Towards a New Vision of Public Procurement Performance: Between Heritage and Professionalisation

By Brice Malm, Director of the Procurement & Supply Chain Practice – Grant Alexander – Executive Search, for Achetons Public

Public procurement performance, a strategic pillar of public organisations, is not a recent concept. Yet it has often been narrowly understood as mere legal compliance. Today, with substantial budgets dedicated to procurement, true performance can no longer be limited to following regulations. It is time to adopt a more ambitious vision, focused on professionalisation and investment in human capital.

Performance Historically Anchored in Legal Regulation
Public procurement performance has its roots in history. Since the end of the Ancien Régime, supplier management has been regulated to prevent abuse and ensure fairness. In 1791, a first regulatory framework laid the foundations for transparency and competition. This was reinforced with the Ordinance of 4 December 1836, which formalised public procurement regulations. The 1964 Public Procurement Code consolidated the principles of free access, equal treatment, and transparency, which remain the core of procurement performance. While these rules ensured fair competition, they also limited the notion of performance to a primarily legal perspective.

Professionalising Procurement: A Strategic Imperative
Professionalisation and the recognition of public buyers’ roles are now strategic priorities. Studies show that human capital is often undervalued in assessing performance. Public procurement professionals face challenges that require ambition, leadership, and influence.
Skills Development: Investing in tailored training, coaching, and mentoring strengthens capabilities and enhances the appeal of public procurement careers. Many professionals from the private sector find public procurement meaningful and stimulating, despite regulatory constraints.

Attractiveness and Recruitment: Attracting qualified buyers requires promoting their strategic role in managing public resources. Public procurement should be presented as a rewarding, innovative, and collaborative career.

A Sector-Specific Leadership Model: Leadership in public procurement must encourage interdepartmental collaboration, agility in managing change, and integrate strategic considerations into decision-making.

Monitoring and Evaluating Procurement Performance
Improving performance only makes sense if it is measured rigorously and aligned with the strategic priorities of public organisations. A robust monitoring system is therefore essential to turn efforts into concrete results.

Recommendations for Effective Monitoring:
Performance Dashboard: A clear, streamlined reporting framework focusing on both financial outcomes and strategic contributions, including sustainability criteria and user satisfaction.
Procurement Gain Calculation Rules: A standardised method, validated by finance departments and elected officials, to ensure transparency and credibility of results.

Conclusion
Professionalising public procurement, supported by a strong regulatory framework and investment in human capital, is a key lever to reconcile economic performance, quality of service, and regulatory compliance. Training leaders who can influence strategy and mobilise teams enables public organisations to transform practices, increase efficiency, and create lasting value for both the public sector and its users.

By Brice Malm, Director of the Procurement & Supply Chain Practice, Human Capital and Procurement Transformation Expert at Grant Alexander.
Article available for download on the CNA website for members (Achetons Public, January 2025, No. 17)