This document provides information for a request for proposal from Nylex Limited for transport and warehousing services in Queensland. It outlines the confidentiality terms, definitions, project overview and perceived benefits. It also describes the selection criteria and process, as well as the key contract terms around pricing, performance indicators, insurance requirements and more. Finally, it provides background on Nylex and describes the tasks involved, including receiving, storage, inventory management, transport and more. The goal is for the third party logistics provider to undertake these warehousing and distribution functions for Nylex's operations in Brisbane and Townsville.
Melissa Doty is an experienced contracts administrator and procurement specialist with over 15 years of experience managing contracts, sourcing materials, and negotiating agreements for large capital projects in the oil and gas industry. She has a proven track record of developing strategies to reduce costs and ensure compliance with quality standards.
The document discusses procurement issues and practices in the oil and gas industry in Tanzania. It begins by defining procurement and outlining key principles like transparency, fairness and value for money. It then examines different contracting concepts and strategies used for complex oil and gas projects. These include using individual contracts or consolidated EPIC and alliance contracts. The document also covers rules for procurement from international standards and specific procedures for procuring oil products in Tanzania. It concludes by discussing performance evaluation of suppliers in the industry.
The document outlines the key steps in designing goods and services according to an integrated framework:
1) Establishing strategic mission/vision and conducting market analysis and understanding competitive priorities.
2) Designing customer benefit packages and configuring detailed goods/service/process designs.
3) Developing manufactured goods and selecting processes.
4) Designing service delivery systems, encounters, and introducing/deploying to markets for evaluation.
Transport efficiency through increased information sharing in supply chains -...Per Olof Arnäs
Presentation of TRINFO project proposal at Transportforum 2014. The project aims at increasing the common/shared information between manufacturing company and transportation company in order to increase efficiency and sustainability.
Bowmans Intermodal - Australia's largest inland port is redefining logistics for Southern Australia. One of regional Australia's most significant projects for some years.
The document outlines logistics services provided by Tawqa Logistics including processing work permits, visa extensions, remittance approvals, and trade licenses for expatriates and organizations in Bangladesh. Fees for each service are provided and range from Tk. 4000 to Tk. 16,000 depending on the type of application and processing time typically takes 7-15 days. Additional services like police escorts can also be arranged for special events.
The document discusses outsourcing logistics solutions from Logix. It proposes an engagement model with Logix to provide IT outsourcing services to Sky Rocket Express Ltd. Key details include Logix's capabilities and experience working with major clients in Europe and Asia, the services they can provide, benefits of partnering with Logix, and risks and pricing for the potential engagement.
Melissa Doty is an experienced contracts administrator and procurement specialist with over 15 years of experience managing contracts, sourcing materials, and negotiating agreements for large capital projects in the oil and gas industry. She has a proven track record of developing strategies to reduce costs and ensure compliance with quality standards.
The document discusses procurement issues and practices in the oil and gas industry in Tanzania. It begins by defining procurement and outlining key principles like transparency, fairness and value for money. It then examines different contracting concepts and strategies used for complex oil and gas projects. These include using individual contracts or consolidated EPIC and alliance contracts. The document also covers rules for procurement from international standards and specific procedures for procuring oil products in Tanzania. It concludes by discussing performance evaluation of suppliers in the industry.
The document outlines the key steps in designing goods and services according to an integrated framework:
1) Establishing strategic mission/vision and conducting market analysis and understanding competitive priorities.
2) Designing customer benefit packages and configuring detailed goods/service/process designs.
3) Developing manufactured goods and selecting processes.
4) Designing service delivery systems, encounters, and introducing/deploying to markets for evaluation.
Transport efficiency through increased information sharing in supply chains -...Per Olof Arnäs
Presentation of TRINFO project proposal at Transportforum 2014. The project aims at increasing the common/shared information between manufacturing company and transportation company in order to increase efficiency and sustainability.
Bowmans Intermodal - Australia's largest inland port is redefining logistics for Southern Australia. One of regional Australia's most significant projects for some years.
The document outlines logistics services provided by Tawqa Logistics including processing work permits, visa extensions, remittance approvals, and trade licenses for expatriates and organizations in Bangladesh. Fees for each service are provided and range from Tk. 4000 to Tk. 16,000 depending on the type of application and processing time typically takes 7-15 days. Additional services like police escorts can also be arranged for special events.
The document discusses outsourcing logistics solutions from Logix. It proposes an engagement model with Logix to provide IT outsourcing services to Sky Rocket Express Ltd. Key details include Logix's capabilities and experience working with major clients in Europe and Asia, the services they can provide, benefits of partnering with Logix, and risks and pricing for the potential engagement.
Nylex Limited has issued a Request for Information (RFI) seeking proposals from potential suppliers for international freight services. The RFI provides details on Nylex's objectives, the scope of services required, supplier selection criteria, and instructions for proposal submissions. Suppliers are required to treat all information in the RFI as confidential and submit pricing and service responses by the specified deadline. Nylex will evaluate responses based on competitiveness as well as other factors such as service quality, innovation, geographic coverage, and cost reduction capabilities. The supplier selected will be expected to enter into a formal agreement with Nylex to provide freight services.
This document provides an overview of Nylex Consumer's current distribution network as part of Project Nautilus. It outlines the company background, project objectives to review the supply chain and distribution model. The RFP process will select a service provider through proposals. The document instructs responders on the RFP timeline, contacts, pricing and scope. It describes the current manufacturing, warehouse and transport operations as well as customer and product details. Further requirements for proposals will be in a future "To-Be" document.
This document provides an overview of Nylex Consumer's current distribution network as part of Project Nautilus. It outlines the company background, project objectives to create cost synergies and improve customer service. The RFP process is divided into phases, with Phase 1 involving analysis of the current network. The document provides instructions for proposal submissions and outlines the product, geographic and service scopes. Details of the current manufacturing, warehouse and transport operations as well as customer base are also included to aid proposals for redesigning the future network.
This document is a request for information from Nylex Limited seeking proposals from potential suppliers for international freight services. It outlines the company's objectives in issuing the RFI, including identifying opportunities to reduce costs and finding a supplier with strong regional capabilities. The RFI provides instructions for how suppliers should structure and submit their responses. It also describes the criteria that will be used to evaluate suppliers, with an emphasis on competitiveness and a supplier's ability to reliably deliver quality services. The selected supplier may be awarded a two-year agreement based on their response to this RFI.
The document provides information about a new security division called Talent Resource Security Division (TRSD) that offers security evaluation and consulting services to clients. It details TRSD's process for evaluating existing security operations and implementing new security operations which includes conducting security surveys, developing security plans and scopes of work, issuing requests for quotations, evaluating bids, and providing implementation support. It also introduces Arthur Keith, the chief security officer and senior consultant of TRSD, and outlines his experience in the security field. Contact details are provided at the end.
