Module #1

E-Procurement Preparation
This document was prepared for the e-Procurement Online
Learning Project of the World Bank Group by European
Dynamics, www.eurodyn.com.

Copyright © July 2016. All rights reserved.

Member states and their government institutions may reproduce this work without
prior authorization but are requested to reference the source.
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under any circumstances, be interpreted as official positions of the World Bank Group.
The World Bank Group does not guarantee the accuracy of the information included
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 TABLE OF CONTENTS

Public procurement ....................................................................................................... 4

E-Government procurement ......................................................................................... 8
Establishment of the e-GP framework ........................................................................ 12
Recommended organizational structure ..................................................................... 16
Template action plan for e-GP implementation .......................................................... 19
Summary ...................................................................................................................... 20
Public procurement
What is public procurement?
Public procurement encompasses all the activities regarding the acquisition of goods,
works and services by a public authority. How a government manages the public
procurement environment is a good indicator of the overall quality of administration,
making this one of the main priority sectors for most countries. Research has shown
that public procurement can account for around 15-20% of GDP. Particularly in
developing countries, public procurement accounts for approximately 35% of total
government expenditure.
As per the EU public procurement Directives: procurement is the acquisition by means
of a public contract of works, supplies or services by one or more contracting
authorities from economic operators chosen by those contracting authorities,
whether or not the works, supplies or services are intended for a public purpose.
Procurement legislation and policies regulate not only the procurement procedures,
but also the functions and responsibilities of procurement professionals in the public
sector. These procurement professionals need to be familiar with local development
needs as well as with the obligations of regional and international trade agreements.
Poorly managed procurement can lead to a detrimental impact on the economic
growth of a country; hence resulting in disinvestment due to poor performance of
national infrastructure.
Regulations aim to ensure that public procurement is a fair and open, and transparent
process, while minimizing opportunities for corruption and seeking to secure value for
money. Efficiency is seldom a key objective during the drafting of the legislation, which
tends to focus more on “doing things right” than “doing things better”.
Public procurement can be split into the routine purchases of standard items,
characterized by low value and high volumes, and the acquisition of complex goods,
services or works, characterized by low volume and high value. Traditional tender
processes are the most effective way to acquire the latter category, while Framework
Agreements and Dynamic Purchasing Systems are better suited to the former. These
processes take advantage of aggregation of demand and market competition to
achieve the desired procurements.
Traditional paper-based procurement processes are full of inefficiencies related to,
amongst others:
 lack of or incomplete management information;
 low levels of efficiency;
 administrative burdens;
 high costs for both suppliers and buyers;
  application of only simple procedures to reduce potential errors;
 lack of transparency and public accountability;
 poor management of contract implementation.

Main actors in public procurement

The main actors involved in public procurement are the following:
 Contracting Authority (CA): CAs are the State, regional or local authorities, and
bodies governed by public law that procure goods, services or works. CAs issue
tenders, evaluate bids and award contracts. CAs’ responsibility is to ensure that
legal and administrative requirements are implemented.
 Economic Operators (EOs): EOs are supplier entities which offer the execution of
works, the supply of products or the provision of services as required by the CAs.
EOs submit bids to the CAs tenders and are awarded contracts.

EU procurement procedures
The EU has issued directives regarding the procurement methods, to be followed by
all member states for public procurements that exceed the set thresholds. The
procurement procedures are categorized according to various parameters (i.e. type of
contracts, types of goods/works/services). The different procurement procedures set
their own limitations and thus not all methods are suitable for the procurement of all
types of goods, works or services. These limitations must be taken into consideration
when selecting the suitable procedure.
The directives foresee specific instruments for covering the repetitive purchasing of
CAs (in this training course referred to as “repetitive contracts”), whereby CAs
establish agreements with specific EOs for covering their purchasing needs for a
period of up to four years. In addition, other instruments are available for individual
contracts concluded through one procurement process (in this training course
referred to as “one-off contracts” or “individual contracts”). In particular:
 for individual contracts, the following procurement procedures are defined:
- Open procedure
- Restricted procedure
- Negotiated (with and without advertisement) procedure
- Competitive Dialogue
 for repetitive contracts, the following procurement procedures are defined:
- Framework Agreements (FAs)
- Dynamic Purchasing System (DPS)
E-procurement can be categorized into e-tendering and e-purchasing; e-tendering
refers to public tenders related to the acquisition of goods, works, and services that
are of high value/low volume, whilst e-Purchasing refers to the procurement of low-
value/high-volume goods and services. Tendering processes (e.g. open procedure) are
better suited to the former category, while FAs and DPS constitute the most effective
way to acquire the latter category.
In case of below threshold procurements than defined by the EU, any procurement
method can be used, even procurement methods not included in the EU directives, as
long as they follow the principles of the directives. In the following sections, the most
basic procurement procedure for individual contracts, as well as, the two instruments
for repetitive contracts are described.

