The Gift of Mentorship and Collaboration: A Christmas Reflection
As this year draws to a close and the festive season brings with it warmth, gratitude, and reflection, I’m reminded of one of the greatest gifts a professional can receive, Mentorship. Beyond the exchange of knowledge, mentorship represents trust, friendship, and the shared spirit of collaboration that helps individuals and organizations truly thrive. Why Mentorship Matters “A mentor is someone who allows you to see the hope inside yourself.” Mentorship is not just a professional arrangement; it is a human connection that bridges experience and aspiration. Its importance lies in the profound effect it has on both the mentor and the mentee. In every field, from government and business to academia and development, mentorship shapes people, strengthens institutions, and ensures continuity. Based on my experience, there are five reasons why mentorship is vital in any business or organization: Keep things running smoothly Mentorship safeguards institutional wisdom. While policies and procedures can be written down, experience — how to read a room, negotiate under pressure, or balance judgment with empathy — can only be passed from person to person, be it with a quick word in your ear or over a coffee. In organizations, mentorship helps prevent the loss of know-how when people move on or retire. It sustains standards, preserves organizational memory, and builds resilience across generations of professionals. Believe big, act bold Few things are more empowering than knowing someone of experience believes in you. For a mentee, that trust transforms potential into performance. A good mentor gives not just advice but courage — the courage to make decisions, to take risks, and to stand by one’s principles and aspirations. This confidence, once instilled, becomes the backbone of leadership and innovation in any enterprise. 3. Levelling up leaders who can step up Mentorship is a training ground for leadership. In illuminating the path for others, mentors discover their own light grows brighter – their judgment becomes more nuanced and refined, their communication blossoms into eloquence, and their sense of accountability roots itself more deeply in purpose. It alchemizes raw expertise into golden influence and hones emotional intelligence to its finest expression – those luminous qualities that distinguish truly visionary and principled leaders from the merely competent In turn, mentees are inspired to learn responsibility through example: how to lead with integrity, how to handle setbacks gracefully, and how to lift others as they rise. Working better together Mentorship is the quiet architecture behind successful teams. It fosters inclusion, belonging, and the exchange of ideas across hierarchies. A workplace with active mentorship is one where people listen, where collaboration replaces competition, and where trust flows both ways. This vibrant spirit of camaraderie architects cultures where innovation and kindness intertwine like golden threads, inspiring people to rise not through the weight of fear, but through the uplifting power of unified purpose. Know your purpose, enjoy the ride, leave something behind At its heart, mentorship is about meaning. For mentors, it brings the deep fulfilment of watching potential transform into excellence, of crafting a living legacy that continues to shape the world through others’ achievements. For mentees, it offers both map and milestone, providing not just direction but the wisdom to understand that every success story is a story of connection. Through this sacred exchange, mentorship cultivates gratitude, nurtures generosity, and affirms an essential truth: that our professional lives gain their greatest value not in solitary triumph, but in the shared journey toward something larger than ourselves. And perhaps there is also a secret admiration that lies within every good mentor; the quiet pride in knowing that you can transfer your skills and wisdom to someone else, and that they might one day surpass you. It takes confidence, humility, and emotional maturity to embrace that possibility. There’s even a parental quality to it: the joy of molding someone into a better version of themselves, guiding them not to mirror you, but to surpass you. That, in its purest form, is what makes mentorship such a noble and deeply human act. My Own Journey with Mentorship In my own life, I’ve been truly blessed with extraordinary mentors who shaped my professional journey and character. My most recent experience was with Kewal Thapar, our Managing Director at GBPG, From the moment we met, I was struck by his understanding of our sector, technical knowledge, and charisma. He is the kind of leader you not only admire but aspire to emulate. He had such a profound impact I asked him to join GBPG .His mentorship has offered both a map and fuel for my journey. A profound influence in the early years of my career was Peter Neumann, then Chief Legal Officer of UNIDO and later Legal Advisor to CTBTO. He patiently walked me through the fundamentals of contracting and procurement, line by line, teaching me not just the rules but the reasoning behind them. That experience built the foundation of my professional integrity and understanding of governance. I must also acknowledge my uncle, Nihal De Run, who was instrumental in giving me the courage to establish