E-GOVERNMENT

PROCUREMENT
(E-PROCUREMENT)
STRATEGY OF
ETHIOPIA AND ACTION
PLAN, 2018

Prepared by Dr. Rajesh Kumar Shakya, e-GP Specialist

Federal Public Procurement & Property Administration

Agency, Ethiopia
 FOREWORD FROM THE MINISTER OF FINANCE

The Federal Public Procurement and Property

Administration Agency (FPPA) has been given the
responsibility to lead the introduction of the use of
electronic means in the procurement of our goods,
works and services and it has been working behind the
scenes to ensure that this process is successful. In
order to guide the introduction of the electronic-
Government Procurement (e-GP) System, a strategy
document and roadmap has been developed. The e-GP
Strategy and Roadmap covers a period of five years
from 2018 to 2023.

The introduction of the e-GP System is also a part of the broader Government objectives of e-
Government. We see that the implementation of the e-GP fits in very well in the broader
Government initiative of working towards smart governance through digital transformation
which is aimed at achieving four objectives:

1. Bringing the Government closer to the people by increasing awareness levels of the
services offered by the Government and making customers aware of their rights and
making it easy for customers to influence and participate in design of Government
policies and schemes;

2. Effective governance through integration and information sharing amongst various

government entities and actors;

3. Improved service delivery through electronically enabled services which are faster,
easier to demand and have pre-defined and published service levels thereby leading to
a visible enhancement in quality of service delivery; and

4. Socio-Economic growth through participation of the private sector and deployment of

its resources, entrepreneurship and competence. At the same time, the private sector
would also benefit through the e-Government programs as government services will
be delivered faster and at a lower cost to the customers thereby resulting in lower cost
of doing business.

The e-GP Strategy and Roadmap is designed to achieve all the broader e-Government
objectives mentioned above with regards to public procurement. The preparation of the
Strategy required a significant level of reflection and consultation, on the challenges and the
focus and priorities for public procurement in Ethiopia. As a result, the Strategy has set out an
ambitious vision for public procurement. Achieving this vision will involve a significant level
of change and flexibility to proactively respond to issues as they arise and I urge all
stakeholders to be determined so that together we can realise our dream. The process of
implementing the e-GP System will be challenging particularly for the FPPA but it will also
present itself with opportunities in skills and capacity development, increased competition
and transparency, greater efficiency in the delivery of public services among others.

This Strategy is designed with a focus of active engagement with stakeholders to during the
process of Implementation and I take this opportunity to thank all stakeholders for their
contribution to the development of this Strategy. We believe that this Strategy has also struck
the right balance in maintaining what we do well and responding to future requirements and
opportunities. I commend all the staff of the FPPA for their continued efforts, dedication, and
commitment to reforming public procurement. The publication of Strategy signals only the
first step in a long journey through implementation. I would also like to extend my sincere
gratitude to the Steering and Technical Committees for providing oversight and technical
responsibilities, respectively on the Introduction of the e-GP. The implementation of this
Strategy therefore has the full blessings of both Committees. I look forward to its successful
execution.

Hon. Ahmed Shide

MINISTER OF FINANCE

3
 FOREWORD FROM THE DIRECTOR GENERAL

We at FPPA are pleased to be the ones to drive the

process of introducing the electronic Government
Procurement (e-GP) System in Ethiopia. In
delivering a System as big as the e-GP, strong
leadership is critical at various levels. Government
has provided unwavering leadership in this regard
and I am committed to provide the leadership that is
required so that this project is successfully executed
and I call upon all the members of staff of the FPPA
to embrace this initiative, from the onset.

The strategy document has given us a clear direction to take in the introduction of the e-GP
system. It has highlighted some of our strengths as a country and in public procurement and
we are determined to build upon what we are already doing best so that we become a beacon
of pride in Africa. The strategy also brought to the fore the areas in which we are not doing
well! For us we take this as an opportunity to engage and find solutions to the challenges that
we encounter in public procurement. I know that introduction of new ways of doing things
requires upgrading skills of the people charged with the responsibilities to execute those
duties and I want to assure you that a comprehensive capacity building programme has been
incorporated in the strategy to ensure that people are ready for the tasks.

We are clear in our minds in terms of the change we would like to bring in public
procurement, and this goes beyond the use of computers in undertaking procurement. We
would create an environment in public procurement which focuses on good governance
through the digitalisation of procurement practices and ultimately offering improved service
delivery to the public.

The implementation of the e-GP system will deliver the following broad strategic objectives:

i. Improved Governance through enhanced transparency and accountability;

ii. Effectiveness through management information and efficient processes; and
iii. Socio-economic development through competitiveness and improved investment
climate.

It is the above objectives which are expected to be delivered by the introduction of the e-GP
system which give me the motivation to push and ensure that the country benefits. I now
extend this call to my management and staff to see the bigger picture of the implementation of
this system. I understand the responsibility charged on the Agency is huge and I invite all our
stakeholders to partner with us as we embark on this ambitious programme. Together we will
succeed!

The delivery of this system will require engagement with stakeholders, teamwork and
effective communication. I pledge to provide inspired leadership as we move forward with
this process.

Hon. Marta Luwigi

DIRECTOR GENERAL

4
EXECUTIVE SUMMARY

Background

1. The government of Ethiopia has initiated several steps to reform public

financial management to assure good governance particularly value-for-money,
transparency and accountability in public procurement. This is now further
strengthened with the Directive issued by the Ministry of Finance and Economic
Cooperation (MOFEC) Pursuant to Article 78/2 of the Ethiopian Federal
Government Procurement and Property Administration Proclamation no 649/2009
and Article 19 of the definition of powers and duties of the Executive Organs of
the Federal Government of Ethiopia Proclamation No 471/2005/6 (as amended).
The Federal Public Procurement and Property Administration Agency (FPPA) is
established and functional as a regulatory body for procurement and property
management. Regional states have established similar regulatory bodies.
Recently, the new draft proclamation was prepared following the UNCITRAL
Model law and international best practices and is in the process of finalization.

2. The Government of Ethiopia has realized the challenges in the public financial
management and has taken up initiations for the introduction of e-Procurement
system strengthening the Public Financial Management systems. Financial
governance is the purpose of the Public Finance Management Reform. Good
governance in the public procurement sector plays a significant role in the
success of the public expenditure Management as about 65percent of the
Government of Ethiopia’s (GoE) annual budget is expended through
procurement, mostly in transport, energy, water, agriculture and education; this
represents an annual expenditure of about US$3.5 billion. Introducing e-
procurement is expected to help manage the expenditure of the huge public fund
through public procurement with greater transparency, efficiency, and effectively
enhancing compliance, providing a procurement platform with equal treatment to
all bidders, applying same rule of law, maintaining integrity of the government
buyers as well as private sector, and at the same time raising awareness of the
general public about the expenses of the government. Ethiopia may save a huge
amount of money with the efficiency gain through the standardization and
automation of the procurement processes through e-Procurement. There will be a
$35 million saving annually even if the saving is taken conservatively at just one
percent (1%) of the annual budget (including lower administrative costs, less
paper and travel time, and other). This saving is a lot more than the planned
expenditure to design and implement e-procurement system. The cost-saving
impact of e-procurement will be observed in the medium term (if not sooner),
suggesting that supporting e-procurement is well justified. Countries around the
world have the experience of saving from 5% to 20% in different procurement
settings.

3. The FPPA is mandated to lead the e-Procurement initiative in the country,

and is working in coordination and collaboration with MOFEC and Ministry
Communication and Information Technology (MCIT) as well as other
stakeholders.

5
4. An e-Procurement Readiness Assessment was carried out in March 2018
to review the readiness of the procuring entities, the private sector and other
relevant stakeholders in public procurement sector with the focus on enabling
drivers for the success of e-Procurement. Multilateral Development Banks (MDB)
e-Procurement Readiness Assessment Survey Questionnaire was updated and
used to capture the specific readiness environment of the Ethiopian context. As
part of the readiness assessment, the mission made visits to ministries, local
authorities, parastatals, private sector associations, professional institutions, and
other stakeholders to assess the current procurement practices and readiness
regarding the legislative framework, communications infrastructure, connectivity,
ICT capability, etc. Stakeholders were consulted face-to-face in the field for the
survey.

5. The e-Procurement Readiness Assessment identifies nine (9) key components

for e-procurement readiness by the score range of minimum One (1) to highest
four (4). The overall Level of Readiness (LoR) on nine (9) components was
assessed as Moderately Satisfactory level with the score of 2.97 out of 4.

6. e-GP Readiness Assessment revealed that the MCIT and Bahir Dar
University (BDU) have developed in-house and already using e-Procurement
systems. BDU has been using the system for the last seven years internally for its
procurement purposes. MCIT developed the e-Procurement system under the e-
Government Strategy Implementation Plans 2020 and are also using the system
since 2017 for the Ministry’s own procurement purposes. FPPA as the mandated
authority for the procurement sector is going to establish a unitary end-to-end
national e-Procurement system to be used across all government procuring
entities. During the e-GP Readiness Assessment, both the systems from the
MCIT as well as BDU were assessed going through the demonstration of the
systems considering the feasibility of qualifying one of the systems to be
upgraded as the national e-Procurement System. The assessment of the two
systems concluded with the decision that the MCIT e-Procurement system is
more appropriate to be used as the national system with required further
enhancements. Gaps and enhancement requirements will be identified in the
MCIT system to meet the business, functional and technical requirements of the
FPPA, as well as make the system in line with the international best practices. An
analysis of two systems was prepared based on the demonstrations made and is
given in the subsequent sections.

7. The governance of public procurement is pivotal to public trust in

Government and is a barometer for the quality of public administration, making it
a priority target for strengthening. In Ethiopia, the procurement reforms were
initiated, and implementation of e-Procurement is the major thrust to streamline
the procurement procedures and practices, provide greater transparency,
enhance efficiency and effectiveness, ensure accountability and integrity, provide
equal treatment to the bidders, enhance compliance and performance in
procurement transactions, provide a platform for citizen participation and greater
value-for-money to achieve sustainable socio-economic development through the
electronic procurement platform.

6
8. The e-Procurement Strategy (2018-2023) has been developed based on
Ethiopian country context and learning from the international best practices. The
strategy assists the government to successfully plan and implement the
enhanced e-Procurement system. The Foppish expected to implement the e-
Procurement Strategy successfully in coordination and collaboration with the
MoFEC, MCIT and other stakeholders following the right e-Procurement
implementation framework.

Problem Statement

9. Problems in the public procurement sector in Ethiopia include:

i. Challenges in procurement planning and implementing the plans;
ii. Lack of transparency in procurement process;
iii. Delay in procurement evaluation and contract award process;
iv. Lack of accountability;
v. Poor contract management;
vi. Inconsistency in using procurement standards;
vii. Poor data management and lack of access to procurement information;
and
viii. Poor coordination between and among procuring entities.

Justification

10. Government seeks to continue strengthening the Public Financial

Management systems by enhancing e-Procurement to provide a platform for:
(i) increased transparency in procurement procedures and practices;
(ii) improved efficiency in procurement, by minimizing the procurement
cycle time, maximizing value for money, and fostering accountability
through re-engineered procedures, and built-in process workflows and
audit trails;
(iii) improved confidentiality, integrity and authenticity of transactions
between the procurement entities and the suppliers;
(iv) streamlined procurement procedures across the government through
standardization of processes and practices building in the e-
Procurement system;
(v) enhanced procurement management information system a common
procurement database and electronic trail of procurements to facilitate
proper monitoring, evaluation, reporting and planning of public
procurements.

7
TABLE OF CONTENTS
FOREWORD FROM THE MINISTER OF FINANCE 2

FOREWORD FROM THE DIRECTOR GENERAL 4

EXECUTIVE SUMMARY 5

ABBREVIATIONS & ACRONYMS 10

CHAPTER 1: INTRODUCTION 11

1.1 Background 11

1.2 E-Procurement Implementation Status in Africa 12

1.3 E-Procurement Readiness Assessment 16

1.4 Feedback and Recommendations from the Stakeholders 18

1.5 Existing e-Procurement Systems in the Country 19

1.6 Comparison of MCIT and BDU e-Procurement Systems 19

CHAPTER 2: E-PROCUREMENT STRATEGY OF ETHIOPIA 23

2.1 Vision Statement 23

2.2 Mission Statement 23

2.3 Strategic Objectives 23

2.4 Strategic Arrangements of e-Procurement System Functions and Components 26

2.4.1 An Integrated End-to-End e-Procurement Platform 28

2.4.2 A Centralized User Register of all the users of e-Procurement System 28

2.4.3 An e-Bidding system 29

2.4.4 e- purchasing: e-Framework Agreements, e-Auction and e-Quoting system. 31

2.4.5 E-Payments System and e-Guarantee Management 31

2.4.6 Interface with other Supporting Systems 32

2.4.7 E-Procurement Management Information System (e-PMIS) 32

2.4.8 Workflow Management System 34

2.4.9 E-Contract Management System 34

8
2.4.10 Help and Training 35

2.4.11 Procurement Frameworks 35

2.4.12 E-Catalogues 36

2.5 Upgrading State Procurement Portal 36

2.6 Implementation Framework for the Enhanced E-Procurement Platform 37

Step 1: Situational Analysis and Consensus Building 38

Step 2: Foundation Building 43

Step 3: Implementation and Adaptation 46

CHAPTER 3: E-PROCUREMENT IMPLEMENTATION ROADMAP 55

1.1 Action Plan 55

1.2 Implementation Timelines - Phases 58

ANNEX I: ETHIOPIA E-PROCUREMENT READINESS ASSESSMENT 59

1. E-GP Readiness Assessment Analysis 59
1) Component 1: Government Leadership 62
2) Component 2: Human Resources 63
3) Component 3: Planning and Management 63
4) Component 4: Policy 64
5) Component 5: Legislation and Regulation 64
6) Component 6: Infrastructure and Web Services 65
7) Component 7: Standards 65
8) Component 8: Private Sector Integration 66
9) Component 9: Systems (Current e-GP Systems) 67
2. List of Participants in the e-GP Readiness Assessment 67

ANNEX 2: STRATEGIC OBJECTIVES, KEY PERFORMANCE INDICATORS

AND TARGETS 69

9
ABBREVIATIONS & ACRONYMS

BOM Bill of Materials

BOQ Bill of Quantities
BPR Business Process Re-engineering
CPV Common Procurement Vocabulary
DRS Disaster Recovery Site
e-GP e-Government Procurement
e-PPMU e-Procurement Project Management Unit
e-PSC e-Procurement Project Steering Committee
e-PWG e-Procurement Working Group
FPPA Federal Public Procurement and Property Administration Agency
GoE Government of Ethiopia
GDP Gross Domestic Product
ICB International Competitive Bidding
ICT Information and Communications Technology
IFMIS Integrated Financial Management Information System
KPI Key Performance Indicator
MDA Ministries, Departments and Agencies
MDB Multilateral Development Banks
MCIT Ministry of Communications and Information Technology
MoFEC Ministry of Finance and Economic Cooperation
OCDS Open Contracting Data Standard
PE Procuring Entity
PKI Public Key Infrastructure
PMIS Procurement Management Information System
PPPDS Public Procurement and Property Disposal Service
UNSPSC United Nations Standard Products and Services Code
UNCITRAL United Nations Commission on International Trade Law
WB World Bank

10
CHAPTER 1: INTRODUCTION

1.1 Background

Financial governance is the purpose of the Public Finance Management Reform.

