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Annex K:  COUNTRY PUBLIC PROCUREMENT SYSTEM 

 

1. 

While the government has introduced various public procurement reforms through various 

decrees and resolutions, serious challenges remain. The 2012 Country Integrated Fiduciary 

Assessment and the 2013 Public Expenditure Financial Accountability identified the following 

weaknesses in Uzbekistan’s public procurement system: (a) no unified legislative framework; (b) 

inefficient and non-transparent procurement practices; (c) no single institution with oversight or 

regulatory responsibility; (d) weak capacity for reviewing complaints by bidders; (e) complex 

arrangements for the review/approval of bid evaluation reports, leading to low accountability and 

delays; (f) no comprehensive anti-corruption measures; and (g) low skills/capacity of the staff 

handling public procurement at all levels. Three years, these weaknesses persist. 

 

2. 

Other major procurement issues experienced in implementing the WBG-financed portfolio 

include the uneven quality of bidding documents and bid evaluation reports and, in particular, the 

contract registration requirement.  The Ministry of Foreign Economic Relations, Investments and 

Trade (MFERIT) registers all contracts for goods, works and services awarded to international 

firms―a process that is lengthy (averaging four months) and delays procurement and overall project 

implementation. Furthermore, it discourages many international firms from participating in 

international competitive bidding in Uzbekistan. While the government appears now to be committed 

to improve the procurement process, there is an urgent need for action to minimize delays caused by 

contract registration. 

 

3. 

To meet these challenges, the government has elaborated a ten-year public procurement 

development strategy (2016-2025), which is expected to be finalized in the near future.  The goals 

are: (a) continuous development of the legislative and regulatory framework, including a public 

procurement law, by-laws, and implementation manuals and guides; (b) increased use of new 

technology and approaches to enhance efficiency, transparency, and value for money; (c) availability 

of adequate human resources skilled in different aspects of public procurement; (d) well-functioning 

procurement control and monitoring system; and (e) effective and well-organized institutions to plan 

and conduct procurement procedures and conclude, manage and monitor public contracts. 

 

4. 

The WBG has provided―and will continue to provide―technical assistance to support 

government efforts to improve its public procurement system. A grant is currently helping finalize the 

above-mentioned ten-year public procurement strategy. WBG future support will help the authorities 

implement the following priority areas of the strategy: (a) drafting a public procurement law; (b) 

expansion of e-procurement; (c) procurement human resource development; (d) control and 

monitoring of procurement; and (e) procurement system administration.  Improvements in these areas, 

in addition to making public procurement more efficient, fair, and transparent, will also increase 

opportunities for the use of the country systems in Uzbekistan. 

 

 

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