the Global Best Practice Group. At a time when I was uncertain whether I should take such a step, it was his belief in me — his encouragement and quiet conviction — that helped me turn an idea into glorious reality. Role Models: Inspiration Beyond Mentorship In addition to mentors, I’ve also had role models, individuals I admired deeply and learned from, even with the absence of a direct mentoring relationship. Role models can influence us profoundly simply through example: their professionalism, composure, and the way they lead. Among those who have inspired me are Mr. Colin Carlile, CEO of the European Spallation Source; Mr. Stefano Fiorilli, Head of Human Spaceflight at the European Space Agency; Mr. Sean Walsh, Head of General Services at the International Criminal Court, David Kinley of the World Bank and advisor to GBPG and David Baxter GBPG Senior Advisor. Each of them, in their own way, embodied the leadership, integrity, and the
Responsiveness: The Competitive Edge No One Can Ignore
To respond to someone, an idea, or to a request should be simple. Yet, how many times can we collectively recollect when someone never responded to an email? Or how many times when a business didn’t deliver what they promised? Or when a politician, pick the country, doesn’t respond to their citizens’ needs? When someone is unresponsive, it sears into our memory. We may not want to vote for them again. We may not want to remain friends with them. We may not want to do business with them again. For me, and those of us at the Global Best Practices Group (GBPG), responsiveness is at the core of our ethos – not only in the workplace but as citizens of the world. The great Nelson Mandela wrote, “there can be no greater gift that that of giving one’s time and energy to help others without expecting anything in return.” Often, especially now in our polarized world, Mandela’s words are on my mind. To me, he’s talking about being a citizen of the world and the essence of his words is this – responding to the needs of our fellow citizens is essential. Paradoxically the more accessible we become, the more likely we are to disengage. At a time when people are more interconnected and constantly available than ever before, they are also increasingly less responsive. As multiple studies have shown, the expectation of perpetual availability can diminish the perceived importance of each message, making it easier to overlook and ultimately ignore the individual at the other (virtual) end. Whether pollical, corporate or organizational responsiveness is essential for our society to move forward; it is essential as a foundation for the legitimacy of political systems, and it constitutes the fabric of a trust-based system. Such systems, whether personal or in the field of business, have a cornerstone – responsiveness. That pillar rests on trust and in the business sense profit and performance require oxygen – and that air is responsiveness. In practice recent studies highlight that while we spend an important part of our working day (over-) checking and reading our emails, response times frequently do not meet expectations. In 2017 Forbes cited reading and instantly replying to an email as the most efficient approach to email management. Most professionals however prefer to read and revisit – meaning they duplicate the reading time and delay the response[1] The oft-cited 2020 Toister Performance Solution study[2] revealed that a vast majority of clients expect a response to emails within one hour, however in practice most companies fail to respond within a 12 hour timeframe with customers commonly taking to social media to vent their disappointment. A 2023 University of Arizona discussion paper argues that email response times have actually perceivably extended and highlights that beyond inconvenience and inefficiency there can be professional ethical implications to unresponsiveness.[3] Overall in our digital economy responsiveness is a core component, and expectation, of a professional workforce. When deprived of the oxygen that responsiveness provides, businesses lose, and their customers lose. Responsiveness is a strategic imperative in the world of business and procurement. There are five core elements of that that come to my mind when thinking about the intersection between procurement, business, our roles as world citizens, and responsiveness: Responsiveness as a Strategic Business Asset In today’s competitive landscape, responsiveness transcends basic courtesy, it’s a fundamental driver of organizational success. The ability to respond quickly and thoughtfully to clients, teams, and stakeholders determines whether businesses thrive or falter. When responsiveness breaks down, the consequences cascade rapidly. Trust erodes when clients send urgent inquiries only to be met with silence. A week without response to a critical service issue transforms even the strongest relationships into sources of doubt and frustration. In project environments, failing to acknowledge changing requirements leads to misaligned deliverables, missed deadlines, and ultimately, project failure. The financial impact is equally severe. High-value prospects don’t wait indefinitely—they move to more responsive competitors. Internally, delayed responses create operational bottlenecks. A procurement team’s slow reply can stall finance approvals, delay delivery and force teams into