What problems need to be solved in regional joint procurement?

Although regional joint procurement has many advantages, it also has some disadvantages. Therefore, it is necessary to comprehensively consider, rationally use and maximize the advantages of regional joint procurement. The positioning of regional joint procurement The so-called regional joint procurement refers to the practice of regional joint centralized procurement by multiple procurement entities, which brings together scattered procurement projects from different administrative regions and industries to form large-scale procurement, so as to improve scale efficiency and reduce procurement costs. The core of regional joint procurement is budget management, regional unification, information exchange and resource sharing. There are two main modes of regional joint procurement: one is vertical regional joint procurement. Vertical regional joint procurement is based on administrative relations and adopts joint procurement by provinces, cities, counties or vertical management units in the industry, which mainly solves the problem that some local markets are underdeveloped and counties (districts) or towns have no centralized procurement institutions. The second is horizontal joint regional procurement. Horizontal regional joint procurement is market-oriented, dividing economic functional areas, breaking the administrative structure, giving full play to market advantages, and adopting regional joint procurement between provinces, cities and counties. In government procurement activities, not all projects can be subject to regional joint procurement, but only general projects in goods and services and small and medium-sized projects of the same type can be subject to regional joint procurement. General procurement items of goods mainly include office automation equipment, office furniture, low-value consumables for office use, official car procurement, etc. General procurement items of services mainly include conference services, vehicle maintenance and insurance, official document printing and property management services. Engineering general procurement projects mainly include agricultural development re-election projects, rural drinking water projects and urban greening projects. Advantages and disadvantages analysis The advantages of regional joint procurement mainly include: First, it makes up for the shortage of the market. Due to the imperfect development of some local markets, there are fewer suppliers in some industries, and the legal number stipulated in the Government Procurement Law cannot be reached, so government procurement activities cannot be carried out. By adopting regional joint management mode, government procurement activities can be selectively determined in some places with developed market economy, thus making up for the shortcomings of underdeveloped markets in a few areas. Second, regional joint procurement can unify the standards of procurement projects, avoid mutual competition and better solve the problem of over-standard procurement. Third, the procurement scale is large, which can attract more suppliers to participate in the competition, and buyers can purchase cheap and good goods and services. Fourth, it can save procurement and operation costs. Regional joint procurement can save procurement operation costs by gathering sporadic procurement projects of the same type together for one-time procurement. Fifth, the government can send a certain message to the society through regional joint procurement, reflecting what the government supports and opposes, and guiding the scientific consumption of the whole society. The shortcomings of regional joint procurement mainly include: first, it can not meet the diversified needs, the procurement procedures are complex, and it is difficult for the lead department or purchaser to coordinate. Second, the procurement cycle is long and cannot meet urgent needs. Third, it is easy to produce joint monopoly, which is unfavorable to small and medium-sized enterprises. Prerequisites for the implementation of regional joint procurement Although the advantages of regional joint procurement outweigh the disadvantages, there must be certain preconditions in actual operation, otherwise the expected effect will not be achieved. The first is to standardize the preparation of government procurement budget. Government procurement budget is the basic work of government procurement. The implementation of regional joint procurement must be guaranteed by a scientific, standardized and precise government procurement budget. Without or without detailed government procurement budget, it is impossible to gather scattered government procurement projects among purchasers and implement regional joint procurement. The second is to improve the government procurement management system. The implementation of regional joint procurement must be guaranteed by a perfect government procurement system. Regional joint procurement involves all aspects of government procurement. Without a perfect government procurement management system, it is not enough to rely on people to manage it. Therefore, it is necessary to formulate relevant management systems for regional joint procurement, including management mode, joint form, procurement method, organization subject, organization time requirement, responsible persons and responsibilities of each link and node, supplier determination method, acceptance subject and responsibility, procurement fund payment time requirement, administrative relief responsibility, supplier evaluation and other management and operation systems and regulations. The third is to clarify the responsibilities of joint procurement supervision. Regional joint procurement involves the intersection of administrative powers. The purchaser is not the supervised object under