MAPS
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Dominican Republic

Dominican Republic

Recognizing the central role that public procurement plays in public service delivery, financial management, and sustainable development, this MAPS MAIN assessment of the Dominican Republic resulted in recommendations targeting the strengthening of the legal and institutional framework, the modernization and digitalization of the procurement system through the SECP, the professionalization of the procurement workforce, and the enhancement of accountability, transparency, and integrity mechanisms to ensure greater efficiency, competitiveness, and trust in public procurement.

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Quick facts

Year of assessment	2024
Date of publication	October 2025
Country procurement volume	3 billion USD (2022)
Principal organisation	Dirección General de Contrataciones Públicas (DGCP)
Main partners	Inter-American Development Bank (IDB)

Background

Why was a MAPS assessment initiated?

To identify strengths and weaknesses of the Dominican Republic’s National Public Procurement System (SNCP) and to provide recommendations for improving efficiency, transparency, competitiveness, and integrity in the system, in line with international good practices.

Who initiated the assessment?

The assessment was conducted by the Government of the Dominican Republic, led by the DGCP, in collaboration with the IDB and with participation from other national institutions and stakeholders.

Brief description of the country procurement system

The SNCP is based on Law No. 340-06 and its Regulation No. 416-23, combining centralized policy and regulatory functions with decentralized operational implementation. The system operates under the oversight of the DGCP and includes mechanisms such as the Electronic Procurement System (SECP), the Registry of State Providers (RPE), and Procurement Committees in contracting entities.

Is there anything else about the country that merits mention?

The country is currently considering legislative reforms to Law 340-06 to strengthen the SNCP. The assessment took place amid continued institutional modernization and fiscal management reforms.

Were there any disruptions?

Minor delays occurred, but the evaluation proceeded as planned. Participation from civil society organizations was limited, reducing input from that sector during validation.

Main results and impact

Issue:
The legal framework for public procurement is comprehensive but requires modernization to address procedural gaps and ensure greater consistency in implementation, including electronic procurement, sustainable practices, and appeals mechanisms.

Recommendations:

Update Law No. 340-06 and Regulation 416-23 to clarify procedures and strengthen consistency.
Introduce standardized timelines for payment and contract management.
Promote the inclusion of sustainability and social responsibility criteria in tendering.
Strengthen provisions for appeals and independent review mechanisms.

Issue:
The DGCP lacks budgetary autonomy and institutional independence; the SECP’s functionalities are limited; and procurement is not yet recognized as a distinct professional career.

Recommendations:

Establish the DGCP’s financial and operational independence in law.
Strengthen SECP to become a fully transactional and document-based system.
Recognize procurement as a professional function within the civil service.
Create standard structures for procurement units across institutions.
Integrate procurement planning more effectively with budget management through the SIGEF system.

Issue:
Procurement operations lack full implementation of e-procurement processes and effective engagement with suppliers, especially MIPYMES and women-led businesses.

Recommendations:

Expand electronic procurement capabilities across all process stages.
Increase supplier development programs, focusing on MIPYMES and women-led enterprises.
Strengthen market dialogue and consultation mechanisms.
Enhance sustainability practices through “Green Procurement” policies.

Issue:
Audit and control systems do not systematically cover procurement operations, and current appeals processes lack independence. There are insufficient mechanisms for reporting corruption or unethical behavior.

Recommendations:

Institutionalize risk-based procurement audits by the Comptroller General and Chamber of Accounts.
Establish an independent administrative body for appeals.
Develop and enforce ethical codes and anti-corruption procedures.
Create mechanisms to protect whistleblowers and encourage reporting of fraud and corruption.
Increase civil society participation in monitoring and evaluating procurement processes.

Dominican Republic

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Quick facts

Background

Main results and impact

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Methodology

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e-Learning and Certification

Dominican Republic

Quick facts

Background

Main results and impact

Legal, Regulatory and Policy Framework

Institutional Framework and Management Capacity

Public Procurement Operations and Market Practices

Accountability, Integrity, and Transparency of the Public Procurement System

About

Methodology

Assessments

e-Learning and Certification