Good governance in public procurement sector plays a significant role in the
success of the public expenditure management as about 53 percent of the
Government of Ethiopia’s (GoE) annual budget is expended through
procurement, mostly in transport, energy, water, agriculture and education; this
represents an annual expenditure of about US$3.5 billion. Introducing e-
procurement is expected to help manage the expenditure of the huge public fund
through public procurement with greater transparency, efficiency, and effectively
enhancing compliance, providing procurement platform with equal treatment to all
bidders, applying same rule of law, maintaining integrity of the government
buyers as well as private sector, and at the same time raising awareness of the
general public about the expenses of the government. Ethiopia may save a huge
amount of money with the efficiency gain through the standardization and
automation of the procurement processes through e-Procurement. There will be a
$35 million saving annually even if the saving is taken conservatively just one
percent (1%) of the annual budget (including lower administrative costs, less
paper and travel time, and other). This saving is a lot more than the planned
expenditure to design and implement e-procurement system. The cost-saving
impact of e-procurement is to be observed in the medium term (if not sooner),
suggesting that supporting e-procurement is well justified. Countries around the
world have experience of saving from 5% to 20% in different procurement
settings.
1
A recent study of 137 large contracts in Ethiopia found that it took, on average,
219 days-- from advertising to contract signature-- to complete the procurement
process of a government-financed contract. Also, that 36 percent of the time was
spent on administrative reviews and approvals. All processes are manual and
most of them are repetitive for off-the-shelf goods. Market research and data
management to monitor performance is weak, oversight over procurement
activities is weak with low audit coverage (less than 50 percent at the Federal
level, and only recently initiated at the Regional level). The study shows that there
are significant delays in International Competitive Bidding (ICB) contracts for
goods, works and consultants for government-funded contracts, as well as for
Bank-financed projects. There is an urgent need to modernize and automate
procurement practices. A priority for the GoE during the next five years is the
introduction of an e-GP (e-Government Procurement) system – to improve
efficiency and accountability in the procurement process and also reduce costs.

The GoE has initiated several steps to reform public financial management to

1
Procurement Value Chain Analysis of August 2015 by SPA Infosuv East Africa Ltd.

11
 assure good governance particularly value-for-money, transparency and
accountability in public procurement. This is now further strengthened with the
Directive issued by the Ministry of Finance and Economic Cooperation (MOFEC)
Pursuant to Article 78/2 of the Ethiopian Federal Government Procurement and
Property Administration Proclamation no 649/2009 and Article 19 of the definition
of powers and duties of the Executive Organs of the Federal Government of
Ethiopia Proclamation No 471/2005/6 (as amended). The Federal Public
Procurement and Property Administration Agency (FPPA) was established and is
functional as a regulatory body for procurement and property management.
Regional states have established similar regulatory bodies. Recently, a new draft
proclamation was prepared following the UNCITRAL Model law and international
best practices and is in the process of finalization.

The GoE has realized the challenges in the public financial sector and taken up
initiations for the introduction of e-Procurement system strengthening the Public
Financial Management systems. GoE, therefore, plans to adopt the e-
Government Procurement (e-GP) to provide a platform for:

  increased transparency in procurement procedures and practices;

 improved efficiency in procurement, by minimizing the procurement cycle
time, maximizing value for money, and fostering accountability through re-
 engineered procedures, and built-in process workflows and audit trails;
 improved confidentiality, integrity, and authenticity of transactions between
 the procurement entities and the suppliers;
 streamlined procurement procedures across the government through
standardization of processes and practices building in the e-Procurement
 system;
 enhanced procurement management information system a common
procurement database and electronic trail of procurements to facilitate
proper monitoring, evaluation, reporting and planning of public
procurements.

Introduction of an e-GP system is expected to incorporate and streamline end-to-

end procurement processes and related functions (from planning to contract
monitoring and payment) while applying tighter controls over spending and
product preferences. Implementation of e-procurement automates the internal
and external processes associated with the procurement process including
supplier selection for different types of procurement and opens the way for new
efficient procurement methodologies that can increase market access and
competition. Besides the relevant internal and external process integration, the e-
GP system is expected to bind all the stakeholders in the e-GP platform for
collaboration, coordination and ensuring accountability of the transactions carried
out in the system.

1.2 E-Procurement Implementation Status in Africa

The countries in Africa are at different levels of e-Procurement implementation

stages. An e-GP Readiness Assessment in Ethiopia revealed that there are two
e-Procurement initiatives already being used in isolation in two institutions to

12
address some of their institutional procurement requirements. With that it can be
considered that Ethiopia has already got some e-Procurement experience. At the
regional level, Botswana, Rwanda, South Africa, Tunisia, and Zambia have
already embraced end-to-end e-Procurement system as a tool for public
procurement reform and already getting visible enhancements in public
procurement sector and received benefits regarding socio-economic
development. Tanzania launched e-Procurement in February 2018, and Uganda,
Ghana, Zimbabwe, Ethiopia, and Malawi have completed few of the initial steps
for starting e-Procurement.

Table 1 below shows the e-Procurement Initiation and implementation status in

few of the countries in Africa:

13
 Table 1: e-Procurement Implementation Status in a few of the countries in Africa

South
SN Description Botswana Ethiopia Kenya Rwanda Tanzania Uganda Zambia Zimbabwe
Africa

1 e-Procurement
Readiness/Feasibility
Assessment 2013 2018 2018 2013 ✗ 2015 2014 2014 2015

2 e-Procurement ✔ ✔ ✔ ✗ ✔ X ✔ X ✔
Strategy

3 Procurement ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Information portal
Legislative Support ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
4 on e-Procurement Amended New Public Public State level Regulation Amended Amended Revised
implementation act and proclamation Procurement Procurement legislations covers e- regulation regulation Procurement
regulation facilitates the Act,2015 Law2011 supporting e- Procurement supports e- supports e- act and
supports e- use of e- and supports e- Procurement. GP. Procurement regulation
Procurement Procurement regulations Procurement Central supports e-
facilitates e- government Also e- Procurement.
Procurement policy to use Procurement Also e-
e- Guidelines Procurement
Procurement developed Guidelines
mandatorily. developed
6 e-Procurement Annual Preparation Running End-to-End Partial e-GP End-to-end End-to-end e- End-to-end End-to-end
Implementation procurement of scope and IFMIS based e- Systems TANePS. Pilot GP with open e-GP System system with
Status plan, requirements e- Procurement since 2006, implementation contracting with Open Open
procurement for the Procurement will be Unified e-GP started in Feb, being Contracting contracting at
 South
SN Description Botswana Ethiopia Kenya Rwanda Tanzania Uganda Zambia Zimbabwe
Africa

notice acquisition of system with launched in System since 2018 customized piloted the
publishing the e- e-Quotation July, 2016 2015 (since June acquisition
and bidding Procurement method. 2016) stage
document System Revised e-
download, Procurement
supplier Strategy and
registration scope of the
available. system is
End to end being
e- prepared for
Procurement the
being acquisition
planned. of the
enhanced e-
Procurement
system.
7 e-Procurement Commercial enhancement TBD Developed Commercial Commercial Commercial Commercial At the
System Acquisition off-the-Shelf of home- by SOE in off-the-Shelf off-the-Shelf off-the-Shelf off-f the- acquisition
model product grown e- close product product product Shelf stage
procured, Procurement collaboration procured, procured, procured, product
system will with the
customized be done RPPA and customized customized customization procured,
and new Ministry of and new and new underway customized
modules Finance and modules modules and new and new
developed Economic developed developed modules will modules
planning be developed developed

15
1.3 E-Procurement Readiness Assessment

An e-Procurement Readiness Assessment was carried out in March 2018 to

review the readiness of the procuring entities, the private sector and other
relevant stakeholders in public procurement sector with the focus on enabling
drivers for the success of e-Procurement. Multilateral Development Banks (MDB)
e-Procurement Readiness Assessment Survey Questionnaire was updated to
capture the specific readiness environment of the Ethiopian context. As part of
the readiness assessment, the mission made visits to ministries, local authorities,
parastatals, private sector associations, professional institutions, and other
stakeholders to assess the current procurement practices and readiness
regarding the legislative framework, communications infrastructure, connectivity,
ICT capability, etc. Stakeholders were consulted face-to-face in the field for the
survey. List of the organizations participating in the e-GP Readiness Assessment
is given

The e-Procurement Readiness Assessment identifies nine (9) key components

for e-procurement readiness by the score range of minimum One (1) to highest
four (4) as follows in Table 2 and relative radar is shown on Figure 1:

Table 2: e-Procurement Readiness Assessment Components

e-Procurement Readiness Components Level of Readiness

1. GOVERNMENT LEADERSHIP 2.8
2. HUMAN RESOURCE MANAGEMENT 2.7
3. PLANNING AND MANAGEMENT 2.7
4. POLICY 2.5
5. LEGISLATION & REGULATION 3.0
6. INFRASTRUCTURE AND WEB SERVICES 3.2
7. STANDARDS 2.3
8. PRIVATE SECTOR INTEGRATION 3.8
9. SYSTEMS (CURRENT E-GP SYSTEMS) 3.8
Overall readiness score 2.97

The overall Level of Readiness (LoR) on nine (9) components was assessed as
Moderately Satisfactory level with the score of 2.97 out of 4.
Figure 1: Ethiopia e-Procurement Readiness Assessment – 2018

Numerous observations were made from the discussions with government

officials and other stakeholders. The consulted stakeholders during mission and
through the questionnaire response provided feedback and recommendations for
the implementation of the e-GP system in the country. Several building blocks for
the implementation of e-Procurement are already in place in Ethiopia, especially
few of the achievements and experiences gained with the implementation of
IFMIS and e-Procurement in Ministry of Communication and Information
Technology (MCIT) and Bahir Dar University (BDU) are invaluable and has taken
substantial time for many other countries to achieve, for example:

1. The seamless interface and integration with the Integrated Financial

Management System (IFMIS)and its transactions when the systems are ready
for the interfaces;
2. Classification of procurement items – Successfully using the United Nations
Standard Products and Services Code(UNSPSC)and Common Procurement
Vocabulary (CPV)classification standards;
3. Catalog of core set of common user items are already in the database,
providing a facility for mapping with the economic code of IFMIS facilitating
budget and expenditure planning;
4. System can be interfaced with external systems, IFMIS, Tax system and
Business Registration system if those systems provide interfacing provisions.

17
5. Transformation among users (procurement entities and suppliers) has taken
place following extensive sensitization and training programs leading to
acceptability;
6. A significant number of suppliers have been registered through the Supplier
Database in FPPA; and
7. Repository database of procurement information and data from past
procurements established.

Based on the assessments, Ethiopia is ready for implementing a full-fledged end-

to-end e-procurement in both the public and the private sector with the Level of
Readiness Score 2.97 out of 4. The public and private sector, are both
enthusiastic about the benefits of e-procurement and are ready embrace the new
e-Procurement platform.

An analysis of each of the components is given in Annex 1.

1.4 Feedback and Recommendations from the Stakeholders

During the e-Procurement Readiness Assessment, stakeholders were asked to

provide their feedback on the procurement environment, existing e-Procurement
Systems. Most of the respondents provided their candid feedback and
recommendations, which should be considered in the new e-Procurement
system. Stakeholders’ feedback is provided below:

Feedback and Recommendations from the Respondents:

1) All procurement invitations should be accessible on the e-GP system.

2) All Procurement and Contract administration should be regulated by FPPA
with full capacity and resources, as currently the capacity and resources are
not adequate for comprehensive monitoring of the procurements and
contracts.
3) The e-GP strategy should recognize and consider existing initiatives started to
modernize government procurement.
4) The system is expected to be supportive rather than rigid.
5) Awareness creation for suppliers & subject to use skilled Professionals.
6) Internet Network infrastructures should be easily accessible and affordable to
all as the cost for Internet is high and access to Internet outside Addis Ababa
is challenging.
7) New e-Procurement system should follow open architecture and use open
source software tools, database and system software.
8) Proper standards, regulations and procedures are required
9) If it is possible to have a system that can integrate all the processes at both
Ministries, Departments and Agencies (MDAs), and other Government
Affiliated Agencies, it would be ideal instead of having many stand-alone
systems.

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1.5 Existing e-Procurement Systems in the Country

e-GP Readiness Assessment revealed that the MCIT and Bahir Dar University
(BDU) have developed systems and already using e-Procurement systems. BDU
has been using the system for the last seven years internally for its procurement
purposes. MCIT developed the e-Procurement system under the e-Government
Strategy Implementation Plans 2020 and also using the system for its own
procurement purposes. FPPA as the mandated authority for the procurement
sector is going to establish a unitary end-to-end national e-Procurement system
to be used across all government procuring entities. During the e-GP Readiness
Assessment, both the systems from the MCIT as well as BDU were assessed
going through the demonstration of the systems considering the feasibility of
qualifying one of them to be upgraded as the national e-Procurement System. An
analysis of two systems based on the presentations made by the MCIT and the
BDU during the mission are given below.