Running head ACQUISITION STRATEGY PIEZOELECTRIC EMBEDDED TRA.docxSUBHI7
Running head: ACQUISITION STRATEGY: PIEZOELECTRIC EMBEDDED TRANSDUCERS UNDER WALL GEOSTRUCTURE PROGRAM
4
ACQUISITION STRATEGY: PIEZOELECTRIC EMBEDDED TRANSDUCERS UNDER WALL GEOSTRUCTURE PROGRAM
Acquisition Strategy: Piezoelectric Embedded Transducers (PET)
Under the WALL Geostructure Program
XXXXXX
ASCM 628 Section 9040 2172
University of Maryland University College
March 11, 2017
This strategic plan will specify the details relating to the acquisition of Piezoelectric Embedded Transducers (PET) to be utilized to provide enhanced surveillance capabilities for the new Wide Alignment Limited Loading (WALL) Geostructure Program. As referenced by Kim, Roberts & Brown (2016), United States federal policy and regulatory guidance encourage the use of fixed-price contracts in an effort to secure best value for purchasing groups; therefore, the form of contract that shall be utilized shall be a Fixed Price Economic Price Adjustment (FPEPA) contract to account for the uncertainties of future economic conditions that may cause fluctuations in the future costs of supplies and equipment that the contractor might be required to provide under contract and would not at this time be predictable. Contract Type
Pursuant to 41 USC 253 and 10 USC 2305, competition will be full and open and the contract shall be both severable and non-severable. For the procurement of 1,000 Piezoelectric Embedded Transducers, the contract shall be non-severable; however, any elements relating to their maintenance and non-developmental support and data to be reported shall be considered non-severable. Additionally, given the complexity and technical nature of this service, price alone is not sufficient to determine the award and therefore, the contract will be awarded based on a contracting by negotiation bidding process. Furthermore, it is assumed that the U.S. Immigrations and Customs Enforcement (ICE) Acquisitions Division wishes to hold discussions regarding the contract to ensure that its needs are clearly communicated and met to its satisfaction. To allow ICE to have maximum flexibility in awarding the contract, the trade-off process shall also be initiated.
Planning Fundamentals
The subsequent planning fundamentals shall also be incorporated within this strategic plan as they are essential for the PET sourcing and future negotiations: (1) Contractor Performance Requirements, (2) Deliverables, and (3) Assumptions.
Contractor Performance Requirements and Deliverables
The contractor shall be responsible for providing substantial value to ICE in the form of required hardware to ensure the enhancement of the surveillance capability for the WALL program, software to certify the technical monitoring and successful operation of the hardware, and the non-developmental support and data which will be utilized to analyze the stabilization and sustainabili ...
This document provides guidance for customers on accessing and using the Technology Services Agreement. It outlines the 11 lots of services available under the agreement, including help desk support, desktop support, network management, and asset disposal. It describes who is eligible to use the agreement, the benefits of doing so such as reduced procurement timelines and choice of suppliers. The document provides directions on running a mini-competition with suppliers to identify the best solution for customers' requirements. It also encourages customers to do discovery days with suppliers in complex procurements to help define requirements and solutions.
NEC4 overview: key changes and impacts - Nottingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
Transmission-Network Deployment
The document discusses the importance of telecommunications infrastructure for economic growth and development. It then outlines the typical process for planning and designing a wireless transmission network, including defining requirements, site planning, capacity calculation, topology design, equipment selection, and cost estimation. It describes the purpose and process for requests for information, quotes, and proposals when procuring equipment and services, including addressing issues like performance, standards compliance, support, and pricing.
NEC4 overview: key changes and impacts - Birmingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
NEC4 Toolkit presentation for contractssSheila282031
The document provides an overview of the NEC Toolkit, which aims to help users of the NEC family of contracts, whether they are first-time or experienced users. It outlines what is included in the toolkit, such as instructions for use, NEC contract forms, information on what NEC is and why it exists, industry adoption, best practices, why to choose NEC, choosing the right NEC contract, NEC options, where NEC is used, the NEC community, and NEC support. The purpose is to help users make informed decisions around procurement and contract strategy when using NEC contracts.
Innovate UK's monitoring services procurement - full briefing packInnovate UK
Innovate UK is expanding its use of monitoring services to manage increased grant funding and a growing number of projects. It plans to establish a Dynamic Purchasing System to procure these services, dividing opportunities into lots by sector. Suppliers can apply to join the DPS and will bid on contracts as they arise. Innovate UK will define requirements for each project and evaluate bids based on price and quality. The goal is to broaden their pool of monitoring experts to effectively oversee grant funding and ensure projects comply with policies.
Contracting for Services in Public Sector - 11 & 12 Aug - CanberraPASA Events
This document provides information about an upcoming two-day conference on contracting for services in the public sector. The conference will provide procurement and contracting professionals in the public sector with knowledge and strategies to ensure they deliver the right outcomes for all stakeholders. Speakers will discuss topics like early supplier engagement, flexibility in contracts, performance measurement, and relationship management. The document outlines the agenda, with sessions on contracting challenges, objective setting, case studies on innovation through supplier engagement, and workshops on topics like governance models and contract management. The conference aims to equip procurement officers with tools and approaches to effectively contract for services.
NEC4 overview: key changes and impacts - London, September 2017Browne Jacobson LLP
This seminar looked at the changes to the NEC structrure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
IOW NHS Trust Building Controls ProposalKieronRyan
The document is a proposal from ROES (Ryan Outsource Engineering Services) to provide services for Isle of Wight NHS Trust's BMS refit project at St. Mary's Hospital. ROES would develop the engineering proposal documentation, manage the tender process, and offer project delivery management. Their experience with BMS design, engineering and delivery over 25 years would help meet the Trust's needs. Key deliverables would include a proposal incorporating best practices and a risk management framework. Fees are estimated at £24,609 excluding VAT to develop the core proposal over 30 man days and manage compliance statements with subcontractors for an additional 10 man days.
Getting ML Contracting and procurement right!Tarun Philip
This document provides a summary of a webinar on contracting and procurement. It discusses key differences between contractors and subcontractors, the contracting lifecycle including planning, approval and management. It also covers commonwealth grant guidelines, contestable tendering, the importance of alignment with delegation of authority, adhering to policies and procedures, effective contract performance management and the use of a contract register.
This document discusses different types of contracts for large projects. It outlines fixed price, cost reimbursement, and time and materials contracts. It also lists important parties in projects like sponsors, contractors, lenders, and government. Key contract elements that are described include terms of payment, handling cost overruns, customer equipment responsibilities, intellectual property protection, international considerations, and termination procedures.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxRAJU852744
The document is a student assignment submission for a procurement module. It includes a front cover sheet with submission details and instructions. The main body of the document answers three questions about SABIC's standard terms and conditions. It explains how the terms manage risks, the concept of "battle of forms", and how performance is monitored under the terms. Key points covered include quality control, liability, pricing changes, ethics, and supplier performance reviews.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxaulasnilda
1
11
CORPORATE AWARD PROGRAMME
ASSIGNMENT FRONT SHEET
STUDENT MEMBERSHIP NUMBER
COHORT NAME and NUMBER
Cohort 6
ASSESSMENT Code / Number
AS2
MODULE TITLE
Developing Contracts in Procurement and Supply
SUBMISSION DEADLINE DATE
Second Submission
WORD COUNT
3184
Please do not change or remove the wording in this front sheet as this is required for all submissions under the Corporate Award Programme. Any submissions received without the correct front sheet will be returned to the candidate for amendment and re-submission and may delay marking.
1. Please ensure that you complete and attach this form to the front of your submission. It will not be accepted if it as sent as a separate file to the submission itself.
2. Before submission, please ensure that your name does not appear anywhere on your work.
3. By submitting your work, you are confirming that your work is your own and that you have read and understand CIPS rules regarding plagiarism and the consequences that will arise should you submit plagiarised work.
Table of Content
1. Executive summary
2. Question one……………………………………………………………………….
3. Question two ………………………………………………………………………
4. Question three ……………………………………………………………………
5. Conclusion
Introduction:
Terms and conditions is a set of regulations, which supplier and customer must agree to follow in order to create a contract. They will have to agree on terms and conditions of the contract as well as any possible liabilities in case of a breach of the contract. As one of the major companies in the world, SABIC has a set of detailed terms and conditions referred to as Standard Terms and Conditions in which supplier accepts and aware of before registering in SABIC as an approved supplier. Certainly, it is open for negotiation before the creation of the contract. The standard terms and conditions is very comprehensive to accommodate all type of contracts and types of suppliers. For instance, there is a special terms and contract for internal and external of KSA.
