladesh/overview)
16 Ibid
5
Despite robust growth, the pace of poverty reduction has slowed down, especially in urban areas.
With rapid urbanization, the absolute number of urban poor has increased in 2016 compared to
2010. The welfare gap between eastern and western Bangladesh has also re-emerged, correlated
with different rates of progress in demographic change and educational attainment, as well as
slower agricultural growth. The pace of job creation in the formal sector also slowed down. Total
employment grew only by 1.8 percent between 2011 to 2016, compared with 3.1 percent per
year between 2003 and 2010. Key structural reforms are needed to sustain the growth
momentum and improve inclusiveness of growth. With RMG constituting 84 percent of total
exports, it will be critical for Bangladesh to diversify its export base. Additionally, reforms are
needed to improve infrastructure and connectivity, enhance access to credit, improve human
capital, boost agricultural productivity and simplify business regulations.
Bangladesh’s economy was able to tackle global uncertainties well and sustained the economic
growth. However, inflation has showed a slow acceleration and reached to 5.8 percent 17 in the
first half of FY18 because of a price hike in food commodities and a supply shock. Households in
urban areas might have been impacted by flat garment export growth and rising of such food
prices. The exchange rate depreciated 6.5 percent between January 2017 and March 2018 with
the emergence of excess demand in the foreign exchange market as the overall balance of
payments was in deficit for the first time since FY11, driven by a large rise in the current account
deficit. Public debt has been stable, at around 33 percent of GDP. Bangladesh’s foreign exchange
reserve is around US$ 32 billion.18 The table given below shows the change of different economic
indicators of Bangladesh vis-à-vis South Asian countries and Lower Middle-Income countries.
Table 2.1: Social Indicators for Bangladesh and Comparators
Indicator Years Bangladesh South Asia Lower middle

income countries
Life expectancy (years) at birth19 1971-2017 46.59 72.05 48.62 69.17 50.86 68.32
Infant mortality rate (per 1,000 live 1990-2018 99.60 25.10 91.80 34.50 84.30 36.90
births)20
Total fertility rate21 1971-2017 6.94 2.06 5.74 2.41 5.72 2.74
School enrolment, primary (% gross)22 1971-2018 52.05 116.47 72.10 110.64 75.50 105.47
School enrolment, secondary (% 1973-2017 20.76 72.69 24.02 69.30 27.10 68.38
gross)23
Immunization, DPT (% of children ages 1981-2018 1.0 98.0 5.86 86.83 9.75 82.27
12-23 months)24
17 Bangladesh Bank data

18 Bangladesh Bank data
19 United Nations Population Division Data
20 Estimates developed by the UN Inter-agency Group for Child Mortality Estimation (UNICEF, WHO, World Bank, UN DESA
Population Division)
21 United Nations Population Division Data
22 UNESCO Institute for Statistics (Education Indicators)
23 UNESCO Institute for Statistics (Education Indicators)
24 WHO and UNICEF (http://www.who.int/immunization/monitoring_surveillance/en/)
6
Indicator Years Bangladesh South Asia Lower middle
income countries
Mobile cellular subscription (per 100)25 2001-2018 0.40 97.28 0.60 86.78 1.91 94.46
Fixed broadband subscriptions (per 2007-2018 0.03 6.33 0.211 1.80 0.32 2.60
100 people)26
GDP per capita (current US$)27 1971-2018 133.5 1698.2 124.8 1902.8 145.1 2217.1
GDP growth rate28 2018 7.86 6.77 5. 94
GNI per capita, Atlas method (current 1986-2018 120 1750 142.3 1923.2 176.1 2242.0
US$)29
Bangladesh has experienced different forms of government since its independence. It returned
to electoral democracy in 1991 after the fall of an autocratic government. After that, two leading
parties – the Bangladesh Awami League and Bangladesh Nationalist Party have mostly rotated
power. The Bangladesh Awami League has been in the power since 2008. They won the 3rd
consecutive elections in 2019. Ruling parties have generally exhibited strong commitments to the
country’s long-term development agenda.
Bangladesh is a unitary state although administratively it is divided into eight

administrative ‘Divisions’ named after the major city within its jurisdiction that serves as its
administrative capital. Dhaka is the capital of the country. Policy formulation and monitoring of
implementation is carried out at the central level through the ministries and the divisions which
together form the Bangladesh secretariat. General administration, delivery of public services and
implementation of development programs are carried out both at the central and subnational
level (districts and upazilas or sub-districts) as well as by the line directorates and attached offices
of the ministries/divisions.
While the political head and chief executive of ministry is a minister or a state minister, the
administrative head and principal accounting officer responsible for managing the
ministry/division’s tasks is the secretary. Currently, there are as many as 54 ministries/divisions
across the government. In addition, there are several constitutional offices in the public sector
like the president’s office, national parliament, supreme court, election commission, public
service commission, and office of the comptroller and auditor general which work independently.
At present, there are 205 directorates and attached offices under various ministries/divisions.
Offices differ greatly in terms of size and status.
Local government has different tiers and includes a large network of local government
institutions. For example, city corporations and pourashavas (municipalities) at the urban level,
district councils, upazila parishads and the union parishad at the lowest tier. There are 12 city
25 Bangladesh Telecommunication Regulatory Commission, International Telecommunication Union, World

Telecommunication/ICT Development Report and database.
26 Bangladesh Telecommunication Regulatory Commission, International Telecommunication Union, World
Telecommunication/ICT Development Report and database.

7
corporations, 327 municipalities (pourashavas), 64 district councils (zilla parishads), 492 upazila
parishads and 4,554 union parishads. The public sector absorbs a significant part of the workforce
in the country.
In addition, there are as many as 203 state-owned enterprises (SOEs) and statutory authorities
in the public sector domain. The state-owned enterprises are expected to play an important role
in shaping economic development of the country by contributing to GDP, ensuring value addition
and generating employment. However, most of these make significant losses and the
privatization program of these entities are ongoing.
2.2 The Public Procurement System and its links with the public finance management and
public governance systems
The size of Bangladesh’s annual budget (FY19) was about US$ 53 billion of which public
procurement allocation accounted for about US$ 24.1 billion. Public procurement had a share of
about 8 % of the country’s GDP and 45.2% of the country’s annual budget in FY1930.
Public procurement is regulated by the Public Procurement Act 2006 with supplemental Public
Procurement Rules 2008, e-GP Guideline 2011 and Delegation of Financial Power (DOFP). The
PPA 2006 has been amended several times by the Public Procurement (1st and 2nd Amendment)
Act 2009, the Public Procurement (Amendment) Act 2010 and the Public Procurement
(Amendment) Act 2016. Bangladesh’s public procurement framework (PPA 2006, PPR 2008, e-GP
Guidelines, and DOFP) is adequately recorded and organized hierarchically with clearly
established precedence. It covers goods, works and services including consultancy services. It
extends to all procuring entities in the country utilizing public funds including all government,
semi-government, autonomous bodies, bodies corporate, state-owned companies and public
authorities, without any exception. Any modification of the PPA 2006 needs a great deal of
discussion and Parliament’s approval. In the case of the PPR 2008, amendment requires approval
of the Legislative Division of Ministry of Law, Justice and Parliamentary Affairs.
The Central Procurement Technical Unit (CPTU) under the Implementation Monitoring and
Evaluation Division (IMED), Ministry of Planning functions as the nodal procurement policy
formulation agency of the country. CPTU was established in 2002. CPTU is responsible to - (i)
supervise and regulate compliance with the procurement laws; (ii) conduct public procurement
reforms; (iii) prepare amendment of procurement laws; (iv) develop, operate and maintain the
central electronic government procurement (e-GP) system; (v) develop and issue standard tender
documents and relevant templates; (vi) provide interpretation of procurement laws without
influencing procurement processing; (vii) prepare reports regarding the effectiveness of the
public procurement process with recommendations for improvements; (viii) carry out
procurement capacity building training etc.
30
Calculated from budget allocations on different economic codes under capital and recurrent expenditure heads
for FY2018-19. Source: Finance Division, Ministry of Finance, Government of Bangladesh.
8
The main actors in public procurement are the procuring entities, by law endowed with
administrative and financial power. There are about 10,000 procuring entities (units and offices
under the organizations) under the 1362 public organizations in the country.
In Bangladesh, both development and revenue budget allocation constitute the budgetary and
sectoral framework. Development expenditure (including procurement) requires preparation of
projects by the procuring agency/line ministry/division. Recently, government has also approved
a new stream of budget utilization, called single budget, which covers large schemes across the
sector.
All allocations under capital expenditure under national budget and some of the recurrent
expenditure constitute the total public procurement outlay. The public procurement system
works broadly through (i) allocation of procurement budget to the procuring entities through
their directorate/departments/institutions, (ii) processing of procurement through defined
legislative procedures and delegation of financial power (DOFP), and (iii) payment and auditing
of public expenditure by the office of the comptroller and auditor general (OCAG).
2.3 National policy objectives and sustainable development goals

The management of public finances in Bangladesh is concentrated in two authorities, the Finance
Division, Ministry of Finance and the Planning Commission, Ministry of Planning. While the
Finance Division, Ministry of Finance is responsible for national budget preparation, the Planning
Commission prepares the annual development programs (ADP). The Planning Commission has
the lead responsibility for the formulation of national development strategy ensuring that a
robust set of cross-sectoral and sectoral strategies are in place.
The present government’s Vision 2021 and associated Perspective Plan 2010-2021 aims to place
Bangladesh in the first stage of a middle-income economy and to reduce the incidence of poverty
from 40 percent in 2005 to 15 percent by 2021. The 6th Five-Year Plan covering FY11-15 was the
government’s main instrument for the implementation of Vision 2021 and Perspective Plan. It
highlighted the importance of developing strategies, policies, and institutions to enable
Bangladesh to accelerate growth and reduce poverty. Key strategic focus areas of the 6th Five
Year Plan (FY11-15) included environmentally sustainable development (conservation and
maintenance of natural resources, climate change) and good governance (addressing capacity
constraints in public administration, occasional weaknesses in economic management and
corruption). The 7th Five-Year Plan (FY16-20) also focussed on sustainable productive
employment for the growing labour force and a substantial increase in investment. Other key
strategic elements of the plan are to pursue an environmentally sustainable development
process and ensure good governance. Priority Public Financial Management (PFM) actions
identified in the 7th Five-Year Plan include31 :
• improving public investment management through (i) the introduction of a multi-year Public
Investment Program (PIP) to ensure a close match between approved projects and the
31
Source: 7th Five Year Plan, FY 2016-2020, Published by General Economic Division, Planning Commission,
Government of Bangladesh, December 2015
9
availability of financial resources, (ii) strengthening project design, appraisal and approval
capacities and systems to increase the quality of the investment portfolio, and (iii) the
institutionalization of the PIM reform agenda by establishing effective consultation and
coordination mechanisms.
• introducing a financial management information system (FMIS) capable of producing timely,
comprehensive, and reliable financial statements in line with international accounting and
reporting standards;
• further implementation of the medium-term budget framework (MTBF);
• increased budget and budget execution transparency;
• strengthening of audit systems; and
• enhancing integrity in procurement through the further expansion of procurement initiatives,
including e-Procurement and online procurement performance monitoring system (PROMIS).
2.4 Public Procurement Reform

Public procurement reform in Bangladesh started in 1999 with the initiation of the Country
Procurement Assessment at the national level. Subsequently, the Country Procurement
Assessment Report (CPAR) 2002 identified several weaknesses including - (i) fragmented
procurement system and procedures across the country, (ii) weak standard tender documents,
(iii) delay in the procurement process due to complex bureaucracy, (iv) absence of procurement
policy formulation unit, (v) weak contract administration, (vi) lack of professional competencies,
and (vii) absence of complaint handling mechanism.
Following the recommendations of the CPAR 2002, the Government of Bangladesh (GoB)
implemented two major procurement reform projects with the technical and financial support
of the World Bank. These were: Public Procurement Reform Project (PPRP) implemented during
2002–2007 and PPRP II with two additional financings implemented during 2007–2017. The third
project, Digitization of Implementation Monitoring and Public Procurement Project (DIMAPPP) is
now under implementation. As a result of these initiatives, the country at present has a robust
public procurement system in place which includes a procurement law, secondary legislation and
associated standard bidding documentation, a well-functioning nodal agency, the Central
Procurement Technical Unit (CPTU), under the Implementation Monitoring and Evaluation
Division (IMED) of the Ministry of Planning (MOP) to regulate public procurement, an extensive
capacity development program, a comprehensive electronic government procurement (e-GP)
portal with online procurement performance measurement mechanism, and a citizen
engagement system supported by a comprehensive strategic and behavioral change
communication program.
Bangladesh has made great strides in electronic procurement. The e-GP portal
(www.eprocure.gov.bd) covers end-to-end procurement process starting from procurement
planning to authorization of payment to the contractors/suppliers. The expansion of the use of
e-GP is progressing fast with high momentum. As of FY19, out of 1362 public organizations in
Bangladesh, 1325 organizations including state owned enterprises with 8,668 procuring entities
(units and offices under the organizations) and 65,559 bidders have been registered in the
10
system. In FY 19, e-GP processed 62% of US$ 24 billion public procurement expenditure of
Bangladesh. The module up to contract award is fully operational now. However, the electronic
contract management (e-CMS) and payment module has been developed and under pilot phase
now. This module will be rolled out progressively starting July 2020.
Figure 2.1: Adoption of e-GP

(Data Source: e-GP Data, eprocure.gov.bd)
No. of procurement packages Total value of procurement

150000 processed in e-GP 20000 processed in e-GP
(US$ million)
100000
10000
50000
0 0
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19
Figure 2.2: Increase of registered bidders in e-GP
No. of Registered Bidders

80000
60000
40000
20000
0
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19
As part of the reform projects, 37,000 persons have so far received training in procurement
including procurement professionals, bidders and other stakeholders. An estimated US$600
million savings were made in between 2012 and 2018 due to use of e-GP.32 Procurement time
(invitation to contract signing) decreased from 93 to 59 days in case of open tendering method
from FY11 to FY19. Th bidding environment has improved significantly compared to the system
based on manual (paper-based) tendering. Market access has also increased.
32
Impact evaluation of Bangladesh e-GP system by the World Bank, 2019
11
3. ASSESSMENT
There have not been many formal diagnostic assessments of the legal and regulatory framework
of Bangladesh public procurement system. The most recent assessment carried out by the Asian
Development Bank (ADB) and Public Expenditure and Financial Accountability (PEFA) 201633
suggested that Bangladesh national legal framework on public procurement is robust and largely
free from significant risks. PEFA 2016 has given Bangladesh an overall rating of ‘B’ for all
indicators, marginally up from the 2010 assessment (where one indicator on public access to
procurement information was marked as ‘C’) and also commented very favourably on the
country’s e-procurement system established in 2011 by the CPTU. Nonetheless, these reports did
not take account of the recent amendments to the legal and regulatory framework. In terms of
weaknesses or risks, therefore, the assessment identifies some of the longstanding issues and
challenges with the legal and regulatory framework in addition to the new areas of concerns.
3.1 Pillar I - Legal, Regulatory and Policy Framework
Public procurement is regulated by the Public Procurement Act 2006 with supplemental Public
Procurement Rules 2008, e-GP Guideline and Delegation of Financial Power (DOFP). The PPA
2006 has been amended several times, by the Public Procurement (1st and 2nd Amendment) Act
2009, the Public Procurement (Amendment) Act 2010 and the Public Procurement (Amendment)
Act 2016.
Overall Strengths:
• Existence of a single legal framework (PPA 2006/PPR 2008) that governs the entire public
procurement system across the country.
• Existence of a well-functioning nodal procurement policy unit, Central Procurement Technical
Unit (CPTU).
• CPTU has a widely used website and updated regularly.
• A widely used Electronic Government Procurement (e-GP) System managed by CPTU. 62%
procurements of the country by value were processed through e-GP in FY19.
• e-GP system is self-sustainable (earns revenue).
• Existence of comprehensive e-GP Guidelines.
• Freely accessible standard tender documents for Goods, Works and Services.
• Mandatory provision to pre-disclose eligibility and qualification criteria during procurement
process.
• Existence of a comprehensive capacity development program.
• Existence of well-defined procurement methods.
• Open Tendering Method (OTM) is the preferred method and alternative methods need
justification. 80% of goods and works contracts were processed through OTM in FY19.
33
The Country Procurement Assessment Report (CPAR) dates to 2002 and covers the pre-reform stage. An initial attempt to
undertake a MAPS assessment in 2006 did not materialize.
12
• Conflict of interest and impartiality certificate requirements by the Tender Evaluation
Committee (TEC) members during tender evaluation.
• Presence of a functional complaint redress system with an appeal mechanism.
• Existence of separate Public Private Partnership (PPP) Act and Guidelines.
Overall Weaknesses:
• Use of price cap in national Open Tendering Method (OTM) for works (rejecting bids more
than 10% below or above the estimated cost), in lieu of the intended objective of improved
quality and timely completion of works, resulted in market distortion. For example, (i) the
average number of participants per procurement package decreasing from 4.2 to 2; (ii) single
tenders in OTM packages increasing from 20% to 50% and (iii) large bidders monopolizing the
procurement market and small bidders getting marginalized.
• The Limited Tendering Method (LTM) for national works procurement, targeted to encourage
small and new bidders with provisions such as price cap, lottery to determine the winner in
the case of tied bids and not requiring any past experience, is not consistent with
international good procurement practices, and resulted in failed constructions, delays and
cost-overruns. Bidders’ interviews revealed that most of the new and small bidders are not
getting the intended advantage as the large bidders can also participate in the procurement
process.
• The sanction/debarment process lacks independent review (decision by the head of the
procuring agencies is final) except by way of appeal to the judiciary. In addition, absence of
detailed procedure/guidelines for debarment causing inconsistent implementation by
procuring agencies.
• Sustainable public procurement has not yet found its way into the public procurement
legislation and practices.
Indicator 1. The public procurement legal framework achieves the agreed principles and
complies with applicable obligations
Findings
Sub-indicator 1(a) – Scope of application and coverage of the legal and regulatory framework:
Bangladesh’s public procurement framework (PPA 2006, PPR 2008, e-GP Guidelines, and DOFP)
is adequately recorded and organized hierarchically with clearly established precedence. It
covers goods, works and services including consultancy services. It extends to all procuring
entities in the country utilizing public funds including all government, semi-government,
autonomous bodies, bodies corporate, state-owned companies and public authorities, without
any exception. However, procurement related to national security do not follow the public
procurement framework as provided in the PPA 2006 (Section-68, sub-section-2). Any
modification of the PPA 2006 needs a great deal of discussion and Parliament’s approval. In case
of PPR 2008, amendment requires vetting of the Legislative Division of Ministry of Law, Justice
and Parliamentary affairs. PPA 2006 and PPR 2008 are accompanied by comprehensive e-GP
Guidelines and a suite of standard bidding documents. All of these documents are in the public
13
domain at the CPTU website (www.cptu.gov.bd) and are accessible without any cost. Other
relevant information is also available at the e-GP website (www.eprocure.gov.bd) and the
Finance Division’s website (www.mof.gov.bd). In addition, The Right to Information Act 2009 and
Receipt of Information Rules 2009 also ensure access to and receipt of information at free of cost.
Public Private Partnerships (PPPs) are regulated separately by the PPP Act 2015 and the
Procurement Guidelines for PPP projects 2018. There is a reference in the PPA 2006 and PPR
2008 to PPPs and concessions contracts. However, after the enactment of PPP Act 2015, all PPPs
are subject to this new law. The country’s procurement process is adequately complemented by
the Competition Act 2012, Public‐interest Information Disclosure Act (Provide Protection) 2011,
Right to Information Act 2009, the Information Preservation Rules 2010, Anti-Corruption
Commission Act 2004 and the Arbitration Act 2001, etc.
Sub-indicator 1(b) – Procurement methods: Competitive bidding is the default method of