1.6 Comparison of MCIT and BDU e-Procurement Systems

The e-GP Readiness Assessment revealed that there are other e-Procurement
initiatives being carried out at different levels and by different organizations,
primarily MCIT has developed an e-Procurement system under the e-
Government initiative, and BDU developed the system to address its internal
procurement requirements. During the World Bank mission on e-GP readiness
assessment and fact finding in March, 2018, the mission had the opportunity to
see the demo of the systems and review the systems in-line with the International
Best Practices, and Ethiopia country procurement context. A comparative chart
was prepared on different factors as follows:

19
Table 3: Comparison of the Existing Systems

SN Factors MCIT BDU

1. Scope The MCIT’s system was designed by the MCIT with BDU’s system is also a localized system designed to
an intention to make the National e-Procurement solve internal procurement challenges at the BDU and
system as outlined in the National e-Government has been used for the last 7 years in BDU. As the
Strategy Implementation Plans 2020 covering all system is focused to automate internal processes and
procurement methods of the procurement legislation, fulfill the BDU’s internal requirements, customizing the
and using latest technology platforms. User interface system to the national level will definitely require more
looks intuitive. time and resource. Furthermore, as per the
demonstration, the BDU’s system is fully based on the
current paper-based procurement laws and procedures
of FPPA.
2. Functionality In the MCIT’s system contract management is one of Although it was reported that this is end-to-end system,
the main modules of the system with contract it was not apparent during presentation that BDU’s
administration and closure, and procurement system covers contract management. Besides, bid
documents exchange including issuance of bidding submission and evaluation are not fully automated and it
documents and bid evaluation are fully automated. was learnt that there is a practice of accepting manual
e-Payment framework is there. bid submission which leads to undertake evaluation
e-Reverse auction is also there. manually.
E-Catalog - suppliers are not at the level of using e-
Catalogs
KPIs for monitoring and evaluation of the end-to-end
procurement process /balance score card system is
integrated.
System has got Rule Management Engine (RME) -
Multiple Rule set management.
Workflow and Decision Support System (DSS) is one
of the powerful tools in the system.
Considers part of GRP/ERP Ecosystem.
Interoperability framework of Microsoft is followed.
 The System also included Management Information
System. (MIS), which should be enhanced.
Currently it asks for bidding document uploads.
Document should not be uploaded, should be web-
forms. But system should be able to generate the
PDF document for reference and archival. Bid
document is copyright issues, so, should not be
allowed to download by evaluators, only view on the
screen.
3. Database The MCIT system has data set for CPV – European The BDU’s system provides 287 data base tables that
Standard, and national suppliers registration data set includes UNSPSC.
4. Interoperability The design of the MCIT system has considered There is no clarity that such level of interoperability has
interoperability with the other government systems been considered or possible with the BDU’s system.
particularly IFMIS. The Demo has also indicated that
the system has design capability to interface with
other systems including Bank’s and financer’s
systems.
5. System The MCIT system uses WoredaNet which is the e- Similar security functionality has not been observed or
Security government platform used across all government not presented related to the BDU’s system.
agencies and functions. As a result, the system is
considered to be more reliable with the necessary
security tools and monitoring capability. Besides, the
developed e-procurement system at MCIT has inbuilt
security functionality that protects confidential
procurement information like bid documents through
encryption and decryption keys.
6. Operation and e-GP is part of MCIT’s core responsibility of It is not clear on how after sale technical support from
Maintenance modernizing government functions through digital the side of the BDU system as it relies more on
processing and communication. Hence, the ministry individuals who are limited in number and the service
has the legal responsibility and assumed to have the has no direct relevance to the core function of the
required resources to provide the necessary university.

21
 operation and maintenance service. But we also
learnt that the MCIT system has been developed by a
vendor and it is appropriate to confirm that MCIT
continues to have full ownership of the system
including the codes so that it could be able to provide
the required operation and maintenance services and
modification based on changes in user requirement.

Recommendation: A detailed evaluation of the MCIT system has to be carried out against standard specifications and
international best practices. The MCIT System is recommended to be upgraded and used as the national e-procurement system.
The MCIT e-procurement system should address the gaps identified and incorporate all additional requirements to meet the
business, functional and technical requirements of the FPPA.

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CHAPTER 2: E-PROCUREMENT STRATEGY OF ETHIOPIA

2.1 Vision Statement

The vision statement for the adoption of enhanced e- Procurement is as follows:

Good governance in the public procurement sector through the digital transformation of
procurement procedures that contributes to the Socio-Economic Development of the
country.

2.2 Mission Statement

The mission statement is as follows:

To attain value for money, transparency, accountability, efficiency and competition in
public procurement by leveraging Information and Communications Technologies

2.3 Strategic Objectives

The e-Procurement system is expected to facilitate in the following aspects of

procurement:
a) To enhance decision-making capabilities of procurement officials by
providing meaningful and comprehensive procurement information;
b) To improve financial planning and budgeting;
c) To improve transparency and accountability in procurement procedures
and practices;
d) To bring efficiency throughout the procurement process and minimize the
procurement cycle time;
e) To foster and encourage participation and promote competition among
suppliers;
f) To harness economies of scale through demand aggregation and
maximize value for money in government procurement;
g) To enhance citizens’ and businesses’ confidence in the government
procurement process and the utilization of public funds;
h) To ensure confidentiality, integrity and authenticity of all transactions and
data between/and among the procurement entities and the suppliers;
i) To enhance the management of procurement records and information;
and
j) To bring in control and financial discipline in the public procurement saving
cost through administrative efficiency

The objectives are summarized as three broad and high-level objectives as

shown in Figure 2: namely
iv. Improved Governance through enhanced transparency and accountability.
v. Effectiveness through management information and efficient processes.
 vi. Socio-economic development through competitiveness and improved
investment climate.

Figure 2: Objectives for E-Procurement

These objectives form the basis of the performance indicators set out below.
Several aspects of these benefits are also set out in other terms and partially
quantified in the business case.

The following benefits are expected to arise with implementation of the enhanced
e-procurement:

a. Transactional benefits: The Organization for Economic Cooperation and

Development (OECD) estimates savings from implementation of e-
Procurement to be in the range of 5-20% of the procurement value. The
GoE spends approximately 65% of the budget annually through
procurement. This implies that with e-procurement implementation, even if
1% savings is made, the amount of saving will be significant per year
(approximately $35 million USD), which can be utilized for the
implementation of other socio-economic programs.

b. Value for Money

i. E-procurement allows for increased quality supplies, because larger
markets are made accessible, and bidders compete not only on
cost, but also on quality.
ii. Further Savings arise from:
 Savings made due to reduced cost of procurement stemming
from more efficient use of innovative procurement methods
 as well as simplification of internal administrative processes.
 Reduced transactional costs on bidders, which translate into
lower prices quoted.

24
  Increased competition amongst bidders since the bidding
process is open to all potential providers.

c. Efficiency Gains: Efficiencies will be for both Government and the private
sector.
i. Reduction of the procurement cycle time due to the reengineering
and automation of certain phases.
ii. Since the manual processes are eliminated, there is easy access to
the market and tender opportunities, easier bidding processes etc.
iii. Timely payments to suppliers using electronic payment of invoices.
This leads to better control of cash flow and efficient contract
management, which can lead to lower price quotations.
iv. Standardization - since e-procurement is majorly template-driven, it
makes all transactions standardized and traceable. In addition,
there are reduced errors in process and documentation for buyers.
v. Dematerialization – reduction in archival and storage costs, paper
consumption due to use of electronic platform and reduced need to
use hard copies thus providing environmental and financial benefits.

d. Accountability
i. E-Procurement strengthens Accountability by enhancing
transparency and improves access to management and audit
information from a central source.
ii. Administrative workflow together with audit trail makes the officials
more responsive and accountable to their responsibilities.
iii. Tender documentation and outcomes of the procedures (winning
suppliers, rankings, and final offers) are automatically posted online
and available to all.

e. Transparency
i. Eligibility criteria and evaluation parameters for the technical and
qualification of bidders are clearly parameterized and published in
advance, this leads to an increased strategic accuracy of the offers.
ii. Performance Measurement: E-Procurement also provides more
significant and timely procurement information that creates the
potential for regular analysis and reporting for many stakeholders
on different aspects.
iii. The low cost-efficient access to accurate, timely and
comprehensive management information in e-procurement provides
intelligence on spending patterns, inventory, performance and
compliance enables strengthening of control, oversight, efficiency
and planning capabilities as well as competition.
iv. Incorporation of Open Contracting Data Standard (OCDS) in e-
Procurement system encourages citizen engagement in public

25
 procurement through the access and use of the procurement data
from different stages of procurement cycle.

f. Governance
i. E-procurement can improve public governance, as it allows to
implement the key principles of public procurement effectively in
synergetic balance enhancing all facets of good governance.
ii. Provides automated governance of all procuring entities through
innovative procurement tools of collaboration like framework
agreements in the same way despite if any procuring entities may
be geographically remote.
iii. It is also easier to share best practices, due to the availability of
information and documents online.
iv. The data collected in e-procurement systems will assist with mandatory reporting
obligations, audit and accountability requirements, as well as internal reporting to
assist with on‑ going development of its procurement strategy.

The strategic objectives and indicators are presented in Annexure 2.

2.4 Strategic Arrangements of e-Procurement System Functions and

Components

Around the world, governments have been traditionally embracing ICT to improve
the efficiency and effectiveness with which they deliver services to their citizens
and provide timely and accurate access to information. These initiatives span the
entire spectrum of government responsibilities and are generically termed e-
Government initiatives (or e-Governance). One of the most successful
applications of ICT is in the area of public procurement, known as Electronic
Government Procurement (e-GP).

E-Procurement is made up of various functions that, as concepts, are largely

stand-alone, but need to be integrated to serve procurement management of the
Government. It should cover end-to-end processes and practices of public
procurement and should be compliant with the prevalent procurement
arrangements, in case of Ethiopia, Federal Government Procurement and
Property Administration Proclamation no 649/2009 and Article 19 of the definition
of powers and duties of the Executive Organs of the Federal Government of
Ethiopia Proclamation No 471/2005/6 (as amended), practices and based on the
lessons learned from the international practices. The stakeholders of e-
Procurement have to fully understand the scope of the e-Procurement system to
leverage the electronic platform. The mere use of incomplete functions and
processes does not give desired benefits. For the sake of strategic alignment of
the proclamation in the electronic environment the following definition provides a
comprehensive understanding of the e-Procurement Platform:

26
 "An e-Government Procurement (e-Procurement) is the collaborative
use of information and communications technologies by government
agencies, bidding community, regulatory, oversight agencies, other
supporting service providers, and civil society in conducting ethical
procurement activities of the government procurement process cycle
for the procurement of goods, works and service, and management of
contracts ensuring good governance and value-for-money in public
procurement, and contributing to the socioeconomic development of
2
country” (Shakya, 2015, p. 141) .

The e-Procurement platform shall be developed incorporating all the provisions

as prescribed in the prevalent legislation and fulfilling the requirements of e-
Procurement platform as given by the definition embracing all key principles of
procurement. The e-Procurement system shall be a single platform for all
procurements funded by the government fund as well as the procurement under
the fund of development partners. The e-Procurement system will be a web-
based system that encompasses the total procurement lifecycle, all procurement
modalities, and record all procurement activities. Figure 3 below depicts a
conceptual model of the e-Procurement Platform perceived to be implemented in
Ethiopia.

Figure 3: Conceptual model of interaction of End-to-End e-Procurement Platform

The e-Procurement architecture shall provide procuring entities, bidders and

other relevant stakeholders like Auditors, Banks and their branches, e-Payment

2
Shakya, R. K. (2015). Good governance in public procurement: An evaluation of the role of e-procurement system. Available at
https://figshare.com/articles/Good_governance_in_public_procurement_An_evaluation_of_the_role_of_e_Procurement_System/1549718

27
service providers and development partners with secure access to an integrated
range of procurement systems and services. The general public shall get access
to all the public information, i.e., Annual procurement plans, Invitation to Bids,
Best Evaluated Bids Notices, Contract award details, Contract execution status
and completion reports, debarment/blacklisting/suspension lists, procurement
performance statistical and analytical reports, and other information of public
interests.

The standard modules and functionalities to be included in the end-to-end e-

Procurement System are briefly described below:

2.4.1 AN INTEGRATED END-TO-END E-PROCUREMENT PLATFORM

The e-Procurement Platform shall act as a one-stop information and procurement

transaction platform on all public procurements carried out by the public entities in
the country. All procurement notices published by the procuring entities in the
country shall be accessible from the Portal. The Portal should have transaction
capabilities developed, which should be available for use by all public agencies.
Functionality on the portal may include annual procurement plans of all Procuring
Entities, Centralized user registration (bidders, procuring entities, oversight
agencies, banks, and other users), a list of bidding opportunities, easy search
facility, procurement guidelines and manuals, circulars, details of awarded
contracts, list of blacklisted contractors, secured bidding document preparation
and submission, built-in workflow and audit trail, complaint handing, contract
management, and Procurement Management Information System (PMIS), and
other procurement information through visualization of Open Contracting data for
the citizens.

2.4.2 A CENTRALIZED USER REGISTER OF ALL THE USERS OF E-PROCUREMENT SYSTEM

In the registration modules, profiles of Suppliers/Contractors/Consultants

registration, and also registration of Procuring entities and their users/officers,
and their e-Procurement system access rights and authentication information are
stored. Additionally, the central register stores the user credentials of all other
users including MOFEC,FPPA, Regional level agencies, PPPDS, Auditor
General, Attorney General, Review Board, Development Partners, System
Administrators, and others (Figure 4). The concept of single sign-on shall apply
and the same information can be used across all procurement activities while its
validity is current. Therefore, the registration module shall support the register for
the users:

28
 Figure 4: Users of E-Procurement

a. A Bidder Register, which will record basic details of bidders interested

in doing business with any part of the public sector. The need for a
common registry of suppliers has already been recognized by
governments, to avoid a situation where firms black listed in one area
continue to work in other areas of government.

b. A Procuring Entity Register, which will host the details of

procurement entities participating in e-Procurement and their
designated procurement officers.

c. Other users register, which will host the details of users from FPPA,
PPPDS, Ministry of Construction, Auditor General, Attorney General,
Review Board and Panels, Regional Agencies, Development partners,
Banks, Insurance companies, Ethio Telecom, other oversight agencies,
public agencies, and departments.