Open procedure
An open procedure is the practice whereby any CA may create a tender and advertised
it through a contract notice, and respectively any EO can submit a response to this
tender through the submission of a Bid. This type of procedure is the only one that
does not include a prior selection and/or dispatching of an invitation to specific EOs
by a CA. All interested EOs are eligible to submit a Bid as long as they comply with the
requirements.

Restricted procedure
Restricted is the procedure that is publicly advertised through a contract notice,
whereby any EO may express interest to participate but only those who are selected
by the CA will be invited to submit a bid. The CA must specify in the contract notice
the criteria that will be applied to select EOs; subsequently, the qualifying EOs are
invited to submit a bid.

Negotiated procedure
The negotiated procedure is the procurement procedure whereby the CA intends to
negotiate the terms of the contract with the candidate EOs. This procedure can be
applied either with or without a prior advertisement:
 in a negotiated procedure with a prior advertisement, the CA advertises the tender
through a contract notice; any EO may express interest to participate in a process
similar to the restricted procedure; following full evaluation, counterparts engage
in negotiations,
 in a negotiated procedure without a prior advertisement, the CA directly invites at
least three EOs to submit a bid and subsequently negotiates with them to conclude
the procurement process.
This procurement procedure can be used in restricted cases as explicitly foreseen by
the Directives.
Competitive dialogue
A competitive dialogue is the procurement procedure often used for complex
contracts such as large infrastructure projects whereby the CA cannot fully define the
technical specifications upfront. In a competitive dialogue procedure, the CA conducts
a dialogue with the candidate EOs, aiming at defining in full all tender requirements
before inviting EOs to submit their final bids.

Framework agreement (FA)

A FA constitutes an agreement that establishes the terms and conditions for contracts
that will be awarded during the lifecycle of the agreement. An agreement can be
established with one or more CAs and one or more EOs. The goods and/or services to
be procured over a period of time are specified, as well as terms such as price or
envisaged quantity.
FAs are mainly used for the procurement of low-value/high-volume commonly used
goods and services with a duration of up to four years, which may be exceeded in
specific and well-justified cases. The initial establishment of the FA follows the rules
for procuring an individual contract up to the awarding stage. At this time, the
successful EOs are included in the FA.
Typically, the procurements performed through FA are based on e-Catalogue based
supplies and/or services. Through FAs, and depending on the exact nature of a
procurement, the CAs can either perform direct purchasing or invite admitted EOs to
mini-competitions (also known as call-offs).

Dynamic purchasing systems (DPS)

A DPS is similar to a FA, although in a DPS, any new EO can join the procurement
process at any time. DPSs are valid for a maximum duration of four years and are used
by CAs to make purchases of commonly used goods and services. Any EO that
submitted an indicative tender complying with the specifications of the DPS may
participate during the validity of the DPS.
The procurements performed through DPS are performed solely based on electronic
means and are typically based on e-Catalogues of goods and/or services.
E-Government procurement
What is e-Government procurement?
E-Government Procurement (e-GP) refers to the application of ICT technologies in the
area of public procurement. E-GP relates to the development of new procurement
methods aiming at exploiting the capabilities that technology provides, hence
achieving efficiency gains that a paper-based procurement environment cannot offer.
A comprehensive modern definition of e-GP is the following:
An e-GP is defined as the collaborative use of information and communications
technologies by government agencies, bidding community, regulatory and 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 services, and management of contracts ensuring
good governance and value-for-money in public procurement, and contributing to the
socioeconomic development of country (Shakya, 2015, p. 141).