procurement and the PPA 2006 and PPR 2008 set out the conditions under which less competitive
methods of procurement can be used. In the case of goods, works and physical services, apart
from the preferred open tendering method (OTM)(single stage single envelope), other available
methods are the limited tendering method (LTM), the two stage tendering method (TSTM), the
direct procurement method (DPM) and the request for quotations method (RFQM). In addition,
in 2010 the one stage two envelope tendering method (OSTETM) for turn-key and large and
complex supply-installation of plant procurement was also introduced. All of these methods can
be used in both national and international markets. In the case of consultancy services, the
available methods are - quality and cost-based selection (QCBS), selection based on fixed budget
(FBS), least cost selection (LCS), selection based on consultants’ qualification (SBCQ), selection of
community organization (CSOS), single source selection (SSS), design contest (DC), and individual
consultant selection (ICS). Agencies generally use the open tendering method (national
competitive bidding) for goods and works. Methods other than OTM in goods and works and
QCBS and FBS for services require justification and approval by the head of the agency before
being initiated.
A study on 296,760 e-GP procurement packages processed between FY12 and FY19 revealed that
open competitive methods (OTM and OSTETM) represent 80% of total value of invited goods and
works contracts. The next most widely used method is the LTM for works with a share of 13% of
the total procurement value. The LTM method is generally used for moderately small value works
procurement (value up to BDT 30 million) at decentralized level and, in practice, is open to all
registered bidders in e-GP in the particular district where the tender is invited.
Though not a method itself, the PPA 2006 has made provision for framework agreements (FA)
through OTM or LTM for goods and physical services. Very recently, during this assessment, one
model document (PG7A) for framework contracts have been finalized and uploaded in the CPTU’s
website. However, detailed guidelines for using framework agreements are not yet available and
FA are also not yet included in the e-GP system. Consequently, in practice FA are used very little
in the country.
14
Less competitive methods are unambiguously established at an appropriate hierarchical level
along with the associated conditions under which each method may be used. The total array of
methods provides for an appropriate range of options to ensure free and fair practices,
transparency, and accountability thereby ensuring better value for public money. Fractioning of
contracts to limit competition is in general prohibited. However, it is permitted in case of
packages where the following conditions are justified: (i) capacity of local bidders is low or
limited, (ii) the size of the package is large, (ii) implementation with due regard to geographical
location of sites for works contracts is convenient, and (iv) fragmentation is needed for more
competition.
Standards for competitive procedures are appropriately specified for the most part although
there are substantial gaps compounded by the amendments brought on the procurement
framework in 2016. These provisions affected the LTM and OTM methods which are discussed in
detail at the end of indicator 1.
International competitive bidding (ICB) is permitted only where it is not feasible to procure
nationally and strictly necessary in order to attract international competition (suggesting that
international bidders are at least permitted in nationally advertised procurement).
There is a need to include quality-based selection (QBS) as a procurement method for complex
services where having a highest quality consultant is a paramount necessity.
PPA and PPR have special provisions of procurement for national emergency like natural
calamities/pandemic. PPA Clause 68 allows direct procurement in case of national emergency
subject to recommendation of the Cabinet Committee on Economic Affairs (CCEA). There are
multiple thresholds for emergency procurements, as high as BDT 50 million per year, up to which
the concerned ministry can do the procurement without facing CCEA. Anything beyond this
threshold requires recommendation from the CCEA. It was observed during the COVID19
pandemic that the current provision is not adequate to allow timely decision making in case of
life saving emergency procurements. There is scope for streamlining the emergency procurement
provision including complete delegation of the procurement responsibility to the implementing
agencies (i.e., selection of procurement method, approval of bid evaluation report and contract),
engage UN agencies as partners, use of request for quotation methods without any thresholds
etc.
Sub-indicator 1(c) - Advertising rules and time limits: All procurement opportunities using
competitive methods are publicly and widely advertised. Under the OTM (NCT), tenders must be
published in print and electronic media in at least in one Bangla and one English daily newspaper
of wide circulation, side by side with the optional requirement of publication in the procuring
entity’s own website (if any) and local newspaper (beyond threshold of BDT 5 million). In case of
OTM (ICT), there are additional publication requirements in any English newspaper or publication
or international website of the UN (www.dgmarket.com) and if required, on the notice boards of
trade missions of other countries or country’s trade missions abroad. Procurement notices for all
contracts with a value of at least BDT10 million in the case of goods/works and BDT 5 million in
15
the case of services, irrespective of national or international market approaches, must be
published in the CPTU website (www.cptu.gov.bd) which is accessible without any cost. In the
case of e-procurement, irrespective of value, tenders are automatically displayed in the national
e-GP portal (www.eprocure.gov.bd) and accessible at no cost to the public and registered and as
well as non-registered bidders.
Templates for advertisements for invitations for pre-qualification, invitation for tender, REOI, etc.
are prescribed by the rules and contain all the pertinent information for bidders to determine
their ability to submit tenders and decide to participate in the tendering process. The PPA 2006
and the PPR 2008 and the STDs require the contracting authorities to fill in the format with all
relevant information as required by the format. The notices also contain reference to the tender
documents where all pertinent information is pre-disclosed (in ITT & TDS), and available in the
national websites.
Minimum time frames for preparation and submission of tenders are prescribed in the PPR 2008
and provide a range (of days) depending on value and methods - from minimum 14 days for
contracts with a value up to BDT 20 million (approx. US$ 0.24 million) to 28 days for contracts
with a value above BDT 50 million (approx. US$ 0.60 million) and 42 days for all ICT contracts. In
case of re-advertisement, time limits are almost half of these. The required timeline is same for
e-GP and manual procurements.
Sub-indicator 1(d) - Rules on participation: The PPA 2006 and PPR 2008 ensure the pre-
disclosure of objective qualification and eligibility criteria along with other pertinent information
which are designed to give access and enable assessment of the ability of bidders to participate
in and perform the contract in question. However, in case of LTM works contracts up to a value
of BDT 30 million, the requirement of assessment of the capacity of bidders and specific
experience has been waived as a result of the amendment of the PPA in 2009.
In general terms, access to procurement in Bangladesh is non-discriminatory for all bidders across
the world. Legally there’s no bar on participation for any bidder in the procurement process,
except if a bidder is - (i) debarred from participating in public procurement on the grounds of
execution of defective works in the past; (ii) debarred from participating in public procurement
on the grounds of being involved to fraud, corruption, collusive or coercive practices; and (iii) is
from a country or offers product(s) from a country with whom the GoB has no trade relation or
sanctioned by the UN Security Council.
Section 25 of PPA 2006 sets out the principle of non-discrimination subject to a very general
exemption “unless the Government otherwise decides” which would, in principle, allow the
Government to exclude any number of bidders on unspecified grounds. Though the connection
is not made explicit, it is conceivable that this relates to Rule 47(1) of the PPR which states that
the principle of non-discrimination shall not apply where there is a “standing Government Order”
or an “agreement signed by the Government” prohibiting or limiting participation as a result of
(i) development partner rules (ii) debarment, or (iii) countries with which Bangladesh has ceased
to have trade relations.
16
In case of corruption, fraud, collusive, obstructive and coercive practices, breach of contract, and
also non-performance, altogether called ‘misconduct’, the PPR 2008 provides for the exclusion
of bidders from the procurement and permits debarment and punitive measures, based on proof
of the alleged involvement of bidders/procuring officials in the prohibited practice(s). All
debarment notices are sent to the CPTU and published in the CPTU website. However, the
debarment is carried out by the Procuring Entity (PE)/HOPE, not centrally. Debarment process
does not have any independent review. The process does not appear to be a transparent and
well defined in establishing the right of defence, giving some room for abuse. Procuring agencies
are inconsistently implementing the provision of debarment in-terms of duration and extent of
debarment. Rule 127 of the PPR provides some guidelines about the debarment process.
However, there is a need for enhancement of the guidelines to (i) determine the length of
debarment period for different types of misconducts, (ii) how to determine the extent of
debarment – whether debarment applies to the entire country or for a particular organization,
(iii) classify misdemeanours and variations of coverage for different infringers (individuals,
companies, directors, agents, associated companies, etc.), and (iv) consider mitigating
circumstances and rehabilitation of the infringer.
Under rule 61(3) of the PPR 2008, government owned factories or enterprises may participate in
public tenders if they establish that they are legally and financially autonomous. However, there
are rare cases where SOEs were found to have participated in the competitive biddings. Because,
most of the SOEs in Bangladesh are financially insolvent and run with the help of government
subsidy. Since they are not financially capable of mobilizing financial resources for bid security,
performance security and do not seem to be able to compete with the private enterprises, the
PPA/PPR explicitly provided some benefits to encourage their participation through direct
tendering process. The total volume of procurement from the SOEs (less than 2%34) is
insignificant considering country’s overall procurement. There is a mandatory domestic
preference scheme for international procurement, and this appears to be used the procuring
entities in practice. Under Schedule II of the PPR, preferences are limited to 15% of the delivered
price in the case of goods and 7.5% in case of works contracts.
Sub-indicator 1(e) - Procurement documentation and specifications: The legal framework

establishes detailed contents to be the part of tender document which is sufficient for bidders to
respond to the requirement. Technical specifications must be neutral, avoiding any bias, and
based on local and/international standards where required and available. Performance
specifications are used where appropriate. Equivalent specifications are permitted if the
procuring entity is unable to define a generic specification and rely on one which identifies a
specific product. Potential bidders are allowed to request clarifications either in writing or
verbally in the pre-bid meeting. In terms of clarifications, the legal framework is very clear about
the procedure and timeline, the procuring entity is required to respond in writing to all bidders
(without disclosing the origin of the request) in a timely manner.
34
World Bank staffs’ estimate
17
Sub-indicator 1(f) - Evaluation and award criteria: The legal framework clearly spells out the
requirement that evaluation criteria must be unambiguous and objective, relevant to the object
of procurement and subject matter of contract and must be pre-disclosed and not to be changed
during evaluation process. The award criterion is essentially that of the substantially responsive
lowest evaluated price. This permits the use of limited non-price factors in the evaluation, and
these must be objective and quantifiable and given a relative weighting in the evaluation method
or be expressed in monetary terms, wherever practicable. The legal framework mentions ‘life
cycle’ costing as an example, but does not, however, envisage it as a broader criterion (other
than to the extent that such could be accommodated within the assessment of lowest evaluated
price) or value for money. The PPR 2008 clearly defines methods and procedures for consultant
selection combining quality and cost considerations including the application of relative weights,
as appropriate. However, recent amendment of PPA 2006 and the PPR 2008 have imposed a bar
to the PE wishing to use the QCBS method with a quality to cost ratio of 90:10. Now, the PEs are
required to seek prior permission from the Cabinet Committee on Economic Affairs (CCEA) in
using QCBS method with Q-C ratio of 90:10. Confidentiality of the process during tendering,
especially up to contract award is generally maintained as it is mandated by the legal framework
and ‘Code of Procurement Ethics’.
Sub-indicator 1(g) - Submission, receipt and opening of tenders: The modalities of submitting
tenders, receipt, submission of late bids and rejection are well defined. There are defined
procedures for bid/EOI/RFP opening. The opening of tenders proceeds immediately after the
deadline set (generally within one hour after the deadline) and it is previously declared in the
invitation of tenders and tender documents. The bid opening proceedings are recorded and
signed by the opening committee members and made available to the bidders both manually and
in e-GP (in case of e-GP, the opening report is system generated and circulated). No other
personnel except the Bidders or their representatives having authorizations are allowed at the
bid opening. The PE has the responsibility of keeping the opened tenders in safe and secure
custody and to ensure the integrity of data and the confidentiality of tenders. There are
provisions prohibiting any disclosure of information until the notification of award. There is a
provision for receiving bids in multiple locations to facilitate hassle free submission of bids by the
bidders. However, all bids are transferred to a single location and the opening of bids happens in
the same location. All locations and time are clearly defined in the tender notice. This provision
seems to create more problems than it solves. For example, all bids from multiple locations may
not reach to a single location on time due to an uncontrollable reason. With the introduction of
e-GP (62% procurements of the country by value were processed through e-GP in FY19) this
provision is practically redundant now.
Sub-indicator 1(h) - Right to challenge and appeal: There is a functional complaint redress
mechanism including an independent review panel at the highest tier. There are four tiers in the
complaints remedy process. First, the tenderer needs to submit a complaint to the PE. If the
tenderer does not receive a response within 5 working days or is not satisfied with the response
of the PE, s/he can proceed to the Head of the Procuring Entity (HOPE). The HOPE is expected to
respond within 5 working days. If the tenderer is not satisfied with the response from the HOPE,
the complaint may be submitted to the Secretary of the concerned ministry. The Secretary is
18
given 7 working days to respond. If the tenderer is still not satisfied with the response, only then
can s/he (having exhausted the above 3 steps) pursue the appeal case to the review panel. In all
cases, the tenderer is also given a time limit to pursue each step in his/her case.There is a
procedure (guidelines) and strict time limits in place (the review panel must issue a written
decision within a maximum of 12 working days of receipt of the complaint). The review panel has
the authority to suspend the procurement proceedings, recommend remedies, ask for re-
evaluation and can direct a party to financially compensate the other party. Decisions of the
review panel are subject to judicial review only. The legal framework requires that CPTU publish
the list of the names of panel members, decisions and an annual summary of the decisions of the
review panel in its website (www.cptu.gov.bd), subject to protecting some sensitive information.
But there is no time limit for CPTU to publish these in the website. CPTU is found to have
published some information relating to annual decisions of the review panels but the provision
of publishing case summaries is still a work in progress.
Notwithstanding the positive elements of this review procedure, the process of reaching the
review panel, even in some cases getting to the HOPE is difficult and lengthy. An aggrieved bidder
has to wait a long time (at least 15 working days) to go to the review panel and during this period
the PE can award the contract with the approval of the head of the agency or the concerned
ministry. Moreover, there is no standstill period to allow the participating bidders to know the
result of the bid evaluation on time and act based on that.
PPR 2008 prescribes the means of recording/registering complaints and the e-GP system
facilitates the lodging of complaints through the system. However, the e-GP system needs to be
enhanced further to enable the tracking of complaints and their resolution in each of the
complaint handling tiers, including the review panel.
Bangladesh’s review mechanism is based on the earlier version of the UNCITRAL Model Law
(2004) and does not permit a bidder to challenge the procuring entity’s choice of procurement
methods, Cabinet Committee on Government Purchase (CCGP) recommendations, and the short
list. In practice, this is one of the most violated provisions of any procurement law (i.e. choosing
a non-competitive procurement method where the relevant conditions are not met). The
UNCITRAL model law was updated in 2011 which excluded a number of these limitations. The
bidder’s survey result indicates that about 52% of bidders perceive the existing redress system
at administrative level not to be fair. They also opined that the appeal mechanism is effective
with 61% positive feedback. The perception of 93% of surveyed bidders was that that RPs are fair
enough in discharging their responsibilities, though almost all of them never filed any appeal to
review panel.
Sub-indicator 1(i) - Contract management: The country’s legal procurement framework sets out
and assigns clearly and in detail the functions for undertaking contract management during
implementation of a contract. It includes delivery inspection, monitoring progress, contract
amendments, payment, completion of contract, time extension, termination and dispute
resolution mechanism. Disputes are settled, in a sequential order - (i) by way of amicable
solutions, (ii) adjudications and (iii) arbitration in accordance with the provisions laid down in the
19
contract (pre-disclosed in the bidding documents). The final outcome of the dispute resolution
process is enforceable. Contract implementation and payment process are monitored by the
contract administrator (usually Project Director or Procuring Entity) pursuant to standard
contract provisions (GCC, work schedule, etc.). Eighty percent (80%) of bidders who responded
claimed that, in most cases, civil works contracts are subject to frequent supervision (at least
once a week) by the authority for timely completion. But none of them were sure that such
supervision had any impact on the quality of civil works. Besides, based on procurement records,
only 30% of the contracts are completed on time which is a major concern at this moment for
the country.
Figure 3.1: Contract implementation supervised by contract administrators
4%
2%
14%
80%
Once a week Once in two weeks Once a month Once in two months
The conditions and procedure for contract amendments are clearly defined; they ensure
economy and do not arbitrarily limit competition.
Sub-indicator 1(j) - Electronic Procurement (e-Procurement): Bangladesh has made great strides
in e-procurement. The e-GP portal (www.eprocure.gov.bd) covers the procurement process end-
to-end, starting from procurement planning to authorization of payment to the
contractors/suppliers. The expansion of the use of e-GP is progressing fast with high momentum.
As of FY19, out of 1362 procuring organizations in Bangladesh, 1325 organizations with 8,668
Procuring Entities (PEs) and 65,559 bidders have been registered in the system. In FY 19, e-GP
processed 62% of US$ 24 billion public procurement expenditure of Bangladesh. The module up
to contract award is fully operational now. However, the electronic contract management (e-
CMS) and payment module has been developed but currently under a pilot phase. This module
will be rolled out progressively starting July 2020. Bidder registration process is online including
paying a nominal yearly registration fee. International bidders are also allowed to register online.
The e-GP system is currently set up to process public procurement by all methods for goods and
works. The system is also designed to process selection of consultants (both individual and firm)
and processing of international procurement (ICB) contracts, though these functionalities are not
yet rolled out. The system has a built-in key performance indicator (KPI) based monitoring
mechanism. This module is undergoing massive enhancement to facilitate benchmarking and
data analytics to improve procurement performance and inform policy implications. It is capable
of being configured to accommodate other specific procedures, e.g., development partner’s prior
review. The system has been thoroughly reviewed and endorsed by the World Bank. The World
20
Bank is using this system for majority of the procurement under the projects funded by the Bank
in Bangladesh. e-GP is also adopted in some Asian Development Bank (ADB) funded projects.
Electronic tools are used for processing the whole procurement cycle from planning through
contract completion including preparation of procurement plan, invitation for bids, and bidding
document; issuance of electronic bid security, submission, opening, evaluation and approval of
bid evaluation report, issuance and acceptance of notification of award. The recently developed
e-CMS system allows submission and monitoring of the physical and financial progress of the
contract including monitoring work program. It also facilitates contract amendment including
time extension and variation orders, preparation and submission of invoices, approval of
payment, contractor’s performance rating etc. The inclusion of the geo-tagged image capturing
facility using smart phone-based software is also in progress. Once fully rolled out, e-CMS is
expected to address the existing issue of the high rate of cost and time overruns in contracts by
facilitating enhanced monitoring (70% contracts are not completed on time causing time and cost
over-run).
Bangladesh’s e-GP system is guided by the e-GP Guidelines 2011, based mainly on the PPA 2006
and the PPR 2008 with some adaptation by way of business process reengineering (BPR).
The system takes account of privacy, security of data and authentication. All users, including
payment service providers (Banks) after getting registered in the system have got log-in access
to the system to use their dashboards for processing tenders. The CPTU owns, operates and
manages the e-GP system portal. The system has been the subject of a national and district-wise
awareness campaign and training for users and other interested parties.
All large organizations are processing all of their procurements except international
procurements, consultancy services and direct procurements through the e-GP system. While,
the smaller organizations are progressively reaching 100% use of e-GP.
e-GP system weaknesses/scope for improvements

Despite its great success and wide use, the e-GP system still has room for improvement in the
following module and functionality – (i) the bidder registration process allows one firm to have
multiple registrations in different years; (ii) e-GP data structure is not suitable for extraction of
data from bids and bidding documents to automatically prepare the bid evaluation report; (iii)
there is no dashboard available for e-GP users to track procurement status; (iv) there is no
standard reporting function in e-GP enabling data analytics; (v) bidders need to upload pdf or
others files as evidence of experience causing server overload; (vi) contract management and
payment provisions are not yet fully operational; (vii) module is not yet finalized for international
bidding; (viii) e-GP system does not allow inviting procurement packages with more than one lot;
(ix) firms debarred under the national debarment process (PPA/PPR) cannot submit tenders in e-
GP even if the procurement is funded by the development partner where the national debarment
21
is not applicable; and (x) there is no module for services procurement and framework
agreements.
Recommended cross-cutting e-GP enhancements

