The document summarizes the establishment and development of the Croatian Central Procurement Office (CPO) and lessons learned. It discusses that the CPO was established in 2010 to set up an effective central public procurement system. It started with up to 15 civil servants and now has 25 covering 20 procurement categories and serving over 550 clients. Key stakeholders impact the success of framework agreements and the CPO's internal organization has changed over time, engaging additional experts. Managing the procurement process requires cross-functional expert teams for each category. The CPO provides added value through template tender documents, technical consultations, and support for new clients. A SWOT analysis identifies strengths like resources and knowledge, but also weaknesses like lack of standards and IT,

1. © OECD
8th IPA Regional
Public Procurement Conference
Experience on capacity
building in CPO Croatia
Ivančica Franjković
13 – 14 June 2018
Bečići, Montenegro

2. Content
• Establishment & development of the
Croatian Central Procurement Office
• Lessons learned
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3. Establishment of the CPO
Established in 2010 by the Regulation on CPO (OG 138/09)
Mission: The Office shall set up an effective system of central public
procurement with responsibilities towards taxpayers, the State Budget,
persons subject to central procurement, and all economic operators
involved in the environment of public procurement …
Number of civil servants:
2010-2015 up to 15
Now there are 25 civil servants
N° of procurem. categories: 20
N° of clients: 550
www.sredisnjanabava.gov.hr
All bidding documents, FAs
available on-line
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4. Key stakeholders and its impact
to the CPB
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Stakeholders are defined in advance; some remain, some are
changing during the CPO operations
The success of a CPB framework agreement is highly
dependent on the involvement of the large customers

5. Internal organization and its
changes over time
Engagement of additional experts from other institutions
(regulatory bodies, independent associations, academia)
depending on the subject matter 4

6. Knowledge on Procurement
categories?
1.OFFICE FURNITURE Faculty of
Forestry
2.OFFICE SUPPLIES  F.of Graphic art
3. CLEANING SUPPLIES  Economic
Institute
4. VEHICLES  MoI/MoD
5. CAR TYRES  MOI/MOD
6. FUEL  Regul.agency
7. ELECTRICITY  MoE
8. NATURAL GAS  MOE
9. COMPUTERS AND EQUIPMENT 
Office E-Croatia
10. SOFTWARE LICENCES  Through
technical consultation
11. TELECOMMUNICATIONS SERVICES -MOBILE
12. TELECOMMUNICATIONS SERVICES –
LANDLINE  Regul.agency
13. PRINTING SOLUTIONS  Through technical
consultation
14. POSTAL SERVICES  Regul.agency
15. INSURANCE SERVICES  indep.expert
16. SECURITY SERVICES  association, union
17. AIR TICKETS  association
18. CLEANING  association
19. REPAIR AND MAINTENANCE SERVICES OF
VEHICLES  MoI/MoD
20. MAINTENANCE OF OBJECTS IN THE
OWNERSHIP OF THE REPUBLIC OF CROATIA 
large CA
Where did we look for an advice?
Not possible for the civil servants to know everything about each category,
but they have to learn from the market and other available experts

7. Managing the Procurement Process
in the context of a CPB
• Every
phase
needs
expert
teams

8. Managing the Procurement Process
in the context of a CPB
• Cross functional teams
• Category management - centred on team work across the
organisation
• Representatives from the relevant functions (procurement
experts, legal, technical, economics, IT expert, analytical
skills, PR knowledge…)
 a team leader  category manager
 define roles of each member of the team.
• create working/reference groups with the users and
decision makers of the contracting authorities.
 technical and procurement experts should be formally or
informally invited by CPB.

9. Needed skills
• Good communication with clients / bidders
• Knowing the market / needs of clients
• Specialised knowledge connected to subject matter of
procurement / PPA
• Opennes to the IT developments
• Internal /continuous education
• Continuous revising internal processes, strategy,
regulation, etc.

10. Added value for participants of the
procurement proceses
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 Tender documents of the CPO is used as a template
by many CA
 Model of technical consultations – learning time for
bidders
 For most of 500+ new beneficiaries of central public
procurement -- the first time to use FA concluded
through the central procurement procedure.
 impact on individual clients in terms of establishing
processes and standards;
 Help desk at the CPO - Support for clients/sharing of
experience

11. SWOT analysis in the context of the CPO
development and a capacity building
Strengths
State Treasury system
Organizational unit for central
purchasing
Human resources,
New approach, knowledge
of PPA
Weaknesses
No standards in definition of
subject matter
Many categories to start with
Lack of IT
Lack of human resources
educated for PP
Specific subject matter for
each CA
Opportunities
Rational using of resources
Best value for money
Lower admin. expenses
Transparency of procedures
Simplification of procedures
Raising awareness on PP,
professionalism
Implementation of IT
Threats
High fluctuation of
employees
Controlling of contracts /FA
Restriction for SMEs
Longer deadlines in
procedures
Appeals
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12. Thanks for your attention!
Any questions?
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