Benefits of e-GP implementation

The benefits a government can aim at achieving, through the implementation of an e-
GP implementation strategy, fall into one of the following broad categories:
 Governance
 Effectiveness of Government
 Development of Markets

e-GP Benefits

Effectiveness of Development
Governance
Government of Markets

Transparency Efficiency Competitiveness

Business
Accountability Value for Money
Development

Corruption Civil Society Regional

Control Awareness Development

Rule of Law
The aforementioned benefits, as seen in, are mutually compatible. However, in order
for them to be achieved, they need to be part of the overall design of the e-GP
implementation. Therefore, the following considerations should be taken into account
in order to support the objectives of all three categories:
 resource availability;
 management of standards;
 design of the e-GP implementation;
 adoption and use of the e-Procurement system; and
 training and support.

Governance
Electronic procedures ensure that users perform public procurement in line with the
legislation, and enable any interested party to monitor public procurement
proceedings and results, hence promoting better governance. Procurement
information is available online (generally in real-time), and can be accessed by any
interested party (auditing bodies, oversight agencies, government officials)
directly/indirectly involved in the procurement processes. Governance involves the
following:
 Transparency: E-GP ensures compliance to laws, facilitates data collection and
analysis as well as improving accounting and monitoring, promoting transparency
and thus leading to better governance. For public procurement transactions,
transparency is achieved through the complete disclosure of all stages of
procurement, as well as through the auditing capacities offered by the e-
Procurement system. Actors are encouraged to be accountable for their actions as
public procurement procedures are constantly monitored. Moreover, initiatives
such as the Open Contracting Data Standard (OCDS), focusing on the openness of
procurement data, promote transparency and result in better governance.
 Accountability: Bidding community and the general public have access to e-GP
reports as well as to current and past information, and future procurement plans,
thus establishing high levels of trust in the electronic processes. All activities
performed are logged and can be traced improving the overall accountability of
the e-Procurement system users. Moreover, comparisons can be made through
the creation of reliable indicators of performance. Such indicators can define a
default set of mathematical formulas for the synthesis of procurement data for
the identification of bad governance practices and potentially fraudulent user
actions.
 Corruption control: Corruption in procurement relates to the awarding of a
contract to an EO to the detriment of the public interest; commonly accompanied
by personal benefit to one or more CA officials involved in the procurement
process. E-GP contributes to the reduction of corruption by:
- making procurement information publicly accessible for review
 - eliminating unstructured face-to-face contact between CAs and Eos, avoiding
potential opportunities for undue influence
- auditing all actions in the e-GP system
 Rule of law: In the procurement context, the rule of law relates to the
enforcement of any procurement legislation and supporting regulations to
improve compliance by CAs. This ensures that procurements are conducted in a
manner that promotes fairness, equal treatment, consistency and common
understanding for all stakeholders.

Effectiveness
E-GP offers the standardization of public procurement processes aiming at achieving
effectiveness. Processing times and administrative costs are reduced due to the
automation of the manual procedures, in addition, the prices of the procured
goods/works/services are reduced by virtue of the increased competition.
Effectiveness involves the following:
 Efficiency: Administrative costs associated with electronic processes are reduced
in comparison to paper-based systems and individual procurement procedures are
executed in a more timely fashion. In addition to the above, e-Procurement
systems facilitate the collection and application of real-time purchasing data, and
thus reports with rich and up-to-date information can be produced, allowing CAs
to revise their policies. As such, e-GP contributes to the stimulation of the local
economy since the rate at which public procurement budgets are spent
significantly increases.
 Value for money: Value for Money (VfM) can be defined as the effective, efficient,
and economic use of resources, which requires the evaluation of relevant costs
and benefits, along with an assessment of risks, and non-price attributes and/or
life cycle costs, as appropriate. By virtue of the increased competition, e-GP
produces significant savings in the costs of goods and services being procured
and/or improvement in their quality.
 Civil society awareness: Oversight of public procurement by civil society promotes
accountability and transparency, targeting to the efficient allocation and spending
of public funds in a responsible manner and according to their intended cause.
Through e-GP relevant information is made easily accessible to the general public
as well as to relevant monitoring bodies. However, personal information and
information related to national security should be protected. The development of
data classification and publication policies are efficient means to define the level
of procurement information appropriate for public disclosure.

