3. OBJECTIVES
To highlight the processes preceding contract award such as
procurement planning, selection of contractors etc.
To focus on the Contract Management activities carried out
during the period from the award of contract to contract
completion
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4. WHAT IS PROCUREMENT ?
Procurement is acquiring goods/services from an outside source
The process to obtain products or services from market supply in
order to smoothly run the production and business activities
The act of sourcing and purchasing goods, services, or raw
materials for a business from vendors or suppliers
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5. OUT SOURCING – A DECISION
Fixed and recurrent costs reduction considerations
To focus on core business
To access and get benefit of skills and technologies
To acquire flexibility in operations
To increase accountability
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6. WHAT IS A CONTRACT ?
An agreement between two or more parties creating obligations
enforceable or otherwise recognizable as law
For a contract to be enforceable, the parties must agree on the
same terms, conditions, and subject matter
Contracts must be clearly written communicating the terms and
conditions/obligations/promises
The terms, conditions, and obligations must be consistent
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7. CONTRACT MANAGEMENT
Contract management is part of the Procurement Process,
That enables both parties to meet their obligations in order to
deliver the objectives required from the contract
Building a good working relationship between customer & provider
Art and science of managing a contractual agreement during the
contracting process
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8. CONTRACT MANAGEMENT
Managing contracts as a part of legal documentation of forging
work relationships with customers, vendors, or even partners.
Negotiating the terms and conditions in contracts
Certifying compliance with the terms and conditions
Documenting and agreeing on any changes by both the parties
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9. CONTRACT MANAGEMENT
Systematic and efficient planning, execution, monitoring, and
evaluation of contracts
An approach to optimize performance and managing risks
To ensure that both parties fulfill their contractual obligations
To deliver the ultimate goal of achieving value for money (vfm)
A key driver to achieving results on the ground
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10. OBJECTIVES OF CONTRACT MANAGEMENT
To ensure product/service is sold at an agreed-upon price
To assess whether product/service conforms to specified quality
standards
To ensure product/service is delivered timely, at the right place,
and correct quantity
To ensure that vendor management is cost-effective
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11. CONTRACT MANAGEMENT PROCESS
Procurement planning: determining what to procure and when
Solicitation planning: documenting product requirements and
identifying potential sources
Solicitation: obtaining quotations, bids, offers, or proposals
Source selection: choosing from among potential vendors
Contract administration: managing the relationship with the vendor
Contract close-out: completion and settlement of the contract
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13. PLAN PROCUREMENTS
Procurement planning involves identifying the production needs
best met by using products or services from market, deciding
Whether to procure
How to procure
What to procure
How much to procure
When to procure
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14. PLAN PROCUREMENTS
Defining the requirement
Development of the procurement statement of work,
specifications, and work breakdown structure
Laying out the major milestones and the timing/schedule
Cost estimating, including life-cycle costing
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15. PLAN PROCUREMENTS
Determining whether qualified sellers exist
Identifying the source selection criteria
listing of possible project/procurement risks Developing a
procurement plan
Developing a procurement plan
Obtaining authorization and approval to proceed
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16. PROCUREMENT RISKS
Technical: Specifications open to misinterpretation, vague wording
Delivery Schedule: Unrealistic delivery time
Warranty : Technology/nonstandard solutions
Resources: Availability, skill levels, inadequacies
Financial: L/C , Payment plans, inflation, currency exchange, bonds
Force majeure: Permits/licenses, political stability, legislation
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18. CONDUCTING THE PROCUREMENT
Evaluating/confirming specifications
Confirming qualified sources
past performance of sources
Producing the solicitation package
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19. SOLICITATION PACKAGE
Bid documents standardized
Listing of qualified vendors
Proposal evaluation criteria
How change requests will be managed
Supplier payment plan
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20. PROPOSAL EVALUATION SCORING
Understanding of the requirements
Overall bid price
Technical superiority
Management capability
Previous performance
Financial strength & Production capacity
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21. REQUEST SELLER RESPONSES
Advertising: Sealed bids, no negotiations
Negotiation
Request for information (RFI)
Request for quotation (RFQ)
Request for proposal (RFP)
Invitation for bids (IFB) & Small purchases
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22. SELECTING APPROPRIATE SELLERS
Evaluation criteria: time, cost, expected management team of the
project, and previous performance history
Contract award strategy: price-based/best-value
Perform a complete price/cost analysis
A negotiation process
Major factors of negotiations
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23. CONTRACT SELECTION CRITEREA
Overall degree of cost and schedule risk
Type and complexity of requirement (technical risk)
Extent of price competition
Urgency of the requirements & Performance period
Contractor’s responsibility (and risk) & Concurrent contracts,
Extent of subcontracting
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24. CONTRACTUAL ARRANGEMENTS
Fixed price or lump sum
Fixed price with re-determination
Fixed price with economic price adjustment
Cost and cost sharing
Fixed price for services, material, and labor
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25. CONTRACT ADMINISTRATION
Contract maintenance and change control with cost monitoring
Ordering and payment procedures
Management reporting
All parties understand who does what, when, and how
The contract documentation reflects the arrangement, and
changes to it carefully controlled
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26. CONTRACT ADMINISTRATION FUNCTIONS
Change management & Specification interpretation
Adherence to quality requirements & Inspections and audits
Warranties
Performance reporting, and Contractor performance Report Card
Records management
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27. TYPICAL CAUSES OF CONTRACT CHANGES
Defective specification with impossibility of performance
Erroneous interpretation of contract and Over inspection of work
Acceleration of performance
Failure to cooperate
Improperly exercised options
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28. WAIVERS
Breach of contract
Claims administration
Resolution of disputes
Payment schedules
Project termination
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29. REASONS FOR TERMINATION
Elimination of the requirement due to Technological advances
Budgetary changes
Default due to contractor’s actions
Failure to make delivery on scheduled date
Failure to perform any other provisions of the contract
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30. CONTRACT CLOSURE
Documented verification of the output duly accepted by the buyer
Debriefing the seller on their overall performance
Documenting seller’s performance as reference
Identifying room for improvement on future contracts
Archiving necessary documentation &
Identifying best practices
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