2.4.3 AN E-BIDDING SYSTEM

E-Procurement system shall fully comply with the prevalent procurement

legislation and other approved practices incorporating the facilitates including the
preparation and publication of Annual Procurement Plans (APP), e-publishing/e-
advertisement, preparation of e-bidding documents by procuring entities, bid
preparation by bidders, online clarification to e-bidding documents for different
types of procurement methods for goods, works and services procurement types,

29
and also including project procurements under the fund from the development
partners, e-bidding document amendments, secured e-bid submission,
automated e-bid opening, e-evaluation, complaint handling, e-contract award, e-
contract management, publication of document and data in compliance to the
Open Contract Data Standard (OCDS). The procurement process shall be
supported by e-Payment, e-Guarantees and Securities, e-Authentication, and
seamless interoperability with the IFMIS, tax, banks, mobile networks and other
relevant government services.

The e-Procurement system shall support all procurement methods as:

Table 4: Procurement Methods

SN Procurement methods
1 Open bidding
2 Restricted tendering
3 Request for proposals
4 Two-stage tendering
5 Request for quotation
6 Direct procurement
7 Electronic Reverse Auction
8 Procurements under the PPP

10 Framework Agreements

E-bidding is a relatively simple set of functions. The technically most demanding

element of this function is the security demands of online bid lodgment, although
potentially all elements have strong security requirements. The establishment of
e-Bidding procedures is usually accomplished through the re-engineering of the
Standard Bidding Documents (SBD), procurement processes following security
protocols and security at the different level of procurement processes. All the
SBDs prepared for the all above procurement methods should be re-engineered
and converted into web forms and digital documents so that all procurement data
can be captured in a structured format, and the data made available for analysis
and decision-making purposes.

e-Procurement system shall be a single platform for all procurements funded by

the government fund as well as the procurement under the fund of development
partners. The operations and qualities of the e-Bidding service shall be consistent
with the standards set by the Multilateral Development Banks (MDB) so that the
development partners also use the e-Procurement system for the project
procurements funded by the development partners. The World Bank, AfDB, and
other development partners have set minimum standards and qualities that must
be met if e-Procurement systems are to be applied to the loans, grants or credits
3
that it provides .

3 See http://siteresources.worldbank.org/INTPROCUREMENT/Resources/E-
Tendering_Requirements_for_MDB_Loans-Grants_and_Credits_November_2009.pdf

30
2.4.4 E- PURCHASING: E-FRAMEWORK AGREEMENTS, E-AUCTION AND E-QUOTING
SYSTEM.

This component is important for value-for-money, efficiency gains, and comprises

of e-purchasing, including e-framework agreements, e-auctions, e-quotations. E-
purchasing is more important than e-bidding for small businesses. The acquisition
of low value, high volume, and commonly used goods, works and consulting
services by a direct quotation in the open market or from pre-qualified suppliers,
and payment for the purchase constitutes the e-Purchasing activity. E-Purchasing
functionality is relatively complex because there is a need to integrate workflows
and transactions, as well as manage a wide variety of catalog for purchases and
information flows including banking for many buyers and many sellers. E-
Purchasing requires greater involvement of the Supplier community in working
with online catalogs. E-Purchasing brings ease of purchase and reduces the
transaction costs significantly; without which many framework agreements cannot
be implemented. The e-Auction module (forward) also should provide the
functions for the disposal of assets or sell-off excess from government entities or
award licenses or permission through real-time online auction. It should also
facilitate the aggregation of assets for disposal. E-Reverse Auctions are used for
the competitive purchase of highly standardized commodity items.

2.4.5 E-PAYMENTS SYSTEM AND E-GUARANTEE MANAGEMENT

e-Payment is one of the challenges that the GOE should be fixing for the e-
Procurement system to work all in automated manner. The e-Payment module
facilitates online payments for the suppliers for the goods, works, and services
procured through the e-Procurement system by the public procurement entities,
and also payments by the bidders for registration, documents, and other services.
All payments in the procurement process should ideally be handled electronically.
This includes payments made by Bidders to the government and contract
payments from the government to Suppliers.

E-Bid Security and Guarantee module works with the financial institutions, state
and commercial banks for issuing bid securities, advance and performance
guarantees and their management (validity tracking, the release of security and
guarantee, forfeiture, extend validity and value of guarantee, etc.). For any
financial transaction related to e-Procurement, bidders use bank service. Bid and
Performance Securities should be prepared by banks with the negotiation with
the bidders, and the banks themselves submit, update and manage the
guarantee information in the system.

The e-Procurement system shall develop Application Programming Interfaces

(API) and web services for the banks to integrate with the e-procurement system.
The selected bank can be required to integrate its e-Payments and e-Guarantee
solutions with the e-Procurement system or use the banking module of an e-
Procurement system. There should be provision for contractors to transact such
funds through a set of banking instruments approved and specified such as:
a. Credit card / purchase card / debit card
b. Internet Banking
c. Electronic Funds Transfer (EFT)

31
 d. Over the Counter.

The e-Payment system design should ensure that contractors are not required to
open an account with a particular bank and they may receive and make payment
in whichever bank they have their accounts. Other modes may also be
considered provided that the following requirements can be met without manual
intervention:

a. Payment acknowledgement: A unique irrefutable reference number is

generated as acknowledgement for the payments made by contractors.
b. Payment reconciliation: The reconciliation process reconciles the
payment received in the central pooling account with that specific
service request for which the payment was made (using the reference
number for the service request).
c. Payment timelines: The e-Procurement system should be able to
ascertain that the payments have been received, within a reasonable
period of time (maximum 2 working days).

2.4.6 INTERFACE WITH OTHER SUPPORTING SYSTEMS

Many e-Government Servicers are initiated and few of the systems are already in
operation, but still lacks the maturity in terms of robustness and interoperability.
The interoperability of the e-Procurement system with other government systems
is an important part of gaining full benefits from the technology. There are close
relationships between procurement activities and budget management and
planning, including terms of progress payments, forward scheduling and contract
commitments, inventory, and performance assessment and reporting. The
efficient exchange of information should not be obstructed by differences in
platforms or standards between the leading government entities. Interoperability
of the critical systems with the e-Procurement system brings substantial efficiency
in carrying out transactions and standardize the communication among the
government agencies through standard data and information exchange.

An efficient interface should be built between the e-Procurement System and

IFMIS, Tax system, Business Registration system, and other supporting systems
when such government services are stable and available for integration or
interfaces, which should facilitate automatic validation of budget allocation,
availability, and payment; requisition creation, purchase order issuance,
verification and validation of bidders’ credentials about registration and tax
clearance and provides authenticity of the transactions. The e-Procurement
needs to be accessible with two-way data exchange between many buyers and
many sellers and includes the numerous operational considerations and
authorizations for procurement that are likely to change on a daily basis.
Interfacing and integration with the external systems should follow the accepted
interoperability frameworks at national and international level.
2.4.7 E-PROCUREMENT MANAGEMENT INFORMATION SYSTEM (E-PMIS)

While the initial e-Procurement strategy has often been regarded as the center-
piece of e-Procurement, it adds relatively little value until accompanied by the

32
information and management systems associated with procurement workflow,
control, and budgeting. The work that is undertaken to consolidate the e-PMIS is
closely related to the management systems for procurement in each agency.

The development of the e-PMIS becomes a central part of the e-Procurement

agenda with all standardized documents as well as guidelines and polices,
legislation being available online in real-time to the internal management activities
of departments and interacting with the workflow processes of contract
construction and contract management and with reporting. E-PMIS should be
operational from the very beginning of e-Procurement Implementation.

The e-PMIS shall include workflow and permission / authorization trails, and all
information transactions in any part of the procurement process including contract
management, contract planning, and interactions between stakeholders.
Standard documents are required. All important events and data shall be linked
to the Audit log module and e-PMIS for analyses, reporting and performance
assessments.

Importantly, the e-PMIS is essential for comprehensive spend analyses, which

should be undertaken monthly or quarterly or at least annually on a
departmental/ministerial and whole-of-government basis. Spend analyses
reviews what is bought, who are the buyers, and the transaction values, volumes
and trends. This analysis provides the basis for the implementation business
case and a list of baseline measures from which Key Performance Indicators
(KPI) shall be developed. Areas of such analysis should be flexible by the user
but shall be guided by the FPPA and could include:

a. Analysis of attainment of e-Procurement Strategic objectives by a set of

well- defined performance indicators.
b. Procurement Performance of procuring entities through a set of indicators
classified to cover all areas of core principles of good governance in public
procurement (Efficiency, accountability, value for money, Equity, Fraud
and Corruption Control, compliance, etc.)
c. Transaction analysis - the number & value of transactions.
d. Requisitioning activity - identification of the main buyers
e. Supplier analysis - the number of transactions per supplier
f. Off-contract spending – the number of suppliers used for the provision of
similar goods/services, and if a local and/or central contract is in place for
specific supply.
g. Payments – the current payment methods.
h. Payment errors – a measure of potential cost savings.
i. Late interest payments – a measure of potential cost savings.

Although a consistent architecture applies, some e-PMIS functionality needs to

be readily customized department by department because they reach into
mainstream management delegations and processes.

33
2.4.8 WORKFLOW MANAGEMENT SYSTEM

The Workflow Management System contains the workflow engine in its core and
workflow rules stored in an Authority register. All the procuring entities modules
will have an intelligent link with the workflow engine. The workflow automation
module handles the flow of documents while preparing a tender, or a contract.
The authorized personnel should use a workflow module for transferring draft
tender documents and other documents through the document approval
processes in each procuring entity with comments/ changes, and to seek
approvals. All the activities in the workflow will be stored in an audit log. Workflow
activities will be based on an Authority Register, which stores the user
permissions to carry out authorized procurement activities. If a user lacks
authority to perform an activity, the workflow engine will automatically refer the
activity to a higher authority.

Audit trails of all user activities under the defined workflow shall facilitate the
accountability of the users, officers and others which carrying out procurements
using e-Procurement system. Audit trails could be assessed by the authorized
users for system audit to ensure smooth operation of e-procurement system and
its functions, and also could be shared with the court, auditor general and other
relevant authorities with proper authority and purpose of access certified by the
government.

2.4.9 E-CONTRACT MANAGEMENT SYSTEM

With the contract management module, a government agency is able to maintain

an overview and track the works in progress, goods supplied, any contract
variations, services rendered, payment processing, administration of advance
and performance guarantees and performance appraisal of the contractors. Once
part of a contract is completed, then payment to the supplier is more quickly
arranged and transacted. The system will have automated bring-ups according to
the contract schedule. These bring-ups will trigger quality and delivery
verifications, bank transfers, and any re-scheduling of the bring-ups. When in
place for a period of time, the system also collects a repository of knowledge that
can be used to measure the performance of a contractor as well as the
performance of procuring entities in public procurement. Contractor ratings,
debarment, de-listing, dispute management and other functionalities can also be
linked. Contract Management should be start from the very beginning of e-
Tendering. The system will also have the following capacities:

a. Contract Variations and Supplementary Contracts – to record and publish

price variations to the awarded price per line item or quantity purchased. A
full audit trail of the contract and price variations is recorded. In addition to
the contract variations, a provision of supplementary contracts should be
available in the system, as the supplementary contract is allowed in
Ethiopia.

b. Contract Extension – the system should manage the contract extension

process. Many contracts are let for an initial period with the option to

34
 exercise extensions for further periods. The system should provide an
early warning report of contracts that are due to complete their current
term. There can also be an automated report to show multiple extensions
of the contract (this may arise for legitimate reasons or may reflect poor
practice).

c. Contract Cancellation – the system should manage the contract

cancellation process and maintain an evidence trail for future review and
legal proceedings.

2.4.10 HELP AND TRAINING

The Help & Training module provides the entire e-procurement system with
consistent training content in user-friendly graphics, navigation, presentation,
localization and context-based video. It should also provide user manuals, videos
and FAQs for assisting users on using the e-procurement system efficiently.

2.4.11 PROCUREMENT FRAMEWORKS

New proclamation has introduced few of the modern, trending, and efficient
procurement methods. One of the major changes in procurement framework
would be the introduction of e-Reverse Auction.

a. e-Framework Agreement

Currently popular micro procurements and repetitive common user items can be
procured through the use of strategic competitive method of procurement – the
framework agreements, which are entered into after a competitive method of
procurement under defined terms and conditions over a period of time. An
increase in the percentage of framework contracts will lead to a decrease in
number of micro procurements, and hence decrease in excessive use of
administrative process, time, and money.

Framework Agreement conducted and managed electronically adds significant

contribution to the aspect of strategic procurements for the government and its
taxpayer citizens.

b. E-Reverse Auction

E-Reverse Auctions are used for the competitive purchase of highly standardized
commodity items. Usually, the reverse auction is carried out online over the
period of fixed set time in real-time. Bidders lower their bidding price each time
they compete with other bidders allowing them to bid till the set time is completed.
This method requires more resources regarding processing and computing
servers, and high Internet speed as the transactions should be refreshed and
seen by the bidders in real time. The e-reverse auction shall be operationalized at
the later stage of e-Procurement implementation when such resources will be
available.

35
2.4.12 E-CATALOGUES

e-Catalogues play very important role in e-Procurement. E-Catalogues are built

under the classifiers and identifiers. Classifiers for goods, works and services are
required for e-Procurement as well as for budget organizations. Classification
codes are required to allow analyses to roll-up data into summary form for
reporting and analysis. For example, a financial report may present procurement
expenditure in terms of ten broad categories of items, such as Fuel, IT, vehicles,
etc. Thousands of line items are summarized and drilled into in as much detail as
necessary. The UNSPSC® and the CPV are two most widely used catalogue
classification standards in e-procurement systems in different countries.

In e-Procurement systems, e-catalogue is required for all of its processes, i.e.

bidders choose their category of business during registration, procuring entities
use e-catalogue for preparing bidding documents (especially preparing BOM,
BOQ) in all of the procurements including framework agreements, preparing
requisitions, call-off requests, and reporting purposes to make right strategic
procurement. Catalogues are a basic standard for this type of procurement. The
process goes from the publication of items online by suppliers, to the electronic
selection, order, receipt and payments by the purchasing entity.

A framework agreement catalogue should contain the item name, item code, a
description of the item, unit of measurement, supplier name, supplier part number
(if any), etc. The framework agreement catalogue may allow for differential pricing
by further specifying the freight charges (proximity-wise), taxes, discounts for
specific users, etc. for delivery in various locations.