• Registration of the tenderer: provide unique identification number to each firm. Include
provision of checking at the time of registration/renewal whether same firm has created
multiple registrations in e-GP.
• Data Structure: update the data structure related to the tender document and tender
submission forms to facilitate use of data in other modules, for example, tender evaluation
forms, contract management module etc.
• Procurement Dashboard: develop/update the dashboard for the procuring entity, project
director and head of the agency enabling the user to check at a glance the status of
procurement and contract management (including payment) activities under their
jurisdiction and also track pending tasks and upcoming events.
• Standard Report: Develop/update standard reporting format/forms for each e-GP user to
generate standard procurement, contract management, and payment related reports for the
procurement activities under his/her jurisdiction.
• Contractors’ Database: under the contractors’ database develop provision to generate a
report for each firm using its unique identification number. The report will produce among
others a list of contracts that the contractor has signed and the corresponding payment
information from the e-payment system.
• Experience/Performance Certificate: develop/update the contract management module to
issue work experience/performance certificate to the contractor/supplier/consultants with a
unique identification number.
• Tender Evaluation Forms: update the tender evaluation form with the following features – (i)
pull data from the tender document (e.g., qualification criteria); (ii) pull data from the tender
forms submitted by the tenders; (ii) pull data from tenderer’s experience certificates using
the unique identification numbers of the certificates; (iii) verify data with the contractors’
database; (iv) check the bidders debarment status; and (v) introduce a drop down menu to
record the reason of tenderer’s non-responsiveness.
• Contract management and ICB modules: roll out electronic contract management module
and international competitive bidding module.
• Multiple lots: include provision in e-GP to invite tenders for multiple lots under the same
package.
• Debarred Firms: remove the provision of excluding debarred firm from participating in the
procurement process in case of development partner funded contracts, i.e., when PW3-D and
PG3-D standard tender documents are in use.
• Contract implementation monitoring using geo-tagged images: include the feature of
contract implementation monitoring using geo-tagged images in the e-CM. Develop relevant
software for smart phone.
• Complaint Handling: update the existing complaint management module to process and track
any procurement related complaint and prepare consolidated reports on complaints for the
procuring entity, project and agency.
22
• Framework agreements, electronic catalogues and electronic reverse auctions: develop and
roll out e-GP modules for framework agreements, electronic catalogues and electronic
reverse auctions.
• E-GP modules for consultancy services: Develop and roll out e-GP modules for consultancy
services.
• Linking e-GP and IBAS++: connect e-GP with IBAS++ to facilitate links between budget data,
procurement data and payment data.
• Develop cost estimation module: develop cost estimation module in e-GP facilitating
estimation of cost based on the average unit prices available in the e-GP.
• Block-chain: enhance security of the e-GP system through block-chain technology.
Sub-indicator 1(k) - Norms for safekeeping of records, documents and electronic data: The legal
framework establishes a comprehensive list of procurement documents to be retained for record
keeping purpose related to procurement transactions, including contract management. The rules
explicitly list what information the procurement record should include and there is a requirement
for procuring entities to retain all records of procurement and documents for a period of at least
5 years.
The record retention policy is compatible with the procurement post review rules. The procuring
entity is bound by the rules to make records available to any person and to produce all records
and documents for investigation and prosecution cases of fraud and corruption (with certain
exceptions) and for the audit reviews. Bangladesh also has an Information Security Act and
Protocols to protect electronic and physical records. These are also specified in Right to
Information Act 2009, Information Preservation Rules 2010, Disclosure of Regulation 2011 and
the Secretariat Instruction 2014. In case of e-GP, all procurement documents and transactions
including the submitted bids are preserved in the e-GP system.
Sub-indicator 1(l)- Public procurement principles in specialised legislation: The provisions of the
PPA 2006 and the PPR 2008 along with the DOFP are universally applicable for all PEs of
government, semi-government, and autonomous bodies or authorities formed by law, if they use
public funds appropriated to them from the government budget. State-owned enterprises and
government owned companies established under the Companies Act are also subject to the
procurement legislation while they are using public funds. There is no specialized legislation or
decree in respect of any government agency that can regulate their procurement in any other
form, except for a law (Special Act) relating to rapid supply of power and energy which overrides
the PPA 2006 and PPR 2008. This law was enacted to facilitate rapid supply of power and energy
on the verge of a severe energy crisis in the country. Though this ‘special’ legislation was enacted
for a certain period, it has been extended multiple times. This law indemnifies procuring entity
officials from any court for any kind of procurement activities accomplished in good faith.
Nonetheless, in the case of defence purchases concerning national security, the government uses
the ‘Defence Purchase Manual’ (DP-35).
The PPA 2006 and the PPR 2008 mentions that the concession contracts are to be awarded by
way of separate directives and guidelines issued by the government. For PPPs, including those
23
which contain concessionary rights, the government has separately adopted a specialised PPP
Act in 2015 which governs PPP projects. There is, in addition, a policy for Implementing PPP
Projects through G2G Partnership 2017, Procurement Guidelines for PPP Projects 2018 and
Guidelines for un-solicited proposals 2018. PPPs are governed exclusively by the PPP Act
(modelled on UNCITRAL) which provides for competitive tendering for the most part.
Responsibility for developing policies and supporting the implementation of PPPs are assigned to
the PPP authority attached to Prime Minister’s office (www.pppo.gov.bd).
Substantive Gaps and Recommendations:
Despite the generally positive assessment of the legal framework, there remain a number of
substantial gaps in the legal framework as mentioned below:
Issue-1:
Price cap in the national open tendering method (OTM) for works (rejecting tender that is 10%
below or above the estimated cost) has not served the intended objective of improving quality
and timely completion of works. Instead, it has resulted the following concerns:
(i) Decreased competition: the average number of participants in OTM works decreased from
4.2 to 2 and the submission of a single tender increased from 20% to 50%.
(ii) Large bidders are capturing the procurement market and marginalizing small bidders: the
business share of small bidders (bottom 10%) decreased by 40% and the business share of large
bidders (top 5%) increased by 21%.
(iii) Increased possibility of corruption by disclosing official estimates and encouraging informal
sub-contracting
(iv) Only 30% contracts are completed on time, with no discernible change in the quality of works
The 2016 amendment of the PPA 2006 introduced a 10% price cap on OTM (NCT- single stage
single envelope) works procurement. The main intention behind this change was to avoid
abnormally low bids in works contracts. The greater use of e-GP had resulted in increased
competition and bidders were quoting much lower prices to win the contracts and eventually
started cutting corners in terms of quality during implementation of the works or failed to
implement the contract.
The official cost estimates are strictly confidential as stated in the PPA 2008 and without knowing
the exact cost estimates it is possible that a qualified bidder with a justifiable price may become
non-responsive due to the price cap. The accuracy of the cost estimation is also questionable.
Besides, producing the price offer is the right/duty of a prospective bidder and this is the corner
stone of the open tendering method. It is to be noted that, introduction of the price cap was not
accepted by the development partners (DPs) like the World Bank and the ADB. Following the
introduction of the price cap, in all new projects funded by the World Bank and the ADB, the
financing agreements specifically state that this provision is not applicable under those projects
while using OTM (NCT) method.
24
After the imposition of this change, it was observed in most cases that multiple responsive
bidders quoted prices at exactly 10% below the estimated costs resulting in a tie in the winning
bid price. The following figure demonstrates that the majority of OTM contracts for works after
the imposition of the price cap in Dec 2016 were awarded exactly at the -10% price compared to
the estimated cost.
Figure 3.2: Contract price of successful bidders compared to official estimated price
Data Source: All OTM works packages in e-GP (135,179 Nos.)
This implies that the bidders unlawfully managed to collect the confidential estimated cost of the
works, giving rise to the possibility of corruption. Interviewed bidders emphatically claimed that
the estimates were widely known even though they were not disclosed officially, and, in some
cases, such information was collected through unfair means. Furthermore, the GoB had to
introduce a tie-breaking matrix in order to determine the winning bidder. This provision further
resulted in the largest bidders winning the contracts because the winner was eventually chosen
on the basis of the bidder’s construction work turnover in that procuring organization. An analysis
of e-GP data covering 135,179 procured works shows that, immediately after the imposition of
+-10% rule, the business share of small bidders (bottom 10%) decreased by 40% and the business
share of large bidders (top 5%) increased by 21%. GoB further revised the tie-breaking matrix in
2018 – however, it did not change the situation, according to the opinions expressed by the
bidders during interviews. In addition, the +-10% rule impacted on the competitive environment
in the OTM (NCT) works procurement. The following figures demonstrate that the average
number bidders per procurement package had experienced an unintended gradual fall (Fig-3.3)
and there is a sharp rise in the submission of single bids in a package (Fig-3.4).
25
Figure 3.3: Fall of average number of bidders per package
7 Average number of Bidders per Package
6
Number of Bidders
5
4
3
2
1
0
Dec-13 Jun-14 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19
Figure 3.4: Rise of single bid

Proportion of Packages with Single Bidder
60%
50%
40%
30%
20%
10%
0%
Dec-13 Jun-14 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19
Quarterly Average Monthly Average
As the situation favors larger bidders, a few bidders were able to capture the procurement
market even if many of them do not have the capacity to simultaneously execute a large number
of contracts. This has adversely affected the growth of the small and medium enterprises. During
bidders’ interviews and focus group discussions, most of the small bidders said that they are
informally purchasing/taking sub-contracts of the whole works from the larger bidders but that
the work experience is not added to their profile.
Use of this ± 10% mechanism is widely disliked. 67% of bidders (100% of small bidders) expressed
a negative opinion of the 10-percent rule in the bidders’ survey. A majority of procuring officials
also expressed a negative opinion of the 10-percent rule during interviews and focus group
discussions. They also explained that they are avoiding the default OTM (NCT) method and
increasingly adopting the LTM and OSTETM methods precisely in order to avoid ± 10% rule. The
following data analytics also clearly shows the rise in the use of the LTM and OSTETM methods
after Dec 2016.
26
Figure 3.5: Rise of adoption of the LTM and OSTETM methods
(Data Source: All packages in e-GP)
Procuring Entity officials also expressed their opinion that the quality of works had not improved
after imposition of the +-10% rule. This implies that the original intention of the GoB to give a
reasonably good price to the contractors to complete works on time with good quality has not
been achieved as expected; rather it has marginalized small bidders and distorted the public
procurement market.
Sl. Substantive Gaps/Red Flags Risk Recommendations

1 Price cap in national open H • Remove ± 10% cap from the national Open
tendering method-works Tendering Method (NCT) for works.
(rejecting tenders more than • Undertake following alternative solutions
10% below or above the to tackle the issue of abnormally low bids:
estimated cost) has not served o Incorporate an abnormally low bid
the intended objective of identification provision based on
improved quality and timely formula.
completion of works. Instead, it o Increase performance guarantee
has distorted the market and based on formula.
reduced participation of o Imposition of milestone-based
bidders. For example, the liquidated damages to encourage
average number of participants timely completion of works contracts.
decreased from 4.2 to 2, o Enhance contract management
submission of a single tender through electronic contract
increased from 20% to 50% and management of e-GP (with geo
large bidders are capturing the tagging).
procurement market and o Adopt output and performance-based
marginalizing small bidders. contracting where feasible
Note: Risk Rating – High (H), Substantial (S), Moderate (M), and Low (L)
27
Issue-2:
The Limited Tendering Method (LTM) for national works contracts up to BDT 30 million (approx.
US$ 0.36 million)35 has a number of provisions, mentioned below, which are not consistent with
international good procurement practices:
(i) No past specific experience required, resulting in possibly poor-quality works;

(ii) Bids rejected based on price cap (+/- 5%) which undermines price competition;
(iii) Use of lottery to select the winning bidder in the case of tie. Data shows that, in 100% of
cases, the winning bidder was selected through lottery.
It is to be noted that the above provisions were introduced in the PPA 2006 and PPR2008 in 2009
through an amendment mainly to encourage small and new bidders. Though the original reason
of making these changes was to encourage small and new bidders, bidders’ interviews revealed
that most small bidders are not getting the intended advantage. This is mainly because of the
high rate of participation in LTM tenders (i.e., 33 bidders per contract package in FY19). Besides,
the probability of winning a contract is very low as all bidders quote a price at -5% of the
estimated cost (unlike in the case of the OTM method, the official estimated cost is disclosed in
case of LTM) and in 100% cases the award decision is based on lottery. Larger bidders can
participate in more procurement processes, being in a position to provide the necessary bid
security, thereby increasing their chance of winning a contract while small bidders, due to a
shortage of capital, cannot participate in all packages. Moreover, the bid security is retained for
all bidders until the winner signs the contract which also discourages participation by small
bidders. Besides, the LTM method for works does not require a demonstration of past experience
by the bidders and, taking advantage of this, larger bidders have created multiple firms in the
name of their close relatives, and they participate in the same bidding process to increase the
chance of winning the contract through lottery. It was also observed that the Law requires the
enlistment of firms at the organization level in order to implement LTM tenders only with the
enlisted firms. However, after implementation of e-GP this is not practiced in reality – all bidders
registered in the e-GP system in a geographical area (e.g., district) can freely participate in the
LTM tendering process. This has distorted the original purpose of the LTM method where bids
needed to be invited from a number of qualified firms under specific circumstances.
There is, unsurprisingly, ample evidence of failed construction, delays and cost-overruns in LTM
contracts which may also provide plenty of opportunities for corrupt practices. In the opinion of
the PE officials and bidders during the interviews, this is mainly because LTM works contracts are
awarded on the basis of chance, without looking into the capacity or experience of the bidder or
not even based on a true reflection of the cost of performing the contract. It is to be noted that,
after the introduction of the price cap and lottery, in all projects funded by the World Bank and
the ADB, the financing agreements explicitly state that these provisions are not applicable under
those projects while using the LTM method.
35 Until the PPA 2006 was amended in 2016, the figure was approx. US$ $ 0.24 million (1 US $= BDT 83).
28
Sl Substantive Gaps/Red Flags Risk Recommendations
1 Limited Tendering Method (LTM) H • Remove ± 5% cap and lottery from the
for national works contract has a Limited Tendering Method
number of provisions like price • Assess how the Limited Tendering
cap, lottery to determine the Method can be used to give preferential
winner in case of a tied bid and treatment to small and medium sized
not requiring any experience to bidders/enterprises, women-led
get the contract that are not bidders/enterprises and startups
consistent with international • Include definition of small and medium
good procurement practices. sized bidders/enterprises, women-led
These provisions have resulted bidders/enterprises and startups in
failed constructions, delays and PPA/PPR and include this in the bidder
cost-overruns which may also registration process
provide plenty of opportunities • Update rules to include provisions for
for corrupt practices. These promoting SMEs, women-led
provisions were introduced in enterprises and startups
the PPA through 2009 • Introduce suppliers/contractors’
amendment to encourage development program
development of small and new • Introduce annual enlistment of LTM
bidders. However, bidders’ bidders based on
interviews revealed that most of qualification/experience
the small bidders are not getting • Early release of bid security of the
the intended advantage. bidders except the top three bidders
• Create a supplier database with unique
identification of bidders and their
beneficial owners. Track performance of
the suppliers/contractors including
specialized groups.
Issue-3:
The debarment process leaves no space for independent review (the decision by the Head of the
Procuring Entity is final) except by way of appeal to the judiciary. Rule 127 of the PPR provides
some guidelines about the debarment process. However, there is a need for enhancement of the
guidelines to (i) determine the length of debarment period for different types of misconducts, (ii)
how to determine the extent of debarment – whether debarment applies to the entire country
or for a particular organization, (iii) classify misdemeanours and variations of coverage for
different infringers (individuals, companies, directors, agents, associated companies, etc.), and
(iv) consider mitigating circumstances and rehabilitation of the infringer. In the absence of the
detailed procedure/guidelines for debarment, procuring agencies are inconsistently
implementing the provision of debarment in terms of duration and the extent of debarment.
29
Besides, there is a need for developing a protocol for sharing information and receiving feedback
from the Anti-Corruption Commission (ACC) for instances of fraud and corruption.

1 • Debarment process does not H • Introduce independent debarment
have any independent review process. This can be similar to the
• Procuring agencies are current appeal mechanism for
inconsistently implementing complaints by the Review Panel
the provision of debarment facilitated by CPTU. Introduce provision
in-terms of duration and of temporary suspension by the HOPE.
extent of debarment • Prepare detailed guidelines on
• protocol for sharing and debarment procedures including
receiving feedback on fraud protocol for sharing and receiving
and corruption issues from feedback on fraud and corruption issues
the Anti-Corruption from the Anti-Corruption Commission
Commission (ACC) is not (ACC).
clear.
Indicator 2. Implementing regulations and tools support the legal framework
Findings
Sub-indicator 2(a) - Implementing regulations to define processes and procedures: The PPR
2008 contains legal operational procedures that supplement and provide detail to the provisions
of the PPA 2006 and they are consistent with each other. The legal provisions are clear and
comprehensive. CPTU is responsible for the maintenance of the regulations and this is clearly
established in the PPA 2006. The rules are updated as needed. All documents, formats, guidance
notes and other supporting policy guidelines are readily available and accessible at CPTU’s
website (www.cptu.gov.bd). These documents are all available in the English language, except
for the PPA 2006 and PPR 2008 amendments which are available in the Bangla language only.
The PPR 2008 English version is uploaded in the website as a “preliminary working draft” which
needs to be finalized.
Sub-indicator 2(b) - Model procurement documents for goods, works and services: A range of
standard tender documents based on thresholds, complexity and methods for goods, works, and
services are available (in English) at the website of CPTU. A number of these documents are
mentioned as “preliminary working drafts” even though these are widely in use. All STDs/SRFPs
are used in practice and have been updated to take account of legislative amendments. The
additional collaborative website set up to cater for e-GP provides has a similar list of e-STDs. All
e-STDs for goods and works were adapted from the existing STDs for the purposes of electronic
procurement. These documents are also listed as ‘preliminary working drafts’ even though
30
practically in use. This indicates that the tasks for finalization of STDs/SRFPs have been in progress
for a long period. The standard e-tendering document (e-PW3) for OTM (NCT) works and e-PG3
for OTM (NCT) goods documents are harmonized with the World Bank and ADB requirements
and are in use under projects funded by WB and ADB.
The materials are accessible at no cost and anyone can download the standard documents, use
and customize those based on their own requirements (with the exception of the text & elements
of the Instruction to Bidders (ITT) and the General Conditions of Contract (GCC) which are
required to be used in their unaltered form). The model documents are updated by the CPTU
based on any changes/ amendments that are made in the PPA 2006 and the PPR 2008. The
standard documents also contain standard formats of tenders and conditions of contract which
are consistent with internationally accepted practice. CPTU has recently translated a number
STDs into Bangla based on the needs of small bidders. However, how the Bangla documents will
be incorporated in the e-GP system is yet to be determined as the e-GP system runs in English.
Sub-indicator 2(c) - Standard contract conditions: The STDs/SRFPs referred to above contain
both general and special conditions of contract (GCC & PCC) for the same range of contracts.
These are aligned with the PPA 2006 and the PPR 2008, and largely based on the comparable
documents of the World Bank, thus generally acceptable and consistent with international
practices. The standard contract conditions (GCC) are pre-disclosed as part of the tender
documents and subsequently become an integral part of the contracts signed with the successful
bidder.
Sub-indicator 2(d)- User’s guide or manual for procuring entities: There is no detailed
procurement manual established for procurement in general. The PEs and bidders follow the
necessary provisions set out in the PPA 2006 and the PPR 2008. However, it is to be mentioned
that PPR 2008 is very elaborate and serves majority of the functions of a manual. A detailed user
manual is under preparation by CPTU with the support of its capacity development consultant
ITC-ILO.
CPTU developed comprehensive e-GP guidelines in 2011 clearly establishing the background;
security aspects of the system; disclaimer responsibility of all related stakeholders and e-GP users
of different levels in order to help the CPTU and the users, as the case may be, to operate and
manage the system; maintenance of system’s security; copyright; registration of
organizations/Pes; selling of tenders; receipt of payment; uploading of tender security and
performance security; preparation and processing of tenders (planning to contract signing)
through the e-GP portal using e-GP functionalities in their own dashboards. This Users’
Registration Manual (in Bangla and English) is available in the e-GP website
(www.eprocure.gov.bd), though not updated reflecting the frequent changes in the system
software. All of these documents are being updated to address the recent changes in the e-GP
software and work process.
31

1 Amendments of PPA 2006 and PPR M Publish the consolidated PPA 2006 and
2008 are only available in Bangla PPR 2008 documents in English in
making it difficult for the CPTU website for international use.
international bidders to understand
the latest provisions.
2 A number of standard procurement M Finalize all standard/model procurement
documents have been in a documents as listed in the PPR 2008.
preliminary draft stage for a long
period
3 Small bidders at the decentralized L Finalize Bangla translated versions of the
level are not sufficiently fluent in standard documents
English to understand the
requirements of the procurement
documents
4 Difficulty in understanding detailed M • Prepare procurement manual for Goods,
provisions relating to the Works and Services for all methods of
procurement and contract procurement.
management processes • Develop a contract management manual
5 e-GP user manual and registration M Update e-GP user manual and manual on
process published in the website registration process incorporating recent
are not updated incorporating the changes.
recent changes in the system
Indicator 3. The legal and policy frameworks support the sustainable development of the
country and the implementation of international obligations
Findings
Sub-indicator 3(a) - Sustainable Public Procurement (SPP): Bangladesh has a national policy and
strategy for sustainable development which the country has been pursuing for a long time. The
most recent five-year plan (FYP16-20) focusses on productive employment for the growing labour
force and a substantial increase in investment. Other key elements of the plan are to ensure good
governance and pursue for an environmentally sustainable and socially inclusive development
process. In addition, Sustainable Development Goals (SDG) has a target for implementation of
sustainable procurement (Goal 12.7). However, sustainable public procurement has not yet
found its way into the public procurement legislation and practice. Interviews reveal that
environmental requirements and life cycle costing have been used by some procuring entities,
but this is as part of their practice, rather than a part of applicable legislation. Emphasis has, up
to now, been given very much to awarding contracts based on the lowest evaluated price.
32
Sustainability issues are part of the Government’s Vision 2021, and there is interest in the
government in applying sustainable procurement principles. This is demonstrated in the
amendments currently being considered and proposed to the Bangladesh Public Procurement
Authority Act (BPPA). i.e., "Sustainable Procurement: In order to ensure sustainable
procurement, Procuring Entities shall, in the prescribed manner, take into account social,
economic and environmental issues and shall incorporate them in the procurement process."
The law along with the above provision is expected to be approved in the Parliament within 2020.
Appropriate provisions need to be included in the PPR 2008 and standard bidding documents
including provision for maintaining environmental and social safeguard during construction,
preferential treatment to high energy efficient or low carbon emitting products etc. Some
examples of sustainable procurement practices are given in the following box.
Box 1: Examples of sustainable procurement practices