Development of markets
The implementation of e-GP increases competition and improves productivity while
reducing fraud and corruption. Local and regional economies are improved,
economies of scale are made and SMEs’ participation is increased. Public expenditure
is therefore more balanced, fair and aligned with development goals. In this context,
developing countries can use such capabilities in order to improve their standing at
regional and international levels.t of markets.
 Competitiveness: Through e-Procurement systems, responses to tenders can be
submitted remotely from any location, as long as reliable Internet connectivity is
available. Moreover, any interested EO is allowed to register to the e-Procurement
system, be notified immediately about newly published tenders, download the
available tender documentation and subsequently place its bid. Therefore,
competitiveness is improved since any EO (including SMEs) has the opportunity to
sell to government.
 Business Development: Governments have become great economic players, as
purchasers, and thus they have the ability to strengthen and promote the use of
state-of-the-art technologies and standards for conducting business using
electronic means. Such technologies and standards, adopted during the e-GP
implementation, have a high potential of being adopted by the market on a larger
scale. The use of technologies and standards promote equal opportunities to the
different EOs allowing not only large bidders but also SMEs to participate in public
procurements. Moreover, e-GP grants opportunities to access a bigger,
international market.
 Regional Development: E-GP grant access to local, regional and international
business opportunities, thus providing a business development for both
governments and EOs. Distance is not an obstacle, resulting in greater levels of
participation, thus allowing EOs from any region to participate in the bidding
opportunities of other regions, by completing online transactions. In this context,
foreign EOs are able to participate in public procurement activities, thus
encouraging local businesses to maintain, if not improve, their competitive
standing.
Establishment of the e-GP framework
Steps to followed for establishing e-GP
The establishment of e-GP involves the support of procurement practices by
electronic means. Nevertheless, it should not be seen as an isolated technological
project, but as a means to modernize the public procurement framework and render
it more efficient.
A well-defined e-GP framework targets to:
 the optimization of procurement methods and business practices;
 the incorporation of appropriate adjustments to policies and legal framework;
 the activation of CAs and EOs through training, and generation of awareness;
 the development of technological infrastructures and establishment of standards.
In this context, a series of activities must be undertaken;
 the responsibilities of executives and operational personnel need to be updated;
 new skills need to be cultivated;
 regulations and legislation need to be modernized;
 operational policies need to be adjusted;
 strong leadership and consistent commitment at multiple government levels need
to be ensured;
 an effective change management program must be planned;
 assessment and monitoring tools should be in place for identifying shortfalls.

Strategic objectives
The following five strategic objectives, complementary to each other, support the
successful delivery of e-GP:
 Governance
 Institutional Capacity
 Functionality & Infrastructure
 Interoperability
 Adoption
When starting an e-GP implementation, in many cases, governments find themselves
in the low status for each of the strategic objectives. However, as long as the
implementation of e-GP evolves, this status is expected to improve in all five
dimensions.

Governance
Prior to the commencement of an e-GP implementation project, the rules/regulations
on public procurement may be outdated, especially regarding international best-
practice standards on public procurement (e.g. EU Directives, UNCITRAL model law,
etc.), and may not even foresee the use of electronic means in public procurement.
One of the core objectives of an e-GP project relates to the modernization of the public
procurement law, which should explicitly foresee the use of ICT in public procurement.
In addition, the introduction of ICT in the procurement legislative framework should
also foresee the introduction of procedures conducted exclusively through electronic
means such as reverse auctions. Besides the legislation itself, policies, explanatory
notes, and guidance / best practice notes should be made available in order to avoid
ambiguities on the interpretation of the law across the public and private sectors. The
standardization of Tender documentation, Contract templates, etc. also forms a
crucial mechanism for streamlining public procurement. Rules, processes and
organizational aspects should be progressively adjusted and regularly reviewed in
order to reach their optimum performance.
Institutional capacity
A very important aspect of e-GP is the establishment of coordinated leadership which
possesses the necessary public procurement competencies. Prior to the
commencement of an e-GP implementation project, knowledge on public
procurement (or even e-Procurement) is most probably dispersed while there is
commonly lack of expertise at senior / decision making levels. An e-GP
implementation project should aim at establishing the required leadership at senior
decision making levels, comprising expert staff that is fully educated on model
international public procurement laws/rules, adoption/marketing strategies for CA
and EO engagement, state-of-the-art systems, etc. This expertise should be leveraged
to establish institutional leadership, with dedicated bodies that coordinate, assist and
(even at times) enforce progress in the e-GP framework. A Public Procurement
Regulatory Authority (PPRA) is indispensable, so that progress occurs in a coordinated
fashion across the public sector. These institutions provide expert guidance to both
the public and private sectors so that irregularities are identified and compliance is
enforced.