Commendably, MCIT e-Procurement is already successfully using the CPV

classification standard and the users, i.e. procuring entities and suppliers are
already learning to use the system.

e-Catalog of core set of common user items are already in the database, and it
should provide a facility for mapping with the economic code of IFMIS facilitating
budget and expenditure planning.

2.5 Upgrading State Procurement Portal

Federal Procurement Portal shall be managed and owned by the FPPA. The
portal shall maintain the following information for the bidders and other relevant
stakeholders:

Information Section
 Procurement Legislation, regulations, circulars, directives
 Procurement Guidelines, manuals
 Standard Bidding Documents
 Publication of Annual Procurement Plans
 Publication of Contract Awards
 Publication of Debarred bidders
 Publication of resolution of complaints and appeal reviews

36
  Market benchmark prices of common user items
 KPI based procurement analytics published for general public
 Tender Opportunities
 List of registered suppliers
 Price indices (reference prices)
 Training Information and schedule

Interactive Section
  Procuring Entity and other users Registration
 Invitation to Procurement Opportunities, bid document, addenda entry for
open tendering by Procuring Entities
 Access to Complaint Lodgment
 Review Board and Review Panel investigators access
  Monitoring and Evaluation Module with KPIs
 Report generation in line with prevalent legislation and other statutory
requirements

Federal Portal will have its working dashboard and carry out its procurement
related data and information updating and communicate with bidders and
procuring entities. Information on Federal Portal-related Tenders, contract
awards, black listing, monitoring and evaluation and complaint and appeal
handling through Review boards shall be updated automatically through e-
Procurement system in real-time. The functions built in the Federal Portal also will
have its workflow inter-linking all units of FPPA to operate in an automated
manner using the electronic environment.
More comprehensive functional requirements shall be prepared and incorporated
when new proclamations are promulgated.

2.6 Implementation Framework for the Enhanced E-Procurement Platform

With the provisions in the prevalent legislation, implementation of an enhanced e-

Procurement platform, it is expected to improve the situation in the governance of
procurement and finance management, achieve better value-for-money and
support the socio-economic development of the country. Also, as a result of the
implementation of the e-Procurement system designed around the spirit of the
key principles of public procurement, it is expected to improve transparency in the
procurement process, ensure accountability, rule of law, equity and
competitiveness, improve corruption control, and increase civil society awareness
in regards to the public procurement.

A comprehensive e-Procurement Implementation Framework (e-PIF)4shall be

followed for the implementation of the e-Procurement system in Ethiopia. The e-
Procurement implementation framework includes a comprehensive set of steps to
be taken and interventions to be considered for the introduction, implementation,
and adaption of the e-Procurement system. The framework covers the challenges
to be addressed at the political level, administrative level, the private sector and

4
Shakya, R. K. (2015). Good governance in public procurement: An evaluation of the role of e-procurement system. Available
at https://www.scholars-press.com/catalog/details//store/gb/book/978-3-639-86235-5/e-procurement-for-good-governance-in-public-procurement

37
public community levels, as well as legal, technical, and institutional level.

The e-Procurement implementation framework is divided into three broader

phases (see Figure 5): (a) Consensus Building, (b) Foundation Building, and (c)
Implementation.

Figure 5: E-government procurement implementation framework

(Copyright © 2015. Dr. Rajesh Kumar Shakya)

STEP 1: SITUATIONAL ANALYSIS AND CONSENSUS BUILDING

Step 1.1: Leadership/Sponsor

The first step in the country's e-Procurement implementation strategy is securing

ownership of the political, top government level ownership, and designate a
dedicated leadership with the proper sponsorship of the program. Once there is a
political and executive leader, that leader plays a key role in marshaling the rest
of the forces. If that leadership is not on board, the whole initiative may be
uncontrollable or, at the least, very difficult. So, the first thing in initiating the e-
Procurement would be identifying who that key sponsor was going to be and
working hand-in-hand for the initiative.

The FPPA is mandated to lead the e-Procurement initiative going hand-in-hand

with the MOFEC which shall provide the hosting for the primary data center for
the e-Procurement system. The FPPA shall collaborate and coordinate with all
other stakeholders, relevant ministries, departments and private sector
institutions.

38
 The Governance structures with clear management model delineating roles
and responsibilities of the various institutional players will play a critical
role in guiding successful implementation and managing the mandated
interests of the key stakeholders equally plays a significant role in the
sustainability of the e-Procurement System.

a. E-Procurement Implementation Governance and Administration

The effective implementation of e-procurement hinges on establishment of

appropriate and participatory institutional arrangements and governance
structures involving key stakeholders to manage coordination, and policy
development.

e-Procurement Steering Committee (e-Procurement SC)

The e-Procurement system implementation shall be carried out by the

coordinated set of committees and members including the e-Procurement
Steering Committee (e-PSC). The Steering Committee shall be chaired by the
State Minister of the MoFEC, and representations shall be from the FPPA,
PPPDS, Private Sector Association, Civil Society, MCIT, and others if required.
The Steering Committee shall be reporting to the Minister of the MoFEC. Key
responsibilities of the Steering Committee will be the following:
 Provide policy guidance.
 Approve e-Procurement strategy and Roadmap.
  Validate and approve high level plans for the e-Procurement Program.
 Mobilize and secure resources required for successful implementation of
 e-Procurement.
 Provide advocacy and visibility of the program.

e-Procurement Project Management Unit (e-PPMU)

e-PPMU will have a project manager to coordinate all activities of design and
implementation including technical team coordination, monitoring of project
progress, capacity building and change management activities, contract
management of consultants and experts, and will be the principal liaison with the
e-Procurement System Developer. The mandate of the Project Manager is as
follows:
a) Ensuring that the e-Procurement project is clearly defined for all phases of the
project
b) Identifying the project risks and developing strategies to manage those risks
c) Determining the project requirements and budget accordingly
d) Effective management of all contracts related to the project
e) Effective coordination of Government Agencies and other stakeholders
involved in e-Procurement Implementation
f) Support and facilitate the design and development of e-Procurement System
g) Develop and update roadmap and strategy to guide project implementation.
h) Develop Project Charter to outline the project objectives, scope, identify the
main stakeholders and specify their roles.

39
 i) Review the project schedule and resources
j) Review supplemental plans including risk management, communication,
project quality and change management plans
k) Prepare the terms of reference for major Consultants who will be engaged
during the project.
l) Advise on policy changes that may be required to implement the e-
Procurement.

The e-PPPMU will handle planning and preparation activities at the beginning
and will later become a technical support team to provide guidance, technical
assistance where required. The skill mix of the e-PPMU may include:

 Strategic procurement management and accountability, user support,

 training and liaison;
 A business manager who will manage the contractual relationship between
the government and the service provider if the service is provided by a
 third party and will monitor performance.
 Procurement support staff-administration of process and clerical work;
 E-Procurement system manager/analyst;
 Data Centre, network and security specialist;
 Database specialist-data management, procurement reporting;
 Web Programmer;
 Help Desk support;
 Support staff.

e-Procurement Technical Committee (e-PTC)

At Technical level, it will have a separate e-Procurement Technical Committee (e-

PTC) involving a number of selected users of agencies or departments that are
key to e-Procurement implementation like FPPA, PPPDS, MCIT, Central Bank of
Ethiopia, Business Registration, Representation from pilot Agencies, and e-
Procurement/IT Systems Analyst/Director of data center and others required.
The team will be involved from the initial stage of project implementation
providing input on design, testing the new system, acquiring knowledge of the
new system, and further use the knowledge on the capacity building and support
the implementation of the e-Procurement system.

Following project team and organization structure will be put in place for the
implementation of e-Government Procurement:

b. Organization Chart

Figure 6: e-Procurement Implementation Organization Structure

40
The e-Government Implementation Team will have 20 members including 1
Project Manager, 1 procurement expert, Communication Specialist, 1 Business
Process Reengineering and Change Management Experts, Trainers, Developers,
IT experts on Application, Database, System and security, Helpdesk staff and
support associates as required. Number of ICT related staff depends on the e-
Procurement System acquisition model. This will later evolve into an e-
Procurement Unit to be established as a permanent unit for the sustainability of e-
Procurement system management, support and rollout functions. Positions and
numbers of the administrative and technical workforce will be adjusted according
to the pace of progress and requirements on the implementation process.

To guide and oversee the technical systems planning and implementation as

specified above national and international technical consultants shall be engaged.

Step 1.2: Situational Assessments

A procurement performance baseline study shall be carried out to assess the

current procurement status and setting benchmark of the current procurement
performance of the public procuring entities, and regulatory/oversight agencies as
well as bidding community can be carried out at the beginning of the e-
Procurement implementation.

Step 1.3: e-Procurement Readiness Assessment

An e-Procurement Readiness Assessment based on a set of survey

questionnaire prepared by the MDBs was carried out in March 2018 to assess the
readiness of the public, private and other stakeholders of the e-Procurement
system. The e-Procurement readiness assessment provides the status of the
country against nine key dimensions essential for the introduction of e-
Procurement in the country. The results of the e-Procurement readiness
assessments indicated that the country has moderately satisfactory level of
preparedness or supporting programs for such readiness.

41
Figure 7: e-Procurement readiness assessment.

The assessment concluded to a favorable alignment of essential factors to

support a successful transition to enhanced e-Procurement platform.

Figure 8: Radar diagram of Ethiopia e-Procurement Readiness Assessment 2018

42
The existing system, private sector integration, and legislation in Ethiopia appear
to be firmly established and recognized. ICT infrastructure and web services
established by the MCIT have progressed significantly over the last couple of
years and are now poised to successfully support a range of e-Government
services including e-Procurement. Other dimensions need significant
considerations and improvements.

Step 1.4: Define e-Procurement Strategy and Roadmap

The e-Procurement strategy shall envision value-for-money and establish good

governance in public procurement implementing the enhanced e-procurement
platform throughout the country with a set of objectives against which the e-
procurement program can be monitored. The objectives could be summarized as
three broad and high-level objectives, namely (a) improved governance through
enhanced transparency and accountability, (b) effectiveness through
management information and efficient processes, and (c) economic development
through competitiveness and improved investment climate. Key performance
indicators are identified under each of the strategic objectives and targets are set
for three (3) years for monitoring the progress.

The e-Procurement strategy also shall address policy issues about legal,
technical, administrative, capacity building, governance model, sustainability
model, human resources model, authentication, third-party services, operations
and maintenance models, and a roadmap with a clear action plan for the
implementation. Cabinet of Ministers endorses the e-Procurement strategy with
full ownership and commitment to the implementation of e-Procurement in
Ethiopia.

Step 1.5: Sensitization

Public awareness on e-Procurement and its benefits, challenges, the purpose of

implementation, role of stakeholders shall be communicated to the general public,
and especially the political level, top-level administrator, policy makers, and civil
societies for the maximum utilization and sustainability of the e-Procurement
system. These activities shall be implemented through organizing sensitization
programs like workshops, seminars, audio-video programs in radio and TV, and
in paper media.

STEP 2: FOUNDATION BUILDING

Ethiopia has already built some of the foundations required for the development
and adoption of an enhanced end-to-end e-procurement platform, some other
activities remain to be carried out. A version of e-Procurement system, which is
expected to be used as the national e-Procurement system is to be reviewed for
identifying the gaps and required enhancements, and business process
reengineering should be carried out, wherever possible, for enhancing the
efficiency in procurement process.

43
Step 2.1: Securing Budget

Securing the funding to ensure implementation happens as scheduled plan

instead of piecemeal is an important element of the preparatory process of e-
Procurement system implementation. Implementation of the e-Procurement
platform shall be funded under the ―Public Investment Management Project‖
funded through the IDA credit. The budget covers preparatory works, e-
Procurement system acquisition, datacenter enhancements, pilot
implementations, system audits, and capacity building. Nationwide roll-out is not
covered by the current IDA credit.

Step 2.2: Business Process Reengineering (BPR)

Mere automation of the paper-based procurement system does not give the
desired efficiency and leverage the available technology. It is important to
streamline the manual process and practices by business process reengineering
first, which help improve the efficiency gains benefits because of the streamlined
procurement process. The business processes should be based on the new
legislation and should be re-engineered to make the processes more simplified,
efficient, and get the benefits of modern technologies. This will require changing
the way the procuring entities prepare the bidding documents, bidders prepare
the bids, fees are collected for the bidding dossier purchase, bid securities are
handled, processes of evaluation and communication with the bidders and other
stakeholders is managed, contracts are managed, and complaints are handled.

Simplified/reengineered procurement processes and practices will allow the

stakeholders to operate in a transparent, efficient, cost-effective, and timely
manner and reduce administrative burdens on procuring entities and bidding
communities leveraging the e-Procurement. BPR should be carried out by the e-
GP System developer before e-GP System enhancements and implementation.

Step 2.3: e-Procurement Guidelines or Regulations

The transition from a paper-based procurement system to an electronic system

entails significant reengineering in process, practices, and means as well as
brings up a new relationship with existing and new stakeholders. When most of
the requirements of compliance with the procurement acts and regulations are
automatically addressed by the e-Procurement system, new areas of
performance-based roles of organizations, departments, and units emerge.

Automation of processes and practices under the e-Procurement will generate

new relationships between stakeholders-regulatory/oversight agencies, bidding
community, banks, and with others, and new roles to be performed by different
agencies. For example, the e-Procurement system would have to be linked with
different government e-services for accessing, verifying, and validating the
authenticity of the data to be used in e-Procurement. Also, the different laws and
regulations governing electronic transactions (e.g., information and
communications technologies, e-transaction, and e-signature acts) as well as
national e-government strategies, e-procurement strategies and other master

44
 guidelines, would have to be synchronized and harmonized with the Public
Procurement regulations, guidelines, manuals, and circulars.

For making the implementation of the e-Procurement system well-accepted and

free of ambiguities while the majority of procuring entities are still following the
paper-based procurement practices, introducing the e-Procurement system shall
be supported by the introduction of a section on e-Procurement in the Public
Procurement and Assets Disposal Regulations. In addition to the regulations on
e-Procurement, the standard bidding documents also shall be reengineered
making friendly with the e-Procurement system requirements. This requires that
e-Procurement regulations govern the operation, use, validation, performance
monitoring by defining procurement performance monitoring framework, and
scope of the e-Procurement system in the country. The e-Procurement
regulations shall serve as the governing principles for the operation of the e-
Government Procurement platform.