Scheme Method Actions associated with methods
Reservation Set aside Allow only enterprises that have prescribed
characteristics to compete for contract. e.g., %
reserved for women enterprises, SMEs, startups
Qualification criteria Exclude firms that cannot meet specific
requirement or norm of the policy objective – use
of vetted supplier lists
Contract obligation Make a policy objective a contractual condition
e.g., 20% of the works shall be subcontracted to
women enterprises or SMEs or startups
Preferencing Preference at Limit number of suppliers to be invited based on
shortlisting/enlistment qualification and weight given to policy objective.
stage e.g., at least one start-up or women enterprise in
the list
Award criteria Give weighting to policy objective. e.g., 80% price
and 20% to policy objective.
Monetize policy objective and add to price. e.g, use
of life cycle costs.
Indirect Product/service State requirement in product or service, e.g., use
specification ecolabels
Design specification or Design specifications to suit particular group or
contract conditions to address particular issue. e.g., use of gas burnt
suit particular bricks in construction instead of coal or wood burnt
group/address bricks.
particular issue
Supply Side General assistance Provide support for targeted group to compete for
business without giving favorable conditions or
preferences. e.g., training bidders in bid
preparation
33
Sub-indicator 3(b) - Obligations deriving from international agreements: Bangladesh is a
member of World Trade Organization (WTO) and signatory of some regional trade agreements,
such as the South Asia Free Trade Agreement (SAFTA). However, it has not signed the GPA of
WTO. Bangladesh is currently not subject to any strict public procurement related obligations
deriving from binding of international agreements. However, since its accession to the United
Nations Convention on Anti-Corruption Commission and Ratification in 2007, the country’s
symbolic commitment was expressed to take steps for effective reforms to promote good
governance and fight corruption in compliance with international standards. Bangladesh’s
procurement legislation is mostly aligned with the UNCAC procurement requirements and also
the GPA and UNCITRAL. Bangladesh’s procurement legislation has provision to follow applicable
procurement procedure mentioned in the financing agreement with the development partners
like the World Bank or the ADB.
1 • Sustainable public S • Prepare a policy document with detailed
procurement has not yet implementation road map for
found its way into the public sustainable procurement.
procurement legislation and • Include provision of sustainable
practices. procurement in the PPA 2006 and PPR
• Awarding contracts on the 2008.
basis of lowest cost may not • Include provision of evaluating bids on
always be the right choice to the basis of “most advantageous bid”
ensure high quality instead of the current “lowest evaluated
goods/works including energy bid” to facilitate preferential treatment
efficient/low carbon to high quality goods/works including
emitting/sustainable goods energy efficient/low carbon emitting
and works. products, sustainable goods and works.
• Update the relevant standard tender
documents with provisions of
sustainable procurement including
maintaining environmental and social
safeguard during construction.
• Prepare guidance note on sustainable
procurement explaining applicability
and procedure for using sustainability
considerations in procurement
2 Often audit objections are made S • Scale up procurement training for the
for not selecting the so-called auditors with appropriate course
lowest bidder based on the content
quoted price, even though the
bidder is technically not qualified.
Due to the capacity constraint of
34
the auditors in terms of
understanding procurement
provisions, awarding contract
based on most advantageous bid
may increase audit objections.
This in-turn may demotivate
procurement practitioners from
using this provision.
35
3.2 Pillar II - Institutional Framework and Management Capacity
Bangladesh has a well-functioning nodal procurement policy agency, the Central Procurement
Technical Unit (CPTU). CPTU was established in 2002 under the Implementation Monitoring and
Evaluation Division (IMED) of the Ministry of Planning (MOP) to carry out procurement reform
activities and regulate and monitor the country’s public procurement functions. It is planned to
be converted into an independent government agency to be known as the ‘Bangladesh Public
Procurement Authority (BPPA)’ to facilitate enhanced autonomy in executing its functions. It will
be done through a separate act, Bangladesh Public Procurement Authority Act. The act has been
drafted and widely consulted and now at the final stage of placement in the parliament for
approval.
Overall Strengths:
• CPTU has clear mandate to carry out public procurement reform and implementation of the
reform agenda (being transformed to Authority).
• Large procuring agencies are well organized, procurement functions are largely
decentralized, and procuring entities’ functions are legally defined.
• An institutionalized procurement capacity building program is in place.
• e-GP generates KPI based procurement reports.
• The medium term rolling budgetary framework (MTBF) provides indicative budget for
procurement organizations for 3 years which helps agencies to plan their procurement.
• An integrated budget and accounting system (iBAS ++) system in place and helps budget
control and management.
• Average days for payment to the contractors is mostly within acceptable limit. (Survey result:
77% responded bidders received payment within 30 days of bill submission)
• CPTU has recently developed and soft launched a citizen portal to disseminate procurement
and contract management data following the Open Contracting Data Standard (OCDS). The
portal has facilities for data analytics based on key performance indicators.
Overall Weaknesses:
• CPTU is constrained by its capacity in terms of legal structure, autonomy in decision making,
limited staffing, and inadequate analytical and research capability. It largely depends on
external experts and outsourced firms which is inadequate to regulate and monitor public
procurement for more than 1300 organizations..
• Procurement data analytics not systematically used for policy formulation.
• Absence of data capture through open data format.
• Proper integration of public procurement into the financial management system yet to take
place. e-GP system does not yet have an interface with the iBAS++ system resulting in
disconnect between procurement value with the budget and real expenditure.
• Procurement performance is not generally part of results agreement of the Procuring
Entities/Agencies/Ministries and therefore does not contribute to career advancement.
• Less recognition of ‘procurement’ as a professional service.
• Legal provision on advance procurement planning is absent, though practiced by some PEs,
but feel discouraged.
36
Indicator 4. The public procurement system is mainstreamed and well- integrated with the
public financial management system
Findings
Sub-indicator 4(a) - Procurement planning and the budget cycle: The MOF has introduced a
medium term rolling budgetary framework (MTBF) which provides an indicative budget for each
procuring organization for a period of 3 years. The MTBF still doesn’t seem to have strong linkage
with the sectoral strategy and procurement planning. Ministry of Planning is responsible for
sectoral distribution of development resources by way of allocating the resources to different
approved projects and/or programs based on sectoral objectives and based on aggregated
sectoral demand. However, in most cases, the aggregated demand does not match with the
received budget allocation and therefore procurement contracts are now planned based on the
availability of the resources (excluding the development projects).
Under the MTBF, Budget presents an estimate of expenditure for a budget year and the two
following fiscal years by way of economic, functional and administrative classifications, but these
estimates do not appear to be based on the stated procurement estimates of PEs as stated above.
A Ministry of Finance (MoF) committee (the Budget Monitoring and Resources Committee) used
to determine the ceilings for the current and subsequent 2 (two) fiscal years by reflecting the
annually updated macro fiscal framework. Whilst the ceilings take account of government
priorities and a ministry’s policy documents, it appears that there is limited evidence of
established linkages between planning documents and strategies, and the determination of the
budget ceilings (PEFA 2016 assessment, indicator PL-16.2). Further, according to the PEFA 2016
assessment (Indicator PL-16.4), the budget framework forecasts for many ministries are used as
a guide for the next year’s ceiling for both the development and non-development budget.
Budget allocations tend to be based on the previous years’ budget with, in some cases (based on
interviews conducted), increments of around 10%. “It cannot be said that the budget process
allows for reconciliation of the budget ceilings with a ministry’s costed budget based on strategic
plans” (PEFA 2016 assessment, indicator PL-16.2).
The PPA 2006 and the PPR 2008 require preparation of a total procurement plan (TPP) for the
development project for the entire duration of the project and revenue schemes. Based on the
approved TPP in both cases, an Annual Procurement Plan (APP) for yearly utilization of budget
allocation is prepared by the PE. These are based on defined cost estimates of procurement
packages/contracts but, as indicated above, not generally fed into the budget allocation process.
The APPs are generally prepared after the budget allocation is confirmed. The fund allocation
and procurement plan are approved by the Head of the Procuring Entity (HOPE) and these are
adjusted according to the expected flow of fund and progress of contract implementation. The
legal framework provides that APPs should be published at the beginning of each financial year
in the websites of the executing/implementing agencies, but this is not always followed by PEs.
APPs are also required to be published at the CPTU’s website, but no such compliance was
observed. However, all Procurement Plans involving e-GP contracts are published in the e-GP
portal of CPTU. CPTU has recently updated the procurement planning module to upload the
37
entire annual procurement plan in e-GP portal irrespective of whether the procurement will be
processed through e-GP or not. Enforcement of this provision needs to be ensured.
The preparation of the APP at the beginning of the FY is mandatory. A PE needs to invite tenders
only after the APP is approved with procurement packages/lots. Procurement activities start in
general only after the budget allocation letter is received by the PEs. The timeliness of the release
of budget allocation from the Ministry of Finance (MOF) has now improved; however, the process
of getting the official budget allocation letter which includes a breakdown by economic codes
still takes about 2 months. The situation is exacerbated if the budget allocation is increased or
cut down during the budget revision process. In practice, most PEs have only around two months
after any increase of allocation in the revised budget for the award of new contracts which leads
them to adopt ad-hoc and sometimes meaningless procurement planning.
There is a feedback mechanism for the certification of budget execution, including information
on the physical and financial progress of projects, along with the latest status of completion of
major contracts, and re-adjustment of allocation. The ministry usually holds a review meeting
almost every month, to review the progress of utilization of allocated resources. In addition,
there is a fast track review committee headed by the chief executive of the government to review
and guide the contract execution of flagships projects. However, before the normal budget
revision process is initiated, usually no feedback is provided to the Finance Division (FD). The
Implementation Monitoring and Evaluation division (IMED) established a feedback mechanism
of quarterly progress tracking of budget utilization and aggregation of total expenditure and the
IMED used to report to GoB for necessary directives. It is expected that using the newly
introduced budget and account system (iBAS++) will facilitate better budget estimates through
the online tracking system.
Sub-indicator 4(b) - Financial procedures and the procurement cycle: The country’s
procurement legislation mandates the PE to prepare the Annual Procurement Plan (APP) based
on the budget allocation. Unless the APP with the procurement package (s) /contract (s) is
approved, no solicitation/invitation of tenders/proposals can take place [see assessment
outcome of 4(a) also]. On the other hand, the APP is generally prepared after the PE has
confirmed that the government order has been issued regarding the budget allocation. The legal
practice is that the HOPE approves the APP only after confirmation of the budget allocation and
approval of distribution of budget containing the economic codes. Therefore, any delay in receipt
of the budget allocation perceptibly delays the initiation of the tendering process. Normally the
gap between approval of the national budget and confirmation of the budget to the PE is about
two months – the delay is mostly happening at the line ministry level
To save time and to avoid this delay in tender processing, a practice in some PEs has arisen which
is known to be ‘advance procurement’, where the PEs process procurement for the packages
already included in the approved project for which budget allocation for a fiscal year is sought.
Since ‘advance procurement’ procedures have not been included in the procurement legislation,
the PEs do not usually seek approval of the contract as the Delegation of Financial Power (DOFP)
provisions seek to ensure that budget allocation for a particular FY has already been made for
38
the contract before approval of the bid evaluation report. Even if approval is accorded, PEs refrain
from issuing a notification of award to avoid the likely risk of not getting the budget.
Nevertheless, advance planning and processing of procurement succeeds in saving time even
though it raises legal concerns.
There are procedures for processing invoices and authorization of payments in the country
system and these are followed in practice. However, these are not publicly available or clear to
many potential bidders. Whilst PEs generally claim that they follow the contractual provisions
on invoicing and payment based on the national procedures, and pay the invoices in a timely
manner, this works only if they have had the budget allocation to cover that payment (raising
again the problem of integration with financial management). This problem is likely to be solved
with the rolling out of electronic contract management and payment system (e-CMS) and its
integration with iBAS++ system for budget and accounting.
Average days for payment to the contractors is mostly within acceptable limit. (Survey result:
77% responded said getting payment within 30 days of bill submission)
Figure 3.6: Average payment time in procurement business
Avergae time taken for payment

29%
30% 27%
21%
20% 13%
10%
10%
0%
less than 7 8 to 14 days 15 to 30 days 31 to 60 days more than 60
days days
A number of bidders during interviews claimed that there were significant payment delays, and
the delay occurred in two ways: (i) delay in approval of invoices at PE level, and (ii) delay in the
pre-audit check at the accounts officer level. There is no on-line mechanism to capture average
payment time. MoF has recently developed and operationalized a new software system called
iBAS++ which manages the payment transactions – but the system only calculates payment
processing time from the point at which an invoice is approved at the PE level and inserted in the
iBAS++ software for payment. It does not take into account the time taken by the PE from
receiving of the invoice to approval. The latter is to be recorded in the e-CMS module of the e-
GP. Integration between these two systems is necessary to get the full picture. It is observed that
once the approval has been obtained on the invoice, payment against the approved invoice is
rapid. The delay usually takes place between submission of the invoice and the final approval.
39
1 H
• Proper integration of public • Connect e-GP with iBAS++ to facilitate –
procurement into the financial (i) real time capturing of budget
management system yet to utilization, procurement commitment
take place. e-GP system does and procurement expenditure; (ii)
not yet have an interface with monitoring and tracking of payment
the iBAS++ system resulting-in
• Ensure generation of reports on
disconnect between
payment delay (at
procurement value with the
national/agency/project/PE level) from
budget and real expenditure
the iBAS++ system
• monitor the regular payment of bills to
• No system in place to track
minimize the gap between submission
timeliness of payment
of bill until the final payment.
2 e-GP procurement planning S
• Enhance existing e-GP procurement
module does not cover non e-GP
planning module to upload annual
procurement packages resulting
procurement plan covering e-GP and
difficulties to account the total
non e-GP procurements.
number and value of
procurements at agency and • insert provision in the e-GP
national level. Guidelines/PPR 2008 to ensure
mandatory uploading of all procurement
packages in e-GP procurement plan of a
PE or project as applicable.
3 There is no legal provision on M Include advance procurement procedure in
advance procurement resulting in the procurement legislation
delay in implementing
development program
4 Absence of provision of S Include provision in the legislation for mid-
procurement planning more than a term strategic procurement plan
year (except development
projects)
5 There is a 2 months gap on an S Reduce the time gap between national
average between the approval of budget and availability of the budget at PE
national budget and confirmation level
(availability) of the budget at the
PE level resulting delay in initiating
procurement
40
Indicator 5. The country has an institution in charge of the normative/ regulatory function
Findings
Sub-indicator 5(a) - Status and legal basis of the normative/regulatory institution function: PPA
2006 specifies CPTU as the normative/regulatory body to regulate public procurement in
Bangladesh. Whilst, to date, it has been a technical ‘Unit’ of IMED, it is in the process of being
transformed into an independent statutory body to be known as the ‘Bangladesh Public
Procurement Authority (BPPA)’ through enactment of ‘Bangladesh Public Procurement Authority
Act’. Main functions of CPTU is mentioned below in the (Box-1):
Box-2: Main responsibilities of CPTU
• Supervise and regulate compliance with the procurement laws;

• Prepare amendment of PPA 2006 and PPR 2008;
• Develop and issue STDs and relevant templates;
• Interpretation and implementation of procurement laws without influencing procurement
processing;
• Prepare report regarding the effectiveness of public procurement process with
recommendations for improvements;
• Design, operate and maintain national e-GP system;
• Carry out procurement capacity building training;
• Carry out procurement compliance audit;
• Prepare and maintain a list of experts and adjudicators for facilitation of settlement of
procurement disputes;
• Provide necessary support to complaint review panel;
• Hold an annual forum for consultations on public procurement; and
• Promote awareness on compliance of procurement laws.
Sub-indicator 5(b) - Responsibilities of the normative/regulatory function: CPTU is mandated

for all responsibilities mentioned in the assessment criteria as mentioned above in Box-1. With
the introduction of BPPA, its responsibility is to be enhanced further including facilitating citizens
in procurement/contract implementation motoring, sustainable procurement, data analytics etc.
Sub-indicator 5(c)- Organization, funding, staffing, and level of independence and authority:
CPTU is a unit of the IMED and, as such, may be seen to be rather low in the administrative
hierarchy, even though the unit is headed by a Director General with the rank and status of
additional/joint secretary. Nevertheless, it is regarded as a strategically important organization
and well respected throughout the country as an active actor in dealing with legal procurement
matters since it came into being in 2002. As a government entity, CPTU’s funding is met under
the budget of IMED. Though the CPTU generates enough funds from the e-GP system’s
41
earnings36, it can neither decide on its budget allocation, nor the size of its own budget. It can
propose and discuss its requirements with the IMED but has limitations as a subordinate office.
The proposed BPPA will receive funds directly from the government and other sources based on
an annual budget statement to be submitted to the government.
The CPTU is heavily dependent on consultants, even in the case of formulating any expert opinion
to stakeholders. In many cases, CPTU’s and the Review Panel’s decisions have been challenged
in the courts but the CPTU does not usually respond and place its legal opinion before the court
because of the lack of a legal expert or panel. Except for some technical positions (e.g. senior
system analyst, system analyst, maintenance engineer, programmer, and some computer
operators), almost all posts of CPTU are manned by the secondment of officials from the civil
service. There is a mix of professional and non-professional personnel. Operation and
maintenance of the e-GP system and data centre now depends on external experts. As per the
PPA 2006, CPTU has the mandate to regulate and monitor public procurement for more than
1300 organizations. Given such a gigantic mandate, combined with the recent exponential
growth in the usage of e-GP, CPTU is constrained by its capacity in terms of its current legal
structure, limited staffing, and inadequate analytical and research capability. In this context, a
detailed strategic framework study was conducted in 2016. Based on its recommendations, CPTU
is in the process transforming into the Bangladesh Public Procurement Authority (BPPA) which
will provide it with greater autonomy and administrative and financial authority commensurate
with its functions and responsibilities.
Sub-indicator 5(d) - Avoiding conflict of interest: In order to avoid a potential situation of

conflict of interest, PPR 2008 clearly defines CPTU’s role by stating that ‘unless otherwise directed
by its controlling authority, the CPTU shall not provide an opinion on any specific procurement
or contract or get involved in any specific procurement’. Notwithstanding the role given to the
CPTU by the PPA 2006 and PPR 2008 where it is clearly stated that, only for the purpose of
removing any complication in giving effect to any provision of the PPA 2006 on account of any
ambiguity occurring in such provision, may the government (in this case CPTU), by notification in
the official gazette, issue a direction, clarifying or in interpreting such provisions, as to how such
matters shall be dealt with, CPTU has been providing legal interpretations/clarifications including
on ongoing procurement process.
However, there is no record of publication of such interpretations/clarifications in the official

gazette.
36 e-GP is running on a self-sustainable model. It generates funds through registration and renewal of registration fees for the
firms and nominal fees taken from the bidders to participate in a tendering process.
42

1 CPTU is constrained by its capacity in H Prioritize formation of proposed
terms of legal structure, lack of Bangladesh Public Procurement
autonomy in decision making, limited Authority (BPPA). Develop in-house
staffing, and inadequate analytical and institutional and technical capacity of
research capability. It largely depends BPPA (with a set of qualified,
on external experts and outsourced experienced and adequate number of
firms which is inadequate to regulate trained officials). Gradually lessen
and monitor public procurement for dependency on external support.
more than 1300 organizations.
2 Legal interpretations and clarifications M Publish compilation of interpretations
provided by CPTU are not published in and clarifications provided by CPTU in
official gazette as required by the official gazette
legislation
Indicator 6. Procuring entities and their mandates are clearly defined
Findings
Sub-indicator 6(a) - Definition, responsibilities and formal powers of procuring entities: The
Procurement Act and Rules clearly define the ‘procuring entity’ as an authority having
administrative and financial power to undertake the procurement of goods, works or services
using public funds. It includes responsibility and competency for decision making on procurement
document preparation, advertisement, selling of bid documents, receipt of bids, opening,
evaluation, approval, award and sign contract and contract administration and management.
Procurement legislation clearly identifies the approving authority of the contract which must be
in accordance with the delegation of financial power. In fact, there is no requirement for the
establishment of any central procurement structure to carry out procurement functions nationally
as the procurement functions are fully decentralised to the operating units (the PEs) of an agency.
In every large agency, procurement functions are well organized within their own administrative
structural framework. For the larger procuring entities with substantial procurement functions,
there are designated procurement units or structures at the headquarters and other subordinate
hierarchical levels. But the primary responsibility for procurement rests with identified individuals
(who are supported by competent staff within their offices) depending on the identity of the
operating unit and the value of the procurement. These individuals are generally executive
engineers, assistant engineers, procurement officers, project directors, project managers or any
other officers assigned procurement functions. Statistics from the e-GP system shows that, to
date, there are 8,668 Procuring Entities (PEs) registered under 1325 procuring organizations, and
all are designated by rules for the procurement of small, medium or big contracts. It is thus very
difficult to get the statistics of the share of total PEs having designated and specialized
procurement unit/functions. However, all large organizations (32 organizations covering more
43
than 80% of national budget for procurement) have dedicated procurement units with qualified
staffs.
PPR 2008 clearly defines the responsibility and formation of bid/proposal evaluation committees
depending on thresholds. It requires having external member(s) in the bid/proposal evaluation
committee to increase transparency which is adhered.
For the most part, power for approval of contracts/bid evaluation reports lies with the Head of
the Procuring Entity (HOPE) or head of the agency, Project Director (PD) or Project Manager. Large
contracts (bid evaluation reports/draft negotiated contracts) require approval at the concerned
Minister level (in the case of contracts between US$ 6 and 12 million for goods and works) or
Cabinet Committee on Government Purchase (CCGP) level (in the case of contracts with a value
of US$ 12 million or higher). e-GP data shows that contracts approved at the procuring agency
level take on an average 3 days to get approval from the appropriate approving authority within
the organization after submission of the bid evaluation report. However, in the case of high value
contracts that go to the concerned ministry or CCGP for approval, the timing is on an average 45
days for ministry level approval and 60 days for CCGP level approval37. It is to be noted that the
cases going to the CCGP are routed through the concerned ministry of the procuring agency and
a major part of the time is spent at the ministry level for reviewing the documents and finalizing
the case summary for CCGP. The DOFP also allows an approving authority to sub-delegate its
power to its subordinate offices for quick decision-making. However, in practice, it is seldom
followed. There is a tendency of risk avoidance and thereby officials with appropriate delegation
of financial power, in practice, often forward the decision to the higher authority resulting delay
in the procurement process.
Sub-indicator 6(b) - Centralized procurement body: There is no centralised procurement agency

in place to conduct procurement. The procurement function is mostly decentralized to increase
responsiveness of the system to meet demand at the ground level and therefore the GoB has no
plan to create a new organization to conduct procurement centrally. This policy results in too
many small value procurement packages for the same item/activity even within the same
organization. However, efficiency and cost savings can be achieved through procuring commonly
required items or recurring procurement for examples stationery, computers and accessories,
office equipment, printers and toner, essential medicines, vaccines, medical consumables etc.
through framework agreements at the level of the organization or ministry following the already
existing provisions of the PPR2008. This provision currently is little used. CPTU has recently
prepared and uploaded in its website a standard procurement document for Framework
Agreements. However, an e-GP module for framework agreements including subsequent call-off
contracts and provision for electronic catalogues will be necessary to take the full advantage of
this provision. Besides, the provision for electronic catalogues needs to be included in the legal
framework (PPA2006, PPR2008 and e-GP guidelines). It will also require CPTU to prepare and
populate a guidance note on using framework agreements and electronic catalogues.
37
Data source – large value contracts under the World Bank funded projects in FY18 and FY19
44

