Circular Procurement for Cities
  • Circular public procurement: a framework for cities
    • Disclaimer
  • INTRODUCTION
  • How to use this framework
  • Framework overview
  • The benefits of circular public procurement
  • PART 1: SETTING YOURSELF UP FOR SUCCESS
    • Set and communicate the level of ambition
      • Set the level of ambition
      • Communicate your ambition
    • Build internal capacity and collect data
      • Learn from other cities
      • Form a working group
      • Align and build internal capacity
      • Conduct market research and collect data
      • Conduct market dialogues
    • Identify opportunities for pilots
      • Identify opportunities for pilots
  • PART 2: ADAPT CRITERIA AND REQUIREMENTS
    • Develop circular criteria
      • Criteria for products
      • Criteria for food
      • Criteria for plastic packaging
      • Criteria for mobility
      • Criteria for buildings
  • PART 3: RUN A CIRCULAR TENDER PROCESS
    • Assess needs and review assets
      • Assess needs and consider the use of services
      • Review assets
      • Assess risks and opportunities
    • Engage relevant departments
    • Adapt selection and evaluation
      • Evaluation and performance review
      • Adapt the tender procedure
      • End-of-use
  • PART 4: MAINSTREAM CIRCULAR PUBLIC PROCUREMENT
    • Learn and improve
    • Support innovation and emerging innovators
    • Align business support with circular objectives
    • Create an enabling regulatory environment
  • ACKNOWLEDGMENTS
    • Thank you
    • Core team and contributors
  • Glossary
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  1. PART 3: RUN A CIRCULAR TENDER PROCESS

Engage relevant departments

Engage relevant internal stakeholders before the tender is issued

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Last updated 3 years ago

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Once your department or city has defined what it will be procuring, it is important to engage the department and staff who will be involved in the procurement process, as well as those managing the contract, and the product or service. Identify the procurement officers that will prepare the documents and discuss with them what the requirements and criteria for the contract should be. Engaging the departments and colleagues who will be managing the relationship with the supplier(s) and overseeing the asset, product, or service that is being procured can support the embedding of circular economy principles throughout the contracting period and at the end-of-use phase.

Questions to consider:

  • Have you identified and engaged the relevant departments and staff members? + Who are the strategic sourcing staff that you can engage? + Whose expertise is needed for the development of the criteria and requirements? Have you identified the different roles and responsibilities across the procurement process? (e.g. preparing the tender documents, managing the contracts with the supplier(s), managing the assets and products throughout their use-cycle, ensuring that the tender meets the expected outcomes) + How can you encourage collaboration and cooperation between the different departments throughout the procurement process?

  • How can you encourage collaboration and cooperation between the different departments throughout the procurement process?

Example

Resource

The has been designed as part of the GPP Bhutan project to help the Bhutanese public procurers and policymakers get started on purchasing green and sustainable goods and services. The checklist aims to help procurers ask the right questions from colleagues, suppliers and end users to ensure that procurement processes are being gradually improved to encompass value-for-money across the lifecycle.

The learning module by the Urban Agenda for the EU provides a guide on the roles and responsibilities of city officials across the public procurement process.

Checklist for Implementing Green Public Procurement (GPP) in Bhutan
Building Procurement Strategy