Functionality & Infrastructure

The functionality covered by an e-Procurement system depends on the level of
sophistication and the complexity that a government aims for its system. The
implementation of an e-Procurement system can be phased, initially supporting a
subset of procurement functionalities.
Over time, procedures become more concrete and standardized, specialized
organizations are created to oversee and manage public procurement activities, plans
for the adoption and training programs are defined, all of which give grounds for
further developments in the e-Procurement system. The more advancement in all
other strategic pillars, the more evolution can be achieved for the e-Procurement
system itself, leading to a fully-fledged solution that can subsequently support a more
extensive coverage of the full procurement cycle.
An e-Procurement system cannot offer the envisaged benefits, no matter how
advanced it is, if the underlying infrastructure cannot support the system’s user base.
The infrastructure required for efficient e-GP implementation relates both to the
technical environment hosting the system itself, as well as the Internet connectivity
that can allow users to reliably connect to the system and utilize it. Therefore,
necessary actions must be taken in this direction in order to ensure the establishment
of robust infrastructure for the e-Procurement system to fulfill its purpose.

Interoperability
A fully-fledged e-Procurement system can substantially benefit from its
interconnection with external systems, such as the government’s financial system
(FMIS), banking systems, suppliers’ electronic catalogue systems, etc. However, such
an interconnection is very difficult to achieve at the initial stage of e-Procurement
systems implementation, considering that commonly, these systems are dispersed
and do not follow “interoperability” standards.
As e-GP progresses, knowledge is accumulated, integration points that can offer
substantial benefits are identified, and infrastructure is improved based on industry
standards; therefore capacities are offered to extend the functional scope of e-
Procurement systems through communications with external governmental and/or
private systems to achieve further automation. E-Procurement systems become
standardized and interoperable, providing integration points using standardized
communication protocols.

Adoption
Prior to the commencement of an e-GP implementation project, conducting public
procurement business through electronic means is not rare for some CAs and their
EOs; therefore, some level of adoption pre-exists. Still, this usually covers a very small
spectrum of the complete e-GP user base, which must be engaged through an
appropriate adoption strategy. Such strategy cannot be applied when procurement
information is scattered in various e-Procurement systems, and is non-standardized
and often incomplete. In such case, low levels of trust can be witnessed in CA and EO
communities, resulting in low participation.
An e-GP project should aim at progressively enhancing the awareness for the full
adoption of the e-Procurement system through promotional/marketing and
educational/training actions across the public and private sectors. Partnership evolves
between the public sector and the private sector while in parallel, citizens actively
participate and monitor public procurement performance.
Recommended organizational structure
The need for organizational restructuring
For the efficient and effective operation of e-GP dedicated bodies should be
established which undertake the daily operations and processes. In case such bodies
already exist, they should be restructured and reengineered as necessary in order for
them to be in line with their new mandates and authorities. E-GP engages many
stakeholders both within and outside government, as described in the following
sections.

Stakeholders inside government

The main permanent/interim/collaborative bodies that should be established within
the government are described in this section.

Permanent structures
The main strategic body in the Public Procurement Regulatory Authority (PPRA). PPRA
is the authority responsible for the establishment of national policy for e-GP as well as
overseeing its implementation. In most cases, the PPRA is a unit located within the
Department of Finance, although this is not necessarily the case in all countries.
Amongst others, the main roles of PPRA are focused on:
 National policy related to improving performance of public procurement.
 Operational issues in the daily operation of the e-Procurement system and public
procurement in general.
PPRA’s responsibilities are allocated to separate divisions in the structure, therefore,
it should be staffed with key personnel in full time positions and should have the
authority and budget to supplement the staff with external expertise, as required. In
order for the PPRA to succeed in its tasks, the following conditions should be met:
 the unit must have sufficient authority across the entire public sector;
 it must be an independent source of advice or assistance for those CAs wishing to
make use of the available experience and expertise of PPRA, and
 it must be adequately equipped to provide a broad range of skills from
management advice to specific business support services in the area of
procurement.
Other permanent bodies that should be established within government are the
following:
 Auditing bodies: These bodies are responsible for conducting independent audits
of the processes, technology, performance and finances.
  Appeals body: This body is responsible for processing potential appeals. It must
be independent from PPRA, in order to ensure transparency, fairness and
impartiality.
 Contracting Authorities (CAs): They are responsible for ensuring that legal and
administrative requirements are implemented and adhered to.

