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We build software products that empower governments to run efficiently and to offer high-quality public services that are accessible to all. With your insights and collaboration, we can dramatically improve the day-to-day of public employees, innovators and catalysts, creating a new blueprint for high-performing governments.

 

We'd like to validate several assumptions impacting the development of our first product, and would highly appreciate your expertise. Please read the following statements and select whether you consider they're True or False.

 
 
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In most countries, there aren’t integrated public procurement systems where international, regional, national, local, agency-specific, and products/services-specific policy or regulations are automatically embedded into purchasing decision-making.
Policy or regulatory changes affecting processes are not consistently or systematically implemented across departments and agencies. Implementation of changes is usually done manually.
Set-asides and other preference programs (veteran- and women-owned small businesses, HUBZones, etc) need to be manually calculated and implemented when awarding government contracts.
Procurement systems do not have streamlined, simple, and lean processes because they have to consider too many variables.
Procurement processes and decision-making are typically slow and lengthy.
Friction and barriers of entry for local businesses (especially SMEs) impede highly-competitive national procurement processes.
Most sources of information to adequately vet a supplier are scattered (i.e., certificates of incorporation, business licenses, past performance reviews, World Bank's debarment list, etc) and need to be retrieved and compared manually.
Products and solutions resulting from public procurement processes are usually lower quality and suboptimal when compared to similar products and solutions that are in the market.
There is poor accountability and visibility on the performance of both government and supplier when implementing an awarded contract.
By increasing suppliers' visibility and exposure, we can improve their accountability and relieve government from undue responsibility.
There is low traceability on the final total price of certain aggregated government purchases.
It is complex for government to return purchased items, make claims to suppliers, or enforce warranty clauses in an expedited manner.
Procurement information and documentation is usually hard to retrieve.
Procurement information and documentation is usually stored locally (physically and digitally).
Procurement information and documentation is usually not sufficiently protected or encrypted, therefore is highly susceptible to breach and manipulation.
Procurement data is captured and categorized by agencies and departments in a non-standardized fashion, making it difficult to aggregate and understand government purchasing patterns, good practices, and untapped efficiencies.
Procurement personnel is often highly-specialized, and training is needed for them to execute their work adequately.
Agencies usually experience significant price variations for common items across departments.
Micro-purchases under the procurement threshold might be done in varied ways, from all sorts of formal or informal suppliers, and not be duly categorized, impeding the proper recording, quantification and understanding of these transactions.
Government staff seems to spend a significant amount of unaccounted time doing micro-purchases.
Government is not taking full advantage of existing technologies to improve procurement processes (automation of forms, centralized cloud storage, digital signatures, encryption, artificial intelligence, etc).
Overall, public procurement is expensive due to numerous regulations, the complexity of certain transactions, the length of the processes, low local competition, scattered data sources, poor performance visibility, and a highly-specialized workforce that spends significant amount of time doing manual work.