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Product/Services Overview:

PROCUREMENT INNOVATION MODEL: Smart City-Xspaces & Initiatives-Procurement Innovation Model Services as the part of SDP’s Management Consulting & Government Advisory service offering for Public, Private and Social sector clients.


Product/ Service Delivery Duration:

Min 2-3 months depending upon Size of offering required and Scope of Work.


Ideal Client Type:

Public, Private and Social sector clients: International Agencies, National Governments-Ministries; Local Governments-Municipalities, Development Authorities, Smart City-Xspaces SPVs/ offices, Private Companies.


What is in the package of Product/Services (Deliverables)?

  • Smart City-Xspaces & Initiatives-Procurement Innovation Model Report.
  • Support services for Smart Cities-Xspaces & Initiatives-Procurement Innovation Model framework, activation & transformation.


Product Offering/SoW Overview:

  • Introduction of Smart City-Xspaces Procurement Innovation Model

  • Initial Assessment and Planning

  • Current Procurement Process Review

  • Benchmarking and Best Practices

  • Stakeholder Engagement

  • Innovation Needs Analysis

  • Development of the Procurement Innovation Model

  • Policy and Regulatory Framework

  • Technology Integration Support

  • Supplier Engagement and Capacity Building

  • Pilot Testing and Implementation Advisory & Support

  • Performance Measurement and Monitoring

  • Continuous Improvement

  • Documentation and Reporting

  • Communication and Outreach


Key Benefits:

  • Bridging the chasm between the innovators and early adopters and the pragmatists to scale up early market technologies and make them mainstream.
  • As government purchase is so large, this helps bring innovative solutions to the market and provide the necessary scale.
  • Increased profits: either through reducing costs, finding new markets or increasing market share;
  • Supplier management: improving communication with the supply base, identifying strategic suppliers vital to their supply chain and improving supplier performance to share subsequent savings;
  • Controlling risks internally and externally-Internally improving the identification and management of risks leads to better control of risks and minimizes any unpleasant surprises.
  • Externally create stronger relationships leading to better communication and a better awareness of potential issues/upcoming risks and opportunities.
  • Understanding of market and suppliers, First tactical and analytics, Introduction of ERP systems.
  • Effective internal comms and collaboration.
  • Purchasing involved in strategic decision making.
  • Data visibility aiding faster decision making.
  • Value contribution of Purchasing aligned to business objectives.
  • Rapid and accurate monitoring of spend data
  • Supplier integration, cooperation and partnership.


Additional Free Offerings:



    • The legal framework-For public procurers to know the best available solutions, they need to be able to engage in a transparent, open dialogue with suppliers. There is natural risk-aversion from public procurers to do so out of fear of allegations of corruption.

    • The cost barrier and the business case-When conversations with public procurers turn to the costs of sustainability and innovation, there is a lot of resistance to considering an item, solution or process that appears costlier than the business-as-usual alternative. 

    • The public procurer skill set-The public procurers’ work need to be strengthened to fully utilize the potential of innovative, sustainable procurement: market engagement, the design and evaluation of performance-based tenders, and the monitoring of contracts on compliance with the promised performance.

    • Risks and regulations: the purchasing function can contribute by identifying innovative solutions to transform constraints linked to the control of risk and regulatory compliance into a competitive advantage for the business;

    • Operational excellence: the purchasing function can be a proactive source of creativity and collaboration with internal clients and suppliers to enhance existing processes and reduce costs through the identification and introduction of new materials, technologies and alternative solutions;

    • Differentiation: being involved in the company’s product and service roadmaps and tightening collaboration with internal clients and suppliers to become business partners.

    • Poor communication across functions

    • Low knowledge of markets and suppliers

    • Slow/ineffective decision making

    • Collaboration across the business

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