Interim structures
In case existing structures do not exist to manage public procurement and until the
permanent structure is established, interim structures may need to be created. The
experience gained during this initial period, can be subsequently incorporated into the
establishment of the permanent structure.

Collaborative structures
 International Trade Agreements Board (ITAB): Governments participate in
international and regional trade agreements, and thus several government
departments (not necessarily related to public procurement) are involved to
monitor compliance. ITAB is responsible for facilitating regular discussion between
such government departments and PPRA, to ensure that the procurement strategy
implemented for the country supports the agreements that have been signed.
 International Standards and Compliance Board (ISCB): ISCB is a purpose-build
body, responsible for monitoring the activities and progress by international
standards setting bodies (e.g. United Nations Commission etc.) and technology
standards bodies (e.g. International Organization for Standardization etc.). This
body should ensure that policies, regulations and/or systems remain updated
according to such standards, as appropriate.
 Permanent Commission for Public Procurement (PCPP): PCPP body facilitates the
efficient interaction between individuals in the various ministries and PPRA in
order to efficiently determine the appropriate national strategy. Its main role is to
ensure that national policy remains relevant and effective.
 National Procurement Managers’ Forum (NPMF): NPMF promotes the efficient
and effective collaboration of the procurement managers, across government, and
enables them to share experiences, get/provide advice, discuss common
procurement issues and transfer knowledge among sectors. This structure is
important in increasing the skills levels of procurement staff as rapidly as possible.

Stakeholders outside government

The main bodies outside government that should be in place are described in this
section.
 Private sector entities: These entities are the EOs who will be competing to win
public contracts. They are the largest group of stakeholders outside the formal
structures of the public sector.
 External audit bodies: Apart from the permanent auditing bodies, established
with the government, non-governmental bodies that should be also tasked to
conduct audits on the performance of government.
 General public: The “general public” stakeholder should be in position to verify
that government funds are used responsibly and for their intended cause, through
transparent means.
 Financial institutions: Private and public financial institutions (i.e. national
treasury, budgetary body, banks and insurance companies) play a key role in
ensuring the efficient collection and payment of funds for the purchasing of goods,
works and services.
Template action plan for e-GP implementation
E-GP project implementation should adopt and follow an overall e-GP strategy;
however, no single strategy is suitable for all cases. The action plan presented in this
course suggests an indicative plan for the implementation of a complete e-GP
framework. This plan presents an outline of objectives, however, stages and actions
that are deemed necessary for a full e-GP project implementation need to be
elaborated and customized on a per case basis. The plan defines three stages for each
strategic objective, along with indicative implementation duration and sequence.
Once the third and final stage of a strategic objective is met, it cannot be considered
that no further evolution is necessary; in contrast, continuous improvement should be
a constant goal. As such, the e-GP strategy should include particular details on
organizational structures that will support such evolution.
Summary
Public procurement refers to all processes through which public authorities purchase
goods, works and services, and are supported by clear procurement methods (e.g. EU
procurement procedures). The application of technology to public procurement is a
beneficial decision for governments in order to automate of the underlying
procurement processes and achieve of the set goals (e.g. transparency and
accountability).
Many governments around the world opt for e-government procurement (e-GP) in
order to improve the way they serve their citizens and businesses; however, before
becoming fully engaged in the implementation of e-GP, government officials, public
sector policy makers and procurement officials need to understand why and how to
implement e-GP as well as what benefits should be expected by a properly
implemented e-GP project (e.g. corruption control, efficiency, business development,
etc.).
In this context, the relevant strategic objectives must be set in order to support the
successful implementation of e-GP, and the organizational structure must be
reorganized in order to efficiently cover the daily operations and processes.
Accordingly, a clear e-GP implementation strategy should be defined, based on the
particular needs of the country and a relevant tailor-made action plan should be
created, targeting to the fulfillment of the set e-GP objectives.