Step 2.4: Development of e-Procurement Business, Functional and Technical

Specifications

The government initiative towards the introduction of an enhanced e-Procurement

in the country can generate significant efficiency gains in public procurement
sector. The enhanced e-Procurement system is expected to improve
transparency, accountability, procurement management, strengthens
documentation, compliance and performance audit capabilities around the
procurement function and improving good governance in public procurement
sector.

The e-Procurement specification shall be based on the provisions of the new

legislation, and e-Procurement regulations and at the same time taking leverage
of the information and communications technologies to make the public
procurement transparent, efficient, effective, and cover the end-to-end
procurement processes for all procurement methods with adequate
reengineering. It shall clearly indicate the business, functional, and technical
requirements of e-Procurement system providing functional facilities to all the
major users.

It shall define the complete scope of the e-Procurement system and then define
the deliverables by the software supplier and prepare the bidding document for
national or international competitive bidding for the acquisition of an e-
Procurement system.

Major functionalities to be supported by the e-Procurement system are listed as

follows:
 Centralized registration system for procuring entities, Bidders, and all
other users of e-procurement system (oversight agencies, Attorney
General, monitoring agencies, Development Partners, banks, and
 others)
  User-specific administrative dashboards
 E-bidding (covering all processes and procurement methods for goods,
works, and services supported by public procurement guidelines and

45
 manuals of the country from annual procurement plan preparation, e-
advertise, e-Clarification, e-Amendment, e-submission and
modifications, e-evaluation, e-complaint handling, e-notice to signing of
contract, Visualization of procurement performance based on Open
Contracting Data Standard (OCDS),
 Complaint and dispute management
  E-catalog
 All procurement methods prescribed by the prevalent procurement
 proclamation
 E-contract management
  E-Procurement performance measurement and Monitoring
 E-invoicing, payment, bid security, advance and performance
 guarantees (through banks and other options)
 Interface with Integrated Financial Management System (IFMIS),
company registrar’s office, banks, tax, and other e-services relevant to
e-Procurement
 User activities under administrative workflow and system audit trails
 Online help with visual presentations

STEP 3: IMPLEMENTATION AND ADAPTATION

Step 3.1: Acquisition of e-Procurement System

In implementation, acquiring e-Procurement system is pivotal. Selection of right

procurement system acquisition approach affects the sustainability and the
success of the e-Procurement systems. There are different options for acquiring
the e-Procurement application:

1) Enhance the Home-grown e-Procurement System to National e-

Procurement System filling all gaps and following the International best

practices. (recommended)

2) International Competitive Bidding for the Off-the-shelf fully open

source-based e-Procurement application with customization

In the Ethiopian context, MCIT and BDU e-Procurement systems were assessed.
Use of home-grown system help enhance the local capacity and will be cost-
effective not only at the beginning but also in long run leveraging the local content
and local technical capacity. Refer to sub-section 1.6 for an analysis of the MCIT
and BDU e-Procurement Systems based on their system demonstration. MCIT’s
e-Procurement system is agreed to be enhanced for use as the National e-
Procurement system. MCIT shall transfer all the Intellectual Property Rights (IPR)
of the e-procurement system software to the FPPA for using as the National e-
Procurement System.

46
Step 3.2: Data Center Preparation

Building the data center involves installation of power solutions and power
backup, precision air-conditioning, fire alarm system, digital closed-circuit
television, surge suppressor, access control system, water detection system,
dehumidifier, pest repellent, data rack, raised flooring, electrical and civil works,
and passive components like network cables, patches, and so on, procurement of
data center and mirror center servers, network equipment, storage, power
solution, Internet connectivity, and required system software and licenses.

FPPA shall use the data center at the MOFEC as the primary data center and
temporarily, backup will be hosted at the National Data Center operated by the
MCIT. Operation, maintenance and any enhancements of the e-Procurement
System are the responsibilities of the FPPA and shall be carried out in
coordination with the MOFEC and MCIT. FPPA shall ensure the hosting
environment, e-Procurement system and data to be highly secured, and available
for access around the clock.

Establishment of the Disaster Recovery site is a critical factor. The FPPA shall
develop a policy on risk, reliability and performance requirements for such hosting
primary and disaster recovery environments.

Step 3.3: Capacity Building and Change Management

a. Change Management

Automation of the paper-based procurement system is not panacea and does not
give desired efficiency and leverage the available technology. Change
Management (CM) is intended to provide a holistic framework to manage the
change in the functional, technical, organizational or regulatory aspects. Change
management is one of the important activities to be carried out at all levels of
user environments for the successful adaptation of the e-Procurement system.
For public procuring entities, the new rules and practices in the electronic
environment will require changes to the way they work, for example, in use of
new procedures, as well as the technology mandates. For some, the appropriate
technology will already be in place. For others, that are operating public
procurement in a purely manual manner, there is a need to take necessary
change actions in a short time to ensure e-Procurement system can be properly
implemented.

An extensive level of change has to be made for the smooth implementation of

the e-Procurement system, which will be fully automated and cover the end-to-
end processes and practices.

The scope of the change management extends to the people, process and
technology as these relate to the e-Procurement system. Changes envisaged are
enterprise-wide and span the following areas:
a) Design and acceptance of new business processes and practices

47
 b) Re-structuring shaping of institutions
c) Work ethics
d) New performance measures
e) Changed roles and responsibilities
f) Training
g) Changed policies and procedures
h) New services and information flows to clients
i) Devolved power management
j) Regular communication
k) Emotional change management—Emotional readiness is very
important for success.

 Developing leadership at political, social, different levels of 
government bureaucracy, private sector bidding community

Managing resistance
 in public procuring entities and bidding
 community

b. Capacity building

An important requirement for the implementation of e-procurement system

involves provision of sensitization programs to political and top-level authorities,
training to government managers, staff and suppliers. Failure to address this
issue may lead to a lack of confidence in adopting e-Procurement and could
result into delayed implementation.

The training and capacity building programs shall be designed for all categories
of personnel including Executives, Policy Officials, Procurement professionals,
auditors, bidders, and other players in the procurement function. FPPA shall
coordinate with Ethiopian Chamber of Commerce and Sectorial Association for
providing capacity programs to bidding community.

For capacity building, the following activities shall be carried out:

 Benchmark study visits for the selected key users in few of the countries
where e-Procurement system is already implemented shall be conducted for
gaining knowledge and learn the best practices from the experience on the
implementation of e-Procurement system. Such visits will be carried out at the
preparatory stage of e-Procurement implementation process, so that the
knowledge gained from other countries could be used for the success of the
e-Procurement implementation in Ethiopia.

 Different levels of training program shall be conducted to address the capacity
needs of different users involved in the procurement processes (i.e., training
programs for procuring entity procurement users, bidders including
professional association members, evaluation committee members,
accounting officers, bank users, oversight agency users, etc.). Training
programs will be in the form of regular courses as well as ad hoc trainings on
demand basis. Training programs shall be conducted at the all-administrative
levels of public procurement.

48
 For the effective adaptation of the e-Procurement system by its key users and
make the e-Procurement system successful, initial support on its operation,
maintenance, implementation management is very important. For this, a
helpdesk with adequate resources under the project management team shall
be established.

3.4: Pilot and Full Rollout Across All Public Entities

Implementation of e-Procurement system shall be adopted in phased rollout

model as opposed to the traditional phased module activation model. This means
that the initial system developed shall cover all methods of procurement and
stages of the procurement process and all the required functionality to enable
piloting of a complete system. Procuring entities will chose which procurement
method to start with based on their availability of procurement packages under
the annual procurement plan.

Phasing shall be standalone, i.e. e-procurement processes should be complete

for any procurements. Options of parallel submission of hardcopy bids and also
online submission for the same procurement shall not be encouraged. If options
provided, it will only delay the adaptation of the e-Procurement system and
support the procurement reform in true sense. All the procurement methods shall
be developed and available for use from the very beginning. Procuring entities
using e-Procurement system should completely carry out all procurement
processes and procurements from the system itself, no manual and electronic
system shall be carried out in parallel. If systems run in parallel, it does not
improve efficiency of the agency but adds more burden for capacity requirements
as well as resources for both types of procurements. It will only promote systemic
corruption.

Phases of rollout shall be divided into two phases:

1. Pilot in selected agencies

2. Wider rollout throughout the country

The e-procurement system implementation shall be in phased manner selecting

few key public procuring entities, which provides an opportunity to reduce the e-
procurement system failure risks, test the functionalities and processes in e-
procurement system, and extend the demonstration effect in rolling out the
system in other procuring entities based on the success during pilot
implementation. It helps enhance the rollout plan based on the lessons learned
during pilot implementation.

Pilot implementation should serve as a credible demonstration model for other

procuring entities to follow the success. Pilot implementation should not fail due
to common reason resistance which include the fear of loss of skills, loss of
power and absence of personal benefits.

Success of the implementation of e-Procurement depends on many factors.

Some of the major factors are the readiness of the agencies in terms of

49
 willingness and commitment of leadership in the organization to take up e-
procurement, the level of use of information and communications technologies by
the procurement-process-related personnel, and diversity of procurements
carried out by those agencies.

Number of pilot agencies could be up to ten (10), considering their willingness,

commitment to drive e-procurement initiative, volume and value of procurements
carried out annually, and information and communications technologies
readiness:
 representative pilot agencies could be chosen from among the key
spending agencies focusing on volume and value of goods, works and
services procurement

 Procuring entities having procurement packages with specific nature of
procurements (i.e., medical, information and communications
technologies, rations, etc.)

 Procuring agencies already doing some forms of procurement
automation

 Procuring agencies representing geographical reach and including at
least two local governments (only agencies passing the readiness
requirements)

Wider rollout implementation will be carried out based on further assessment of

the procuring entities on their readiness. Government of Ethiopia expects to
complete the pilot implementation of the e-Procurement system carry out all
procurement through the e-Procurement system in those procuring entities by
2020.

3.5: Operations and Management

Regular system maintenance, updating e-Procurement portal content, updating

procurement rules and processes, supporting e-Procurement users, and ensuring
availability of e-Procurement system to its users all the time shall be addressed
through a well-designed operation and management policy. The operation and
management are the responsibility of the FPPA, and the O&M arrangement shall
be made in such a way that the e-Procurement system is up and running all the
time 24/7/365 for procurement transactions, all users are supported by a
helpdesk, and the e-Procurement portal remains always updated with its content
and processes. The FPPA shall coordinate and cooperate with the MOFEC and
MCIT for these operations.

3.6: Third-Party e-Procurement System Audit

Third-party audit provides confidence to the stakeholders using the e-

Procurement system and provides authenticity of the transactions in the system.
An independent third-party e-GP System audit consultant shall review, verify and
validate the e-Procurement system to confirm its security arrangements,
provisions of confidentiality, compliance with the Procurement legislation and e-

50
Procurement guidelines, and other international best practices. The audit should
be carried out at the last stage of pilot implementation and before the operational
acceptance of the e-Procurement system, so that the software developer delivers
the fully robust system. Nationwide roll-out should be carried out only after the
third-party audit and fixing all the issues encountered and identified during the
pilot implementation and through the audit.

3.7 Key Strategic Decisions

1. Fees and Charges on using e-Procurement system for its sustainability

One of the most contentious areas of application is in relation to fees and

charges. It is common in some countries for fees to be attached to online
registration, downloading of bidding documents, and digital certificates, etc. In
these cases, the preferred position is for document download to incur no charge
while bid submission may incur a fee – this is a superior approach because it
does not weaken transparency (anyone can access the bid documents for no
charge), and it probably does not inhibit competition, recognizing that suppliers
incur costs for paper bid submissions regardless.

Following options may also be mandated to raise revenue to fund the operations,
maintenance, and support of the sustainability of the e-Procurement system
through:
a) Transaction or service fee from awarded Bidders,
b) Forfeited security and guarantee amounts,
c) Other Value-Added Services (VAS) like classified Bid notifications through
email or mobile alerts, additional storage for documents, fees for duplicate
contract completion certificate, delivery of paper copy of bidding
documents, trainings on request, etc.
d) Bidders registration and renewal for the use of e-Procurement System,
e) Bidding document download
f) Subscription on number of categories from the e-catalogue, etc.
Fees if charged for the use of an e-Procurement system shall be reasonable in
order not to deter bidders.

2. No Parallel Systems Allowed

A common issue is where the government keeps the door open to paper bids
even while it is implementing e-procurement. Allowing parallel option of traditional
hardcopy bidding process only slows the rate of take-up of the systems and can
defeat the purpose of promoting e-procurement. The case for parallel bidding
options shall be at best discouraged in bidding process. At the beginning,
procuring entities may indicate the procurements to be carried out electronically
or manually in the Annual Procurement Plan, but it should also be noted that not
all items can be subjected to e-procurement at the time of pilot implementation.

51
3. Fit-for-purpose e-Authentication shall be allowed

There are different options for providing authenticity of the users in e-

Procurement System and validating the e-Procurement transactions. A secured
and easy to implement authentication tools, technologies and methods based on
the international best practices shall be used across the e-Procurement system.
Current e-Authentication policy is based on PKI technology which requires
technology neutrality. MCIT is responsible for establishing PKI infrastructure for
the government, which is underway.

4. e-Procurement shall be via a Central Unitary System

In some instances, e-procurement has not proceeded in a coordinated fashion

across a government but is fragmented between ministries, authorities or
departments. A centralized coordinated approach is greatly superior in terms of
cost, efficiency and interoperability. For example, fragmentation multiplies
security costs and weaknesses, and also requires suppliers to deal with multiple
sites. An end-to-end and nationwide unitary e-Procurement system shall be used
for all public entities. Any parallel e-Procurement system in the government
entities shall not be permitted.

5. Standardization Policy for e-Procurement Implementation

One of the weak dimensions among nine dimensions of the e-Procurement

Readiness Assessment was the Standards. Respondents to the questionnaire on
e-Procurement Readiness candidly expressed that there is lack of standards at
different levels and for different essential processes. Government of Ethiopia
shall take policy to use the same procurement methods and processes across the
whole-of-government. Similarly, standards shall be applied in case of e-Standard
Bidding Documents, e-bid templates, methods of evaluation of e-bids, Contract
templates, e-Catalog of common use items, e-Authentication and other items as
felt required for the facilitation of the e-Procurement implementation.

