Welcome to goPRS website

Procurement have considerable economic importance both nationally and internationally, and represent a significant share of national GDP. On the domestic front, the procurement of goods and services by public bodies provides critical inputs that allow governments to provide public services and to perform other tasks. Procurement systems have a significant impact on the efficient use of public funds and, more generally, on public confidence in the government and good governance. Obtaining a good economic efficiency, public access to information on public procurement and equitable opportunities for suppliers to compete for public contracts, are all essential conditions of an efficient procurement system.

goPRS is a suite of software designed specifically to 1) improve public procurement regulatory authorities internal review and monitoring of the procurement approval process; 2) reduce human interaction and personal contacts between procurement officials (MDAs) and regulatory bodies staff that can give rise to bribery opportunities; 3) kick-off regulatory bodies oversight on budget appropriations versus reported procurement actions; and 4) manage and publish procurement-related information (vendors database, prices lists) to assist suppliers in preparing their best  offers and governments in assessing them to support the procurement process. Read more

About goPRS Suite of Software

goPRS development is an ongoing project. goPRS is a suite of software packages comprising of goPRS Enterprise, goPRS Web, goPRS Intelligence, goPRS Learn, and goPRS eGP. The figure below depicts goPRS structure.

Who are the main stakeholders?

International, regional and national institutions in charge of public procurement reforms.

Who are the main beneficiaries of goPRS Project?

Countries that are reforming procurement systems are the main beneficiaries of the goPRS project. Those countries can be divided into four general categories characterized by their stage of economic development and the issues driving the reform efforts.

1. One category consists of those countries whose economies are in transition from planned/socialist economies to market-based systems.  These countries have no recent history of competitive public procurement as government essentially supplied to itself through barter or other trading mechanisms between public entities.  They therefore have had to design and implement new procurement systems to provide mechanisms for the government to buy from the private sector on an open, competitive basis.
   
   
2. The second group of countries could be described as the "middle income" countries such as Argentina, India, Indonesia, and Chile.  Many of these countries have had market-based procurement systems in place but are in the process of modernizing such systems.  The push towards modernizing their procurement systems is motivated by a number of factors, most of which can be traced to the need to satisfy the demands of a more enlightened citizenry for more efficient and transparent systems of service delivery by government and for greater accountability in the management of public expenditures.
   
   
3. The third group of countries could be described as developing countries.  In many of these countries, the procurement systems differ very little from those that were put in place during the colonial era.  Acceptance of the importance of proper management of public expenditures, including the fight against corruption have motivated such countries to modernize their procurement systems.  Influence from the donor community has also been a factor in urging and providing resources to support the reforms.
   
   
4. Reform of public procurement systems is also taking place in the industrialized economies.  The motivation to reform in these countries is largely driven by the fact that governments are significantly changing the profiles of what and how they are buying (e.g., moving away from goods and works into buying services, and using private financing for delivery of public services including infrastructure), the need to use new information and  communication technologies throughout the procurement process and the introduction of new concepts of public sector management which establish "value for money" as a goal of the procurement process, leaving agencies with a fair amount of discretion on how to achieve this goal.