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Title page 1

Contents 6

Foreword 4

Acknowledgements 5

Abbreviations and acronyms 9

Executive summary 11

1. Overview of the public procurement system of the Judicial Council 14

1.1. Regulatory framework 15

1.2. Institutional design 16

1.3. Relevance of public procurement in the Judicial Council 22

References 24

2. The digital transformation of the Judicial Council 25

2.1. Towards a digital transformation strategy for the Judicial Council 27

2.2. Consolidating the take up of e-procurement in the Judicial Council 29

2.3. Advancing the experimental use of digital technologies in public procurement in the Judicial Council 30

2.4. Proposals for action 34

References 35

3. The governance of e-procurement in the Judicial Council 36

3.1. Strengthening the governance of the e-procurement system JUC 36

3.2. A JUC business model that facilitates access 43

3.3. Building e-procurement capacities in the Judicial Council 45

3.4. Proposals for action 50

References 51

4. Supporting the Judicial Function and Service Delivery 53

4.1. Extending the coverage of the public procurement cycle in JUC 53

4.2. Advancing integration with other public functions 57

4.3. Leveraging e-procurement to achieve strategic policy objectives 60

4.4. Proposals for action 63

References 63

5. Procurement data management in the Judicial Council 65

5.1. Advancing transparency and facilitating access to public procurement information 65

5.2. The relevance of data to adopt risk management in the procurement of the Judicial Council 69

5.3. Data: A key element for the performance evaluation of the e-procurement system 75

5.4. Proposals for action 77

References 78

Annex A. Action plan for the implementation of the recommendations 80

Tables 7

Table 1.1. Composition of CM Budget, 2024 22

Table 1.2. Composition of Cordoba's Judicial Branch Budget, 2024 22

Table 1.3. Composition of Budget of the Judiciary of the Federal District of Brazil, 2024 23

Table 1.4. Composition of National PJNPJN Budget, 2024 23

Table 2.1. Adoption of the e-procurement system 29

Table 2.2. JUC procurement processes in 2024 30

Table 3.1. Subgroups of the Plural Working Group 42

Table 3.2. Stages of the process to transfer BAC to the Judicial Council 44

Table 4.1. JUC Functionalities 56

Table 5.1. Examples of potential data sources for public procurement risk identification 71

Figures 7

Figure 1.1. General government procurement spending by level of government, 2021 15

Figure 1.2. Frequency of revision to the primary regulatory framework for public procurement in the past 5 years, 2024 16

Figure 1.3. Composition of the Plenary of the Judicial Council 17

Figure 1.4. Public procurement-related institutional roles in the Judicial Council 19

Figure 2.1. The evolution from digitisation to digital transformation 27

Figure 2.2. Innovative technologies used in procurement activities, 2024 31

Figure 3.1. Synergies between e-procurement and other strategic agendas as part of the Judicial Council's digital transformation 39

Figure 3.2. Prevalence of competency model and certification framework for public procurement officials, 2018 and 2024 50

Figure 4.1. Functionalities served by national e-procurement systems, 2018 and 2024 54

Figure 4.2. Full lifecycle approach to e-procurement 55

Figure 4.3. Horizontal and vertical integration of e-procurement systems 58

Figure 4.4. Integration of e-procurement platforms with other digital government systems in OECD countries, 2024 58

Figure 4.5. Evaluation of the impact of procurement on the achievement of strategic policy objectives, 2024 61

Figure 5.1. Documents or data publicly available, 2024 66

Figure 5.2. Examples of categorisation of risks impacting public procurement outcomes 70

Figure 5.3. Strategy for managing public procurement risks, 2024 73

Figure 5.4. Tools implemented to manage public procurement risks, 2024 74

Figure 5.5. Categories of key performance indicators used for the public procurement system, 2024 76

Figure 5.6. Examples of performance indicators 77

Boxes 7

Box 2.1. The principle on E-procurement in the OECD Recommendation on Public Procurement 26

Box 2.2. ChileCompra's use of AI in public procurement 33

Box 3.1. Aligning the digital transformation of public procurement with an ambitious digital agenda in Ireland 38

Box 3.2. Chile's EVALTIC: Advancing coherence between digital projects and procurement operations 40

Box 3.3. The Observatory of Public Procurement in Spain 41

Box 3.4. Engaging stakeholders in e-procurement reform in Mexico 42

Box 3.5. The principle of Capacity in the OECD Recommendation on Public Procurement 46

Box 3.6. The competence of "e-procurement and other IT tools" in the ProcurCompEU competency matrix 47

Box 3.7. Using a competency matrix to identify gaps and steer capacity-building for public procurement officials 49

Box 4.1. The principle of Integration in the OECD Recommendation on Public Procurement 57

Box 4.2. Integration of KONEPS with other digital government platforms 59

Box 4.3. The principle of Balance in the OECD Recommendation on Public Procurement 60

Box 4.4. Ireland's Green Public Procurement Criteria Tool 62

Box 5.1. Finland: Hansel's use of e-invoicing data to make government spending more transparent 68

Box 5.2. Open data in the e-procurement system of Mexico City, Tianguis Digital 69

Box 5.3. The principle on Risk Management in the OECD Recommendation on Public Procurement 70

Box 5.4. OECD public procurement performance measurement framework 75

Appendix Tables 7

Table A A.1. Action plan for the implementation of the recommendations 80

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