6. Choice of a Pragmatic and Consistent Strategy

It is important that there’s broad agreement on key ingredients guiding a

pragmatic and consistent strategy. This will entail inter alia adoption of a phased
rollout and implementation approach underpinned by some of the following
endorsements:

a) Mandating the use of the e-Procurement system in agencies as per the

appropriate phasing plan. The Parallel bidding (use of both manual and
electronic forms) shall not be permitted for the bidding procedures carried
through e-Procurement System;
b) That e-Procurement based procurement procedures shall be governed by
the e-Procurement Guidelines, which regulates the electronic procurement

52
 procedures after necessary Business Process Reengineering (BPR) of the
manual procurement processes and practices;
c) Amendments shall be made to standard bidding documents and conditions
wherever required to suit e-Procurement;
d) Recognition of online procurement methodologies such as e-Bidding, e-
evaluation, e-Framework Agreements and Contracts, e-Quotations, e-
Auctions and e-Reverse Auctions, e-Catalog, e-Invoicing, e-Audits, and
procurement contracts management using e-Contract Management
functions of e-Procurement System;
e) Mandating centralized online bidder registration as a pre-requisite for
participating in government procurement through the e-Procurement
system, and submission and processing of bid responses through the e-
Procurement system.
f) Protecting the rights and responsibilities of users, bidders, procuring
entities, FPPA, PPPDS, oversight agencies, operation and maintenance
agency, and other stakeholders while using e-Procurement system, e-
Procurement system shall publish its Terms and conditions of use of e-
Procurement system, Disclaimer of consequences of using e-Procurement
system, policy of data protection and confidentiality, intellectual property
rights, codes of practices, and authenticity of electronic transactions and
digital records and documents as legal evidence, etc.

The above shall be codified in the regulations on e-procurement.

7. Private Sector Participation

Private sector participation in Ethiopia looks like it is working pretty well. Private
sector consultation is carried out through the Public-Private Consultative Forum
established that an MOU between Ministry of Trade and Ethiopian Chamber of
Commerce, and interactions take place in regular frequency. Chamber of
commerce is enthusiastic and interested to collaborate in the introduction of e-GP
in the country. A business activation strategy shall be developed in collaboration
with the Chamber of Commerce to incorporate existing suppliers and may also
work with the service industry that supports business applications. The
development of a viable business activation strategy is critical in getting the buyer
community embrace the reform.

8. Risk Management
The e-Procurement system is to be delivered on the basis of a public sector-wide
service, and as such has potential key risk issues from both an internal and from
a client perspective. Active risk management will ensure that procuring entities
and Providers are able to benefit from this service in the knowledge that the
systems and the practices employed provide an appropriate degree of reliability,
efficiency and security. The management of this project and a smooth
implementation is essential to maintain public confidence and the integrity of the

53
service. To this extent, the risk management framework provides a structured
format that reinforces good management practices and aims to minimize
unexpected outcomes. Implementation challenges for this e-procurement project
will come from both inside and outside of government and can include, among
others:

a) Lack of coordination among the key stakeholders, and contribution at the

right time;
b) Misunderstanding by the developer of the true scope of the work, weak
project management by the developer.
c) A developer that does not understand government procurement and
presumes private sector purchasing procedures.
d) Assumptions that e-procurement is simply about technology.
e) Weaknesses in Government contract management, divided ownership of
the program, rigid processes and regulations.
f) Apprehension towards change by public sector staff.
g) Confusion over standards or the emergence of competing environments
and limited interoperability.

There are also significant design and ownership risks. The scope of government
procurement is extensive and varied, ranging from the acquisition of minor items
such as office supplies through to major construction, telecommunications, defense,
hospital supplies and complex services. This supply side, or government
procurement, affects thousands of suppliers, thousands of line items and is usually
managed by thousands of procurement stakeholders within government.

Categories of Risk

a) Compliance Risks: – These are risks arising from noncompliance with

laws, regulations, internal policies and procedures and ethical standards.
b) Financial Risks: - These are risks that result from inadequate financial
management.
c) Operational Risks: - These risks result from inadequate or failed internal
processes, people and systems or external events.
d) Reputation Risk: – Is the possible loss of the reputational capital or
trustworthiness.
e) People Risk: - Is the risk associated with inadequacies in human capital
and the management of human resources, policies and processes
resulting in the inability to attract, manage, motivate, develop and retain
competent resources.
f) IT/Systems Risks: Cyber insecurity and rapid technology changes.

54
CHAPTER 3: E-PROCUREMENT IMPLEMENTATION ROADMAP

1.1 Action Plan

The Action Plan in Table 5 presents major steps for implementation.

Table 5: E-Procurement Action Plan

# Initiative Initiator Priority Action

1
High level High- Immediate  Announce Government’s vision,
sign-off level key goals and objectives,
endorse benefits
ment of  Endorse and prioritize cross-
e- government coordination and
Procure change management.
ment  Establish objectives,
Strategy performance targets and
and oversight, budget.
action
plan
2
Establish FPPA, Immediate  Establish-Procurement Project
Project MOFEC Steering Committee (e-PSC)
support and  Establish e-Procurement
implement Project Management Unit (e-
structures PPMU)
 Create e-Procurement Working
Group (e-PWG) from pilot
agencies
 Initiate Change management
 Establish terms of reference for
e-Procurement System,
consultants, and meeting
schedules
 Develop business model if
required

4
Engage FPPA Short term  Finalize Business, Technical
developer / and functional specifications
suppliers  Finalize phases for rollout
 Advertise for e-Procurement
system Implementation

55
 Consultant
 Evaluate and award e-
Procurement Implementation
contract
 Initiate change management in
pilot agencies
 Establish training facility
 Establish help desk / service
center and advertise to public
and private sectors
5
Management FPPA Short term  Engage e-Procurement
and Technical Project Manager
reporting  Establish reporting formats,
terms of reference and meeting
schedules for e-Procurement,
Steering Committee and Project
Technical Committees
 Establish project milestones
and KPIs
 Establish contract management
oversight requirements
 Establish risk management and
reporting
6
Operational FPPA Short term  Revise existing procurement
e- operational policies and
Procurement harmonize with digital
regulations environment
or  Develop new operational
guidelines regulations and guidelines as
required for digital environment
 Establish e-signature and e-
document policies for the use in
e-Procurement
7
Human Develope Short term  Developer to bring procurement
Resource r, FPPA synchronize officials in batches through
Enablement d with roll- training facility immediately
out before rollout

 activate Supplier Strategy

56
8
Data Centre MOFEC, Medium  If required, create an integrated
Disaster MCIT term Data Centre with additional
Recovery and hardware, software and new
Site FPPA architecture

 Establish Disaster Recovery

Site (DRS) with same
replication of the data center
9
Monitoring FPPA Short term  Develop baseline indicators and
framework and e- gather current –state baseline
PSC data on procurement
performance

 Private sector feedback system

57
 1.2 Implementation Timelines - Phases

The proposed implementation schedule is shown in Table 6. The implementation

phases are a guide rather than a prescription and should be driven by the e-
Procurement Steering Committee.

Table 6: E-Procurement Implementation Plan (2018-2023)

e-Procurement Implementation Plan

2018 2019 2020 2021 2022 2023
No. Project Task Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1 Draft e-Procurement Strategy and action plan development
2 Procurement Status Benchmark Study
3 Establishment of Institutional Structures
3.1 e-Procurement Project Steering Committee (e-PPSC)
3.2 e-Procurement Project Management Unit (e-PMU)
3.3 e-Procurement Working Group (e-PWG)
4 Decision on Business Model Including revenue options
5 Nomination of Pilot entities for e-Procurement
6 e-PSC to Finalize Strategy
7 High level government endorsement and policy announcement of e-GP Strategy
8 Business Process Reengineering
10 Development / update of e-Procurement Regulations
11 Issuance of e-Procurement guidelines
12 Development of e-Procurement Business, functional and Technical requirements
13 e-Procurement System Implementation
13.1 Acquisition / Handover of e-Procurement System to FPPPA
13.2 Primary Data Center establishement
13.3 e-Procurement System configuration, customization or development
13.4 Secondary Data Center establishment
14 Capacity Building
14.1 Benchmark Study visit to countries where e-Procurement in implemented
14.2 Building Capacity of key implementing agency Staff on e-Procurement System
14.3 Building capacity of bidding community and procuring entities
Sensitization and communication of e-procurement to civil society and also top
14.5 level bureaucrats and leaders
15 Development of Training Material and Video tutorials
16 e-Procurement in Pilot Entities
16.1 Formation of Task Teams in pilot entities
16.2 Change management in procuring entities
16.3 Registration of pilot entities
16.4 Imporing existing bidders and Registration of Bidders
16.5 Workflow creation for each of the procuring entities
16.6 Entry of Annual Procurement Plans
16.7 Pilot implementation of e-Procurement System
17 Third Party Audit and fix the issues of e-Procurement System
18 Roll-out of e-Procurement system in all other procuring entities
19 Integration with other e-Services
19.1 Integration or interfacing with IFMIS
19.2 Integration or interface with Tax system
19.3 Integration or interfacing with Company registration
19.4 Integration or interfacing with other services

58
ANNEX I: ETHIOPIA E-PROCUREMENT READINESS ASSESSMENT

1. E-GP Readiness Assessment Analysis

The e-Procurement Readiness Assessment identifies nine (9) key components

for e-procurement readiness as follows in Table 7:

Table 7: e-Procurement Readiness Assessment Components

STRATEGIC FOUNDATIONS COMPONENTS

Institutional Capacity (the capacity 1 Government Leadership (vision, sponsorship,

for government to set directions and resources, stakeholder support and
lead and resource the changes implementation support).
required). 2 Human Resource Management (education,
skills development, expertise and career paths).
Governance (establishing the rules, 3 Planning and Management (strategic planning
management support, performance and re-engineering of management protocols,
monitoring and evaluation to business rules and processes).
support e-GP). 4 Policy (setting intent and guidelines that can be
consistently applied).
5 Legislation and Regulation (supporting rules
and the external and internal monitoring of the
efficiency, performance and compliance).
Business Functionality and 6 Infrastructure and Web Services (reasonable
Standards (sustainable access to, and quality of e-services and their
infrastructure, support services and sustainable development).
common standards to ensure 7 Standards (management, procurement and
accessible, integrated and consistent technical standards to ensure consistency of the
procurement services can be approach to e-GP and interoperability across
established). the systems involved).

Private Sector Involvement 8 Private Sector Integration (suppliers are

(ensuring the private sector is enabled and have incentives to participate in e-
enabled to participate and be GP).
involved in e-GP)
Application of Technology 9 Systems (the planning, selection, development,
(appropriate, integrated, sustainable implementation and support of e-procurement
and modifiable technology is phased systems).
in to provide tendering, contract
management and purchasing
services).

It is essential to appreciate that key issues within these components must be

addressed regardless of how e-procurement is developed or acquired.

E-Procurement Readiness Assessment was based on four levels of readiness as

outlined in Table 8.
 Table 8: Scoring Standard for Subcomponent Readiness Levels
Level of Readiness Description
1 to < 2 (Poor) No evidence that the subcomponent is in
place and no evidence it is supported.
2 to <3 (Moderately Little evidence that the subcomponent is
Satisfactory) in place and little or no evidence it is
supported.
3 to < 3.5 (Satisfactory) Some evidence that the subcomponent is
in place and some evidence it is
supported.
3.5 to 4 (High) Adequate evidence that the
subcomponent is in place and adequate
evidence it is supported.

Numerous observations were made from the discussions with government

officials and other stakeholders. Stakeholders also provided feedback and
recommendations for the implementation of the e-GP system in the country.
Several building blocks for the implementation of e-Procurement are already in
place in Ethiopia, especially few of the achievements and experiences gained
with the implementation of IFMIS and e-Procurement in MICT and Bahir Dar
University are invaluable and has taken substantial time for many other
countries to achieve, for example:

1) The seamless interface and integration with the financial management

system and its transactions;
2) Classification of procurement items – Successfully using the UNSPSC and
CPV classification standards;
3) Catalog of core set of common user items are already in the database,
providing a facility for mapping with the economic code of IFMIS facilitating
budget and expenditure planning;
4) System can be interfaced with external systems, IFMIS, Tax system and
Business Registration system;
5) Transformation among users (procurement entities and suppliers) has
taken place following extensive sensitization and training programs leading
to acceptability;
6) A significant number of Suppliers have been registered through the
Supplier database in FPPA; and
7) Repository database of procurement information and data from past
procurements established.

The overall Level of Readiness (LoR) on nine (9) components was assessed as
moderately satisfactory level with the score of 2.97 out of 4.

Assessment summary is listed in Table 9 and the corresponding relative visual

picture is shown in the radar picture Figure 8.

60
Table 9: e-Procurement Readiness Score Matrix

e-Procurement Readiness Components Level of Readiness

1. GOVERNMENT LEADERSHIP 2.8
2. HUMAN RESOURCE MANAGEMENT 2.7
3. PLANNING AND MANAGEMENT 2.7
4. POLICY 2.5
5. LEGISLATION & REGULATION 3.0
6. INFRASTRUCTURE AND WEB SERVICES 3.2
7. STANDARDS 2.3
8. PRIVATE SECTOR INTEGRATION 3.8
9. SYSTEMS (CURRENT E-GP SYSTEMS) 3.8
Overall readiness score 2.97

The overall Level of Readiness (LoR) on nine (9) components was assessed as
Moderately Satisfactory level with the score of 2.97 out of 4.

Figure 10: Ethiopia e-Procurement Readiness Assessment – 2018

Based on the assessments, Ethiopia is ready for implementing full-fledged end-

to-end e-procurement in both the public and the private sector with the Level of
Readiness Score 2.97 out of 4. The public and private sector, both are
enthusiastic about the benefits of e-procurement and are ready embrace the new
e-Procurement platform.

61
 1) Component 1: Government Leadership

Almost all-international experience is that the foremost essential element for

successful e-procurement implementation is government leadership, including
high level government endorsement of the e-procurement strategy, a national
vision and objectives for e-procurement, and authorisation and resourcing of the
implementing lead agency to drive the required changes. The inclusion of local
government should be considered optimal and is recommended, as the e-
procurement strategy could be implemented in a more innovative manner to
address the local needs through the leverage of popular mobile technology and
procurement practices.