reactive crisis management rather than proactive execution. Responsiveness protects performance by building trust, enabling agility, driving profitability, and maintaining operational flow. It serves as the unseen foundation of high-performing organizations. Political Responsiveness, Governance, Global Leadership and Crisis Prevention Political stability depends critically on leaders’ ability to respond meaningfully to their citizens’ needs. We know when governments fail to address urgent concerns, whether economic hardship, or call for reform, or human rights issues—frustration builds into widespread unrest time and time again we let them off the hook – it’s a perpetual cycle of distrust Effective leadership requires more than acknowledgment; it demands concrete action. In crisis situations, the responsiveness of political and diplomatic leaders becomes paramount. Their ability to engage urgently and substantively can alter historical trajectories, while inaction perpetuates suffering and instability. They must learn to take risks rather than opt for the safe option. This syndrome is a classic case of BHIS – Bury Head In the Sand. Immediate action must be taken in Gaza to stop the killing of innocent people, Nowhere is this more critical than in humanitarian response situations. Yet almost every large-scale humanitarian crisis has to battle indifference and unresponsiveness of the international community. Examples are numerous and Syria to Sudan, Yemen to Gaza, have faced not just logistical challenges but also political indifference, delayed funding, and strategic inaction from the international community. Despite early warnings, clear evidence of suffering, and urgent appeals from humanitarian organizations, responses are often slow, fragmented, or conditional, shaped more by geopolitical interests than human need. As I witnessed serving with UNRWA, while being responsive is the line between survival and death, hostile governments and violent organizations often stand in the way of the UN, medical, and humanitarian professionals from doing their jobs . Recent political failures highlight the consequences of unresponsive leadership in crisis situations. When leaders ignore popular demands or fail to address urgent issues proactively, the results often
GBPG in 2025 – Potential to be Realized
At the start of 2024, GBPG put forward a call for harmony. This year I want to emphasize the need to use the potential we have within us all. As Aristotle promogulated centuries ago, I believe in the potential of humankind: the individual’s potential and the potential of so many organizations to do good – including GBPG. I also believe in humankind’s ability for excellence, resilience, and innate capacity to overcome tragedy and conflict by working together to improve opportunity for all. Resilience and potential are the words that will drive GBPG in 2025. It will drive our thinking to advance the core objectives we work on daily, namely poverty alleviation, transparent procurement for increased aid efficiency, informed climate policy and finance initiatives, and education for sustainable development. “Peace is more difficult than war” With conflict continuing in the Middle East and Ukraine throughout 2024 and into the start of 2025, the call for harmony remains relevant, but to attain suitable resolutions in a variety of areas we will need to tap into our potential. The discontent many feel is understandable, since continued humanitarian hardships suffered by so many civilians as a result of indiscriminate violence perpetrated against innocent people continues – largely unchecked and in violation of international laws and norms. Humanitarian aid groups are unable to administer the aid innocent civilians need for their survival. Journalists are being targeted because they are reporting to the world the death and destruction happening in Gaza – with no end in sight. Organizations like the United Nations Relief and Works Agency (UNRWA) for Palestine Refugees in the Near East have been falsely accused of supporting terrorism and in the field their aid efforts are hindered at every turn. I remain deeply concerned about UNRWA, and the UN more generally, being able to fulfill their vitally important missions and helping those who are without a voice. I am proud to have served in UNRWA in 2023 as Head of their Procurement, Supply Chain and Logistics Operations including Gaza, West Bank, Jordan and Lebanon, when the war broke out. Every day at UNRWA my colleagues and I worked tirelessly to provide much needed aid to women, children, and the elderly. We heard their voices. I still hear them -the balance in regional security versus people’s freedom and dignity is clearly not correct. I heard many level-headed people call it out as an opportunistic land grab to be forgotten over a 100-year span derived from catastrophic and wanton loss of lives on both sides. We have still have not heard of any development plans for Gaza. The wheels for this should have been put in place a long time ago for the rebuilding. “Disillusionment-Based Decisions Are a Recipe for Disaster” It is easy to be worried and disillusioned with what is happening in the world. On the one hand calls for peace and love are frequent, however they do not result in concrete actions. With the spread of disinformation, people have become fearful of migration and government policies