Ninth Meeting of the Digital Agency Surveillance Commission
Event Overview
- Date:
- Friday, September 11, 2026
- Location:
- Digital Agency Common Medium Meeting Room
- Review Period:
- From October 1, 2025 to March 31, 2026
- Number of extracted issues:
- 3 projects (211 targeted projects)
- Number of deliberations:
- 3 cases
Member Names (in Japanese alphabetical order)
- Ryota Kaneko, Professor, Graduate School of Accounting, Waseda University
- Ryoko Kawazawa Representative Director of Social Policy Lab Co., Ltd.
- Yuichi Mochinaga Certified Public Accountant
Data
Summary of the proceedings
Fixed point survey services related to overseas and domestic trends in digital policy in FY 2025
- Serial number: 26-09-01
- Contract Method: Open Tendering Procedures (comprehensive evaluation bidding method)
- Contract Subject: Fixed-point survey of overseas and domestic trends in digital policy in fiscal 2025
- Counterparty: Boston Consulting Group LLC
- Contract amount: 30,800,000 yen
- Contract Date: December 24, 2025
| Opinions and questions | Answer |
|---|---|
| Similar surveys on AI policies have been conducted by other ministries and agencies, such as the Ministry of Education, Culture, Sports, Science and Technology. Shouldn't the Ministry of Education, Culture, Sports, Science and Technology (MEXT), and other ministries and agencies conduct similar surveys? Shouldn't the Ministry of Education, Culture, Sports, Science and Technology (MAFF) and other ministries and agencies avoid duplication and collect information specifically on the positions and purposes of each Digital Agency? Shouldn't the Ministry | We are aware of surveys that specialize in DX and AX in public sector, which is under the jurisdiction of Digital Agency, and we are investigating examples of the use of intra-government AI in counterpart government agencies such as Singaporean. We will refer to public reports of related ministries and agencies and proceed so as not to overlap with the surveys of related ministries and agencies. |
| What is the reason for the delay in the timing of the announcement, and is there any possibility that the number of participating carriers was limited as a result? | The main cause was the change in the organization of the person in charge in the agency. We would like to establish a procurement preparation system as soon as possible and realize the announcement as soon as possible. This time, three parties made bids as a result, and we recognize that the delay in the timing of the announcement did not lead to a fundamental problem. |
| With the subjects of surveys changing due to technological progress, etc., are there any points to which particular attention is paid when conducting fixed-point surveys? In particular, when the subjects of surveys are narrowed down too much to a specific theme, there is a possibility that necessary information may not be captured. How is the balance taken between basic fixed-point surveys and surveys that focus on priority themes? | Fixed-Point surveys are conducted to achieve a balance between the collection of basic information for continuously grasping the trends of each country's governments and research focusing on themes that are politically important at the time, such as AI. We believe fixed-point surveys are also significant from the perspective of continuously building relationships and exchanging information with major relevant governmental organizations. Digital Agency is a relatively new organization and is currently in the process of accumulating information and information on the trends of each country, which is necessary for policy making. Therefore, we attach importance to continuously accumulating knowledge through regular surveys. The themes of the survey are discussed with the executives every year and set in light of the Priority Plan, etc. On the other hand, themes that have not yet materialized but may become important in the future are also included in the survey subjects, based on the specialized knowledge of the research team. The survey is conducted on both the axes of basic information collection and information collection with an eye on the future. |
| The specifications assume the purchase and sharing of viewing accounts. However, after the agreement was concluded, it was found that it would be difficult to purchase and share viewing accounts due to the terms and conditions of the business operator. As a result, the report was substituted for the purchase and sharing of viewing accounts. Please elaborate on the background leading to such a change. As far as we understand, the purchase and sharing of viewing accounts was intended to enable additional research to be conducted for a certain period of time after the preparation of the Report. We would like to ask about the impact of using the report as a substitute. | At the time of developing the specifications, it was recognized that the purchase and sharing of browsing accounts would be possible. However, as a result of discussions with business operators after the contract was concluded, it was found that the implementation was difficult due to internal rules, etc. Therefore, we determined that the actual survey could be substituted by the report and did not change the contract. In addition, as accounts cannot be used after the expiration of the contract period, we recognize that the actual impact of not conducting the purchase this time was limited. As an alternative measure, it was possible to sufficiently collect necessary information by having business operators submit reports on a weekly basis. On the other hand, whether or not the replacement by the report will provide sufficient function depends on the business operator's survey capability. A business operator with survey know-how can provide information beyond what is provided in the specifications, while a business operator with little experience may conduct surveys limited to the scope instructed. Therefore, we recognize that it is necessary to consider survey methods, including the handling of accounts, when conducting similar procurement in the future. |
| As a Digital Agency that leads digital administration, I strongly hope that an organized research department will be established. | All right. |
(Digital Marketplace · DMP) Purchase necessary licenses for gBizPortal
- Serial number: 26-09-02
- Contract method: Designated competition (lowest price bidding method)
- Counterparty: USE Co., Ltd.