1 Approval of large value procurements’ H • Increase procurement approval
bid evaluation report at the ministry thresholds at the agency and
and CCGP level takes on an average 45 ministry level with enhanced
days and 60 days respectively from the accountability mechanism
date of receipt of the bid evaluation • Monitor compliance of the detailed
report causing delay in procurement timeline given in
implementation of development PPR2008
projects.
2 There is tendency of risk avoidance- M Hardwire the provision of appropriate
officials with appropriate delegation of approving authority in e-GP so that it
financial power in practice often cannot be forwarded to a higher
forward the decision to the higher authority without identifying proper
authority resulting delay in justification and monitor compliance
procurement process through reports generated in e-GP
3 Too many small value standard H • Adopt framework agreements at
procurements for commonly required the level of the organization or
and recurring products like stationery, ministry
computers and accessories, office • Develop e-GP module for
equipment, printers and toner, framework agreements and
medicines, vaccines, medical electronic catalogues/ e-market
consumables etc. resulting in huge place
transaction effort and costs • Develop guideline on using
framework agreements
• Include provision for electronic
catalogues and e-market place in
PPR2008/PPA2006
• Create a centralized procurement
body at the central or regional level
to procure commonly required
items
Indicator 7. Public procurement is embedded in an effective information system
Findings
Sub-indicator 7(a) - Publication of public procurement information supported by information

technology: CPTU operates two websites, www.cptu.gov.bd & www.eprocure.gov.bd which
provide one-stop services to all stakeholders with relevant public procurement information. The
legal framework clearly assigns the responsibility of developing and managing the websites and
e-GP system to CPTU including publication of information and necessary updating of the portals.
45
The first website provides all the information and documents related to the legal framework (the
PPA 2006 & the PPR 2008, their amendments, STDs/RFPS and other guidance notes and circulars)
as well as the list of debarred bidders, contract notices and contract information, information
related to the results of bidders’ complaints and appeal decisions of review panels, etc. It also
publishes annual procurement plans and 42 key performance indicators based on quarterly
procurement performance statistics. The KPI based results are ‘automatically’ generated from
the PROMIS module which is now integrated within the e-GP system. CPTU’s web portals are
regularly updated and easily accessible to the public.
The e-GP portal is the centralized online procurement system of the country that covers the
entire cycle of procurement starting from procurement planning to payment processing including
tender document preparation, electronic bid security by commercial banks, e-tendering, bid
evaluation and approval and online contract management. It also covers an online registration
process for the firms. All necessary flow charts for user registration and user manuals are also
published here. The portal has help desk functionality which operates 24X7 and is connected at
the backend to trained operators managed by CPTU through an outsourced firm. 100% of
procurement plans in e-GP are automatically published. However, until now the procurement
plans in e-GP do not contain procurement activities which are processed following the traditional
manual procurement process (i.e., international procurements, consultancy services and direct
procurements). 100% of specific procurement notices (bid invitations) and contract award
information is also published and accessible to the public free of cost. These notices follow
standard formats containing adequate information for the bidders. Bidding documents can be
viewed free of cost by registered bidders in the e-GP system. However, a bidder needs to provide
a nominal fee online (maximum US$20) to participate in a specific procurement process. e-GP
portal also publishes a number of statistics including reports based on key performance
indicators. Further integration of the e-GP system with the integrated budget and accounting
system (iBAS++), tax and VAT system, project management information system (PMIS) and
national ID system are required to get the full benefit of integrated information system. Firm
hiring process is ongoing to connect e-GP with project management information system (PMIS).
The other integrations are still at the planning stage.
Recently, a citizen portal has been developed and soft launched for testing, it will be fully
launched for the general public by FY20. This portal is connected with the e-GP system including
the recently developed electronic contract management and payment module and publishes
procurement and contract management data following the open contracting data standard
(OCDS). It also has features like searching and sorting of procurement data across the country
based on all possible variables of procurement and contract management (e.g., agency, procuring
entity, location, processing time, type of procurement, competition, whether contracts
completed on time and cost, milestones, completion and payment etc.) and generates
corresponding charts to visualize the data. Once fully launched, this portal will facilitate
benchmarking among the organizations’ procuring entities and will also provide data analytics
support to researchers and policy makers. Any citizen can also find out any activity of interest or
discover the activities happening in their locality, including their performance. It also has feature
46
to show construction sites or places of the contract performance in a map along with key
procurement statistics
Sub-indicator 7(b) - Use of e-Procurement: As of FY19, out of 1362 procuring organizations in

Bangladesh, 1325 organizations with 8,668 procuring entities (PEs) have adopted the e-GP
system including at the lowest and most decentralized tier of administration. The number of firms
registered in the system as of FY19 is 65,559. In FY 19, e-GP processed 62% of total US$ 24 billion
public procurement expenditure of Bangladesh. This includes goods and works procurements
following national competitive bidding (one envelope and two envelope), limited tendering
method and request for quotations. International procurements and consultancy services are not
yet processed through e-GP. Development of these modules is at the final stage. In FY19, a total
of 104,988 procurement packages were processed through e-GP across the country. The
following charts demonstrate the rapid uptake of e-GP in Bangladesh:
Figure 3.7: Rapid uptake of e-GP
No. of procurement Total value of procurement

packages processed in e-GP processed in e-GP (US$
150000 20000
million)
100000
10000
50000
0 0
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
The e-GP portal has been planned, developed and managed by CPTU with the support of in-house
staff and outsourced vendors. CPTU through an outsourced vendor also runs an e-GP help desk
with 24X7 service time.
As a result of the e-GP implementation, an estimated US$ 600 million has been saved in between
2012 and 201838. Average procurement time (invitation to contract signing) decreased from 93
to 59 days in case of OTM Works from FY11 to FY19. According to the bidder survey and PE survey,
the bidding environment has also improved significantly compared to manual (paper-based)
tenders. Further, market access has also increased as evidenced by increased number of bidders
per package as shown below:
38
Evaluating the Impact of e-Procurement in Bangladesh, the World Bank, 2019
47
Figure 3.8: Impact of e-GP
Before the introduction of e-GP, bidders from a geographical area generally participated in
procurement process only within that area. However, e-GP has changed the scenario with a
significant increase of non-local winners (a bidder winning contract in another district from its
home district) as shown below:
Figure 3.9: Reduction of single bid and increase of non-local winner in e-GP
Share of tenders with single bids Share of non-local winners

25% 25.0%
20% 20.0%
Percent
Percent
15% 15.0%
10% 10.0%
5% 5.0%
0% 0.0%
manual e-procurement manual e-procurement
Figure 3.10: Comparison of distribution of non-local winner in e-GP and manual tender
Share of Non-Local Winners39

FY2011/12 FY2017/18
Manual Tender e-GP
39
Number of Observations: 17,648 matching procurement packages of manual and e-GP tenders
48
The introduction of e-GP was accompanied by an extensive capacity building program by way of
imparting direct hands-on on-line technical training using a mock training server
(www.training.eprocure.gov.bd), and preparing master trainers in 4 pilot agencies. The training
program later expanded to cope with the demand and rapid rise of e-tendering. All participants,
after such organized training, are now able to log-in to the mock server and practice with the
user password they were given during e-GP training. So far, as many as 20,000 users (payment
service provider, PE officials, bidders) have been trained on e-GP from FY12 to FY19. The effort is
ongoing under the DIMAPP project funded by the World Bank. As a result of the wide training
and campaign, an increasing number of government officials became aware of e-GP and were
assigned responsibility for the processing of e-tenders. The private sector (large, medium and
small bidders) is using the e-tendering process and has also developed capacity. However, as
indicated in the bidder survey and focus group discussions, more training is required for small
and new bidders.
Sub-indicator 7(c) - Strategies to manage procurement data: Procurement processing in

Bangladesh is delegated to a large number of procuring entities (more than 10,000) across the
country. There is no data management system to capture the procurement data covering all
procuring entities including e-GP and manual procurements. However, the e-GP system captures
a huge amount of procurement data throughout the procurement cycle. As the penetration of e-
GP is about 62% of public procurement expenditure of the country as of FY19, the data that the
system generates is rich enough to conduct strategic data analysis in order to improve
procurement performance of the country to achieve value for money. Currently, the e-GP system
generates KPI based reports with 42 indicators. However, this report is not adequate to
systematically analyse data. Only CPTU can generate reports taking data from the system. But
the process is time consuming and labour intensive as programmers need to run codes to extract
the data from the server. There is no standard data extraction template built within the system.
The recently developed citizen portal which extracts data from the e-GP system, has features like
searching for and sorting procurement data across the country based on all possible variables of
procurement and contract management (e.g., agency, procuring entity, location, processing
time, type of procurement, competition, whether contracts completed on time and cost,
milestones, completion and payment etc.) and generates corresponding charts to visualize the
data. Once fully launched, this portal will facilitate benchmarking among the organizations’
procuring entities and will also provide data analytics support to researchers and policy makers.
Development of a more advanced data dashboard and reporting module is planned as part of the
e-GP enhancement work for which a firm hiring process has been concluded recently. This
dashboard will be internal to the e-GP user at different levels including policy makers. The
dashboard will produce reports and data as provided for in the citizen portal and, in addition, will
also produce reports on red flags and other confidential information.
The CPTU has an in-house capacity constraint for data analytics and research. Procurement data
analytics in general is not used for policy formulation. The proposed BPPA has a data analytics
and research wing within the proposed organogram which will facilitate extensive research on
procurement data and thereby enhance procurement performance and take policy decisions
49
based on evidence. However, there is a need for preparing a comprehensive strategic plan for
procurement data management and analytics.
Procurement volume of the country in 2019 was approximately US$ 24.1 billion40 which accounts
for 45.2% of country’s national budget (FY2018-19) and a 7.9% share of GDP. Out of this, about
US$ 4 billion39 was funded by the development partners. 62% of public procurement expenditure
was processed through e-GP in FY19 which accounts for US$ 15 billion. The remaining US$ 9
billion worth of procurement was not processed in e-GP. Most of that procurement was for large
value international procurements and consultancy services mainly processed under the
development partner funded projects and followed mostly open competitive method. However,
the exact amount of international procurement and procurement following non-competitive
method could not be identified due to lack of country-wide data.
From FY19 e-GP data, it is observed that procurement packages following the open tendering
method and limited tendering method were 44,764 in number (42%) and 57,113 in number
(54%), respectively. By value, OTM tenders represented 80% and LTM 19% of the total e-GP
procurement packages. It is to be noted that the LTM method is also openly advertised and open
to participation for all bidders within a locality. In FY19, average participation in an LTM tender
was 33 bidders which makes it highly competitive.

1 Small and new bidders require more S • Enhance the existing training
training on e-GP program to include provision for
more bidders’ training
• Launch online training module
2 Procurement data analytics is not S • Prepare strategic plan for
generally used for policy formulation procurement data management and
and procurement performance analytics
enhancement • Develop necessary data analytics
and report generating provisions in
e-GP including red flags
40Data Sources: World Bank Staff estimates based on recurrent and capital expenditure data of country’s national budget
(FY2018-19) and procurement data collected from e-GP
50
Indicator 8. The public procurement system has a strong capacity to develop and improve
Findings
Sub-indicator 8(a)- Training, advice and assistance: CPTU has been actively engaged in capacity
building for over ten years and has in place an extensive and integrated training program to cover
a range of capacity needs of different stakeholders. The focus extends beyond procuring entities
and includes bidders, auditors, the judiciary, anticorruption officials, policy makers, the media
and other actors involved in procurement market. The training program covered both traditional
(paper based) and computer-based hands-on training on the e-GP system use.
CPTU has a comprehensive training program with a 3-week modular training course as the core
training. The advanced training and academic programs like the Chartered Institute of
Procurement & Supply (CIPS) courses and Masters in procurement are offered through a
competitive process to the best performers of the 3-week course. ITC-ILO, along with the local
training institute Engineering Staff College Bangladesh (ESCB), are mainly responsible for
conducting the 3-week and short training courses. They are also responsible for updating the
course content based on emerging needs and feedback. CIPS courses are also conducted by local
training organizations or universities like BRAC Institute of Governance and Studies (BIGD) and
ESCB under the overall supervision of CIPS, UK. CPTU has also developed a pool of 60 national
certified trainers to deliver the procurement training. So far, 37,000 people have been trained in
procurement as detailed in the following figure and the number is continuously growing under
the ongoing program.
Figure 3.11: Number of people trained
60
Trainers
153 International
Accredited MCIPS
159
Masters in Procurement
9,036 Three-week Course
27,592 Short Courses (including e-GP)
51
Development of a four-tier based competency framework and accreditation board is underway.
The competency framework has been drafted, and process is going on to establish the
accreditation board. However, the provision of the procurement accreditation board and
competency framework needs to be included in the PPA2006/PPR2008. However, it is already
included in the draft BPPPA act under the responsibility of the proposed BPPA.
CPTU provides 24/7 help desk services to address questions and problems raised by the PEs,
bidders and the public including the media. CPTU has also expanded its help desk services to
some big procuring agencies (LGED, RHD, BWDB, BREB etc.). There is an on-line help desk tracking
system to post problems by the PE through a website www.helpdesk.cotu.gov.bd. PEs can post
their problems with the auto generation of a follow-up ticket number and time stamping. The
question may also be posted through mail communication in the e-GP web portal. However,
these help desk services are being provided mostly to provide solutions for e-GP users’ problems,
not for traditional tendering. In the paper based tendering process, frequent questions are
addressed by the CPTU officials/consultants and/or by the members of national certified trainers’
pool. CPTU posts all queries and its legal responses to the website for public use. In addition,
CPTU has formed 32 procurement core groups within the 32 largest procuring organizations of
the country covering about 80% of the national procurement budget. Each group consists of
seven trained experts on procurement and they act as advisers to their organizations for
procurement related matters. It is evident that CPTU’s capacity building program is widely known
to PEs and bidders. 100% of surveyed bidders gave positive feedback about the capacity building
program. However, they have also suggested a need to further improve the responsiveness of
the help desk.
Sub-indicator 8(b) - Recognition of procurement as a profession: The public service in

Bangladesh does not recognize procurement as a separate profession or cadre. However, some
of the large organizations (e.g. power sector organizations) treat procurement as a separate
function. Most organizations usually deploy procurement trained officials for conducting
procurement related activities. In most of the engineering organizations, procurement is included
within the specified job description of the engineers. Organizations evaluate staff performance
and generally provide opportunities for professional development including training in public
procurement, although such training experiences are seldom considered during promotion.
Cadre officials and non-cadre professional engineers are appointed through competitive
examinations. Promotion, however, is not competitive and based rather on seniority and
performance rating through annual review. Training, qualifications and professional certifications
are not generally weighted in promotion.
Sub-indicator 8(c) - Monitoring performance to improve the system: continuous performance

measurement and motoring is not happening in procurement. Procurement timeliness is
monitored in some cases mainly to measure the delay. However, it is not done on a regular basis.
All ministries sign an annual performance agreement. Procurement performance, however, is not
included in the annual performance agreement of the ministries. Besides, this high-level
performance or result agreement is not cascaded downward at the subordinate official level.
52
There is no systematic use of procurement information in policy making. Procurement
responsibilities are clearly defined in PPR 2008.
PPA 2006 and PPR 2008 contain provision for monitoring of procurement activities and CPTU is
entrusted with the task. This provision only emphasizes compliance monitoring rather than
performance or result based monitoring. PPR 2008 mandates CPTU to prepare and submit to the
government an annual report regarding the overall functioning of the public procurement system
for the preceding financial year including recommendations for measures to be taken by the
government to revise and improve procurement practices and enhance the quality of
procurement work. However, this is seldom done. It appears that the procurement policy
decisions (e.g., amendments made to the PPA 2006 and the PPR 2008) are not taking advantage
of the detailed analyses of procurement and contract management related data and key
performance indicators.

1 Less recognition of ‘procurement’ S Prioritize implementation of 4 tier-
as a professional service based procurement competency and
accreditation framework
2 Procurement performance is not S Include procurement performance as

generally part of results agreement an indicator in the performance
of the Procuring agreement for the ministry, agency
Entities/Agencies/Ministries and and procuring entities
therefore does not contribute in
career advancement
53
3.3 Pillar III - Public Procurement Operations and Market Practices
Public procurement in Bangladesh is now well established but remains mostly compliance based.
The legal and regulatory framework is in place, there is an established regulator (CPTU) and a
well performing e-GP system which is growing rapidly. Moreover, there is an extensive capacity
development program. However, the emphasis has been given mainly on building this system
and ensuring compliance with the essential requirements of the framework. There is scope to
elevate the current system into a performance or output based system based on strategic vision
and value for money consideration.
Overall Strengths:
• Availability of an array of procurement methods including multi-stage procedures (pre-
qualification, two stage tendering method) for large and complex procurement.
• 62% procurements of the country by value were processed through e-GP in FY19.
• Procurement lead time (invitation to contract signing) for all tenders decreased by 28% - from
86.7 days (FY12) to 62.2 days (FY19).
• % share of awarded bids within original bid validity period increased to 90%.
• % share of rejected bids decreased from 8% (FY12) to 3% (FY19).
• Private sector is vibrant and competitive.
• Citizen engagement in contract implementation monitoring is happening in 48 sub-districts
with positive feedback.
Overall Weaknesses:
• 70% of contracts not completed on time - causing delay, cost overruns.
• Absence of strategic procurement planning and analysis resulting in higher procurement cost
and lower procurement performance. (e.g., too many small procurement packages for
recurring items).
• Procurement decision approval time for high value contracts (more than US$ 6 million) is still
high and a major source of delay for project implementation
• Limited interaction with bidders: information and dialogue failures
Indicator 9. Public procurement practices achieve stated objectives
Findings
Sub-indicator 9(a) - Planning: Strategic procurement analysis including spend analysis, need
analysis and market analysis are not generally practiced. Determination of procurement package
size, appropriate method of procurement, qualification criteria and specifications in most cases
are not prepared based on market information, capacity of the available supplier or contractor,
capacity of the procurer, value and risk of the procurement, consideration for achieving value for
money, sustainability criteria etc. This results higher procurement cost and lower procurement
and contract management performance and, in some cases, failure of the procurement process
due to not having any responsive bidder.
54
The e-GP system is generating a huge amount of useful data and market information. However,
the data are not analysed systematically at the organization level to plan procurement activities.
For example, too many small procurement packages were observed for recurring standard goods
following the open tendering method. Depending on the market conditions and need of the
procurer, these packages could be aggregated to a larger procurement packages with staggered
delivery to achieve value for money through economies of scale or could be procured through
framework agreements. Either of these approaches has the potential to reduce overall cost and
efforts significantly.
Preparation of estimated cost based on the prevailing market price is not happening in most
cases resulting excessively high or low estimated cost compared to the market price. This is one
of the major reasons of failure of procurement process and re-tendering. Most of the
organizations are preparing the estimated costs arbitrarily or based on the official rate schedules.
However, the official rate schedules are not regularly updated and often do not properly
represent the market price due to inadequate data collection. Developing cost estimation
module in e-GP facilitating estimation of cost based on the average unit prices available in the e-
GP will facilitate preparation of the market oriented estimated cost. It will also facilitate
comparison of the bid price with the prevailing market price.
The requirements of the contracts are generally well defined. Both conformance and
performance-based specifications are commonly used. Sustainability criteria are seldom used.
However, in those cases when they are used, they fit within a conformance requirement such as
requirement of certificates or the addition of economic cost in the bid evaluation for particular
aspects like energy efficiency. In addition, standard bidding documents contain contractual
provisions requiring adherence to national laws, including those relating to the environment and
labour clauses relating to employment, health, safety and welfare as well as those prohibiting
exploitative labour such as child labour.
Indicator 9(b) - Selection and contracting: The procurement law makes provision for the two-
stage procurement method and single stage procurement method followed by pre-qualification.
The two-stage method is rarely used and for very complex turnkey type plants or works where
the procurer is not capable of preparing a technical specification in the face of changing technical
alternatives and market innovations or where it is not fully aware of the alternative or
comprehensive solutions that exist in the market. However, prequalification is used widely for
relatively large value (it is not permitted for contracts below US$4.22 million) goods and works
procurements. Pre-qualification evaluation is done based on pass/fail criteria. Competitive
dialogue is in use for PPP contracts guided by the PPP Act.
CPTU has already developed 14 standard tender documents (STDs) for goods, 16 for works
including STDs for pre-qualification, and 14 Standard documents for consultancy services. There
are different document depending on procurement method, size of the procurement, market
approach (international/national) and type of contracts etc. All of these documents meet the
national legal requirements. These documents are heavily inspired by the MDBs’ equivalent
documents and provide a balanced distribution of risks and responsibilities between the procurer
55
and contractor/supplier/consultant and also encourage broad participation. After the
introduction of e-GP in 2011, so far 11 e-STDs for goods and works have been customized to feed
the requirements of e-GP system (e-STDs). All procurement follows the STD as appropriate in
100% of cases
Procurement methods are generally chosen, documented and justified in accordance with the
purpose of and in compliance with the legal framework which clearly sets out the conditions for
use of less competitive methods. The most competitive procedure (by default) is used extensively
and this is underscored by reliance on the e-GP system which is mostly based on OTM -NCT (70%),
although auditors observed that some fragmentation takes place with a preference for the LTM
and RFQM over OTM procedures. This appears to be connected with the introduction of price
cap in OTM method as discussed under Pillar I.
The procedures for bid submission, receipt and opening are clearly described in the procurement
documents and are complied with in 100% of cases. Bidders’ representatives generally
participate in bid opening sessions in the case of manual (paper-based) tenders. In the case of e-
GP, the bid opening process is done online. Pre-bid meetings are also usually organized. In the
case of e-GP, this is done through an online collaborative forum provided within the e-GP system.
To date, there is no practice of (and no legal base for) having civil society organizations officially
monitor tender submission, receipt, opening, or evaluation of bids. However, there is evidence
that CPTU has long been working on the idea of introducing some form of civil society/citizen
engagement in the procurement process and, for that, a public private stakeholder committee
(PPSC) with representatives of bidders, procuring entities, media, contractors’ associations and
NGOs, headed by the Minister of Planning, was constituted and has been working on the issue.
The legal framework requires confidentiality of the process and this is enhanced by the code of
ethics attached to the PPR 2008. Breach of the confidentiality provisions is defined as
‘misconduct’. However, in practice there are a few instances of leakage of information during the
bid evaluation evidenced by complaints submitted by the bidders with specific information
regarding the bid evaluation.
Value for money considerations are in general based on seeking the lowest evaluated tender
from a qualified and responsive tenderer. Evaluation criteria rarely use non-price factors or life
cycle costing even through the legal provision for such is there. Similarly, the use of sustainability
criteria is infrequent except in respect of contractual requirements for steps to be taken to
protect the environment and workplace health and safety. In a few cases, environmental
certification has been a requirement and the application of non-price factors in evaluation for
energy efficiency have been observed.
100% of contract award notices are published through the e-GP system following a standard
format.
In principle, the STD for large works contracts includes a provision for the application of an
incentive bonus for exceeding defined performance levels in terms of completion of civil works
56
ahead of contract period. However, the provision is optional, and no evidence was found of its
use. Moreover, during the assessment interviews, no PE claimed to have applied any bonus
mechanism. There are standard provisions for the application of penalties in the form of
liquidated damages in the event of delay other than in the event of a force majeure event.
However, it is rarely used by procuring entities as a mechanism of contract management.
The evidence suggests that selection and award processes are generally carried out effectively,
efficiently and in a transparent way, with some exceptions. Average procurement processing
time for OTM (NCT) tenders is now 59 days from tender invitation to contract signing.41 In the
case of the LTM method it is 60 days. The lead time for LTM has increased from the previous year
mainly due to a substantial increase in procurement packages/volume in FY19 compared to FY18
without increase of manpower in the procuring entities.
Figure 3.12: Procurement time comparisons for OTM and LTM Works procurements
Procurement Lead time