that in effect help the economy and deal with social discontent. The wrong types of people with the wrong causes are feeling emboldened from top down. The voiceless are verbally taunted; they are attacked; they suffer vandalism; often stoked by racists who are engaged in othering behavior that unfairly demonizes people based on the color of their skin, the religion they practice, or their gender; overlooking their significant contributions and this is often happening in tandem with traditional changes in societal and demographic structures that are fostering discontent among certain socioeconomic groups. The spreading of this fear has been reflected in policy changes by governments. No more notable of an example is the failed British experiment called Brexit. In 2024, the Bank of England explained that Brexit has resulted in negative economic consequences associated with the UK’s departure from the European Union. It goes against logic to ignore your next-door neighbor as a trading partner. It is arrogant to believe that you can change the rules of the game – no matter how good you think your negotiating team is. The EU also had to take responsibility for the UK leaving the EU , reflect on “Lessons learned” rather than stoically move on, and understand making high level decisions affects people on the ground for queues for hospitals, schools, and housing. Yet, the dangerous cocktail of disinformation, demonization, and disillusionment that the UK succumbed to has become the playbook of politicians worldwide who remain keen on stoking the embers of fear and discontent. “Excellence is never an accident” In response we at GBPG, and the broader development sector, must continue to provide educational tools to at-risk populations so they can develop their lives and so they can remain resilient and hopeful in the face of adversity. We must streamline procurement processes to implement development projects to affected populations faster and more cost-effectively. At the same time, we must commit to conducting all aspects of our work with a focus on reducing greenhouse gas emissions that jeopardize our planet’s survival. We will need to be creative though – funding for development is going down, with defense spending going up. Governments are becoming more isolationist and that’s only going to continue with the political change in store for the world in 2025. Our challenge is also made more difficult because our successes are often ignored, because they are often not provocative enough to be on the front pages of the newspaper. We should not lose hope, though. Technological innovation, human ingenuity, and declining global birthrates and increased longevity – coupled with resilience and potential – mean that we’ll be able to navigate the years ahead. GBPG will be aiming to navigate these challenges by utilizing technology and human potential as efficiently as possible – GBPG has recently added leading Cyber Security experts to its bow. That means we will push forward locally driven solutions that are critical for the success of projects. How will we do that?
Broken Bidding: Rebuilding Trust through better Global Tender Management
“It’s broken so let’s fix it” There is a growing dissatisfaction with how public international organizations manage tenders for publicly funded projects. Such concerns are not trivial; they highlight basic flaws in procurement processes that undermine competition and also stifle contracting authorities from achieving “value for money.” When lesser-qualified or able companies win tenders, it reflects deeper systemic problems that demand the urgent attention of global and regional economic development entities. To use an analogy, if we consider Tender Management to be the courting phase in a supplier relationship, one has to wonder whether there are currently any successful marriages at all and that the divorce or counselling rate is not higher. In fact, this stage of the relationship between suppliers and contracting authorities is being neglected by both sides too often, it has become evident each partner has to understand the other better. After all, a marriage that according to the World Bank is worth US $13 trillion a year and is built on an unfathomable quantity of trust and good faith is unquestionably worth saving.[1] Current Challenges in Tender Management International organizations are entrusted with the crucial task of implementing projects that positively impact communities and economies. The former relies heavily on the tender management skills and market understanding within these organizations, which must be up to requisite internationally accepted standards. The implications of flawed procurement processes are severe: the erosion of business trust; decreased competition; and ultimately, suboptimal project results and societal regression. The potential impact and volume are also far from trivial, with the UN alone spending US $24.9 billion on procurement in 2023. [2]. Procurement tendering processes are the major roads for this transfer of funds. However, trust is a two-way street. While public sector authorities seek to ensure transparency and accountability in contracting, the private sector can sometimes act unscrupulously. This can manifest in several ways: key lead experts may be swapped out undermining the integrity of the original submitted proposal. In other instances, back door price