Executive summary
Subject matter
This report evaluates and provides an analysis of the opportunities for the supply and procurement function, explains how the terms and conditions can be improved and how collaboration can be created with stakeholders to increase early engagement. The report also gives a general overview of the need for organizational policies and procurement in order to implement effective procurement supply.
Key findings
· After doing an extensive research, I drew attention to the fact that the company should identify and allocate purchasing activities to achieve the best value for money. I found out that it can be done by applying the five rights of acquisition and value for money criteria to any purchase of good and services similarly assessing the acquisition of possessions and amenities based on total cost of ownership is an important step. Furthermore, creating savings and improve efficiency requires the company to negotiate with the supplier ...
CREDICON CONSULTING LLP provides multi-disciplinary consulting services to engineering and construction industries, including contract management, dispute resolution, expert witness services, arbitration, litigation, scheduling, and cost engineering. They offer pre-contract consultancy, tender evaluation, risk analysis, cost management, and project change control. With over 70 associates in 40 locations, they bring industry expertise and legal capabilities to complex, high-stakes disputes. Their clientele includes many public and private sector organizations in infrastructure. They provide contract audit services to help contractors manage risks, measure work, develop billing procedures, analyze delays, audit quantities and rates for variations, and maintain contemporary records for claims and disputes.
Nylex in New Zealand has entered into an agreement with logistics provider Mondiale to handle its third-party logistics from Mondiale's site at the Auckland International Airport. Previously, Nylex had been working with Mainfreight but changes to that model became unworkable. Mondiale will now oversee all of Nylex's distribution in New Zealand from its larger facility, including transferring all current stock. Delivery times are expected to remain largely the same within the expected service levels. Nylex's non-distribution staff will also relocate to office space within Mondiale's airport site complex in the new year.
Trying to save Nylex...............Weeklyreporting 6 nov 2008Tom Evans
The project involves outsourcing four consumer group warehouses in Australia and New Zealand to a third-party logistics provider by December 2008. The project is one week behind schedule with a planned completion of 12 December 2008. Major milestones such as receiving proposals from third-party logistics providers and clarifying responses have been met. Issues include inventory profiles awaiting sales input and third-party logistics providers not fully understanding the freight task, potentially resulting in higher costs. Staff informing is underway with some concerns about the December implementation date for Brisbane.
Nylex Limited has issued a Request for Information (RFI) seeking proposals from potential suppliers for international freight services. The RFI provides details on Nylex's objectives, the scope of services required, supplier selection criteria, and instructions for proposal submissions. Suppliers are required to treat all information in the RFI as confidential and submit pricing and service responses by the specified deadline. Nylex will evaluate responses based on competitiveness as well as other factors such as service quality, innovation, geographic coverage, and cost reduction capabilities. The supplier selected will be expected to enter into a formal agreement with Nylex to provide freight services.
This document provides an overview of Nylex Consumer's current distribution network as part of Project Nautilus. It outlines the company background, project objectives to review the supply chain and distribution model. The RFP process will select a service provider through proposals. The document instructs responders on the RFP timeline, contacts, pricing and scope. It describes the current manufacturing, warehouse and transport operations as well as customer and product details. Further requirements for proposals will be in a future "To-Be" document.
This document provides an overview of Nylex Consumer's current distribution network as part of Project Nautilus. It outlines the company background, project objectives to create cost synergies and improve customer service. The RFP process is divided into phases, with Phase 1 involving analysis of the current network. The document provides instructions for proposal submissions and outlines the product, geographic and service scopes. Details of the current manufacturing, warehouse and transport operations as well as customer base are also included to aid proposals for redesigning the future network.
This document is a request for information from Nylex Limited seeking proposals from potential suppliers for international freight services. It outlines the company's objectives in issuing the RFI, including identifying opportunities to reduce costs and finding a supplier with strong regional capabilities. The RFI provides instructions for how suppliers should structure and submit their responses. It also describes the criteria that will be used to evaluate suppliers, with an emphasis on competitiveness and a supplier's ability to reliably deliver quality services. The selected supplier may be awarded a two-year agreement based on their response to this RFI.
The document provides information about a new security division called Talent Resource Security Division (TRSD) that offers security evaluation and consulting services to clients. It details TRSD's process for evaluating existing security operations and implementing new security operations which includes conducting security surveys, developing security plans and scopes of work, issuing requests for quotations, evaluating bids, and providing implementation support. It also introduces Arthur Keith, the chief security officer and senior consultant of TRSD, and outlines his experience in the security field. Contact details are provided at the end.
Running head ACQUISITION STRATEGY PIEZOELECTRIC EMBEDDED TRA.docxSUBHI7
Running head: ACQUISITION STRATEGY: PIEZOELECTRIC EMBEDDED TRANSDUCERS UNDER WALL GEOSTRUCTURE PROGRAM
4
ACQUISITION STRATEGY: PIEZOELECTRIC EMBEDDED TRANSDUCERS UNDER WALL GEOSTRUCTURE PROGRAM
Acquisition Strategy: Piezoelectric Embedded Transducers (PET)
Under the WALL Geostructure Program
XXXXXX
ASCM 628 Section 9040 2172
University of Maryland University College
March 11, 2017
This strategic plan will specify the details relating to the acquisition of Piezoelectric Embedded Transducers (PET) to be utilized to provide enhanced surveillance capabilities for the new Wide Alignment Limited Loading (WALL) Geostructure Program. As referenced by Kim, Roberts & Brown (2016), United States federal policy and regulatory guidance encourage the use of fixed-price contracts in an effort to secure best value for purchasing groups; therefore, the form of contract that shall be utilized shall be a Fixed Price Economic Price Adjustment (FPEPA) contract to account for the uncertainties of future economic conditions that may cause fluctuations in the future costs of supplies and equipment that the contractor might be required to provide under contract and would not at this time be predictable. Contract Type
Pursuant to 41 USC 253 and 10 USC 2305, competition will be full and open and the contract shall be both severable and non-severable. For the procurement of 1,000 Piezoelectric Embedded Transducers, the contract shall be non-severable; however, any elements relating to their maintenance and non-developmental support and data to be reported shall be considered non-severable. Additionally, given the complexity and technical nature of this service, price alone is not sufficient to determine the award and therefore, the contract will be awarded based on a contracting by negotiation bidding process. Furthermore, it is assumed that the U.S. Immigrations and Customs Enforcement (ICE) Acquisitions Division wishes to hold discussions regarding the contract to ensure that its needs are clearly communicated and met to its satisfaction. To allow ICE to have maximum flexibility in awarding the contract, the trade-off process shall also be initiated.
Planning Fundamentals
The subsequent planning fundamentals shall also be incorporated within this strategic plan as they are essential for the PET sourcing and future negotiations: (1) Contractor Performance Requirements, (2) Deliverables, and (3) Assumptions.
Contractor Performance Requirements and Deliverables
The contractor shall be responsible for providing substantial value to ICE in the form of required hardware to ensure the enhancement of the surveillance capability for the WALL program, software to certify the technical monitoring and successful operation of the hardware, and the non-developmental support and data which will be utilized to analyze the stabilization and sustainabili ...
This document provides guidance for customers on accessing and using the Technology Services Agreement. It outlines the 11 lots of services available under the agreement, including help desk support, desktop support, network management, and asset disposal. It describes who is eligible to use the agreement, the benefits of doing so such as reduced procurement timelines and choice of suppliers. The document provides directions on running a mini-competition with suppliers to identify the best solution for customers' requirements. It also encourages customers to do discovery days with suppliers in complex procurements to help define requirements and solutions.