- Contract amount: 26,297,326 yen
- Contract Date: October 1, 2025
| Opinions and questions | Answer |
|---|---|
| Initially, it was planned that the development vendor would bear the cost until August. However, based on the development status, it was decided that the development vendor would also bear the cost for September. Was there any additional cost to Digital Agency? | (Person in charge of gBizPortal) The vendor is responsible for the handling, and Digital Agency has not incurred any additional cost burden. |
| What were the motives and opportunities that led you to utilize DMP in Digital Agency? | (In charge of gBizPortal) While the dissemination of the new service within the Agency has become an issue, the person in charge himself / herself is aware of DMP, and he / she thinks that the feedback of the first and second users is important for future dissemination, so he / she seized the opportunity and used it. |
| Please tell us your impressions and evaluations after actually using it. | (In charge of gBizPortal) It was especially convenient that it was possible to quickly request and collect quotations from a plurality of business operators under the same conditions. In addition, the original section in charge of DMP is quickly modifying the product, and I feel that it will be even easier to use in the future. |
| When the track record and reliability of a business operator that receives an order cannot be sufficiently ascertained, concerns arise regarding the business operator's ability to fulfill the order after it is placed. This is considered to be one of the obstacles to the spread of DMPs. What is the Bank's recognition of this point? | (Person in charge of gBizPortal) We recognize that concerns about the performance and reliability of business operators and their performance capabilities after receiving orders are one of the hurdles to the use of DMP by each ministry and agency. On the other hand, in this use, we were able to receive prompt contact from the business operator who made the request via DMP, and we were able to communicate directly with the person in charge, which gave us a sense of security. In addition, we believe that informing each ministry and agency of the voices of the government officials that used it and the examples of its utilization will lead to the creation of a sense of security for DMP. |
| What are the reasons that the Agency and other ministries and agencies have not yet utilized DMP? | (Person in charge of DMP) In the course of exchanging opinions with other ministries and agencies, concerns have been raised as to whether complex procurement, including operation and maintenance, can be satisfied by DMP alone. |
| Is there any room for improvement in the integration with the contract procedures after the selection in the DMP? | (Person in charge of DMP) At present, operators can be selected by DMP, but contracts need to be made through GEPS (Government Electronic Procurement System), and we recognize that it is a problem that it is not a one stop solution. In the future, if a system can be built that can process contracts in an integrated manner, convenience is expected to improve further. |
| What has been the response from registered suppliers? | (Person in charge of DMP) About 80% of registered business operators are startups and small and medium-sized enterprises. In the past, system development for government offices was mainly carried out by large companies, which often made it difficult for startups and small and medium-sized enterprises to enter the market. However, startups and small and medium-sized enterprises that provide SaaS, etc. through DMP have also gained contact with government offices, and have received favorable evaluations from business operators. |
| As the first project to utilize DMP in Digital Agency, it was significant that we were able to hear live voices. We appreciate that field personnel actively utilized the new service. In addition, in order to spread it, we will focus on ministries and agencies that are easy to introduce new things, such as the Ministry of Economy, Trade and Industry, and we expect horizontal development through public relations and lecture activities. | (person in charge of DMP) Understood. |
FY 2025 Survey Research on Backdoor Countermeasures to Realize Trustworthy Services
- Serial number: 26-09-03
- Contract method: Discretionary contract (planning competition)
- Counterparty: PwC Consulting LLC
- Contract amount: 37,398,504 yen
- Contract Date: October 1, 2025
| Opinions and questions | Answer |
|---|---|