increases or authenticity and experience of experts placed in key positions in the proposal, compromise the quality of work downstream highlighting the need for robust oversight to protect the faith of all parties involved. Multiple Impacts of Poor Tender Management Erosion of Trust: When organizations fail to adhere to established procurement standards, they threaten the trust that exists between them and the private sector. This lack of trust leads to fewer bids and a noticeable decline in the quality of bids, especially as experienced firms who no longer see value in participating or providing quality proposals in what they view as a “flawed process.” Decreased Competition: A reduction in the number of quality bids directly impacts competition and, ultimately, project outcomes. Lesser-qualified companies are more likely to win tenders, not because they offer the best solutions, but because these more-qualified competitors are driven away by inefficiencies and lack of communication in the bidding process. There must be confidence in the “belief of winning” akin to getting top marks in an exam if you do the work. This is a titanic shower stopper.in motivation building in particular for SMEs. Value for Money: The ultimate goal of any tender process is to ensure value for money and achieving quality deliverables in relation. This is compromised when tenders are awarded to companies that may not be the best fit or qualified in terms of price, experience and expertise. More importantly, this results in projects that don’t meet expected outcomes and meet satisfactory standards thus resulting in inefficiencies and wastage of precious public funds. Core Principles & Practices for Restoring Trust, Fairness and Effectiveness Restoring trust and improving the quality of bids requires international organizations to adopt and rigorously apply specific core principles: Detailed and Neutral Specifications: Ensure that project specifications are comprehensive and neutral, free from personal or political biases towards any particular bidding entity. This allows all potential participants to compete fairly on a level playing field. Adequate Bidding Time: Provide sufficient time for companies to prepare and submit their bids, excluding holiday periods. This ensures that companies can put forward well-considered proposals and meet specified deadlines. Reliable Bidding Timelines: Avoid reducing the bidding periods following release of the Request for Proposals (RFP). Sudden changes in timelines appear suspicious and can deter and discourage serious, qualified bidders. Quality Proposals: Bidders should provide comprehensive proposals and strictly adhere to the tender instructions. They should avoid bypassing these guidelines or cutting corners to save time, effort, and resources. Transparent EOI/Pre-qualification Processes: Avoid issuing Expressions of Interest (EOIs) or akin when only one bidder is really being considered for the Request for Proposals (RFP) defeating the object of an EOI to make a comprehensive short list of qualified bidders. Procurement Officers can be pushed to release EOIs when there is no genuine organized front end of the process. Additionally, do not proceed with EOIs if there is no budget allocated for the competition stage or if there are no clearly defined terms of reference or scope of work. Such situations can lead to significant delays between the EOI process and the actual competition, resulting in mobilization challenges and uncertainty regarding resource availability. Responsive Communication: Ensure that all clarifications and questions from bidders are promptly and adequately answered by responsible managers. This fosters mutual respect and genuine client engagement. The unacceptable practice of not answering emails related to procurements is a key factor in creating disengaged and dissatisfied suppliers. Respect for Bidders: Recognize that bidding entities are experienced professionals, not merely sources of ideas or placeholders. Responding to bidders with courtesy and respect encourages more meaningful participation. Accept Feedback: Bidders should play their part by graciously accepting constructive feedback from contracting authorities. It’s important for bidders to view feedback as an opportunity for growth and improvement rather than a challenge to their competence. This means not questioning or disputing the feedback in a confrontational manner or retaliating against the authority. Constructive criticism should be welcomed as a valuable insight that can enhance future proposals. Authentic Bids –: Bidders should
The Meaning of 2024