NEC4 overview: key changes and impacts - Nottingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
Transmission-Network Deployment
The document discusses the importance of telecommunications infrastructure for economic growth and development. It then outlines the typical process for planning and designing a wireless transmission network, including defining requirements, site planning, capacity calculation, topology design, equipment selection, and cost estimation. It describes the purpose and process for requests for information, quotes, and proposals when procuring equipment and services, including addressing issues like performance, standards compliance, support, and pricing.
NEC4 overview: key changes and impacts - Birmingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
NEC4 Toolkit presentation for contractssSheila282031
The document provides an overview of the NEC Toolkit, which aims to help users of the NEC family of contracts, whether they are first-time or experienced users. It outlines what is included in the toolkit, such as instructions for use, NEC contract forms, information on what NEC is and why it exists, industry adoption, best practices, why to choose NEC, choosing the right NEC contract, NEC options, where NEC is used, the NEC community, and NEC support. The purpose is to help users make informed decisions around procurement and contract strategy when using NEC contracts.
Innovate UK's monitoring services procurement - full briefing packInnovate UK
Innovate UK is expanding its use of monitoring services to manage increased grant funding and a growing number of projects. It plans to establish a Dynamic Purchasing System to procure these services, dividing opportunities into lots by sector. Suppliers can apply to join the DPS and will bid on contracts as they arise. Innovate UK will define requirements for each project and evaluate bids based on price and quality. The goal is to broaden their pool of monitoring experts to effectively oversee grant funding and ensure projects comply with policies.
Contracting for Services in Public Sector - 11 & 12 Aug - CanberraPASA Events
This document provides information about an upcoming two-day conference on contracting for services in the public sector. The conference will provide procurement and contracting professionals in the public sector with knowledge and strategies to ensure they deliver the right outcomes for all stakeholders. Speakers will discuss topics like early supplier engagement, flexibility in contracts, performance measurement, and relationship management. The document outlines the agenda, with sessions on contracting challenges, objective setting, case studies on innovation through supplier engagement, and workshops on topics like governance models and contract management. The conference aims to equip procurement officers with tools and approaches to effectively contract for services.
NEC4 overview: key changes and impacts - London, September 2017Browne Jacobson LLP
This seminar looked at the changes to the NEC structrure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
IOW NHS Trust Building Controls ProposalKieronRyan
The document is a proposal from ROES (Ryan Outsource Engineering Services) to provide services for Isle of Wight NHS Trust's BMS refit project at St. Mary's Hospital. ROES would develop the engineering proposal documentation, manage the tender process, and offer project delivery management. Their experience with BMS design, engineering and delivery over 25 years would help meet the Trust's needs. Key deliverables would include a proposal incorporating best practices and a risk management framework. Fees are estimated at £24,609 excluding VAT to develop the core proposal over 30 man days and manage compliance statements with subcontractors for an additional 10 man days.
Getting ML Contracting and procurement right!Tarun Philip
This document provides a summary of a webinar on contracting and procurement. It discusses key differences between contractors and subcontractors, the contracting lifecycle including planning, approval and management. It also covers commonwealth grant guidelines, contestable tendering, the importance of alignment with delegation of authority, adhering to policies and procedures, effective contract performance management and the use of a contract register.
This document discusses different types of contracts for large projects. It outlines fixed price, cost reimbursement, and time and materials contracts. It also lists important parties in projects like sponsors, contractors, lenders, and government. Key contract elements that are described include terms of payment, handling cost overruns, customer equipment responsibilities, intellectual property protection, international considerations, and termination procedures.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxRAJU852744
The document is a student assignment submission for a procurement module. It includes a front cover sheet with submission details and instructions. The main body of the document answers three questions about SABIC's standard terms and conditions. It explains how the terms manage risks, the concept of "battle of forms", and how performance is monitored under the terms. Key points covered include quality control, liability, pricing changes, ethics, and supplier performance reviews.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxaulasnilda
1
11
CORPORATE AWARD PROGRAMME
ASSIGNMENT FRONT SHEET
STUDENT MEMBERSHIP NUMBER
COHORT NAME and NUMBER
Cohort 6
ASSESSMENT Code / Number
AS2
MODULE TITLE
Developing Contracts in Procurement and Supply
SUBMISSION DEADLINE DATE
Second Submission
WORD COUNT
3184
Please do not change or remove the wording in this front sheet as this is required for all submissions under the Corporate Award Programme. Any submissions received without the correct front sheet will be returned to the candidate for amendment and re-submission and may delay marking.
1. Please ensure that you complete and attach this form to the front of your submission. It will not be accepted if it as sent as a separate file to the submission itself.
2. Before submission, please ensure that your name does not appear anywhere on your work.
3. By submitting your work, you are confirming that your work is your own and that you have read and understand CIPS rules regarding plagiarism and the consequences that will arise should you submit plagiarised work.
Table of Content
1. Executive summary
2. Question one……………………………………………………………………….
3. Question two ………………………………………………………………………
4. Question three ……………………………………………………………………
5. Conclusion
Introduction:
Terms and conditions is a set of regulations, which supplier and customer must agree to follow in order to create a contract. They will have to agree on terms and conditions of the contract as well as any possible liabilities in case of a breach of the contract. As one of the major companies in the world, SABIC has a set of detailed terms and conditions referred to as Standard Terms and Conditions in which supplier accepts and aware of before registering in SABIC as an approved supplier. Certainly, it is open for negotiation before the creation of the contract. The standard terms and conditions is very comprehensive to accommodate all type of contracts and types of suppliers. For instance, there is a special terms and contract for internal and external of KSA.
Executive summary
Subject matter
This report evaluates and provides an analysis of the opportunities for the supply and procurement function, explains how the terms and conditions can be improved and how collaboration can be created with stakeholders to increase early engagement. The report also gives a general overview of the need for organizational policies and procurement in order to implement effective procurement supply.
Key findings
· After doing an extensive research, I drew attention to the fact that the company should identify and allocate purchasing activities to achieve the best value for money. I found out that it can be done by applying the five rights of acquisition and value for money criteria to any purchase of good and services similarly assessing the acquisition of possessions and amenities based on total cost of ownership is an important step. Furthermore, creating savings and improve efficiency requires the company to negotiate with the supplier ...
CREDICON CONSULTING LLP provides multi-disciplinary consulting services to engineering and construction industries, including contract management, dispute resolution, expert witness services, arbitration, litigation, scheduling, and cost engineering. They offer pre-contract consultancy, tender evaluation, risk analysis, cost management, and project change control. With over 70 associates in 40 locations, they bring industry expertise and legal capabilities to complex, high-stakes disputes. Their clientele includes many public and private sector organizations in infrastructure. They provide contract audit services to help contractors manage risks, measure work, develop billing procedures, analyze delays, audit quantities and rates for variations, and maintain contemporary records for claims and disputes.
Nylex in New Zealand has entered into an agreement with logistics provider Mondiale to handle its third-party logistics from Mondiale's site at the Auckland International Airport. Previously, Nylex had been working with Mainfreight but changes to that model became unworkable. Mondiale will now oversee all of Nylex's distribution in New Zealand from its larger facility, including transferring all current stock. Delivery times are expected to remain largely the same within the expected service levels. Nylex's non-distribution staff will also relocate to office space within Mondiale's airport site complex in the new year.
Trying to save Nylex...............Weeklyreporting 6 nov 2008Tom Evans
The project involves outsourcing four consumer group warehouses in Australia and New Zealand to a third-party logistics provider by December 2008. The project is one week behind schedule with a planned completion of 12 December 2008. Major milestones such as receiving proposals from third-party logistics providers and clarifying responses have been met. Issues include inventory profiles awaiting sales input and third-party logistics providers not fully understanding the freight task, potentially resulting in higher costs. Staff informing is underway with some concerns about the December implementation date for Brisbane.