| There were nine participants this time, from large companies to SMEs and startups, and the results were favorable. It seems that the number of participants has increased due to the inclusion of AI in addition to security. Do you have any ideas or suggestions on how to name your projects and how to communicate with them that have attracted the interest of so many businesses? | Careful prior hearings with multiple companies played an important role. Regarding the name of the project, the term "AI" was not used in fiscal 2025. However, the theme of AI was presented in the hearings, which attracted the interest of each company. In addition, there was a recognition that it was difficult to imagine the content from the name of the project. Therefore, we asked each company, "We assume this kind of initiative, but do you have any knowledge of it?" |
| Based on the fact that information is collected by keyword search, if it is too catchy, it may not lead to high-quality delivery. However, I think it would be better to make the title a little easier to understand. | The names of projects will continue to be considered so that they are easy for businesses to understand. |
| I understand that you approached business operators in advance. Have you prepared candidates for business operators to approach? | This time, there were proposals from nine parties, but in fact, we have approached more than twice as many operators. When approaching, we have selected operators that handle both AI and security, and we did not have any specific candidates in mind. It is necessary to avoid approaching only former contractors and to approach them widely and fairly. On the other hand, it is difficult to ask a business operator with no track record at all, so we also utilized introductions from other departments to approach them. |
| What is the reason for the large increase in the number of proposing carriers from two to nine compared to the previous year? | As mentioned above, we believe that the main factor was that it became easier for business operators to understand the details of the specifications by explaining the purpose and contents of the project to multiple business operators in the pre-hearing. As a result, there were proposals from various business operators including start-up companies. |
| Please tell us how the proposals of the two start-up companies were adopted and evaluated, and how they differ from the conventional major business operators. | Start-up companies have deep expertise in cutting-edge AI security technologies and were highly evaluated in terms of technological capabilities and innovation. We believe that the diversity of proposals has been improved due to proposals from business operators with strengths different from those of major business operators. |
| On the premise that quality is the most important issue in procurement, it may be possible to reduce costs by innovative methods, particularly at the construction stage. Therefore, it may be possible to consider placing the highest priority on quality, followed by price. What is your view on procurement without any price points? | As pointed out, we recognize that whether it is appropriate not to consider price at all due to excessive emphasis on quality is an issue that should be continuously examined. On the other hand, in this project, price is not an evaluation subject and the contents of proposals themselves are examined, which makes it easier for business operators with technical expertise to make proposals, which is a significant point. In addition, in new fields such as AI, there is a possibility that the willingness of business operators to participate will decline if price is added to the evaluation criteria. |
| The procurement in this case is highly specialized, and there is a large difference among carriers in the examination. Therefore, setting aside the first year, in the following fiscal year and beyond, there may be a possibility of so-called vender lock-in, which is a fixation on a specific carrier. What is your view on this point? | It is recognized that the risk of vender lock-in is low. A look at the results from FY 2023 to FY 2007 also shows that a different operator is the counterparty to the contract every year. In addition, this project sets a new theme every year and has a mechanism in which operators can freely propose without price as an evaluation object. Therefore, it is considered that it will not be fixed to a specific operator even after the next fiscal year. |
| This project has improved significantly from two parties' proposals in the previous year to nine parties' proposals in this year. This shows the continuous evolution of Digital Agency's procurement activities. Promoting the participation of start-up companies is in line with the direction of Digital Agency's procurement reform, and we expect it to expand horizontally to other procurement projects in the future. We hope the government will continue to promote efforts to lower barriers to participation, such as technical dialogue and clarification of specifications. | All right. |