2024 is a pivotal year. We need to be on the front foot to take on global development challenges rather than fight rearguard actions – “Front Foot Development”. Let’s make 2024 the year all the players in the global development family can play in more harmony. As we come up to the midpoint of the 2020’s, the pressing call for action is ever greater to change the horizon and calling for an increasing involvement. With so much going on in the landscape of global development, now is the time for action. As we step into the start of a new year and tread towards a new future, it gives me immense pride to be able to discuss my vision for GBPG in 2024. From day one, our unwavering vision has revolved around delivering exceptional outcomes and ensuring client satisfaction. It’s about the promise of excellence in every service we provide, and that commitment remains the backbone of our mission. Inclusivity and collaboration is the only way to build a sustainable future and this year, GBPG will be looking to create impactful solutions that are inherently collaborative, and which benefit all parties involved. Our Key Initiatives for 2024 Looking ahead to 2024, our focus is on key initiatives that will shape GBPG’s contributions to global development: Anti-Money Laundering (AML): One of our key focuses for this year will be strengthening our AML capabilities. This will include building a comprehensive roster of specialists and senior experts in AML to strengthen how GBGP can contribute to development projects in the global financial management space. Global Tax Governance: This year will also see GBPG expand our Global Tax Governance Advisory Team, spearheaded by our Lead Expert for Global Tax Governance Richard Stern. This, combined with our new capabilities in AML will form the basis of a two-pronged initiative to drive superior financial management on a global scale. Alignment with Global Sustainable Development Goals (SDGs): As it always has, GBPG will continue our close alignment with the United Nations’ SDGs. Our participation in high-level policy forums is geared towards impacting development goals, and milestones, and providing the best possible services in key areas. Our assessment tool “PILLARS” will be guided and shaped to assist the global SME and NGO community in achieving these goals. Reducing poverty: Acknowledging global challenges, we recognize trends of low growth and insufficient investment in the public sector. Our focus in 2024 will revolve around projects aimed at reducing poverty, improving quality of life, and addressing financial challenges through enhanced AML capabilities. 2024 will also see GBGP taking larger steps to contributing to global forums – our Big Data Team headed by Andre Murdoch, will be following the World Summit on the Information Society (WSIS) Forum in March and we look forward to using the insight from this forum to more enhance our work in data. The High-level Political Forum on Sustainable Development (HLPF) in July is also set to be a highlight in the GBPG calendar to follow. The Challenges that will shape 2024 During my recent visit to the Middle East and my work for the United Nations Agency for Works and Relief for Palestinian Refugees (UNRWA) heading the Procurement & Supply Chain and Logistics function in Middle East, West Bank and Gaza I was ideally placed to closely monitor the humanitarian situation in Gaza and the West Bank. This is the really noisy elephant in the room, the biggest challenge global partners are currently facing that needs their attention, which remains an ongoing and serious threat to sustained global peace requiring advisory support on the ground. With the decimation of the Gaza Strip, there is a palpable sense of tension among the people of the West Bank that they too could face similar conflict. The situation in Gaza illustrates a growing trend of polarization in politics – not just in terms of left and right ideology, but in terms of international and bilateral relations between organizations and donors. This polarization serves to undermine the impact that the UN and other international organizations can have in terms of fostering growth and development, which in turn profoundly affects people on the ground, especially in areas of conflict. The world is looking for transparency, equality and leadership, and the role of international organizations such as UN’s & World Bank’s driving these qualities is vital, and so, it is more vital than ever for everyone, not just those in the development space, to support the UN and other international organizations to help preserve human rights and foster growth. The GBPG will remain wholeheartedly committed to the UN’s vision for a sustainable world and will be working with all our partners to do our part in helping achieve this goal. Looking Beyond 2024 As we chart our course for 2024, GBPG’s commitment to engage with the critical issues of our time –educational opportunity, the divisive discourse on fossil fuels, the imperative for transparency, equity, and effective leadership in global dispute resolution, and the elevation of the global Quality of Life ratio– remains our core mission. Our long term objective is to address worldwide financial challenges, foster transparency in global financial management, pinpoint opportunities to boost balanced economic projections, and enhance investments in the public sector services. As we navigate the intricate landscape of international development, we recognize the need for more mindful cohesion between global organizations – better collaboration for sustained synergy. Effectively mobilizing public resources remains an ongoing challenge, and GBPG’s experts will be focused on the implementation of closing this gap. We aim to address knowledge and capacity needs, ensuring that development projects move forward with tangible progress. GBPG will also promote supporting the strategic deployment of proficient development professionals, shifting away from the current restrictive employment model used in the development sector to make more impact at less cost. We at GBPG will embrace 2024—a year of growth, collaboration, more harmony and positive change.