This document presents a management framework for safety, health and environmental standards at the NYLEX Consumer Products site. It includes a matrix that evaluates performance across various SHE (safety, health and environment) criteria on a scale from 0 to 5. These criteria include legislative requirements, minimum standards, management systems, incident reporting, emergency planning, induction programs, committees, and strategic planning. The matrix also charts lost time injury frequency rates over time for NYLEX Consumer and NYLEX Limited as a whole against a ceiling target.
SAP WMS install Somerton NYLEX_Operational_SupportTom Evans
1. Consulting Principles will provide one day of SAP WMS operational and strategic consulting support services to NYLEX Consumer Products.
2. John Payne will spend half to three quarters of the day onsite with NYLEX staff to understand key operational areas for improvement.
3. A summary document will be provided identifying the priority areas and suggestions for helping to address the issues.
Nylex Water Solutions Ingleburn - Main BodyTom Evans
The audit report summarizes the initial review of the Nylex Water Solutions site in Ingleburn, NSW, Australia. It finds that while the site has a can-do attitude towards safety, more systematic approaches are needed to comply with health and safety requirements. Areas for improvement include site induction protocols, emergency management systems, compliance with company standards, and machine guarding. The report provides specific actions needed across several areas to improve safety and compliance.
This document appears to be a drawing register that lists technical drawings or plans. A drawing register would catalog drawing files, assigning each a unique reference number or code and recording basic details like the drawing title, date, and revision status. The purpose is to keep an organized record of engineering or architectural drawings for a construction project.
Nylex is changing its distribution strategy for servicing customers in Western Australia. Key points:
- Fasteners and some other products will continue to be held in a local third-party warehouse and delivered next-day.
- Other plastic and non-fastener products will now be shipped directly from Melbourne once per week for delivery the following Monday.
- The change aims to reduce costs by consolidating inventory while maintaining the required next-day delivery for fasteners and some fabrics in Western Australia.
This project status report provides an update on the Consumer Distribution Changes project in WA. It summarizes that the project is on time overall, though some initial delivery issues occurred. It details progress made on transitioning warehouse stock to a third-party logistics provider, delivery reporting, the warehouse sub-lease, sales office relocation, budgets, risks, and issues. Objectives for the next report include completing performance reporting and activating the third-party logistics solution.
The document describes the position of National Distribution Manager. The manager oversees all distribution operations and ensures timely delivery of products. Duties include managing the vehicle fleet, maintaining safety and quality standards, supervising staff, and optimizing transportation to meet business objectives. The manager is responsible for regulatory compliance, cost-effective purchasing and maintenance, and improving work methods.
This document provides a summary of vehicle details, usage, and costs for a vehicle leased by Tom Evans of NYLEX Corporation between September 1st and 30th, 2008. Key details include the vehicle is a HSV Clubsport VZ 6.0 V8 with 60,417 km at delivery and 72,064 km now, and fuel costs are $412.75 for the period versus a budgeted amount of $482.96. The vehicle may be travelling below expected kilometers which could result in additional FBT costs.
Nylex in New Zealand has entered into an agreement with logistics provider Mondiale to handle its third-party logistics services out of Mondiale's site at Auckland International Airport. Previously, Nylex had been working with Mainfreight but changes to that model became unworkable. Mondiale will now oversee all of Nylex's distribution in New Zealand, transferring all current stock to its new facility by December 15th. Mondiale has committed resources to ensure delivery times are maintained or improved, and non-distribution Nylex staff will relocate to office space at the Mondiale site in the new year.
Nylex is an Australian company located at 50-70 Stanley Drive Somerton VIC 3062, with a telephone number of 61 3 9303 1444, facsimile of 61 3 9303 1430, and website www.nylex.com.au.
This document appears to be an organizational chart listing personnel in various departments of a company called Fulfilment Group. It includes managers and roles in areas such as manufacturing, technology, supply chain, warehousing and logistics, and distribution. Personnel are listed for locations including Seaford, Somerton, Hendra, Townsville, Dandenong, and New Zealand. Some positions are vacant or listed as TBC (to be confirmed).
This document appears to be an organizational chart listing roles and personnel within the Fulfilment Group. It includes sections for Personal Assistant, Manufacturing, Technology, Supply Chain, Warehouse & Logistics, Distribution centers in various locations, and specific manufacturing teams. Many roles are named but some are labelled as vacant or TBC (to be confirmed).
This document provides an overview and instructions for implementing a new delivery and service offering solution in SAP. The solution introduces 7 standardized delivery profiles that will be assigned to customers. These profiles determine shipping dates, order consolidation, backorder handling, and minimum order rules. The profiles are populated in sales order popups to select the appropriate options. Maintaining the customer and product master data is required to fully implement the new delivery rules and conditions.
This document provides a distribution update for various divisions for period 4 of F08. It summarizes sales and distribution cost budgets and actuals for each division. Melded fabrics met its distribution cost budget as a percentage of sales despite being under on sales. Films & fabrics significantly exceeded its sales budget and was well under budget on distribution costs. Consumer was under budget on both sales and distribution costs. Nylex water met its distribution cost budget as a percentage of sales despite being under on sales. Materials handling met its distribution cost budget as a percentage of sales despite being under on sales. Overall, combined distribution costs were under budget in proportion to being under budget on sales.
This document contains a questionnaire for outsourcing logistics services from Nylex Corporation to Kuehne + Nagel. It requests information on Nylex's current operations, including organization, products, facilities, equipment, processes, IT systems, and key performance indicators. It aims to understand Nylex's service requirements and evaluate taking over its existing warehouse operations and staff. The questionnaire covers all aspects of the logistics operation to facilitate Kuehne + Nagel in providing a proposal and transition plan to outsource services.
Kuehne + Nagel is one of the top 3 global contract logistics companies and number 4 in airfreight and number 1 in seafreight. They provided an outsourcing questionnaire to Tom and Andrew of Nylex Corporation to build quotations for absorbing Nylex's Australian business into Kuehne + Nagel's existing shared environment or taking over operational control of Nylex's existing premises. Kuehne + Nagel looks forward to demonstrating their ability to provide best-in-class solutions for the challenges of Nylex's Australian business.
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Contents
1.0 Introduction
2.0 Contract Terms
3.0 Background Information
4.0 The Task
5.0 The Resources
6.0 Rate Structures
7.0 Key Performance Indicators
8.0 Strategic Rollout Program
9.0 Experience and Referees
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1.0 Introduction
1.1 Confidentiality
1.2 Definitions & Terms
1.3 Project Overview
1.4 Summary of Expected Benefits
1.5 Selection Criteria
1.6 Process and Timings
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1.1 Confidentiality
All information contained in this proposal is to remain confidential. All potential Third Party Logistics
Providers (3PLs) invited to respond to this Request for Proposal (RFP) will be required to enter into a
confidentiality agreement with Nylex Limited (Nylex) in relation to information contained in this proposal.
This agreement obliges the recipient to treat this information with utmost confidentiality and not disclose any
part of it without the written permission from Nylex.
Contact with other personnel within Nylex regarding this process is strongly discouraged. Any
unauthorized attempt to contact other personnel or to obtain information regarding this process
outside of the channels provided to each supplier could result in your company’s elimination from
the RFP process.
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1.2 Definitions & Terms
The definitions and rules of interpretation contained in this RFP document shall apply. The following words and
phrases shall mean:
Nylex Limited - Nylex.
Proposer - Company who submits response to this Request For Proposal (RFP).