(Days from tender invitation to contract signing)
68 68 67 72 64 68 62 70 66 55
53 59 60
46
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
OTM (Works) LTM (Works)
24
Tender Invitation to Opening (days)
22 21 21 20 20 20 20
19 18 17 19
17 17
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Evaluation Time (opening to completion of evaluation)

22 20 18 22 22 21 19
18 17 16 19 17 16
7
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
41
Data Source: all procurement packages (296,700 Nos) in e-GP processed till June 30, 2019. Average lead time
calculation includes procurement packages irrespective of the value. Average lead time for high value contracts
(>US$ 12million) is 270 days.
57
Approval Time (evaluation completion to approval)
3 3 2 2 3 2 3
2 2 2
2 1
2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Approval to Issuance of Notification of Award (days)
10 11 10 10 10 9 9
11
8 7
6 6
2 3
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Notification of Award to Contract Signing (Days)

15 14 15 18 16 14 17 18 17
13 15 14 12 15
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Award decisions within the original bid validity has been increased to 90%. The average number
of participants in OTM works contracts has decreased mainly due to the imposition of the price
cap for awarding, as explained under the Pillar I. In the case of goods contracts, the average rate
of participation is 3.
Figure 3.13: Procurement performance for OTM and LTM Works procurements
Average number of participants in works

38 31 33
25 26 27
3.0 11 3.4 4.0 4.4 3.9 2.8 2.5
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
% of single bid
32% 38%
23%17% 22% 22% 23% 22%15% 18%
13% 14%
5% 4%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019

58
% Retendered
8% 9%
6% 6% 6% 7%
4% 4% 3% 3% 3%
2% 2% 2%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
% of non-local winner
48%
32% 34%
19% 20%16% 25% 21%15% 25% 18%
16% 11% 12%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019

Figure 3.14: Procurement performance for OTM Goods procurements
Average number of participants in OTM Goods
3 3 3 3 3
2
2
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Procurement Lead time for OTM Goods

(Days from tender invitation to contract signing)
64 55 59 63 63 57
52
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
59
% of single bid in OTM Goods
43%
36% 31% 27% 29% 26%
19%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
% Retendered in OTM Goods
6%
3% 3% 3% 3% 3% 2%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
% of non-local winner in OTM Goods
59%
26% 29% 29% 33%
21% 22%
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
The following table shows some quantitative indicators on procurement performance:
Table 3.1: Procurement performance data
Indicators FY19 Data

Average number of bids in OTM (NCT) 3.23
Average number of bids in LTM 29.28
Average number of bids in SSTETTM 2.33
Share (%) of bids processed in full compliance with PPR 100%
Total number of procurement packages/contracts invited 296,700
Number of contracts successfully awarded. 2,43,036
Number of contracts under process 41,358
Number of rejected/cancelled bids 12,306 (4%)
Number of awarded within original bid validity 258,348. (90%)
Source: e-GP data
Indicator 9(c) - Contract management in practice: The country procurement framework provides
a broad spectrum of contract management procedures, and contracts are usually governed,
managed and implemented based on the contract conditions agreed between the contracting
60
parties. PEs generally carry out inspection, cost and quality control, supervision for timely
implementation of works, process variation requests and final acceptance of products/
deliverables. Contract implementation periods depend on the type, complexity and size of the
contracts but it is found that 70% of contracts42 are not implemented in a timely manner and
within the originally stipulated time. Auditors disclosed during the focus group discussions that
there are many occasions where extensions were given without the extension of performance
guarantees. The average extension period was about 150 days and the average increase was 41%
of the originally stipulated time. On the other hand, it was found that in 34% of cases contracts
required enhancement of price due to delay. Payments were made in 77% of cases within 30
days of the submission of the bill. According to the focus group discussions, quality of
construction work specially at the decentralized level is of a major concern.
Extensions are granted for a number of reasons but are most commonly due to the contracting
authorities’ failure to hand over the site in a timely manner, right of way issues, delays in agreeing
variations and design approval, non-availability of day labourers or construction materials,
natural calamities, poor quality of goods, works and services etc. Auditors also pointed out that
variation orders are often not carried out diligently or in compliance with the legal requirements.
To mitigate this issue, CPTU has already developed an electronic contract management and
payment module (e-CMS) of e-GP. The e-CMS is now under pilot implementation by the four
largest organizations in the country. From July 2020, it will be rolled out progressively in these
four organizations. e-CMS has features like monitoring work programs and milestones of
contract, creation of bills, approval of bills, process amendment on contracts including time
extensions and variation orders. e-CMS is expected to bring discipline into contract management
as the system has built-in check points to monitor slippage of milestones and contract completion
dates and prompts for the imposition of liquidated damages (when applicable), not allowing
payment beyond contract price if the contract price is not enhanced through a variation order,
raises a red flag if payment progress is higher than physical progress etc. However,
implementation of e-CMS will require massive training for the procuring agencies, bidding
community, accountants and auditors. This needs to be properly planned and resourced so that
rolling out of the e-CMS can be progressed at the same pace.
CPTU with the partnership of BRAC Institute of Governance and Development (BIGD) has
introduced citizen engagement in contract implementation monitoring in 48 subdistricts of the
country. The monitoring is done by citizen committees who received simple training and a
checklist to check the quality of the civil works. The committee reports to the local authority and
BIGD about any quality issue of the contract. Initial results of this pilot are promising to suggest
it has improved the quality of construction. However, a provision for engaging citizens in public
procurement monitoring is not yet included in the PPA 2006/PPR2008.
Procurement records have been found to be reasonably complete and accurate and accessible in
a single file. Further, the e-GP portal systematically stores all procurement data and documents.
42 Contract data collected as part of e-GP IE and World Bank procurement post review
61
1 70% of contracts not completed H • Roll-out newly developed electronic
on time - causing delay, cost contract management (e-CMS) module of
overruns e-GP and monitor contract management
performance
• Develop a contract management manual
• Scale-up citizen monitoring of contract
implementation
• Undertake capacity development program
on contract management and e-CMS
including focused training on works
contract management
2 Provision for citizen M Include citizen engagement provision in
engagement in contract PPA2006/PPR2008
implementation monitoring is
not yet included in the
procurement laws even through
its implemented in 48 sub-
districts
3. Absence of strategic H Include legal provision for strategic
procurement planning and procurement analysis and planning at the
analysis resulting higher organization level based on spend analysis,
procurement cost, lower need analysis and market analysis to
procurement performance and determine appropriate procurement size and
failure of tendering process method of procurement.
resulting rebidding.
Include legal provision for mandatory market
analysis for high value and complex
procurements before initiating the
procurement process to better understand
the market composition, qualification of the
bidders and specifications of the product
4. Preparation of estimated cost S Develop cost estimation module in e-GP
based on the prevailing market facilitating estimation of cost based on the
price is not happening in most average unit prices available in the e-GP
cases resulting excessively high
or low estimated cost compared
to the market price. This is one
of the major reasons of failure
of procurement process and re-
tendering.
62
Indicator 10. The public procurement market is fully functional
Procurement markets in Bangladesh appear to be robust and competitive for the most part.
National and international suppliers, contractors and service providers can freely make their
decisions and participate in the procurement process. The procurement legislation, a good
number of financial institutions providing financial assistance, e-GP, and aggregate yearly
demand of goods, works and services have constituted a good business environment. While all
of these are favourable to bidders, at the same time, there is a distinct lack of coordination and
dialogue between the public and private sectors for the further improvement of procurement
markets, which may well be holding back further development, notably in the case of sustainable
procurement.
Findings
Sub-indicator 10(a) - Dialogue and partnerships between public and private sector: CPTU has
formed 64 government tenderers’ forums in 64 administrative districts of Bangladesh to facilitate
dialogue between the public and private sectors. However, most of these forums are not fully
functional as they are not used systematically to seek feedback on the provisions of the
procurement legislation or any proposed amendment of the PPA or PPR. CPTU has recently
formed an ad hoc committee to establish the Bangladesh government tenderers’ forum which
will be an overarching body of the district level forums to channel feedback. The committee
comprises representatives from the public and private sectors and it is now working on the legal
provisions, scope of operations and sustainability model of the forum. In addition, there is a
public private stakeholder committee (PPSC) with representatives from the bidding communities,
procuring entities, media, associations and NGOs. The PPSC is headed by the Minister of Planning
and it organizes regular discussion sessions to take feedback on the overall procurement system
of the country. In spite of these efforts, the relationship between the public and private sectors
is mostly at arms’ length. Procuring entities generally organize pre-bid meetings and site visits.
There is infrequent open dialogue between the procuring entities and the bidders to share
information or receive feedback about the procurement system, process and documents.
Therefore, bidders obtain most of the information about the legislation, amendments thereto
and tenders from the websites of the CPTU or the procuring entities. CPTU regularly uploads and
upgrades all information related to STDs and formats, but there is no further guidance available.
About 90% of responding surveyed bidders stated that their companies had no or only a limited
opportunity to provide input or make suggestions in the legislative amendment process or any
upcoming tender process.
CPTU and large sector organizations are organizing training on e-GP for bidders to enhance their
capacity. So far, about 4000 bidders received the training. However, the number is insignificant
compared to the 66,000 registered bidders in the e-GP system. On government procurement
training, the bidders’ assessment results show that 66% of them know that government is
carrying out a procurement training program on PPR 2008 and e-GP, but only 47% of them
participated. All bidders (100%) expressed that the government training was effective within the
range of ‘somewhat, effective and very effective’.
63
Figure 3.15: Participation and effectiveness of bidders’ procurement training
Participation in Effectiveness of procurement training

procurement 80% 58%
Training 60%
40% 29%
13%
47% 53% 20%
0%
Training was Training was Training was Training was
very effective moderately somewhat not at all
Yes effective effective effective
Sub-indicator 10(b)- Private sector’s organization and access to the public procurement market:
The public procurement market in Bangladesh is relatively large and robust. The private sector is
well organized and capable of doing procurement business. Most of the tenders (about 70%) are
invited using NCB methods, and the bidders are generally willing to participate in tendering, both
individually and in a joint venture. As shown under the indicator 7(b), overall participation in a
tendering process increased after the introduction of e-GP. At the end of FY19, about 66,000
bidders were registered in the e-GP system including bidders at the sub-district level. There is no
registry in place in the country to account for the total number of tenderer/suppliers available in
the country. However, as 70% of public procurement goes through the e-GP system, it can be
reasonably assumed that all bidders are now registered in the system except for consulting firms.
Consulting firms are not yet registered in the system as e-GP has not yet included modules to
process consultancy services.
There are no major systemic constraints inhibiting private sector access to the public
procurement market. The legal framework allows for free and open access to all tenders and
guarantees equal treatment even for international bidders.
With respect to large and complex contacts, particularly in the case of civil works, local
contractors have, over the recent years, grown and developed substantially and the number of
bidders reported to have increased because of their requisite qualifications or bidding capacity
to participate, sufficient resources of their own or access to credit line to carry out large
contracts. However, for exceptionally large contracts, local market capacity does not seem to be
adequate and, in such cases, international tenders are required to be invited. Local bidders often
participate in such bids as joint venture partners or sub-contractors.
The bidders’ survey carried during the assessment included some questions about their
perception of the procurement market. On average, 52% of them thought that procurement
methods are proportionate to the risk and value and that the rules are simple and flexible, and
75% thought that payment the provisions in contracts are fair. The results indicate that the
prevailing legal environment and other conditions of the procurement market are reasonably
appropriate. The results of the survey are summarized as follows:
64
Table 3.2: Bidders’ perception towards procurement market
Market conditions Share of bidders responding

that this condition has met
Access to financing for procurement participations 54%
Procurement methods that are proportionate to the risk and 52%
value in question, including rules that are simple and flexible
Contracting provisions that help distributing risk fairly 55%
(specifically those risks associated with contract
performance)
Payment provisions are fair 75%
Mechanism for appeals and dispute resolution is effective 62%
Division of contracts into lots is fair enough for participation 40%
Sub-indicator 10(c)- Key sectors and sector strategies: The government has identified some key
sectors which constitute large procurement markets and represent a major share of
development expenditure. e.g., energy, transport, health, education, communication. Studies
were carried out at different times assessing the procurement risks and opportunities at these
sectoral levels involving sector market participants. However, most of the studies/assessments
were conducted under development partner funded projects to prepare procurement strategies
or to check the feasibility of a project.

1 Poor interaction with bidders: S Prioritize formation of Bangladesh
information and dialogue government tenderers’ forum to facilitate
failures regular interactions and dialogues with the
bidding communities in a systematic way.
Regularly hold dialogue with bidders to let

them know about the changes in the legal
provisions and receive their feedback
Carry out regular online bidder surveys and

opinion polls on specific topics
2 Sectoral analysis of M Carry out sector analysis and engagement
procurement market, risks and based on e-GP data
opportunities is not happening
regularly
65
3.4 Pillar IV - Accountability, Integrity and Transparency of the Public Procurement System
Pillar IV includes four indicators that are considered necessary for a system to operate with
accountability, integrity, transparency and with appropriate controls over the system. It
emphasizes the inclusion of essential ingredients in the public procurement system which can be
ensured by running a system in accordance with a legal and regulatory framework containing an
appropriate set of measures to address the potential corruption in the system. This pillar also
covers important aspects of the procurement system like involvement of civil society, as part of
the control system. This pillar takes aspects of the procurement system and governance
environment to ensure that they are defined and structured to contribute to accountability,
integrity and transparency.
Overall Strengths
• Reasonably transparent process is followed in formulation of procurement legislation with
consultation with large procuring agencies.
• Adequate access to information in the procurement process.
• Public Financial Management (PFM) system is governed by a set of strong legislative
instruments with OCAG as the supreme audit organization.
• Financial auditing carried out regularly which covers procurement.
• Comprehensive procurement audit manual.
• A strong anticorruption system is in place.
• Presence of ethical standard in audits and public procurement (code of ethics) and national
integrity strategy.
• CPTU has developed and soft launched a citizen portal to disseminate procurement and
contract management data following the Open Contracting Data Standard (OCDS)
Overall Weaknesses:
• Some transparency weaknesses - bidders not widely included in public consultation for
legislation change.
• Audit system is mostly external.
o Internal control system is virtually absent.
o accumulation of non-resolved observations.
o Procurement performance audits not yet taking place.
• Procurement complaint system is lengthy and takes 2-3 months’ time to exhaust the entire
process.
o No mechanism for keeping review panel members up to date.
o Complaint tracking mechanism not yet functional for e-GP
• Inadequate monitoring of integrity in public procurement
o no national statistics available on corrupt activities specific to procurement
o no recognized role of civil society
66
Indicator 11. Transparency and civil society engagement strengthen integrity in public
procurement
The public procurement system is transparent and open in most cases, there is an in-built
mechanism in place for the timely delivery of pertinent contract related information to
participants. It does not yet recognise a strong role for civil society in the procurement process.
Bidders also is not of the view that civil society’s involvement will help in achieving the objectives
of public procurement. Civil society is nonetheless a strong critic of the inefficient and ineffective
use of public resources.
Findings
Sub-indicator 11(a)- Enabling environment for public consultation and monitoring: A
reasonably transparent process is followed in the case of formulating/amending legislation.
Legislation is formulated through a consultative process with the main stakeholders’
organizations and the public. As a part of the process, a draft is prepared first with the help of
experts/lawyers in the field, and then distributed among stakeholders. The draft is discussed in a
consultative meeting. The final draft is uploaded and displayed in the website for a certain period
inviting comments from interested stakeholders and the general public. Any person, including a
member of civil society can provide input, offer comments/observations on the draft for
improvement. After a certain period, the final draft is again discussed and revised considering
stakeholders’ inputs/comments, if the comments/inputs are relevant and add value. However,
direct involvement of civil society by inviting comments through the distribution of the draft does
not happen.
CPTU generally does not seek bidders’ opinions before issuing any amendment to the PPA/PPR
or making major changes in the standard bidding documents. Numeric data from the bidders’
survey supports this view. Only 9% of surveyed Bidders responded that their views were taken
into account in bringing any change to the procurement legislation or any operational documents
(for example, STD). As bidders are not consulted during the amendment process and they come
to know about the changes only later, at the initial period they face problems in submitting
tenders complying with the revised requirements. In 22% of cases did surveyed bidders claim
that they did not have enough resources to follow and cope with the changes (both in case of e-
GP and the legal system). 52% of surveyed bidders claimed that amendments to the procurement
laws often create problem to them.
Figure 3.16: Are changes to the procurement framework difficult to follow by the bidders
37% 34%
40%
30% 15% 15%
20%
10%
0%
Yes, amendments Yes, amendments in No, usually such No, such
always create most cases, create amendments do not amendments are not
problems problems create any problem at all problem to us
67
62% bidders thought that the involvement of CSOs would not bring a benefit to the procurement
outcome. Notwithstanding the adverse views on CSO involvement by the bidders, the
government has been trying to entrust civil society members with some responsibility in the
procurement process and contract implementation monitoring for achieving better outcomes.
With this objective, the government formed a Public Procurement Stakeholders Committee
(PPSC) comprised of civil society members including NGOs, academia, media representatives,
anti-corruption commission officials, etc. to advise the government in creating a mechanism for
the engagement of CSOs. The PPSC members provide inputs, important feedback based on their
experience and suggest further opportunities for CSO involvement. In addition, in the
amendment process of the country’s legislative system, their inputs have been taken into
account. CPTU has launched a pilot program of citizen engagement to monitor contract
implementation in 48 subdistricts in collaboration with the BRAC Institute of Governance and
Development (BIGD). Nevertheless, as of now, no broader program is in place which focuses on
civil society, except for provisions relating to some training for CSOs and media personnel.
Sub-indicator 11(b)- Adequate and timely access to information by the public: The legal
framework ensures that all stakeholders have adequate and timely access to information, and
this is borne out in practice. The legal and regulatory framework is visible on-line and contract
opportunities are widely circulated. The e-GP system provides additional transparency and any
tender published in the e-GP portal is instantly available in the registered tenderer inbox along
with the display of information in the public domain. e-GP also enables the tenderer to download
tender documents which permits bidders to assess eligibility, experience and evaluation criteria.
Information relating to participating bidders in respect of the suppliers’ names, quoted price,
omissions, modifications, discounts and substitutions, etc. are disclosed at tender opening. All
information is available to the participants and civil society alike. Apart from the CPTU’s website,
all ministries/divisions and almost all procuring organizations have their own websites and
regularly disclose information on procurement opportunities. In the citizens’ charters of the
procuring entities, the right to information and disclosure of information is also emphasized.
Besides, CPTU has recently soft launched a citizen portal to disseminate procurement and
contract management data following the Open Contracting Data Standard (OCDS). The portal will
be fully launched for the general public by FY20. This portal is connected with the e-GP system
including the recently developed electronic contract management and payment module and
publishes procurement and contract management data in open data format. It also has features
like searching and sorting of procurement data across the country based on all possible variables
of procurement and contract management (e.g., agency, procuring entity, location, processing
time, type of procurement, competition, whether contracts completed on time and cost,
milestones, completion and payment etc.). It also generates corresponding charts to visualize the
data. Once fully launched, it will allow citizens to discover activities of interest or activities that
are taking place in their locality, including their performance. CPTU is also exploring the possibility
of taking citizens’ feedback through the portal.
Sub-indicator 11(c)- Direct engagement of civil society: The legal framework does not enable
citizens/CSOs to participate in the different phases of a procurement process (planning,
proposal/bid opening, evaluation or in contract management). However, CPTU is piloting the
68
involvement of citizens in contract implementation monitoring in 48 sub-districts with mostly
positive results. The Government has expressed its commitment to scale-up this initiative across
the country. The PPSC has explored different options of citizen/CSO engagement and concluded
that there should be an involvement of a third-party to oversee the contract execution process
but not in the tendering process, to avoid delay in procurement process. Individual citizens as
well as electronic and print media and CSOs have the right to access to contract information. Civil
society members often participate in television debates and publish reports on public
procurement transparency and corruption issues, environmental issues, overwhelming delay and
cost variations in contracts/projects, quality contracts etc.

