A key factor to success is seeing the entire procurement round as a joint process which may be challenging even if the entire purchasing organisation in the municipality is aiming for the same goals with their procurement.
Collaboration and a joint approach between the decision makers and those acting on said decisions in reality is of the utmost importance. Proactive collaboration works far better than telepathy.
Political decision makers have multiple interests that must be taken into consideration in order to fulfil the municipality’s mandate. It is important for those engaging in procurement and those doing the ordering to have the right tools to make purchases in accordance with the political objectives governing, for example, quality, the environment and animal protection.
There is also a supply side that must meet the stipulated requirements – if there are no suppliers capable of making tenders and subsequently delivering on these stipulations, no agreements can be reached. The supply side’s delivery process is also dependent on its own organisation’s internal circumstances. The only way to understand one another in a two-way relationship is to have mutual clarity in the dialogue.
An example in which coordination can directly influence the food’s climate impact is transportation. You should therefore review whether there are any ways to establish coordinated distribution of different food groups. Separating transportation from a food procurement process gives you the ability to have more local small businesses make deliveries if they coordinate on logistics. Coordinating and dispatching transportation from a joint centre is better for the climate and from an economic perspective.