Service Provider - Company who is selected in the proposal should that proposal meet Nylex requirements.
Third Party Logistics Provider - 3PL
This document contains information relating to the business and operations of Nylex. This information is
confidential to Nylex (“Confidential Information”).
Delivery to you of this document and your examination of its contents constitutes acceptance by you of an
obligation to keep confidential such Confidential Information read together with the Confidentiality Agreement
already signed, whether or not you choose to respond, and to ensure that such Confidential Information is
protected with security measures and a degree of care that you would apply to your own confidential
information.
You shall use the Confidential Information only for the purposes of evaluating the transaction referred to in this
document and you shall only show this document to your own employees or advisers on a need to know basis .
Nylex reserves the right to request any Third Party Logistics Provider/Proposer to return all documentation
provided without taking any excerpts or copies thereof.
Nylex, its employees, officers or advisers does not make any representation or give any warranty (express or
implied) as to the accuracy, completeness or reliability of any of the Confidential Information. The responsibility
lies on the Proposer to satisfy itself concerning the accuracy of all information provided. Through involvement
in this RFP process, all Proposers acknowledge and accept Nylex’s right, at its sole and absolute discretion, to
select a service provider or service provider's) of Nylex’s choice. Involvement in this process constitutes the
Proposer’s acceptance of the outcome of Nylex’s final decision and to accept and bind itself to that decision.
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1.3 Project Overview
This Request for Proposal (RFP) is a request for proposal to providers of warehousing & distribution logistics
services in relation to distribution of consumer products in Townsville and Brisbane.
The respondents are invited to submit detailed fully priced proposals for provision of distribution logistics
services.
Please provide a total price as well as prices for individual elements (e.g. each warehouse and freight).
It is anticipated that the successful respondent (s) will enter into a contract (s) to provide distribution logistics
services to Nylex.
In outsourcing these elements of its distribution network, Nylex is keen to achieve improvements on both
service quality and cost.
Importantly, these operations need to be scalable to volume variations over time.
Nylex will not be responsible for any costs incurred by the respondents in preparing, delivering or presenting a
response to this RFP.
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1.4 Summary of Perceived Benefits of the Project
The objective of Nylex is to achieve efficiencies in both handling (storage, picking and packing) and
transportation (regional or local delivery to customers) that lead to improved service outcomes and lower prices
and internal costs for logistics services, through:
Improved service outcomes and lower costs of handling.
Improved service outcomes and lower costs of transportation.
Reduced managerial and administrative overheads.
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1.5 Selection Criteria
Selection criteria may include the following attributes:
Investment capability
Price of services
Account service
Site location
Experience
Flexibility/reliability of service
Level of overall logistics capability
Service levels and commitment to key performance measurements
Commitment to continuous improvement and gain-sharing practices
Creativity and problem solving ability
Strategic innovation
Base technology expectation
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1.6 Process & Timings
Providers are requested to submit two hard copies and one electronic copy of their proposal as soon as
possible.
From these a short list will be drawn up and an invitation to further present will be made after that time.
Submissions should be marked “Private & Confidential” and made to:
Any questions on the content of this document should be directed to:
Tom Evans
Group Logistics Manager
Nylex Limited
3 Healey Road
Dandenong VIC 3194
Tel: 03 9303 1444
Mobile: 0417 354 863
email: tom.evans@nylex.com.au
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2.0 Contract Terms
2.1 Parties to Contract
2.2 Contract Term
2.3 Services, Scope and Change Control
2.4 Continuous Improvement Program
2.5 Quality & KPI’s
2.6 Pricing
2.7 Termination and Disengagement
2.8 Risk, Shrinkage & Security
2.9 Insurances
2.10 Audits
2.11 Assignment & Sub-contracting
2.12 Compliance with Laws
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2.0 Contract Terms
While the contracts will need to be drawn up they will be expected to feature some special conditions in
addition to the standard transport and warehousing conditions included in contracts. These are indicated
below. Naturally, Nylex reserve the right to vary these up to the point the contracts are signed.
2.1 Parties to Contract
Nylex and 3PL and Parent Company Guarantor of 3PL.
2.2 Contract Term
Three years from date of signing of agreement.
2.3 Services, Scope and Change Control
Nylex may request adjustment to bring into scope out-of-scope services, or to bring into scope out-of scope
products, subject to complying with a change control procedure and subject to agreement of an equitable price
adjustment. The change control process will reflect good industry practice and allow for referral for
determination by an independent expert if the parties are unable to agree as to a change request.
2.4 Continuous Improvement Programs
The 3PL, at 3PL’s cost, is to actively assist Nylex in feasibility assessment, development and implementation of
continuous improvement programs and joint improvement projects to achieve process improvements, including
process improvements related to:- costs, productivity and efficiency measures, seeking to reduce future costs
to the parties; and enhance the provision of the services to Nylex.
Either party may suggest improvements to the other party at any time. These improvements may be discussed
at mutually agreed time. During such discussions, the parties must resolve: whether to implement a suggested
improvement as a process improvement; a proposed timetable for implementing the suggested improvement;
how the success of the suggested improvement will be assessed; and how any cost savings resulting from the
suggested improvement will be shared between the parties.
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2.0 Contract Terms
2.5 Quality and KPIs
Services are to be delivered in accordance with set KPIs. There will be two levels of KPIs – Critical KPI’s, a
breach of which will give rise to right of Nylex to terminate contract, as well as right to performance credits, and
Operating KPIs, the breach of which will only give rise to right of Nylex to terminate contract if repeated over
period or wilful repeated, as well as a right to performance credits.
Indicative KPIs are:
Delivered in Full On Time Accurately (DIFOTA)
Receipt Time of Stock
Pick accuracy
Inventory accuracy
Documentation accuracy
Cost metrics
Product presentation, damage and shrinkage measures
Account service metrics egg customer complaint resolution times etc.
Initial KPIs to be set in contract and subject to monthly performance assessment and formal review with the
3PL monthly during the first twelve months, thereafter quarterly assessment and review.
Parties in month nine (9) to negotiate adjusted KPIs to take effect following first twelve months, subject to
dispute resolution if parties cannot agree.
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2.0 Contract Terms
2.6 Pricing
The respondents are invited to submit detailed fully priced proposals for provision of distribution logistics
services. Please provide a total price as well as prices for individual elements (eg. each warehouse
and freight).
Pricing to be transparent including fixed, variable rates elements etc. A suitable rise and fall mechanism will
need to be included. Also a description of the fuel surcharge mechanism including application of rebates,
taxes and timings.
2.7 Termination and Disengagement
Usual industry termination conditions and events will be included in the contract. Termination for breach to
be subject to right to remedy remediable breach within 14 days. Change of management control or
ownership of 3PL to be termination event.
Nylex to have right to terminate the agreement if a competitor of Nylex acquires a substantial interest in or
effective managerial control of 3PL. Nylex to also have the right to terminate without penalty if 3PL or an
affiliate of 3PL directly or indirectly acquires a substantial interest [20 percent or more ownership] or
effective managerial control of a direct category competitor.
3PL’s failure to meet a Critical KPI, or repeated failure to meet Operational KPIs, to be ground for
termination by Nylex.
Disengagement process to be specified in the contract and in agreed Disengagement Plan to provide
sufficient opportunity for Nylex in the event of termination for any reason by either party, to continue
business at the 3PL’s location(s) for a period of time without business interruption in order to accommodate
an orderly transfer to another location to conduct the distribution of Nylex’s Products.
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2.0 Contract Terms
2.8 Risk, Shrinkage and Security
3PL responsible for all stock losses or shrinkage of Products from acceptance.
