Optimising Outcomes from Procurement and Partnering for Covid-19 and Beyond: Lessons from the Crisis

在新冠肺炎危机中，公共采购一直是人们关注的焦点。地方当局（LA）每年在采购上花费约1000亿英镑（占其总预算的47%）（IoG，2018）。在2019冠状病毒病危机中，这笔资金必须为社区带来最大利益--无论是提供公共卫生（包括检测-跟踪-追踪责任）、社会护理（包括提供养老院），还是作为重启当地经济的关键经济杠杆之一。无效的采购安排给危机中公共服务的提供/连续性带来风险。在必须迅速扩大服务规模的情况下，随着成本、工作人员和供应短缺的增加，一些地方当局的能力（及其供应链）的极限往往受到考验。地方当局必须同时采取行动，保护需求崩溃的基本供应链（如运输、设施管理）。这些挑战需要明智和敏捷的采购反应，以建立强大、有效和高效的关系，并为当地社区产生积极影响。本研究将探讨这些紧迫问题，以及如何在应对COVID-19方面取得进展。该团队将研究新出现的机会，以最大限度地发挥洛杉矶采购的影响，并利用洛杉矶采购的附加价值。在主要利益攸关方的广泛参与和支持下，该项目将研究哪些工作做得好，哪些工作做得不好，原因何在，以及产生了哪些影响和影响。它询问了LA如何以及如何有效地使用采购来应对Covid-19带来的挑战？有哪些值得庆祝的成功？需要管理的紧张局势在哪里？系统在哪里有崩溃的风险？有哪些改进采购绩效的机会？该项目将鼓励反思“采购生态系统”应对危机的能力;澄清关键成功因素和压力点，并讨论下一步行动。该项目将寻求从“正和”收益的积累中确定潜在的杠杆作用。本报告列出了一长串此类潜在收益，这些收益来自加强系统和促进复原力的战略性、创业性、特别是关系性方法。在没有这些方法的情况下，系统仍然可以运行-但有动力不足的风险。该研究的影响将来自有关有效危机战略的重要项目结果;有效的“变通办法”，以保持安全性，连续性和复原力（包括创造性的委托程序，利用现有采购立法的灵活性，并结合供应链伙伴之间的互补能力）;信任、开放和协作的有效方式正在出现，以推动创新的方式来聚集和引导资源。

Public procurement is firmly in the spotlight in the Covid-19 crisis. Local authorities (LAs) spend around £100bn (or 47% of their total budget) annually on procurement (IoG,2018). In the Covid-19 crisis, it is crucial that this money delivers the maximum benefit for communities - whether providing for public health (including testing-tracking-tracing responsibilities), for social care (including care home provision), or as one of the key economic levers through which the local economy is to be restarted. Ineffective procurement arrangements present risks for the delivery/continuity of public services in the crisis. Where rapid scaling-up of services is necessary, the limits of some LAs' capacities (and their supply-chains) are often being tested as costs, staff and supply shortages increase. LAs must simultaneously act to protect essential supply-chains where demand has collapsed (e.g. transport, facilities management). Such challenges require smart and agile procurement responses to build strong, effective and efficient relationships and generate positive impacts for local communities. This study will investigate these urgent issues, and how gains might be achieved in the response to Covid-19. The team will examine emerging opportunities to maximise the impact of, and leverage additional value from LA procurement. With extensive involvement and support from key stakeholders, this project will examine what is working well, less well, why, and with what effects and implications. It asks how, and how effectively, are LAs using procurement to address the challenges posed by Covid-19? What are the successes to be celebrated? Where are the tensions that need to be managed? Where is the system at risk of breaking down? What opportunities are there for improved procurement performance? The project will encourage reflection on the ability of the 'procurement ecosystem' to respond in a crisis; clarifying critical-success-factors and pressure-points and discussing what to do next.The project will seek to identify potential leverage from an accumulation of 'positive-sum' gains. Reports here identify a long list of such potential gains, resulting from strategic, entrepreneurial and, particularly, relational approaches that strengthen the system and promote resilience. In the absence of these approaches the system may still operate - but at risk of being substantially underpowered. Impact from the study will derive from important project findings regarding effective crisis strategies; effective 'workarounds' to maintain safety, continuity and resilience (including creative commissioning processes, using the flexibility in existing procurement legislation, and combining complementary capabilities amongst supply-chain partners); and effective ways in which trust, openness and collaboration are emerging to drive innovative ways to aggregate and channel resources.