Against a backdrop of budgetary pressure, increased transparency and ever more complex regulatory requirements, contracting authorities are increasingly turning to technology to modernise their procurement processes and make them more reliable. E-procurement, artificial intelligence (AI) and automation are profoundly transforming the way public contracts are planned, awarded and monitored. But what are the practical opportunities and challenges involved in integrating these tools into day-to-day procurement management?

E-procurement: a new standard

E-procurement platforms are now essential for managing calls for tender, applications and communications with bidders. They enable better traceability of exchanges, a reduction in administrative time and greater transparency of procedures. However, their effectiveness depends heavily on their interoperability with other internal systems such as ERP or supplier databases. What's more, user training, both on the administrative side and on the business side, remains essential to ensure they are used properly.

Artificial intelligence for analysis and compliance

Artificial intelligence can already automatically identify errors or inconsistencies in contract documents, detect risks of collusion between bidders, or suggest standard clauses adapted to a given context. These functions increase the legal certainty of contracts and free up time for higher added-value tasks. Experiments are also underway to use AI for the automated analysis of bids, particularly for large-volume contracts or those involving qualitative criteria. However, this raises questions about ethics, algorithmic transparency and legal recourse.

Automation to streamline the contract life cycle

The automation of certain repetitive tasks, such as automatic reminders, the generation of price lists and compliance checks, helps to make the processing of files more reliable and faster. It also makes it easier to monitor contract performance and produce performance indicators that are useful for steering the purchasing function. By reducing the administrative workload, it enhances the ability of teams to concentrate on strategic missions.

Organisational and human projects

Introducing these technologies involves more than simply changing tools. It requires a rethink of internal processes and purchasing governance, an increase in the skills of teams (buyers, lawyers, IT), and particular attention to change management. Far from replacing the experts, these technologies can become powerful levers for strengthening their strategic role and improving the quality of decisions.

Conclusion: make the most of technology with method

The integration of new technologies into public procurement management represents a major opportunity to enhance the transparency, efficiency and legal certainty of procedures. To take full advantage of this, it is essential to put in place a clear strategy, choose the right tools, ensure that they are interoperable, and above all prepare your teams for these changes. People remain at the heart of this modernisation, and it is by combining technological innovation and business expertise that contracting authorities will be able to meet the growing demands placed on them.

The best practices identified include: a precise definition of the transformation objectives, the involvement of stakeholders from the earliest stages of the project, the securing of data flows, the adoption of an ethical framework for the use of AI, and sustained support for teams throughout the change process.

Sources

• European Commission - Digital Transformation of Public Procurement
• OECD - Public Procurement for Innovation
• World Bank - E-Procurement: A Guide