3PL to be responsible for and bear cost of replacement (at wholesale cost) and cartage of replacement items
of Product reasonably attributed by Nylex to actions or omissions of 3PL or persons for whom 3PL is
responsible.
3PL’s transport vehicles and facilities to be designed and regularly checked so that they ensure continuous
security and integrity of Products.
Title in Products remains with Nylex at all times.
2.9 Insurances
3PL to procure and maintain, at 3PL’s expense, until 12 months after expiry or termination of the Term, the
following minimum coverage (and ensure that interest of Nylex is noted on policies):
Type of Insurance Limits of Liability (min)
Public Liability Insurance $20m
Workers Compensation Must comply with relevant state legislation requirements
Note: Public liability insurance should cover losses resulting from 3PL’s negligence or breach of duty of care.
All insurance policies shall provide Nylex with thirty (30) day’s advance notice of cancellation. 3PL to provide
Nylex with copies of certificates evidencing such coverage within thirty (30) days of signing a final agreement,
no later than fifteen (15) days before the commencement of services or work, and thereafter annually in
advance.
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2.0 Contract Terms
2.10 Audits
Nylex to have right to audit processes and financial information of the 3PL(s) to ensure compliance with this
agreement.
2.11 Assignment and Sub-contracting
No assignment by 3PL without consent. Change of ownership or control of 3PL is deemed assignment.
Sub-contracting by 3PL permitted subject to due performance by sub-contractor (including customer
satisfaction measures in the case of transport contractors). 3PL fully responsible for performance or non-
performance of sub-contractors.
2.12 Compliance with Laws etc
3PL must comply with laws, regulations, standards and codes of industry practice, COR and environmental
and OH&S policies of Nylex.
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3.0 Background Information
Nylex Limited (NLX) is a diversified industrial company. The company has three core groups: Consumer
Products (lifestyle), Industrial Products and Solutions.
The company listed on the ASX in 1987. Prior to 1996, Nylex’s sole activity was a 50% interest in BWAC. The
company embarked on growth through acquisition, starting with AH Plant Hire in 1996. This was followed by
expansion into textiles and the automotive industry. In 2001, the company restructured its operation and in
2002, the textiles division was divested. In 2004, Austrim Nylex (ARL) was renamed Nylex and divested a
number of its businesses in the Automotive Division.
Nylex has a diverse range of operations. Nylex Consumer Products is a leading supplier of a broad range of
garden and hardware products to the Hardware and Home Improvement markets, with leading market brands.
The company has also established a Nylex Water Solutions business, capitalising on the increasing need for
water conservation.
In line with the company's broad range of operations, Nylex has a wide customer base. Customers of Nylex s
Consumer Products include hardware retailers and wholesalers. Customer base of the Industrial Products
division is spread across builders, water authorities and councils.
For further information please refer to www.nylex.com.au
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4.0 The Task
4.1 Key Activities
4.2 Product & Inventory
4.3 Distribution & Transfers
4.4 Receiving
4.5 Storage
4.6 Inventory Control
4.7 Transport
4.8 Returns
4.9 Minor Rework
4.10 Service Levels
4.11 Information Systems
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4.0 The Task
4.1 Key Activities
This currently involves receiving, storage, handling and distribution for Brisbane and Townsville. The processes
described below are the current methods of operation and should only be used as a guide to the task
requirements and not as a prescription of how the task is to be accomplished in the future. Nylex is keen to
have their work approached in an innovative way that demonstrates the pursuit of continuous improvement
principles.
The following provides a list of the principal activities in warehousing and distribution functions that the Third
Party Logistics Provider would be required to undertake:
Pallet & carton receiving
Container unloading
Receiving and checking incoming product
Break bulk for national distribution
Staging, putaway and storage
Inventory management
Cyclic stock counts sufficient for audit
Picking, packing and order assembly
Minor rework and value adds
Dangerous goods handling and distribution (minor)
POS & non standard items for distribution
Consolidation of orders and loads for transport
Invoicing and dispatch preparation
Dispatch scheduling and documentation
Dispatch loading
Transport to customer
Delivery as directed
POD capture and filing
Returns and credits – transport and warehouse processing
KPI development and reporting
All statutory and regulatory requirements related to the operation and management of the warehouse
and transport operations are the responsibility of the Third Party Logistics Provider.
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4.0 The Task
4.2 Product & Inventory
Townsville Inventory & Product .xls – shows the product lines & volumes that are to be stored in Townsville.
This represents a significant rationalisation of the current inventories & product lines in this location.
Brisbane Inventory & Product .xls – shows the product lines & volumes that are to be stored in Brisbane. This
represents a significant rationalisation of the current inventories & product lines in this location.
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4.0 The Task
4.3 Distribution & Transfers
Townsville Orders.xls – details all typical deliveries to be made from this warehouse.
Brisbane Orders.xls – details all typical deliveries to be made from this warehouse.
Customers.xls – details all customer delivery addresses for cross reference to order files.
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4.0 The Task
4.4 Orders
Townsville Orders.xls – shows details of orders, at line level, to be picked in this location.
Brisbane Orders.xls – shows details of orders, at line level, to be picked in this location.
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4.0 The Task
4.5 Receiving
Product Receiving - Product received must be checked and data reported for quantity (part or full delivery),
arrival time, arrival date, damage and compared with expected receipt. Any discrepancies or damaged product
must be reported to Nylex .
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4.0 The Task
4.5 Storage
Product in storage is generally housed in staged block stacking, select pallet racking or shelving.
Generally, the product is stored and handled on standard hire pallets or plane pallets. The 3PL will be
expected to manage, control and pay for pallets used in the warehousing and distribution operations. Nylex will
not incur any costs associated with the hire of pallets.
The storage facilities must demonstrate the ability to:
Ability to maintain product integrity, without degradation, especially in high storage locations.
Protection of product from exposure to inclement weather and direct sunlight.
Prevention of the ingress of dirt and dust minimised by the closure of roller doors when not in use.
Continually maintain the internal and external areas of the facility in a clean and sanitary state.
Pest control program in place.
Medium level site security, fully alarmed.
Housekeeping and hazards inspections to be performed as per ISO 9000 requirements.
Fire/Smoke detection protection system.
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4.0 The Task
4.6 Inventory Control
The role of inventory control and management to be undertaken by the 3PL will include:
Control of product and operations to meet FIFO requirements.
Performing cycle counts of stock.
Ensuring actual inventory levels are visible to Nylex on a timely basis.
All stock for dump/recycling to be authorized by relevant Nylex manager.
All product dispatched from warehouse to be accompanied by relevant paperwork.
Accurate data entry on receipt of product, dispatching orders and generating documentation.
Product damaged or lost by the 3PL will be charged at replacement cost to the service provider.
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4.0 The Task
4.7 Transport
Wrapped pallets of product must be kept dry and free from damage during transport processes.
The 3PL will ensure that a electronic signed POD (hard copy/ or electronic) is received for all deliveries and
returned to Nylex in a timely (at the end of the run/real-time) manner. Consignments are to be tracked
throughout the delivery process. All drivers are to be contactable throughout the delivery process. Current
policy dictates that payment for transport is made after a POD is received.
Transport vehicles must be of suitable configuration to protect product from inclement weather and
deterioration throughout the transport process. Fully enclosed vehicles only are to be used for the transport of
any product.
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4.0 The Task
4.8 Returns
The 3PL will be responsible for handling and transport of returns.
4.9 Minor Rework
The 3PL will be required to perform minor rework of receipted product (e.g. external painting of screws, cutting
of lengths of fabric/films etc ).
4.10 Service Levels.
Warehousing Service Levels
There are three main criteria for warehouse dispatch.
Dispatch of product to meet delivery time/date requirements.
Orders at drop level, are accurate by product and quantity and include correct documentation.