1 Bidders are not widely included in S Use government tenderers’ forums
public consultation for legislation for wide consultation during
changes amendment of procurement
laws/guidelines
2 Meaningful procurement and contract M Launch citizen portal to share
management data are not easily procurement and contract
accessible to the general citizen implementation data with the citizens
following OCDS including facilities for
data analytics based on key
performance indicators.
3 Provision of citizen engagement in M Include citizen engagement provision

contract implementation monitoring is in PPA2006/PPR2008
not yet included in the procurement
laws even through its implemented in
48 sub-districts
Indicator 12. The country has effective control and audit systems
Bangladesh does not have a comprehensive system of internal control despite a few isolated
examples. External control by way of audit is well established, and the framework and systems
for carrying out audit are robust.
Sub-indicator 12(a)- Legal framework, organization and procedures of the control system: The
country has established a comprehensive legal framework for its financial management system.
The legal coverage extends to budgeting, fund flow, accounting and reporting, and detailed
auditing systems. The Comptroller and Auditor General (CAG) has the responsibility for
maintaining the accounts of the republic and audits all receipts and expenditure of
the government, including those bodies and authorities substantially financed by the
government. The office of the CAG is the supreme audit institute and works as an independent
69
organization. It looks into matters relating to the government treasury and accounting
principles/procedures. The CAG’s responsibilities include, (i) pre-scrutiny of all government
payments, (ii) compilation and consolidation of government accounts, (iii) accounting for all
external loans and grants. The reports of the CAG are discussed by the Public Accounts
Committee (PAC) of the Parliament.
Control functions of the CAG office are both internal and external. The CAG office discharges its
audit responsibilities through two “wings”: (i) The Pre-audit wing which essentially examines
vendor bills before payment is made. Pre-audit is mainly a process and document check and
review of compliance with rules, etc., based on a pre-prepared check-list. Pre-audit needs to be
completed within 3 days of receipt of the invoice. Where the documents are many and extensive,
more time is required. (ii) The Post audit wing deals with the bills after payment is over. Post
audit is carried out by 10 audit directorates each headed by a Director General. There are 49
Chief Accounts Officer (CAO) offices with their field offices at district and subdistrict levels.
The country’s auditing framework is reliant on external audit. The concept of internal audit or
internal control system is new in the country. There are some instances of internal control (for
example, health, education, and public works) but they seem to be weak as evidenced by the
accumulation of a large number of negative audit observations each year.43 The capacity of such
internal audit units and their expertise are limited. There is no standard policy or guidelines
defining the scope and procedure of conducting internal audit. The lack of internal control also
leads to inadequacies in record keeping, errors and unusual transactions or results which could
be indicative of fraud, improper or unlawful expenditure, unauthorized operations, waste,
inefficiency or lack of probity.
In the case of both pre-audit and post-audit, the procurement process and expenditure are
examined in the light of the ‘procurement audit manual’ prepared by the audit department in
compliance with the PPR 2008, Delegation of financial power and general financial rules (GFR).
The audits also cover the budget allocation, budget breakdown as against line items, their codes
of expenditure, as well as the tender documents, contract clauses, formation of evaluation
committee, and other related issues to ensure consistency. The checks are largely formal, and
compliance based, although, more recently, the office of the CAG has begun to
introduce performance audits, which focus on evaluating economy, efficiency and effectiveness
in the management of public resources by government entities.
Audit observations involving considerable financial anomalies are primarily included as ‘Advance
Paras’ (AP) which elicit responses from the audited entities and concerned secretary of
the ministry. Depending on the responses, the APs are transformed to 'Draft Paras’ (DP). The DPs
form part of the audit reports after approval of the CAG. The CAG submits the audit reports to
the President. The reports are later discussed by the Public Accounts Committee (PAC) of the
Parliament. The PAC's activities involve scrutinizing the important observations made in reports
while giving a hearing to the concerned officials against whom the audit objections are
43 PEFA 2016 Report
70
documented. The outcome of the PAC meetings includes the responses of the ministries and
executive agencies along with the recommendations of the committee and is often considered
obligatory for the executive departments and usually followed up until the observations are
resolved. Most recent audit reports are uploaded and found in the website (www.cagbd.org ).
Relatively old reports are archived but can also be retrieved. All of these reports are accessible
by the public at no cost.
PPR 2008 Rule 46 requires all agencies with yearly aggregated procurement volume of BDT 100
million (US$ 1.2 million) to conduct procurement post review by independent consultants. The
Rule 46 also requires CPTU to conduct post reviews of the past procurement activities of the
procuring organizations on a sample basis to monitoring compliance with the PPA 2006. CPTU
has conducted a number of procurement post reviews recently. However, the procuring agencies
are not regularly conducting the post reviews by independent consultants.
Sub-indicator 12(b)- Co-ordination of controls and audits of public procurement: CAG has taken
an initiative to develop an internal control mechanism. However, the progress has been slow,
and it cannot be said that Bangladesh has a functioning internal control mechanism. The two
types of standard audits carried out in Bangladesh are the compliance audit and the performance
audit (first piloted in 1999). There are audit instructions and guidelines including ISSAI guidelines.
The CAG has also developed some manuals, including a performance audit manual, financial
compliance audit manual, fraud audit manual and revenue audit manual. The public procurement
audit manual is prepared and made effective for auditors who audit the procurement process of
goods, works and service and consequent contracts. There is also a procurement audit manual
uploaded to its website (www.cagbd.org). All of these guidelines/manuals are accessible free of
cost.
Many officials and auditors are trained under a five-day procurement training course conducted
by FIMA in collaboration with CPTU. But, in all cases, procurement trainers were engaged from
the procurement trainers’ pool and they do not seem to have enough knowledge of accounts and
auditing process. Generally, the auditors, not being conversant with performance requirements
of procurement, mostly embark upon compliance audits. The office of the CAG carries out audit
annually of each Ministry on a sample basis. The PEFA 2016, observed that audit coverage is
incomplete (only 50%) and there is a significant backlog.
There are no statistics on carrying out of specialised audits in comparison to the total number of
audits and no indication of the share of procurement audits, in particular. It was learnt that one
special procurement audit has been done in the directorate of Bangladesh railway, but at the
time of the assessment it had not been finalized.
Sub-indicator 12(c)- Enforcement and follow-up on findings and recommendations: Audit

recommendations are reported to be responded to or implemented generally within the stated
time frames (although PEFA 2016 suggests that this is far from a consistent picture). There is a
system in place to follow up the implementation of audit recommendations and also a system
for enforcement. Most of the audit observations are reported to have been settled (PEFA 2016
71
suggests that this is done with some delay and not without ‘aberrations’). The recommendations
are followed up by oversight through the PAC. Normally the timeframe for implementing the
recommendations is three years and follow up results are reported to the Parliament by another
follow-up document containing detailed implementation status. Here also there is some backlog
(PEFA 2016). There is no data available on the share of audit cases resolved at CAG office levels
and also at PAC level.
Sub-indicator 12(d)- Qualification and training to conduct procurement audits: There is an

established auditors’ training system in the field of procurement and financial management. The
CAG operates a training institute, the ‘Financial Management Academy’ (FIMA), which provides
6-month training programs. In addition, CPTU’s procurement training program also contains a
module for auditors with a duration of 5 working days. The contents of the training program are
focused on the PPR provisions with some practical assignments drawn from the audit reports.
The course is designed to orient the auditors on basic procurement. e.g., methods and process,
minimum allowable time limits for preparation of tenders under different methods, their
thresholds, required amount of bid and performance security, their validity period, forfeiture,
provision and process of procurement post review, etc. This informs them of the legal points at
different stages of procurement cycle and enhances their understanding of making a linkage with
the audit system. But how much this training helps auditors in conducting and preparing high-
quality procurement reports has never been evaluated. Secondly, whilst the CAG has developed
a detailed manual on procurement audit, there is no record that auditors are oriented on the
manual or that their qualifications are assessed before engaging them in delivering the
procurement and performance audits. There is no concrete evidence that, as a condition for
carrying out any procurement audit, auditors’ knowledge or training and qualifications were
considered, or in case of any capacity gap, they were routinely supported by a PFM consultant.
A major share of the managerial staffs has science and humanities background followed by
finance/accounting. In the CAG office, there are quite a large number of MBAs. However, the
number of managers with professional qualifications such as ICMAs, CISAs and other professional
accounting/auditing qualifications is quite low. However, the CAG has adopted policies and taken
steps to address this issue.

1 Audit system is mostly external and S Introduce standardized mechanism
internal control system is virtually absent for internal control with the
including procurement performance development of internal audit manual
audits. and module for training
2 No system in place to capture and track S Introduce electronic mechanism for
audit observations and their resolutions capturing audit data and resolution
electronically status
72
3 Specialized procurement audits are not S Carry out specialized procurement
conducted based on periodic risk audits/procurement performance
assessment. audit especially in large agencies
based on periodic risk assessment
4 Auditors have capacity constrain in S Scale up procurement training for the
conducting procurement audits. auditors with appropriate course
content
5 Procuring agencies are not regularly S Enforce the requirement of
conducting the procurement post procurement post reviews through
reviews by independent consultants as enhanced monitoring.
required per PPR 2008 Rule 46.
Indicator 13. Procurement appeals mechanisms are effective and efficient
Findings
Sub-indicator 13(a)- Process for challenges and appeals: As explained under sub-indicator 1(h),
the complaint handling procedure in Bangladesh has two layers – administrative review and
independent quasi-judicial review by the review panel. The first level of review consists of three
sub-levels - (i) procuring entity; (ii) head of procuring entity (HOPE); and (iii) Secretary of the
concerned ministry. At all level there is a defined time limit to respond and discharge the
complaint. The complainant can go to the higher tier if s/he is not satisfied with the response.
PPR 2008 specifies an appeal mechanism procedure including timelines. The appeal needs to be
submitted to the DG, CPTU with a varying registration fee based on contract value along with a
security fee (also based on contract value). DG, CPTU gets a maximum of 5 working days to hand
over the unopened complaint to the chairperson of RP. S/he also issues a request to the procuring
entity not to proceed with the procurement proceeding unless an RP decision is made or the
HOPE certifies that the said procurement is important. RP’s time limit is 12 working days. The
complainant cannot proceed to RP until reviews of the three administrative levels are exhausted.
Despite the relatively tight deadlines imposed by the legislation, bidders claimed at the focus
group discussion that in reality, it takes 2-3 months to reach to the Review Panel.
Fees levied on complainants when lodging complaints to the RP fall into two categories: (i) a
‘registration fee’ which is non-refundable and goes towards covering some of the costs of the
procedure; and (ii) a ‘security fee’ which is intended to discourage frivolous complaints and is
forfeited only in the event of such frivolous complaints (based on the decision of the RP). This
has happened only once since 2005. Both fees are based on the value of the contracts.
Registration fees range from US$120 on contracts valued up to US$120,000 and US$300 on
contracts valued above US$1.2 million. The fees appear reasonable considering the context. The
security fee is about US600. These also appear reasonable, especially given the rarity of
forfeiture.
At PE level, in most cases, PEs remain silent or review the complaint superficially based on
evidence but without hearing the aggrieved person. The practice is not, however, consistent at
73
all levels. In some cases, no decisions are given. It was also reported during the focus group
discussion that in a number of cases, complaints were not even entertained, no register of
complaints was maintained, and no acknowledgement of receipt was given. At the HOPE or
Secretary level, sometimes an order is given to form a committee to investigate the details of the
complaint and to report to them. This clearly takes the process outside the stated timeline.
At RP level, complaints are heard from both the parties as they can summon the complainants
and the PEs. It appears from the discussions with the review panel members that they render
their decisions mainly based on the evidence provided by the parties and provisions of legal
framework. Though no data is available on how many decisions have been enforced, discussions
with the stakeholders revealed that PEs don’t disobey the RP decisions. However, both the bidder
and PE can challenge the verdict of RP in the higher courts, if the PE or bidder remained
aggrieved. No data was available during the assessment as to how many times review panel
decisions have been implemented by the procuring entities and how many have been challenged
in the higher courts and what the results were. It appears from statements provided during the
assessment, however, that except in a very few cases, the procuring entities usually abide by the
‘injunction’ (issued by the CPTU on the submission of a complaint) or review panel verdict.
Sub-indicator 13(b)- Independence and capacity of the appeals body: Though not explicitly
stated in the PPA 2006 and PPR 2008, the Review Panel members are not involved in
procurement transactions or in the process leading to contract award decisions. The RPs are
made up of well-known specialists taken from three groups- (i) those specialized in legal matters,
(ii) those having relevant technical expertise/experience in procurement and contract
management, and (iii) those having previous experience in complaints and disputes settlement.
While retired senior government servants are made the chair, legal experts are included from
retired district judges. No active public servant is included as a member of RP. Each RP is made
up of three members (one from each of the three groups), one of whom is nominated as
chairperson. The RP may request CPTU to co-opt a maximum two subject specialist as members
on case-by-case basis from the lists of specialists separately maintained by the CPTU. The CPTU
provides necessary logistics support to the RP but is prohibited from being involved in the
proceedings of any complaint or appeal.
The RP exercise their legal authority to impose remedies. They have the authority to (i) suspend
the procurement proceedings, (ii) recommend re-evaluation, (iii) order for financial
compensation, and (iv) others as they may deem it fit as per rules. Subject to appeal to the courts,
the decision of the RP is final and enforceable. All decisions by the RP were obtained within the
legally required timeframe of 12 days. CPTU publishes the decisions of the RP in the website.
However, it is not done regularly.
In terms of resources, it became apparent that little is provided in the way of awareness or
training to the RP members. There is no systematic means for them to obtain updated
information relating to any change to the law or any access to best practice guidance or wider
knowledge of procurement. Whilst RP members are experienced in a range of subjects, their
74
procurement knowledge seems to be widely varied. This may hinder their ability to address the
practical issues of procurement that are likely to come before them.
Sub-indicator 13(c)- Decisions of the appeals body: Discussions with bidders/PEs together with
a random review of some of the decisions made by the RPs appear to indicate that decisions of
RPs, with few exceptions, are usually based on the fact and information provided by the parties
concerned. There was no suggestion or suspicion that any of the decisions were biased and or
unbalanced. Almost in 90% of cases, bidders/PEs consider that RPs were trustworthy. As
mentioned in the previous indicator, the RP members admitted that they are not routinely
updated (by the CPTU or through any other mechanism) of amendments to the legal framework
(including any circulars issued). All information and documents are provided by the parties.
Where, due to lack of knowledge, they cannot immediately interpret any amendments and
understand their material impact on the cases before them, they are forced to adjourn the
hearing to another date. A number of RP decisions were challenged in the High court and
rejected. However, actual statistics are not compiled by CPTU and not available.
Beginning from 2005, up to 2018, RP settled 481 cases. Among these, 212 (44%) cases went in
favour of complainant and 269 to PEs (56%). All decisions are published in CPTU website.
However, publication is not happening regularly. During the survey, 52% of bidders perceived the
appeal system trustworthy.

1 Statistics and decisions of the M Maintain an online data base for review panel
review panel cases are not cases including implementation status and
systematically stored and decisions.
disclosed.
Set a timeline to publish review panel
decisions in the CPTU website
2 No mechanism for keeping S Arrange regular learning/discussion sessions
review panel members up to on procurement issues for review panel
date members
3 PEs don’t record information S Enhance e-GP’s complaint handing module
about complaint and its with facilities to track complaints and their
resolution systematically. resolution status
e-GP complaint tracking module
is not yet fully functional.
4 Procurement complaint system S Reduce 4-tier complaint handling process to
is lengthy and takes 2-3 months’ 2-tier process consisting review only at the PE
time to exhaust the entire and review panel levels
process
Introduce standstill period for large
value/international procurements
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Indicator 14. The country has ethics and anti-corruption measures in place
This indicator assesses the nature and scope of anti-corruption provisions in the procurement
system and how those are implemented and managed in practice. This indicator also assesses
whether the system strengthens openness and balances the interests of stakeholders.
Findings
Sub-indicator 14(a)- Legal definition of prohibited practices, conflicts of interest, and

associated responsibilities, accountability and penalties: PPA 2006 and the PPR 2008 comply
with international instruments (for example, UNCAC) in procurement processing and prohibit
corrupt, fraudulent, collusive, coercive or obstructive practice practices. These provisions are
fully defined in the PPR 2008 and in the standard tender documents’ instructions to bidders and
general conditions of contract. Responsibility for compliance with this provision is clearly
assigned and any breach of this provision leads to clearly articulated disciplinary offences in
addition, and without prejudice, to liability under other criminal and anti-corruption legislation.
Failure to comply with the mandatory code of ethics will also lead to disciplinary and/or criminal
action. Conflicts of interest are clearly defined in the PPR 2008 (including a schedule containing
examples) and the consequences of a conflict (recusal) are also clearly set out. There are many
cases where, contracting firms are debarred because of their involvement in those prohibited
cases. All cases are available in the CPTU website. PPR 2008 has made a reference to the country’s
anticorruption act and penal code provisions in dealing with procurement offences. PE officials
are not spared by the country’s legislation if allegations are proved. There is no provision for a
‘cooling off’ period for former public officials.
Indicator 14(b)- Provisions on prohibited practices in procurement documents: The PPR 2008
requires that PE shall ensure inclusion in the STDs of the prohibited provisions, and a tenderer or
an applicant must, in the tender/proposal submission form, pledge not to engage in or declare
that he/she has not been engaged before, in any corrupt, fraudulent, collusive, coercive or
obstructive practices. Such clauses are contained in the tender document and the GCC which are
mandatory and enforceable.
Indicator 14(c)- Effective sanctions and enforcement systems: There is no specific requirement
in the legislation for procuring entities to report allegations of fraud, corruption and other
prohibited practices to law enforcement authorities and thus no procedure is prescribed for
doing so. The PPR 2008 contain a debarment procedure where the decision is made by the HOPE
based on the recommendations of a committee ‘appointed’ by the HOPE. The committee
examines the basis of ‘misdoing’ of bidders based on written information presented by the
procuring entity and without giving the bidder an opportunity to appear before the committee.
It is a discretionary remedy and the extent and effect of debarment is unclear. Debarred bidders
are identified in the CPTU’s website (www.cptu.gov.bd) but there is no other information
available upon which to assess the fairness or consistency of the process. There are no statistics
available showing whether the provisions on fraud, corruption and other prohibited practices in
the PPA 2006 and PPR 2008 are being enforced in the country by application of stated penalties
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and no statistics available on the number of government officials prosecuted for receiving gifts
or other favours from the bidders or any third party not directly involved in the procurement.
Regarding corruption, nevertheless, bidders’ responses were collected during the survey. About
31% of surveyed bidders admitted that they had offered gifts of more than US$300 to PE officials
or other persons for taking the procurement decisions in their favour. The following graphs
demonstrate bidders’ responses on corruption. 31% admitted that they provided financial or
other benefits to government officials to get the contract in their favour (Fig-3.17 and 3.18).
Figure 3.17: Whether the bidders Figure 3.18: If the answer is yes, what was
provided gifts to government official the amount
with procurement related functions
to secure contracts? Invited potential clients to a
4%
trip!
Paid for the dinner of
No 69% 17%
potential clients!
A gift above BDT 25,000.00 62%

Yes 31%
A gift below BDT 25,000.00 17%
0% 20% 40% 60% 80% 0% 20% 40% 60% 80%
Indicator 14(d)- Anti-corruption framework and integrity training: Bangladesh does have a
comprehensive anti-corruption framework which includes at the top, a strong Anti-Corruption
Commission (ACC). Established in 2004, the ACC functions as an independent and neutral
institution to enact both ‘preventative’ and ‘retributive’ policies to fight against corruption. ACC’s
scope of work is wide, and it can extend its legal hands to both government and non-government
organizations to prevent, detect and penalize corruption. ACC has 3,715 corruption preventive
committees all over the country down to the lowest local government tier (union parishad). The
committees are mandated to increase public awareness against corruption.
The ACC has developed a grievance redress system (GRS) and opened a hot line for receipt of
complaints. The organization has wide powers to enquire into alleged corruption, arrest the
accused and recommend the suspension of the accused. The ACC has from the beginning
prosecuted a number of cases. Statistics on corruption-related legal proceedings are available
from the ACC website and its periodicals and compiled annual report of all convictions. These
reports are published annually in organization’s website (www.acc.org.bd).
The anti-corruption framework does not, however, seem to have a detailed mechanism for the
systematic identification of corruption risks, preparation of risk matrix and risk mitigation
measures in the context the of procurement cycle. The PPR 2008 contains a checklist to identify
non-compliance issues. However, it does not include any corruption risk matrix and mitigation
measures. PPR 2008 also has a list of identified unethical conduct. Other than the procurement
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audits being carried out every year under CAG, no other special or systematic measures are found
to be taken to address the corruption in public procurement.
In the procurement field, the most significant training with country wide coverage is carried out
by CPTU. ACC officials and investigators are receiving this procurement training. The course
content however does not comprehensively cover integrity or ethical aspects of procurement.
No other organizations, nor any large procuring agency, is found to have offered an integrity
training to its procurement related personnel.
During the survey, bidders were asked to give their opinion on measures to combat corruption.
The survey result is summarized below:
Table 3.3: Bidders’ perception towards ways of combating corruption
Serial Alternative ways of combating corruption % share

