Cross-cycles analysis findings
| Deductive and *inductive codes | 1st AR cycle: sustainability strategy and performance | 2nd AR cycle: procurement strategy and SP actions | 3rd AR cycle: common issues across MDBs | |
|---|---|---|---|---|
| Drivers of sustainability value creation | MDB strategy | Developing efficient market economies | Developing efficient market economies | Developing economies at regional or global level |
| Procurement Unit strategy | Creating competitive markets across countries | Creating competitive markets across countries | ||
| Definition of success | Creating value for the MDB’s clients | Creating value for the MDB’s clients | ||
| Sustainable procurement actions (SPP policy, projects, process, practices, organizational structures) | Procurement policy: Sustainability included as a secondary goal | MDBs’ procurement policies: Sustainability included as a secondary goal | ||
| Green public procurement projects | Inclusive procurement projects in the infrastructure industry | Other MDBs implement circular and gender responsive public procurement projects mainly in infrastructure and renewable energy industries | ||
| Procurement process: sustainability included in tender design, evaluation, and in contract | Procurement process: Global MDBs also included mandatory suppliers’ ratings for high volume contracts | |||
| Market and supply chains readiness SP practices: (1) Market analysis; (2) Supply chains due diligence; (3) Suppliers monitoring in high-risk industries; (4) Sustainability performance monitoring in contracts clauses; (5) Extension of clients’ responsibilities to main sub-contractors’ | ||||
| Organizational structures: Sustainability focused departments involved in procurement projects | Organizational structures: Silo-working culture limiting collaboration across departments | |||
| Sustainability performance (SPP policy, actions, system assessment) | No SP policy evaluation | No SP policy evaluation | ||
| Indirect impact assessment at project level | Supply chains readiness studies limited to specific industries | Indirect country readiness assessment | ||
| Projects results framework reviewed | Creation of coordination mechanisms with other MDBs for impact assessment | |||
| Understanding of organization-wide and sustainability performance | Dichotomous but need to be aligned | Dichotomous but need to be aligned | ||
| Beneficiaries of value creation | Direct and reflected in type of value indicators adopted | 1. Private sector clients, their key suppliers and their workers 2. Public sector clients 3. CSOs | 1. Private sector clients, their key suppliers and their workers 2. Public sector clients 3. CSOs | |
| Indirect and not reflected in type of value indicators adopted | Countries’ governments, sub suppliers, local communities | Countries’ governments, sub suppliers, local communities | ||
| *Shapers of sustainability value creation via public procurement | * Power asymmetries | Investment projects financing volume in specific country and industry | MDB’s control of funds vs clients’ capacities | |
| *External stakeholders’ pressures | CSOs pressures | CSOs pressures | ||
| *Knowledge and capacities | SPP actions adapted to public sector client’ capacities | SPP actions adapted to public and private sector clients’ capacities | Joint initiatives to increase MDBs’ and public sector clients’ capacities | |
| *Governance in countries of operation | Countries’ poor public finance management impedes SP projects | SPP strategy and practices adjusted to countries’ governance | ||
| *Markets and supply chains readiness | SPP actions adapted to market readiness and corporate responsibilities extended according to supply chain readiness | SPP actions adapted to market readiness and corporate responsibilities extended according to supply chain readiness | ||
| *Organizational Innovations | *New Procurement strategy | New principle-based procurement policy adopted including sustainability | New principle-based procurement policy adopted including sustainability | |
| *New procurement practices | Enhanced Supply chains due diligence and increased suppliers monitoring visits in high-risk industries | Enhanced Supply chains due diligence, suppliers’ guidance notes and trainings developed | ||
| *New collaborations | Across functions and with CSOs | Across functions and across MDBs | Across countries and across MDBs | |
| Deductive and *inductive codes | 1st AR cycle: sustainability strategy and performance | 2nd AR cycle: procurement strategy and SP actions | 3rd AR cycle: common issues across MDBs | |
|---|---|---|---|---|
| Drivers of sustainability value creation | MDB strategy | Developing efficient market economies | Developing efficient market economies | Developing economies at regional or global level |
| Procurement Unit strategy | Creating competitive markets across countries | Creating competitive markets across countries | ||
| Definition of success | Creating value for the MDB’s clients | Creating value for the MDB’s clients | ||
| Sustainable procurement actions (SPP policy, projects, process, practices, organizational structures) | Procurement policy: Sustainability included as a secondary goal | MDBs’ procurement policies: Sustainability included as a secondary goal | ||
| Green public procurement projects | Inclusive procurement projects in the infrastructure industry | Other MDBs implement circular and gender responsive public procurement projects mainly in infrastructure and renewable energy industries | ||
| Procurement process: sustainability included in tender design, evaluation, and in contract | Procurement process: Global MDBs also included mandatory suppliers’ ratings for high volume contracts | |||
| Market and supply chains readiness SP practices: (1) Market analysis; (2) Supply chains due diligence; (3) Suppliers monitoring in high-risk industries; (4) Sustainability performance monitoring in contracts clauses; (5) Extension of clients’ responsibilities to main sub-contractors’ | ||||
| Organizational structures: Sustainability focused departments involved in procurement projects | Organizational structures: Silo-working culture limiting collaboration across departments | |||
| Sustainability performance (SPP policy, actions, system assessment) | No SP policy evaluation | No SP policy evaluation | ||
| Indirect impact assessment at project level | Supply chains readiness studies limited to specific industries | Indirect country readiness assessment | ||
| Projects results framework reviewed | Creation of coordination mechanisms with other MDBs for impact assessment | |||
| Understanding of organization-wide and sustainability performance | Dichotomous but need to be aligned | Dichotomous but need to be aligned | ||
| Beneficiaries of value creation | Direct and reflected in type of value indicators adopted | 1. Private sector clients, their key suppliers and their workers | 1. Private sector clients, their key suppliers and their workers | |
| Indirect and not reflected in type of value indicators adopted | Countries’ governments, sub suppliers, local communities | Countries’ governments, sub suppliers, local communities | ||
| *Shapers of sustainability value creation via public procurement | * Power asymmetries | Investment projects financing volume in specific country and industry | MDB’s control of funds vs clients’ capacities | |
| *External stakeholders’ pressures | CSOs pressures | CSOs pressures | ||
| *Knowledge and capacities | SPP actions adapted to public sector client’ capacities | SPP actions adapted to public and private sector clients’ capacities | Joint initiatives to increase MDBs’ and public sector clients’ capacities | |
| *Governance in countries of operation | Countries’ poor public finance management impedes SP projects | SPP strategy and practices adjusted to countries’ governance | ||
| *Markets and supply chains readiness | SPP actions adapted to market readiness and corporate responsibilities extended according to supply chain readiness | SPP actions adapted to market readiness and corporate responsibilities extended according to supply chain readiness | ||
| *Organizational Innovations | *New Procurement strategy | New principle-based procurement policy adopted including sustainability | New principle-based procurement policy adopted including sustainability | |
| *New procurement practices | Enhanced Supply chains due diligence and increased suppliers monitoring visits in high-risk industries | Enhanced Supply chains due diligence, suppliers’ guidance notes and trainings developed | ||
| *New collaborations | Across functions and with CSOs | Across functions and across MDBs | Across countries and across MDBs | |
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