Product is undamaged and presented at a high standard.
The 3PL is to ensure rapid response to Nylex and their customer inquiries and requests. A senior account
service person should be available to liaise with Nylex on a day to day basis for customer service and
management enquiries.
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4.0 The Task
Transport Service Levels
Transit time service levels from dispatch to customer delivery need to meet delivery windows and must not
exceed delivery cut off times. E.g.:
4.11 Information Systems
Nylex use SAP as its corporate system to monitor and run their existing warehouse and transportation
operations. Access to these systems will be made available to the successful 3PL to provide all necessary
warehouses and transport information support.
If your proposal intends to use additional IT systems (such as a WMS) please describe these systems in detail,
including required interfaces, transfer file formats and benefits.
Delivery Location Despatch Location Order Cut Off Pick & Deliver
Melbourne Metro Somerton 1 PM Next Day
Sydney Metro Somerton 1 PM Next Day
Adelaide Metro Somerton 1 PM Next Day
Regional Victoria Somerton 1 PM Next Day
Regional NSW Somerton 1 PM Second Day
Regional SA Somerton 1 PM Second Day
Brisbane Metro & Coast Somerton 1 PM Second Day
Townsville Somerton 1 PM Fourth Day
Regional QLD Somerton 1 PM Fourth Day
NT Somerton 1 PM Fifth Day
TAS Somerton 1 PM Third Day
Townsville Region Townsville 1 PM Next Day
Far North QLD Townsville 1 PM Second Day
Brisbane Metro & Coast Brisbane 1 PM Next Day
Regional QLD Brisbane 1 PM Second Day
North Island NZ Auckland 1 PM Next Day
South Island NZ Christchurch 1 PM Next Day
Note: Orders that are in the system at the order cut off need to be picked & despatched that day.
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5.0 The Resources
Current resources involved in Nylex’s distribution operation in Queensland are provided below. 3PL may
consider at their complete discretion the opportunity to secure existing property resources and knowledge in
developing their proposed solution.
Property
People
Nylex has some eight (8) staff directly involved in its Queensland distribution operations.
Plant
All warehouses have significant select racking, forklifts & miscellaneous items.
Site Address
Total Area
SQM
Area
Office
SQM
Area
Warehouse
SQM
Fasteners
Warehouse
% of Area
Approx.
Fasteners
SQM
HENDRA Unit 1, 400 Nudgee Rd Hendra QLD 4011 4,600 1,000 3,600 30% 1,080
TOWNSVILLE 12-14 Carmel St Garbutt QLD 4814 1,086 75 1,011 30% 303
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6.0 Rate Structure
All elements of the warehousing and transport services as described in the section 4 “The Task” are assumed
to be included in the rate schedule unless specifically nominated as excluded.
The 3PL is encouraged to include comprehensive descriptions of:
6.1 Fixed Costs
Storage cost to be on a per pallet basis.
6.2 Variable Costs
Essentially these are the costs directly related to the volume of the task, i.e., labour, consumables, etc.
Activity based rates by volume.
6.3 Rate Structure Adjustment – Rise & Fall
3PL is to nominate their preferred method for contract rate structure adjustment including rise and fall
parameters and indices.
6.4 Rate Structure Scalability
Nylex expect the proposal and rate structure to be scalable to meet the developing profile of Nylex’s business
model over time. In terms of either expansion or contraction.
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7.0 Key Performance Indicators
Working with the selected Third Party Provider Nylex will be seeking to develop operating Key Performance
Indictors (KPI’s) that are achievable and measurable.
Performance measurement will be agreed after discussion with Nylex and the 3PL. Nylex is open to
recommendation for incentive/penalty programs based on service performance.
Nylex and the 3PL will work together to structure a reporting system that will provide timely information useful
to both parties.
Measurement Reporting Requirements
Management reporting arrangements that Nylex wish to adopt with the selected 3PL will be negotiated and
agreed prior to commencement. Nylex has several reporting functions that will remain as described in this
section. All potential providers are invited to propose their specific reporting function where they perceive
additional benefits to both parties.
Daily Status Reports
A brief daily report:
Products received
Delivered in Full On Time Accurately (DIFOTA)
Service failures
Nylex require a brief on the above activity on a daily and weekly communication.
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7.0 Key Performance Indicators
Typically Key Performance Indicators (KPIs) would be developed to include:
Typical KPI Indicators
Delivered in Full On Time Accurately (DIFOTA)
Receipt Time of Stock
Pick accuracy
Inventory accuracy
Documentation accuracy
Cost metrics
Product presentation, damage and shrinkage measures
Account service metrics e.g. customer complaint resolution times etc.
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8.0 Strategic Rollout Program
8.1 Implementation Phases
8.2 Implementation Plan
8.3 Contingency/Risk Minimisation
8.4 Technology Development
8.5 Business Rules
8.6 Network Innovation
8.7 Account Service
8.8 Meetings and Reporting
8.9 Existing Service Providers
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8.0 Strategic Rollout Program
8.1 Implementation Phases
The implementation is viewed as a critical element. This will require a carefully co-ordinated plan to achieve
the transition by the 15th
December 2008.
8.2 Implementation Plan
Nylex wish to understand the 3PL’s approach to implementation of the service. In your response please outline
the 3PL’s approach to this issue and the implementation plan generally.
8.3 Contingency/Risk Minimisation
Nylex is keen to ensure that the 3PL selected is capable of supporting their operations, not only in
Queensland, but also nationally if required. Please describe your approach to contingency planning and risk
minimisation as part of your proposal.
8.4 Technology Development
Nylex wish to ensure that in the delivery of the service that all the relevant value added is captured. As such,
Nylex is keen to ensure that the selected 3PL is capable of identifying and delivering appropriate leading edge
technology in materials handling, transport and information. This approach must evolve and continue for the
term of the contract.
The 3PL’s are encouraged to describe their approach to technology development and how benefits, such as,
productivity, accuracy and cycle times may be improved through the implementation of suitable technology.
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8.0 Strategic Rollout Program
8.5 Business Rules
Within the first three months of the contract the Nylex and 3PL will draft and agree a set of standard operating
procedures for the contract. These will specifically address the various business rules relating to the delivery of
the service and liaison procedures associated with logistics services through a single infrastructure.
8.6 Network Innovation
Nylex is keen to ensure that the selected 3PL has a proactive and innovative approach to identifying and
implementing network improvements. The 3PL’s are encourage to describe their approach to network innovation
and provide previous examples of successful innovation programs.
8.7 Account Service
The 3PL should describe its account management methodology as part of its proposal, including specific
responsibilities and reporting lines within the account service organisational structure.
8.8 Meetings & Reporting
During the implementation phase and for the first six months of the contract Nylex will meet with the selected
3PL on a regular monthly basis. Thereafter, this may revert to a quarterly basis to review the performance of the
services. Regular operational meeting will be scheduled according to the stage of implementation and the
perceived need of those co-ordinating day to day operations. Reporting requirements are yet to be determined.
However, it is envisaged that a series of reports will be required on a regular cycle. These are likely to be daily,
weekly and monthly, and will relate to the KPI’s and progress on various projects.
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9.0 Experience and Referees
Nylex will select a 3PL that is well qualified to provide for its needs. Therefore, RFP responses should include
detailed information regarding the company, its experience, current customers, resources and personnel.
RFP responses should also include at least three relevant referees that may be contacted as part of the
assessment process.
Additionally, potential 3PLs should provide details relating to the following processes:
Account Management
Contact Reviews
Flexibility & Reliability of Service
Warehousing Processes
Transport Processes
Continuous Improvement Program
Shared Savings
Industrial Relations
OH&S Policies