the same administrative jurisdiction, and the agency relationship between the procurement agency and the purchaser is unequal and unclear. Therefore, it is necessary to clarify the supervision responsibility of regional joint procurement to ensure the standardized operation of joint procurement activities. The author believes that the following supervision principles can be determined: the regional vertical joint procurement activities are determined on the basis of management authority, and the supervision of the highest-level purchaser supervision department is the main one; Regional horizontal joint procurement activities are mainly supervised by the supervision department of the purchaser with the largest budget of procurement projects in procurement activities. The fourth is to establish a joint procurement coordination mechanism. The key to promote regional joint procurement is to establish a coordination mechanism to ensure the smooth progress of regional joint procurement. Regional joint procurement has broken the pattern of administrative power, and a special organization is needed to coordinate the problems in regional joint procurement activities. The main problems that need to be coordinated in regional joint procurement are: who will organize the procurement activities, who will entrust the agency to purchase, who will determine the winning supplier on behalf of the purchaser, who will accept and handle complaints, how to check and accept, the distribution of agency fees, the management and coordination of after-sales service, etc. Once a relatively fixed regional joint procurement mechanism is established, it is necessary to set up a regional joint procurement leading group, hold regular joint meetings, formulate and introduce relevant management measures, study and solve the problems existing in regional joint procurement, coordinate the interests of all parties, and promote the smooth implementation of regional joint procurement. The first problem to be solved is the contradiction between regional joint procurement and supporting small and medium-sized enterprises and subcontracting procurement. Regional joint procurement is a form of package procurement, aiming at generating economies of scale. However, this packaged joint procurement has turned small projects into large projects, aroused the interest of large suppliers, and has a greater chance of winning the bid by large suppliers, which contradicts the government's policy of supporting the development of small and medium-sized enterprises through procurement. Therefore, we should pay attention to a certain degree in regional joint procurement, award a certain proportion of government procurement contracts to small and medium-sized enterprises according to legal requirements, and introduce preferential policies for small and medium-sized enterprises to participate in joint procurement. The second is the issue of procurement timeliness. People are dissatisfied with the efficiency of government procurement. Once regional joint procurement is implemented, it will take more time to coordinate and it will be more difficult to meet the demand of timeliness. Therefore, it is necessary to solve the aging problem of regional joint procurement. Therefore, it is necessary to make a good budget and plan for regional joint procurement, grasp the time nodes of each link of regional joint procurement, and minimize the procurement time of regional joint procurement. The third is the issue of operating costs. Government procurement activities are bound to have operating costs, while regional joint procurement has an allocation problem of operating costs, that is, who will bear the cost of entrusted procurement. In particular, the joint procurement cost sharing between horizontal departments is not easy to operate. Therefore, there must be a unified management method, and the more favorable calculation method is to bear the expenses separately according to the proportion of the contract amount of the procurement project. At the same time, there is also a payment method for purchasing funds. Due to the particularity of joint procurement, whether the payment method is centralized or decentralized depends on the situation. In the case of vertical procurement, each purchaser should concentrate the procurement funds to the highest level government procurement supervision department, and then pay them to the winning supplier in a unified way; In the case of horizontal procurement, the payment is distributed, and the purchaser directly pays the payment to the winning supplier according to the time stipulated in the contract. The fourth is the decision-making power of the winning supplier. For non-joint procurement projects, the purchaser generally determines the suppliers according to the ranking order of the winning suppliers recommended by the bid evaluation committee. However, in joint procurement, there is a supplier's influence on the local economy and after-sales service problems, especially large contracts. Therefore, it is controversial who decides the winning supplier, and corresponding management measures must be formulated. Fifth, the coordination of supervision and relief mechanism. To organize regional joint procurement activities, we must use the system to stipulate issues such as supervision, management and administrative relief. It should be stipulated that the government procurement supervision department where the procurement agency is located is mainly responsible for the supervision responsibility of this procurement activity, and is also responsible for handling complaints about government procurement of this project. Therefore, it is necessary to establish a coordination mechanism, especially the government procurement supervision department at the next higher level should hold regular coordination meetings.