Unlocking the True Potential of E-Procurement: How Innovation can deliver more Public Happiness
Imagine a world where we make the most of our e-toys, employing them with unmatched efficiency, wisdom, and frequency to create a society that thrives on “more public happiness.” It’s not just a dream—it is an achievable reality. E-procurement, fuelled by government initiatives for economic development, holds the key to fostering innovation, diversifying sectors, and achieving remarkable efficiency gains. The global value of public procurement reached an astounding US$13 trillion in 2018. At the same time, more and more countries are embracing e-procurement, recognizing its immense potential. In fact, according to the UN, a staggering 161 out of 193 countries now publish their contractual opportunities online. But there’s still work to be done. While tender notices flood the digital landscape, some e-procurement platforms lack the substance and leveraging techniques needed to take full advantage of this transformative pathway, while usability remains a pending subject. Thankfully the required IT infrastructure is already in place, and with the right allocation of resources, capacity building, and strategic development, key stakeholders can overcome these challenges together. In today’s dynamic landscape, factors like the past COVID-19 pandemic and potential future pandemics, supply chain disruptions, rising energy prices, inflationary pressures, and global market instability make resilient procurement and contracting a top priority. By joining forces, stakeholders can develop strategies that ensure robustness in our procurement processes and supply chain management. The COVID-19 pandemic has taught us valuable lessons. It has shown us that we can harness innovation to strengthen procurement planning and crisis responses. By leveraging applications, mobile phone usage, databases, and platforms, we can be better prepared and more resilient in the face of adversity. And the benefits are tangible – e-auctions in certain small island states, for example, have saved over $100 million USD and slashed the time and costs involved in inviting and receiving bids. E-procurement technology tools can be true game-changers taking public procurement to the next level that it so badly needs – the new impetus or kick start. They can drive innovation steps further and positively impact environmental management, private sector competitiveness, government transparency, and overall effectiveness and efficiency. Imagine reduced costs, decreased corruption, increased trust in government, accelerated growth, and improved aid acquisition—all within reach through better-utilized e-procurement activities using more national pooling. Does the evidence speak? The European Commission achieved significant savings of 5 to 20% for contracting authorities and entities after transitioning to e-procurement in 2012. South Korea blazed a trail in e-procurement implementation, saving a whopping $4.5 billion annually through its KONEPS platform. Even in the face of conflict, Ukraine’s Prozorro platform successfully increased competition, reduced prices, and saved an average of 9.7% per tender. In Asia there is a consistent growth of government e-procurement platforms and tender websites. To supercharge public procurement innovation and pooled e-procurement there is potential to propose a range of exciting initiatives. Picture a world where we optimize e-procurement tools, we place better resources to compile and publish procurement data, establish procurement benchmarks, promote knowledge sharing, create more opportunities for professional advancement, establish more procurement forums, harness the power of e-procurement apps, and conduct a comprehensive regional feasibility study for pooled e-procurement initiatives. So as we embark on a new post- Covid era, where procurement and supply chain are in the limelight and recognising that e-procurement technology is an established practice within the majority of the world’s countries, we have the unique opportunity and the relevant technology to embrace and implement pooled e-procurement. According to the World Health Organization pooled procurement increases purchasing power and “achieves greater efficiency through the sharing of workload, expertise and human resources”. Pooling has long been an established practice in the public health field. Now we need to start seeing it as a public policy option to improve public procurement outcomes. Building on existing e-procurement technology, international pooling is a viable and logical alternative. But what are the next steps? Can we envision and implement multi-lateral agreements on pooled e-procurement, the formation in particular of small state expert groups on pooled e-procurement innovation, and the launch of more ground-breaking regional pooled e-procurement pilot projects? These initiatives mark the next chapter in our e-procurement journey, empowering states to unlock innovation and diversify their economies. These strategic steps could serve as crucial milestones towards utilizing further the potential of e-procurement and pooled procurement, and help smaller states to foster innovation, achieve economic diversification, and realize significant efficiency gains in public procurement processes. We should seize this opportunity and embark on a transformational voyage with e-procurement as our compass. Why? Public happiness is fed by better health, transport and education services and infrastructure. However “happiness” does not come ready made, instead, as the Dalai Lama puts it, it comes from one’s own actions. With political will, solidarity and strategic purpose, it may be feasible to navigate the new frontier of digital innovation and create a future where procurement possibilities are increased and public happiness is boosted.