1 Providing information and/or training on what constitutes corruption and 61%
how to reduce corruption (i.e., the right and the duty to be informed and
trained
2 Dedicated reporting channels to report misconduct /corruption 50%
3 A code of conduct (ethical guidelines or similar guidance documents) for 47%
public and private entities
4 Declaration forms for suppliers to affirm their compliance with anti- 28%
corruption rules
5 Intensive supervision from a watchdog organization 36%
6 e-procurement - due diligence or risk analysis 48%
7 Strong enforcement systems 75%
8 Limitations on post-public employment 37%
The bidders assigned the highest preference for ‘strong enforcement of the system’ (75%)
followed by information sharing and training (61%). The dedicated reporting channel option to
report misconduct and corruption bagged the support of 50% bidders.
Sub-indicator 14(e)- Stakeholder support to strengthen integrity in procurement: There are

strong and credible CSO/NGO bodies in the country active in number of areas including public
procurement irregularities/corruption. Two notable actors are Transparency International
Bangladesh (TIB) which works on overall transparency issues and the Global Partnership for Social
Accountability. GPSA with the assistance of Care Bangladesh, has implemented schemes with the
aim to strengthen accountability of local governments to deliver services which meet community
priorities, supported by an efficient and transparent intergovernmental fiscal system.
Bangladesh’s legal framework does not explicitly support the participation of CSOs in public
procurement to monitor bid submission, receipt, opening, or evaluation process. There is no such
organization recognized as being entitled to exercise social audits and control. Thus, despite the
existence of active CSOs and media, there is no documentary or substantial evidence that civil
78
society organizations are able to contribute in shaping and improving integrity aspects of public
procurement. Government is making efforts to develop a model for citizen engagement in the
procurement process. The Public Private Stakeholders Committee (PPSC) consisting of CSOs,
NGOs, bidding community, media, contractors’ associations and public sectors is meeting at
regular intervals to discuss public procurement issues including integrity aspects. CPTU in
collaboration with BIGD-BRAC has introduced a citizen engagement program in 48 districts to
monitor the implementation of civil works. This initiative shows good results and the government
is now considering scaling up the initiative.
Suppliers and business associations recognise the integrity and ethical aspects in doing business.
However, business ethics does not seem to be a key field in doing business in Bangladesh.
Nevertheless, an empirical analysis of ‘Business Ethics in Practices and Programs in Bangladesh’
concluded in a way that protecting reputation is the main motto for conducting ethical
business44.
Sub-indicator 14(f)- Secure mechanisms for reporting prohibited practices or unethical

behavior: There is secure system for the reporting of cases of fraud, corruption or other
prohibited practices or unethical behaviour. In the organizations most vulnerable to corruption,
the ACC has put in place secure complaint boxes for complainants who can freely drop their
written complaints for ACC. “Whistle-blowers” are protected by legal provisions contained in the
‘Whistle-blower’s Protection Act 2011’ which ensures protection of the person’s legal right,
where he/she discloses information for the public interest, by concealing his/her identity.
Nevertheless, the law is yet to achieve its aim (i.e. does not appear to have been used) possibly
due to a lack of publicity and absence of any coordinated campaign to make it effective45.
There is a right for the public to obtain information through the Right to Information Act 2009
and Information Disclosure and Publication Regulations 2010. The Regulations define different
time limits for the disclosure of different types of information, electronic forms of collecting
information and the uploading of such information to the website, etc. There is a defined process
and officers are bound to provide the information. However, the follow up system appears to be
weak in the organizations.
Sub-indicator 14(g)- Codes of conduct/codes of ethics and financial disclosure rules: There is no
national ‘Code of Ethics’ applicable to all organizations. ‘The Government Servant (Conduct)
Rules 1984’ is followed by all government employees working either for the administration or
procurement, or financial management that defines the accountability of government staff for
decision making. Recently the Parliament approved an act called ‘The Civil Service Act (2018)’
which in fact accommodated the clauses mainly to govern civil service officials. Explicitly for
public procurement ethical codes, ‘The code of ethics for public procurement 2007’ is prescribed
and issued with the PPR 2008. Comptroller & Auditor General (CAG) has also formulated a 16
44 Md. Mahi Uddin1, Dr. Mohammad Aktaruzzaman Khan2 and Dr. Kazi Deen Mohammad, ‘Business Ethics Practices and
Programs in Bangladesh: An Empirical Analysis’
45 Dhaka Tribune, April 24, 2018
79
page ‘Code of Ethics’ for auditors. Recently the government has issued a ‘National Integrity
Strategy’ (NIS) for the establishment of ethical standards and honesty. But this NIS is also
developed for public servants.
The code of ethics for public procurement was issued within the PPR 2008 and is in force. It
contains all necessary provisions including provisions for disciplinary action. This code of ethics
is applicable for 100% of public procurement. Contravention of any of its provisions is construed
as misconduct by the PPR 2008 and also falls within the jurisdiction of the Government Servants
(Discipline and Appeal) Rules, 2018. A government servant if proved guilty of such contravention
renders himself/herself liable to disciplinary and criminal action and s/he is subject to
prosecution under the provisions of the Bangladesh Penal Code.
Conduct rules are included in the training modules of foundation training and departmental
training for all entry level officials under different cadres of the Bangladesh civil service including
officials involved directly in financial and procurement management. Regular training programs
are conducted by different organizations. But the content of the training modules/materials do
not seem to have provided ethical issues as a priority concern.
In public procurement files, tender evaluation committees’ conflict of interest statements,

statements regarding impartiality in evaluation, financial disclosure forms and information on
beneficial ownership, etc are systematically maintained. This information is accessible and
useable for decision makers to prevent corruption and mitigation of probable risks related to the
procurement cycle. The Bangladesh Anti-corruption Commission has developed a system for
lodging complaints and corruption related information anonymously. Examining the gravity of
the complaint, the organization has investigated alleged corruption and filed cases where
appropriate.
Nationwide detailed statistics of corruption cases and number of convictions are not easily
available. Nevertheless, statistics of the ACC reveal that, within a period of only 4 months
(January-April 2019), a total of 5,383 corruption cases were filed by the ACC of which 2,549 cases
were under trial. According to the ACC’s disclosed information, 92 cases were settled up to June
2019 and, in 62% of cases, the accused were convicted.46 Detailed statistics of corruption cases
are available in ACC website. However, corruption related to public procurement is not
earmarked.
46
Bangladesh Anti-corruption Commission (http://acc.org.bd/site/files/819446ed-1f1c-4389-baa4-23219924d0f8/-
www.acc.org.bd)
80

1 Inadequate monitoring of S Introduce integrity module in e-GP
integrity in public procurement (automatic identification of red flags during
tender evaluation)
Launch citizen portal to share procurement

and contract implementation data with the
citizens
2 Procurement training module S Include comprehensive module on integrity
does not comprehensively cover and ethical aspects of procurement including
integrity and ethical aspects of identification of fraud and corruption red flags
procurement in the standard procurement training
materials of CPTU
3 Detail statistics of corruption M Include provision to earmark corruption
cases are available in ACC related to public procurement in ACC
website. However, corruption database
related to public procurement is
not earmarked in the database.
4 No recognition in the legal M Review the possibility of giving specific role to
framework about the role of CSOs in public procurement
civil society in public
procurement
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4. CONSOLIDATED RECOMMENDATIONS
Pillar I: Legal, Regulatory and Policy Framework

Sl. Recommendations Timing Required Responsibility
legal
changes
1. Remove ± 10% cap from Open Tendering Method Short-term PPA/PPR GoB+CPTU
(NCT) for works
2. Undertake following alternative solutions to tackle Medium- PPR CPTU
the issue of abnormally low bids: term
• Incorporate abnormally low bid identification
provision based on formula
• Increase performance guarantee based on
formula
• Imposition of milestone based liquidated
damage to encourage timely completion of
works contracts
• Enhance contract management through
electronic contract management of e-GP (with
geo tagging)
• Adopt output and performance-based
contracting where feasible
3. • Remove ± 5% cap and lottery from Limited Short-term PPA/PPR GoB+CPTU
Tendering Method
• Assess how Limited Tendering Method can be
used to give preferential treatment to small
and medium sized bidders/enterprises,
women-led enterprises and startups
• Include definition of small and medium sized
bidders/enterprises, women-led enterprises
and startups in PPA/PPR and include this in the
bidder registration process
• Update rules to include provisions for
promoting SMEs, women-led enterprises and
startups
• Introduce provision of annual enlistment for
LTM bidders based on qualification/experience
• Early release of bid security of the bidders
except the top three bidders
• Create a supplier database with unique
identification of bidders and their beneficial
owners. Track performance of the
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suppliers/contractors including specialized
groups
4. Introduce suppliers/contractors’ development Medium- CPTU

program term
5. Streamline emergency procurement provision Medium- PPA/PPR GoB
including complete delegation of the procurement term
responsibility to the implementing agencies (i.e.,
selection of procurement method, approval of bid
evaluation report and contract), engage UN
agencies as partners, use of request for quotation
methods without any thresholds etc.
6. Include Quality-Based Selection (QBS) method in Medium- PPA/PPR GoB+CPTU
the PPA 2006 and PPR2008 term
7. • Introduce independent debarment process Medium- PPA/PPR GoB+CPTU
and provision of temporary suspension by the term
HOPE
• Prepare detailed guidelines on debarment
procedures including protocol for sharing and
receiving feedback on fraud and corruption
issues from the Anti-Corruption Commission
(ACC).
8. • Publish the consolidated PPA 2006 and PPR Medium- CPTU
2008 documents in English in the CPTU website term
for international use.
• Finalize all standard/model procurement
documents, as listed in the PPR 2008.
• Finalize Bangla translated versions of the
standard documents
• Prepare procurement manual for Goods,
Works and Services for all methods of
procurement.
• Develop a contract management manual
• Update e-GP user manual and manual on
registration process incorporating recent
changes.
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9. • Prepare a policy document with detailed Long-term PPA/PPR GoB+CPTU
implementation road map for sustainable
procurement.
• Include provision of sustainable procurement
in the PPA 2006 and PPR 2008.
• Include provision of evaluating bids on the
basis of “most advantageous bid” instead of
the current “lowest evaluated bid” to facilitate
preferential treatment to high quality
goods/works including energy efficient/low
carbon emitting products, sustainable goods
and works.
• Update the relevant standard tender
documents with provisions of sustainable
procurement including maintaining
environmental and social safeguard during
construction.
• Prepare guidance note on sustainable
procurement explaining applicability and
procedure of using sustainability
considerations in procurement
Pillar II: Institutional Framework and Management Capacity

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10. • Connect e-GP with iBAS++ to facilitate – (i) real Medium- MoF +
time capturing of budget utilization, term CPTU
procurement commitment and procurement
expenditure; (ii) monitoring and tracking of
payment
• Ensure generation of reports on payment delay
(at national/agency/project/PE level) from the
iBAS++ system
• monitor the regular payment of bill to minimize
the gap between submission of bill until the
final payment.
11. • Enhance existing e-GP procurement planning Short-term PPR/e-GP CPTU
module to upload annual procurement plan Guideline
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covering e-GP and non e-GP procurements
with updating functionality
• Insert provision in the e-GP Guidelines/PPR
2008 to ensure mandatory uploading of all
procurement packages in e-GP procurement
plan of a PE or project as applicable.
12. Include advance procurement procedure in the Medium- PPR MoF+CPTU
procurement legislation term
13. Include provision in the legislation for mid-term Medium- PPA/PPR CPTU
strategic procurement plan term
14. Reduce the time gap between national budget Medium- MoF
and availability of the budget at PE level term
15. • Prioritize formation of proposed Bangladesh Short-term BPPA/ GoB+IMED
Public Procurement Authority (BPPA) PPA
• Develop in-house institutional and technical
capacity of BPPA (with a set of qualified, Medium-
experienced and adequate number of trained term
officials) and gradual lessening of dependency
on external support
16. Publish compilation of interpretations and Short-term CPTU
clarifications provided by CPTU in official gazette
17. • Increase procurement approval thresholds at Short-term GoB+MoF
the agency and ministry level with enhanced
accountability mechanism
• Monitor compliance of the detailed
procurement timeline given in PPR2008 IMED/CPTU
18. • Adopt framework agreements at the level of Medium- e-GP CPTU
the organization or ministry term Guideline
• Develop e-GP module for framework
agreement and electronic catalogues/ e-
market place
• Develop guideline on using framework
agreement
19. Include provision of electronic catalogue and e- Medium- PPA/PPR/ CPTU
market place in PPR2008/PPA2006 term e-GP
Guideline
20. • Enhance the existing training program to Medium- CPTU
include provision for more bidders’ training term
• Launch online training module
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21. • Prepare strategic plan for procurement data Medium- CPTU
management and analytics term
• Develop necessary data analytics and report
generating provisions in e-GP including red
flags
22. Prioritize implementation of 4 tier-based Medium- PPA/PPR IMED/CPTU
procurement competency and certification term
framework
23. Include procurement performance as an indicator Long-term Cabinet
in the performance agreement for the ministry, Division
agency and procuring entities
24. Create a centralized procurement body at the Long-term GoB
central or regional level to procure commonly
required items
Pillar III: Procurement Operations and Market Practices

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25. Roll out newly developed electronic contract Short-term CPTU+
management (e-CMS) module of e-GP and SPSOs
monitor contract management performance
26. Scale up citizen monitoring of contract Long-term CPTU
implementation
27. Undertake capacity development program on Short-term CPTU
contract management and e-CMS including
focused training on works contract management
28. Include legal provision for strategic procurement Medium- CPTU
analysis and planning at the organization/sectoral term
level based on spend analysis, need analysis and
market analysis to determine appropriate
procurement size and method of procurement.
29. Include legal provision for mandatory market Medium- CPTU
analysis for high value and complex procurements term
before initiating the procurement process to
better understand the market composition,
qualification of the bidders and specifications of
the product
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30. Prioritize formation of Bangladesh government Medium- CPTU
tenderers’ forum to facilitate regular interactions term
and dialogues with the bidding communities in a
systematic way
31. Regularly hold dialogues with bidders to let them Medium- CPTU+
know about the changes in the legal provision and term SPSOs
receive their feedbacks
32. Carry out regular online bidder surveys and Medium- CPTU+
opinion polls on specific topics term SPSOs
33. Carry out sector analysis and engagement based Long -term CPTU+
on e-GP data IMED
Pillar IV: Accountability, Integrity and Transparency

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34. Use government tenderers’ forums for wide Medium- CPTU
consultation during amendment of procurement term
laws/guidelines
35. Launch citizen portal to share procurement and Short-term CPTU
contract implementation data with the citizens
following OCDS including facilities for data
analytics based on key performance indicators.
36. Include citizen engagement provision in Medium- PPA/PPR IMED/CPTU
PPA2006/PPR2008 term
37. Introduce standardized mechanism for internal Medium- OCAG
control with the development of internal audit term
manual and module for training
38. Introduce electronic mechanism for capturing Medium- OCAG
audit data and resolution status term
39. Carry out specialized procurement audits/ Long-term OCAG
procurement performance audit especially in large
agencies based on periodic risk assessment
40. Scale-up procurement training for the auditors Long-term OCAG+
with appropriate course content CPTU
41 Enforce the requirement of procurement post Long-term CPTU
reviews through enhanced monitoring
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42. • Maintain an online data base for review panel Medium- PPR CPTU
cases including implementation status and term
decisions
• Set a timeline to publish review panel decisions
in the CPTU website
43. Arrange regular learning/discussion sessions on Medium- CPTU
procurement issues for review panel members term
44. Enhance e-GP’s complaint handing module with Medium- CPTU
facilities to track complaints and their resolution term
status
45. Reduce 4-tier complaint handling process to 2-tier Medium- PPA/PPR CPTU
process consisting review only at the PE and term
review panel levels
46. Introduce standstill period for large Long-term PPA/PPR CPTU
value/international procurements
47. Introduce integrity module in e-GP (automatic Medium- CPTU
identification of red flags during tender evaluation) term
48. Include comprehensive module on integrity and Medium- CPTU
ethical aspects of procurement including term
identification of fraud and corruption red flags in
the standard procurement training materials of
CPTU
49. Include provision to earmark corruption related to Medium- ACC
public procurement in ACC database term
50. Review the possibility of giving specific role to Long-term CPTU
CSOs in public procurement
Recommended cross-cutting e-GP enhancements:

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51. Registration of the tenderer: provide unique Short-term CPTU
identification number to each firm. Include
provision of checking at the time of
registration/renewal whether same firm has
created multiple registrations in e-GP
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52. Approving Authority: hardwire the provision of Medium- CPTU
appropriate approving authority in e-GP so that it term
cannot be forwarded to a higher authority without
identifying proper justification and monitor
compliance through report generated in e-GP
53. Data Structure: update the data structure related Medium- CPTU
to the tender document and tender submission term
forms to facilitate use of data in other modules, for
example, tender evaluation forms, contract
management module etc.
54. Procurement Dashboard: develop/update the Medium- CPTU
dashboard for the procuring entity, project director term
and head of the agency enabling the user to check
at a glance the status of procurement and contract
management (including payment) activities under
their jurisdiction and also track pending tasks and
upcoming events
55. Standard Report: Develop/update standard Medium- CPTU
reporting format/forms for each e-GP user to term
generate standard procurement, contract
management, and payment related reports for the
procurement activities under his/her jurisdiction
56. Contractors’ Database: under the contractors’ Short-term CPTU
database develop provision to generate a report
for each firm using its unique identification
number. The report will produce among others a
list of contracts that the contractor has signed and
the corresponding payment information from the
e-payment system
57. Experience/Performance Certificate: Short-term CPTU
develop/update the contract management module
to issue work experience/performance certificate
to the contractor/supplier/consultants with a
unique identification number
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58. Tender Evaluation Forms: update the tender Medium- CPTU
evaluation form with the following features – (i) term
pull data from the tender document (e.g.,
qualification criteria); (ii) pull data from the tender
forms submitted by the tenders; (ii) pull data from
tenderer’s experience certificates using the unique
identification numbers of the certificates; (iii)
verify data with the contractors’ database; (iv)
check the bidders debarment status; and (v)
introduce a drop down menu to record the reason
of tenderer’s non-responsiveness
59. ICB modules: roll out international competitive Medium- CPTU
bidding module term
60. Multiple lots: include provision in e-GP to invite Medium- CPTU
tenders for multiple lots under the same package term
61. Debarred Firms: remove the provision of excluding Short-term CPTU
debarred firm from participating in the
procurement process in case of development
partner funded contracts, i.e., when PW3-D and
PG3-D standard tender documents are in use.
62. Contract implementation monitoring using geo- Medium- CPTU

tagged images: include the feature of contract term
implementation monitoring using geo-tagged
images in the e-CM. Develop relevant software for
smart phone
63. Complaint Handling: update the existing complaint Medium- CPTU
management module to process and track any term
procurement related complaint and prepare
consolidated reports on complaints for the
procuring entity, project and agency
64. Framework agreements, electronic catalogues and Medium- CPTU
electronic reverse auctions: develop and roll out e- term
GP modules for framework agreements, electronic
catalogues and electronic reverse auctions
65. e-GP modules for consultancy services: Develop Long-term CPTU
and roll out e-GP modules for consultancy services.
66. Linking e-GP and IBAS++: connect e-GP with Medium- CPTU
IBAS++ to facilitate links between budget data, term
procurement data and payment data
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67. Develop cost estimation module: develop cost Long-term CPTU
estimation module in e-GP facilitating estimation
of cost based on the average unit prices available
in the e-GP
68. Block-chain: enhance security of the e-GP system Long-term CPTU
through block-chain technology
Note: Short-term is considered less than a year; medium-term 1 to 3 years; and long-term beyond 3
years
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5. VALIDATION OF THE REPORT
Validation of the Bangladesh public procurement assessment was completed in several stages-
(i) at the outset, the core team made up of World Bank staff and procurement experts shared the
background of the assessment requirements and set its objectives with the government and
agreed upon the scope and coverage; (ii) methodology of the study was shared with the GoB
MAPS committee and their feedback were incorporated; (iii) methodology of the study was
shared with the development partners active in the country (ADB, IsDB, JICA, EU, USAID, DFID)
and their comments were incorporated; (iv) shared the initial findings of the study with CPTU and
received feedback; (v) shared the draft assessment with the GoB MAPS committee members and
incorporated their feedback; (vi) disseminated the detailed findings of the assessment and
recommendations at a national consultation workshop (validation workshop) organized on
September 29, 2019 at the Radisson Blu Hotel, Dhaka. The workshop was participated by over
140 representatives from the government, implementing agencies, development partners,
academia, civil society organizations, procurement professionals, professional associations,
private firms, and other business and bidding communities. Honourable Planning Minister graced
the workshop as the chief guest and the workshop was chaired by the Secretary Implementation
Monitoring and Evaluation Division (IMED). After the main presentation provided by the
assessment team, four break-out sessions were organized dividing the participants into four
groups based on the MAPS pillars. Finally, a combined feedback session was organized.
Participants provided their feedbacks on the assessment findings and offered solutions to the
identified substantial gaps of the procurement system. Participants also unanimously agreed to
the MAPS findings and recommended solutions; (vii) all stakeholders feedback were incorporated
in the report; (viii) the Bank conducted internal peer reviews and quality assurance checking of
the report; and finally (ix) the report was reviewed by the Asian Development Bank (ADB), Global
Affairs Canada and European Investment Bank on behalf of the MAPS Technical Advisory Group
and updated based on the received comments.
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ANNEXES
Volume-II: Indicator-wise Assessment Result

Volume-III: Appendices
Appendix 1: List of Documents Consulted

Appendix 2: List of Stakeholders Consulted
Appendix 3: Private Sector Assessment/Bidder’s Questionnaire
Appendix 4: Questionnaire for Focus Group Discussions/Interviews with Public
Procurement Practitioners
Appendix 5: Consolidated Procurement Data
Appendix 6: Report on ‘National Consultation (Validation) Workshop on Bangladesh
Public Procurement System Assessment (MAPS)’
Appendix 7: Formation of GoB MAPS Committee
Appendix 8: Concept Note of the study
93

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Box-1: Impact of e-GP System

• Publication of 100% of procurement notices and contract award information

15. Citizen engagement in contract implementation monitoring is happening in 48 sub-districts

Major Weaknesses and Possible Solutions:

Recommendations and Strategic Approach:

27. A set of recommendations is provided in the Chapter 4 (Consolidated Recommendations) of

The key objectives of the assessment were to:

1. Initiating Phase which included:

a. identifying and informing all stakeholders of the study;

2. Assessment Phase which included:

3. Validation Phase which included

2.1 Political, socio-economic and geostrategic situation of the country

Manufacturing—particularly ready-made garment (RMG) exports and construction have been

8 United Nations Population Division. World Population Prospects: 2019 Revision.

Table 2.1: Social Indicators for Bangladesh and Comparators

Indicator Years Bangladesh South Asia Lower middle

17 Bangladesh Bank data

Bangladesh is a unitary state although administratively it is divided into eight

25 Bangladesh Telecommunication Regulatory Commission, International Telecommunication Union, World

Telecommunication/ICT Development Report and database.

2.3 National policy objectives and sustainable development goals

2.4 Public Procurement Reform

Figure 2.1: Adoption of e-GP

No. of procurement packages Total value of procurement

Figure 2.2: Increase of registered bidders in e-GP

No. of Registered Bidders

3.1 Pillar I - Legal, Regulatory and Policy Framework

Sub-indicator 1(b) – Procurement methods: Competitive bidding is the default method of

Sub-indicator 1(e) - Procurement documentation and specifications: The legal framework

Figure 3.1: Contract implementation supervised by contract administrators

e-GP system weaknesses/scope for improvements

Recommended cross-cutting e-GP enhancements

Substantive Gaps and Recommendations:

Figure 3.4: Rise of single bid

Quarterly Average Monthly Average

Sl. Substantive Gaps/Red Flags Risk Recommendations

(i) No past specific experience required, resulting in possibly poor-quality works;

Sl. Substantive Gaps/Red Flags Risk Recommendations

Indicator 2. Implementing regulations and tools support the legal framework

Sl. Substantive Gaps/Red Flags Risk Recommendations

Box 1: Examples of sustainable procurement practices

Figure 3.6: Average payment time in procurement business

Avergae time taken for payment

Box-2: Main responsibilities of CPTU

• Supervise and regulate compliance with the procurement laws;

Sub-indicator 5(b) - Responsibilities of the normative/regulatory function: CPTU is mandated

Sub-indicator 5(d) - Avoiding conflict of interest: In order to avoid a potential situation of

However, there is no record of publication of such interpretations/clarifications in the official

Sl. Substantive Gaps/Red Flags Risk Recommendations

Indicator 6. Procuring entities and their mandates are clearly defined

Sub-indicator 6(b) - Centralized procurement body: There is no centralised procurement agency

Sl. Substantive Gaps/Red Flags Risk Recommendations

Indicator 7. Public procurement is embedded in an effective information system

Sub-indicator 7(a) - Publication of public procurement information supported by information