An essential element for successful e-Procurement implementation is

government leadership, which will deliver the sponsorship, endorsement and
authority for the vital ingredients of:

 A vision and objectives for e-Procurement

 Lead agency role definition and coordination
 Procurement management reform and implementation
  Stakeholder activation and commitment (government, business, community)
 Resource support (funding & expertise) for implementation and sustainability
of e-Procurement

The effective operational translation of this leadership is crucial and the

government will need to nominate a lead agency to implement its policy and
manage the risks. A suitable agency may already exist (FPPA, for example, may
be the most appropriate). Lead agency endorsement identifies an authority to
lead and manage the development and operation of the transformations required
for government e-Procurement.

The lead agency will define the need for management and technical expertise
and funding as well as coordination and collaboration across government. The
Cabinet-level sign-off and lead agency establishment are important first steps to
establish leadership, coordination and effective outcomes as well as the
mechanism by which the requisite expertise can be assembled. The lead agency
will require resources and expertise not just in technical areas but also to
undertake change management.

Key observations from the e-GP Readiness Assessment:

1) Government is keen to implement e-Government Procurement.

2) FPPA is leading the e-GP initiative in coordination with the MoFEC and
MCIT.
3) Procurement Proclamation is at the draft stage and allows the use of
electronic procurement
Level of readiness in terms of Leadership is Moderately Satisfactory in: Score:
2.8.

62
 2) Component 2: Human Resources

In most countries’ experiences, computer access and computer training are

crucial components of e-procurement implementation, both for the various layers
of government and for the private sector. In jurisdictions that have successfully
adopted e-GP, there have usually been significant government efforts to make
provision for the education and training of executives, managers and staff with
procurement responsibilities. Education and training should also target private
sector.

Level of readiness in terms of human resources scores Moderately Satisfactory:

Score: 2.7

Key observations from the e-GP Readiness Assessment:

• The assessment feedback suggests that there is a reasonably good level

of IT literacy in government.
• Procurement positions exist in most of the key spending procuring entities
but challenged by a frequent staff turnover.
• Formalized education on procurement is available Staff preparedness for
change is moderate confirming that the strategy for e-procurement will
need to be phased.

3) Component 3: Planning and Management

Generally, planning and management of procurement should be governed by

consistent legislation, informed procurement planning; standard data collection,
processing, analysis, and feedback to national planning, reasonable performance
and compliance indicators, standard bidding documents, and standard processes
apply in procurement and contract management.

There is no adequate confidence that the procurement processes are well

managed in the procuring entities, and there is no spend analysis undertaken on
a whole of government basis because of lack of relevant data collection and its
processing.

Level of readiness in terms of Planning and Management is moderately

satisfactory in: Score: 2.7

Key observations from the e-GP Readiness Assessment:

• Budget Annual Procurement Plans prepared but publication is not

consistent
• There are few sectors with consistent planning and management
practices.
• Procurement data are not easily accessible and available.

63
 • Standard Bidding Documents (SBDs) for most of the procurement
methods are available, but those documents are not consistently used
across the government.

4) Component 4: Policy

The development of policy gives important direction to the procurement

environment and its transformation. Policy should be applied to issues such as
value for money, open competition, risk management, local business, economic
development, public procurement performance, and integrity and ethics. It should
also be applied to the development of e-procurement systems and their interfaces
to other corporate systems. The development of e-Procurement regulation or
guidelines gives important direction to the procurement environment and its
transformation.

From the survey responses it was revealed that there are no widely publicized e-
Procurement strategy and policy of the government in terms of e-Procurement to
be made compliant to the prevalent legislation.

Level of readiness in terms of Policy is moderately satisfactory: Score: 2.5

Key observations from the e-GP Readiness Assessment:

• At the policy level, the government has made decision on the introduction
of e-Procurement in the country.
• Ethiopian e-Governments Strategic Implementation Plan 2020
incorporates the implementation of e-Procurement.
• Open Contracting Data Standards (OCDS) policy is still not in place.
• Governments have some level of policy on ICT and pharmaceutical
procurement.

5) Component 5: Legislation and Regulation

Ethiopia currently follows the Directive issued by the Ministry of Finance and
Economic Development Pursuant to Article 78/2 of the Ethiopian Federal
Government Procurement and Property Administration Proclamation no 649/2009
and Article 19 of the definition of powers and duties of the Executive Organs of
the Federal Government of Ethiopia Proclamation No 471/2005/6 (as amended).
A new proclamation is at the draft stage and expected to be issued soon.

Level of readiness in terms of legislation is satisfactory, but the procurement

legislation should be enacted effectively: Score: 3.0

Key observations from the e-GP Readiness Assessment:

• New Procurement proclamation is still to be passed enabling e-

Procurement in the country.

64
 • High enthusiasm shown under this category of readiness assessment is
because of the New Procurement proclamation being drafted guided by
the full decentralization of the procurement to spending agencies
• Cyber security policy and e-Transaction Policy are in place

6) Component 6: Infrastructure and Web Services

Ethiopia has coverage of network infrastructure with good accessibility that is

quite adequate to support most functions of e-procurement. This coverage is
mainly of major cities and is considered to be affordable in major cities.

Level of readiness in terms of ICT infrastructure and Web Services is High:

Score: 3.2

Key observations from the e-GP Readiness Assessment:

• ICT scenario in the Ethiopia is encouraging.
• IFMIS is implemented across the country, and online tax administration
system is gradually being adapted
• There are already few government web-based e-services available, i.e.
Inter-bank ET Switch enabling http protocol, business registration, etc.
• Most of the ministries and Public entities are well sourced with Internet
connectivity at central level, and challenges in regions.
• Mobile penetration is high, and Mobile network is widespread across the
country, and Internet data service quality is good.
• Most of the ministries have got their own web sites.
• MoFEC and MCIT data centers are well set.

This assessment included preparedness in terms of legal and infrastructural

arrangements, readiness of the stakeholders in terms of their access to ICT tools
and technologies including organizations’ existing ICT initiatives, and the
computing and software systems in place. This includes Internet connectivity, ICT
skills among procurement and management staff, and their adequacy for the
adoption of the e-Procurement. MCIT confirmed that Internet connectivity is
adequate and connects to Counties. Additionally, Government Cloud is being
established for online services like e-Procurement. 3G, 4G mobile data
connectivity is getting cheaper.

7) Component 7: Standards

Of greater importance than the telecommunications network are the

interoperability and middleware standards. A policy directive should require that
application developments be in terms of consistent technical standards, e.g.
Service-Oriented Architecture (SOA). There is already Government
Interoperability Framework (GIF) in place, but that should be well communicated
and used.

Standards for using government email accounts is not there. Symptomatic of this

65
is the common usage of Gmail / yahoo business addresses amongst government
officials.

Level of readiness in terms of Standards is moderately satisfactory: Score: 2.3

Key observations from the e-GP Readiness Assessment:

• There is standard authority and there are various technical groups working
under the authority
• Government has published standard for government services
interoperability.
• PPPDS and other agencies still do not use any procurement category and
item classification standards like UNSPSC, CPV.
• E-signature policy is based on PKI infrastructure, but such infrastructure is
not yet ready for use.
• There are recommended standards for ICT and some other common use
items.
• Use of SBDs are not consistent across the procuring entities.

8) Component 8: Private Sector Integration

Within the private sector, there is extensive capability amongst larger businesses
in the use of computers in their businesses, and they showed enthusiasm for the
introduction of e-procurement.

Survey results reveal that the private sector is adequately consulted on

procurement issues. There are training facilities available, which provide trainings
to government and private procurement professionals.

e-Procurement generally receives positive support from the business community

provided it is presented in a user-friendly fashion. The only reservation to this is
that there may be resistance arising from system security credibility and
enablement of e-Procurement for the MSMEs. The e-Procurement system should
promote transparency and help support enhancing private sector trust in
government and procurement system. Private sector support is very important in
the success of e-Procurement system implementation, adaptation and
sustainability.

The private sector is enthusiastic about the e-GP System and seems ready for
the adoption of e-GP system including making the necessary investment to
ensure connectivity, although there could be challenges to enhance the ICT
capacity of the small businesses.

Level of Readiness in terms of Private sector integration is satisfactory:Score:

3.8

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Key observations from the e-GP Readiness Assessment:

• There is standard authority and there are various technical groups working
• Private sector consultation is carried out through the Public-Private
Consultative Forum established that a MOU between Ministry of Trade
and Ethiopian Chamber of Commerce, and interactions take place in
regular frequency
• Capacity building initiatives in procurement is not adequate
• E-Procurement is wholeheartedly welcomed by the business community
despite ICT access challenges in case of small business.
• Chamber of commerce is enthusiastic an interested to collaborate in the
introduction of e-GP in the country

9) Component 9: Systems (Current e-GP Systems)

E-GP System should address the spirit and requirements of the public
procurement based on new procurement law and international best practices.
The assessment of this component is based on the use of e-Procurement
systems developed and used by MCIT and BDU.

Level of readiness in terms of Existing system is High: Score: 3.8

Key Observations:

• The e-Procurement systems mostly comply with the prevalent

procurement legislation.
• It is noted that two systems already exist in the country - one developed by
the MCIT, and another by BDU. Initiation of the MCIT e-Procurement
system was developed with an objective to be used, ultimately at the
national level, which is currently used only to address the internal
requirements.
• BDU system is matured and has been used for the last 7 years, and MCIT
system is under pilot testing.
• Both the systems are web based.
• More detailed analysis was prepared comparing both the systems for
recommending to upgrade for using at the national level.

2. List of Participants in the e-GP Readiness Assessment

Participating Public Entities

1. Ministry of Finance and Economic Cooperation

2. Ministry of Communication and Information Technology
3. Ministry of Construction
4. National Bank of Ethiopia

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 5. Information Network Security Agency (INSA)
6. Public Procurement and Property Disposal Service (PPPDS)
7. Ethiopian Roads Authority (ERA)
8. Addis Ababa University
9. Bahir Dar University
10. Hawassa University
11. Mekelle University
12. Jimma University
13. Pharmaceuticals Fund and Supply Agency (PFSA)
14. Engineering Procurement Directorate, ERA

Participating Bidding Community

1. Ethiopian Chamber of Commerce and Sectorial Association (ECCSA)

2. Alta Computec
3. OMEDAD PLC.
4. Alsam PLC
5. Winner Industrial Engineering

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ANNEX 2: STRATEGIC OBJECTIVES, KEY PERFORMANCE INDICATORS AND
TARGETS

Table 10: Strategic objectives, KPIs and Targets

No Strategic Key Objectives Key Performance Targets

. Objectives Indicators

1. Improved 1.1 To improve Users, Suppliers Currently the

Governance service delivery to and PEs baseline for the
(Transparent Procuring Entities Satisfaction Levels satisfaction is ―not
Processes (PEs), suppliers known‖.
and and users The specific targets
Accountabilit involved in public aimed at achieving
y) procurement. ―moderately
Satisfied‖ by the end
of 2023.
1.2 To ensure Percentage of 100% of all
transparency in all Invitation to Bids procurement ITBs
procurement (ITB) published are published by
opportunities through e- 2023 in e-
Government Procurement portal
Procurement for all Pilot PEs

1.3 To improve Percentage of 100% Procurement

Accountability in Procurements with decisions are
procurement adequate authority approved with
completed adequate authority
by 2023.

2. Effectiveness 2.1 To minimize Average % reduction in

(Informed the transaction Transaction Cost for average transaction
management, costs associated goods, works costs by the end of
efficient with procurement (repairs and 2022/23.
processes) of goods, works maintenance) and
and services services
calculated
separately
through Reduction in
standardization, transaction cost
Transaction cost for
streamlining and equal to % of total
capital works
the use of e- capital works
Procurement in
expenditure by the

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the procurement end of 2022/23.
processes within,
and where
appropriate
across agencies
and sectors.
2.2 To maximize Percentage of total 50% of expenditure
value for money expenditure on on Goods works
for government Goods, works (repairs and
expenditure by (repairs and maintenance) and
enhancing the maintenance) and Services in the Pilot
buying power of Services procured PES procured under
the public sector. under e- e-Procurement
Procurement contracts by the end
contract of 2021/22.

Unit Cost Reduction

for Goods, works
(repairs and Average Unit Cost
maintenance) and Reduction of % for
Services under e- Goods, works
Procurement (repairs and
contracts maintenance) and
Services by the end
Fee levels for tender of 2021/22.
management and
contract supervision
and administration
Reduction of 0.5% of
for capital works
total capital works
under e-
expenditure under e-
Procurement
Procurement by the
end of 2022/23.

2.3 To improve Improvement in (i) % increase in the

the auditability of audit ratings in number of
public procurement procurements
procurement transactions audited that are rated
expenditures. satisfactory

(ii) Reduction in the

Timely completion of audit cycle time by
procurement audits x%

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 Increase in audit Increase in the audit
coverage coverage by x%
2.4 To make Reduction in 20% reduction in
effective use of Transaction Cost average transaction
human resources Savings for Goods, costs by the end of
in the Works and Services 2019/20.
procurement as a measure of the
process. human resources
being freed up for
deployment
elsewhere
3. Economic 3.1 To promote Percentage of 80% by end of
Development competition Tenders and Award 2020/21.
(Competitive among suppliers Notices Published in
ness, while maintaining e-Procurement
investment reliable sources of Portal by the
climate) supply. agencies registered
in e-Procurement
System.
The average Increase of 50% in
number of bids bid numbers by the
received end of 2020/21.

3.2 To be Percentage of 90% of tenders

progressive in the Tender carried out
adoption of e- Competitions carried electronically by the
Procurement. out electronically end of year three
years (by the end of
2022).
This should
be measured by
comparing the
number of tender
competitions carried
out electronically with
the total number of
tender notices
published.
80% of all tenders
Percentage of and award notices
Tenders and award advertised, and
notices advertised tender

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 and tender documentation
documentation published, on the e-
published procurement web site
electronically by the end of two
years (by the end of
2022). 
This should
be measured by
requiring PEs to
report annually to
FPPA on the total
number of tenders
issued and awarded.


10% of expenditure
on Goods and
Percentage of services should be
Expenditure on supported by e-
common Goods and Framework
Services supported Agreements by the
by e-Framework end of 2021.
Agreements

80% of all
Percentage of procurement
Payments made transactions paid
through e-Payments through the e-
under e- Payment mechanism
Procurement provided by the e-
System Procurement System
by the end of year
Three (by the end of
2021).

There are both financial and non-financial targets estimated. Targets and key
performance indicators are defined for each of the strategic objectives identified.