How to avoid procurement hitches
Sep 22, 2010
ON many occasions, government departments and agencies award tenders that are later revoked by the procurement body, PPDA. In some of such cases, the authority is accused of insensitivity and hard handedness.
By S. Nuwagira and Agencies
ON many occasions, government departments and agencies award tenders that are later revoked by the procurement body, PPDA. In some of such cases, the authority is accused of insensitivity and hard handedness.
But all this could be avoided if procurement entities did the right thing at the right time to avoid irregularities and ensure a fair and transparent process.
Hereunder are some tips to help procurement units make the tendering process a success.
Spend a lot of time planning. It is important to consider from the start the full extent of what needs to be done, by whom and when. Who needs to be involved?
You must also seek advice from others (departments, local authorities, etc.) because it is always harder if you start with a blank piece of paper.
It is also helpful to establish a complete procedure timetable. You must know the consulttaion periods and approval dates. Dates for invitation to tender, receipt and evaluation of tenders, interviews, contract award must be known before hand.
To avoid having to do a lot of things at ago, ensure enough time for the process. And if you think that the project might be right for a partnering or framework agreement, build this in at the start.
Ensure transparency of proceedings. You must be seen to be fair to all potential tenderers, and that the process is conducted without favouritism.
Also, engaging widely with stakeholders and existing contractors in advance of formal proceedings, removes any doubts in the process. Get all internal players to contribute to the critical success factors and key evaluation criteria.
Make sure that tenderers are given sufficient time to ‘put their case’ during evaluation, at interviews, or presentations stage.
Observe legalities. You should ensure compliance with procurement Act, or local government guidelines, particularly in respect of advertisements, invitations and receipt/opening of tenders, evaluation procedure and approvals.
Seek legal advice and involvement in the process at the outset.
You are initiating events that will result in a contract with an outside firm; you want it to be right.
Accommodate innovation and secure best value. Do not ‘handcuff’ tenderers or be too prescriptive in how you want the work to be delivered.
Describe the ‘outcomes’ you require, and leave room for specialist suppliers and contractors to apply their expertise. Allow tenderers to innovate and offer you their best solutions.
Note that you can secure best value by considering quality, design, and whole life costs and not just lowest tender price.
Prepare sound and complete tender documents. Specify clearly what you want and describe in detail how tenderers are to price their submissions.
Remember, the more information you provide, particularly on the desired outcomes, the greater your chances of success.
Establish roles and responsibilities of all involved. For example, who is to decide/approve the short list? Who will be responsible for the quality and price evaluations?
Ensure that everyone contributes to the planning process, including internal lawyers and auditors.
ON many occasions, government departments and agencies award tenders that are later revoked by the procurement body, PPDA. In some of such cases, the authority is accused of insensitivity and hard handedness.
But all this could be avoided if procurement entities did the right thing at the right time to avoid irregularities and ensure a fair and transparent process.
Hereunder are some tips to help procurement units make the tendering process a success.
Spend a lot of time planning. It is important to consider from the start the full extent of what needs to be done, by whom and when. Who needs to be involved?
You must also seek advice from others (departments, local authorities, etc.) because it is always harder if you start with a blank piece of paper.
It is also helpful to establish a complete procedure timetable. You must know the consulttaion periods and approval dates. Dates for invitation to tender, receipt and evaluation of tenders, interviews, contract award must be known before hand.
To avoid having to do a lot of things at ago, ensure enough time for the process. And if you think that the project might be right for a partnering or framework agreement, build this in at the start.
Ensure transparency of proceedings. You must be seen to be fair to all potential tenderers, and that the process is conducted without favouritism.
Also, engaging widely with stakeholders and existing contractors in advance of formal proceedings, removes any doubts in the process. Get all internal players to contribute to the critical success factors and key evaluation criteria.
Make sure that tenderers are given sufficient time to ‘put their case’ during evaluation, at interviews, or presentations stage.
Observe legalities. You should ensure compliance with procurement Act, or local government guidelines, particularly in respect of advertisements, invitations and receipt/opening of tenders, evaluation procedure and approvals.
Seek legal advice and involvement in the process at the outset.
You are initiating events that will result in a contract with an outside firm; you want it to be right.
Accommodate innovation and secure best value. Do not ‘handcuff’ tenderers or be too prescriptive in how you want the work to be delivered.
Describe the ‘outcomes’ you require, and leave room for specialist suppliers and contractors to apply their expertise. Allow tenderers to innovate and offer you their best solutions.
Note that you can secure best value by considering quality, design, and whole life costs and not just lowest tender price.
Prepare sound and complete tender documents. Specify clearly what you want and describe in detail how tenderers are to price their submissions.
Remember, the more information you provide, particularly on the desired outcomes, the greater your chances of success.
Establish roles and responsibilities of all involved. For example, who is to decide/approve the short list? Who will be responsible for the quality and price evaluations?
Ensure that everyone contributes to the planning process, including internal lawyers and auditors.