DPS 304: Procurement Management

1. PUBLIC PROCUREMENT DPS 304: Procurement Management

2. Public sector • Organizations owned and controlled by the state or government Objectives • Provide an essential service• Provide it cheaply or free of charge, therefore it is available to everybody• They are generally beneficial to society. It is good to have healthy and well educated people in the country Definitions and objectives

3. Private sector Organizations owned and controlled by private individuals and organizations • Objectives- To survive in a competitive market- To maximize their profits- To make returns for their shareholders (dividends)

4. To some people the distinction between public and private sectors creates two different worlds, which require completely different approaches to purchasing and supply management. • Globally all nations have a combination of both public and private and non profit making organisations • the relative size of each sector in a particular country depends on the nature of its economy. contd

5. Private firms more concerned with competition. Their success comes from their ability to take up any opportunity • Public firms will wait for govt subsidisation and support, even when they don’t perform well • Private sector firms are profit-maximisers, and managerial decisions are assessed on the basis of the extent to which they contribute to organisational profit. This does not apply in public sector organisations Differences

6. Private firms directly enjoy the benefits of their activities. Public sector indirectly enjoy such Private firms are more involved in risk taking than public firms, which follow procedures and stay in more comfortable zones Contd

7. There are less regulations in the private sector, which makes the parties free to get deeply involved in any activity, compared to the much regulated public sector Private sector work in relatively more flatter structures compared to hierarchical public bureaucratic structures contd

8. Private firms are smaller in terms of operations, size, spend, etc than public There is better communication in private firms (mainly informal) than public firms Private sector firms serve a limited constituency of share holders, employees etc. The constituency is much wider in the public sector contd

9. Competitive tendering is an important tool in the private sector buyer’s portfolio of techniques but is not generally suitable in relation to materials for which long-term partnerships are sought. Public sector buyers, however, are usually constrained to use competitive tendering in all cases • Buyers in the public sector may be required to account for their actions to a wide constituency. Cont’d

10. Another difference is in the sheer diversity of items that may be purchased by a public sector organisation, which of course is related to the diversity of services it provides • European procurement directives, PPDA Act and regulations 2005 (Kenyan case) regulate the activities of public sector buyer whereas private sector buyers are not affected. contd

11. Budgetary control is another area where differences surface. In the public sector, the demand for funds is limitless. Private sector firms, by contrast, have only a limited number of attractive investment opportunities • A public sector buyer may enjoy less flexibility than his private sector counterpart • There is confidentiality between buyers and suppliers in private sector while in public sector, Confidentiality is limited because of public interest in disclosure contd

12. Differences in objectives, organisational constraints and so on may not necessarily lead to differences in procedure Similarly, the 6 rights (quality, quantity, source, place, time and price) considerations are present in public sector organisations as well as in private firms Similarities between private and public sectors

13. Public sector buyers may not be seeking to maximise profit; however, their prime objective is to achieve value for money and is just as strong a motivating influence as the profit motive • Another similarity is in the area of customer satisfaction. The public sector buyer will also work in an environment where providing a quality service to delight customers is part of the corporate motivation It is the role of the buyer to obtain value for money, regardless of whether the organisation operates in the public or private sector Similarities contd

14. Legal framework;- Public Procurement and Disposal Act 2005 • Bodies invold;- • Public Procurement Oversight Authority • Public procurement Oversight advisory Board • Public procurement administrative review board REGULATORY FRAMEWORK

15. Accountability • Responsiveness • Professionalism • Transparency • Open competition • Confidentiality • Non-discrimination and fair play Principles of public procurement

16. Ethical conduct and integrity • Internal audit checks • Overcoming Operational constraints • Public accessibility • Award to the best-evaluated bidder

17. Procurement planning INTRODUCTION Procurement planning is part of the procurementprocess of acquiring of works, services and supplies that are required to meet organizational needs in an efficient, cost effective and timely manner in accordance with established or agreed procedures. Government procurement process is essentially bureaucratic and the challenge is to manage the bureaucracy and ensure that GOK objectives are met The G.O.K has made procurement planning mandatory for government institutions - without it public procurement becomes very problematic for the PE and staff involved in the procurement cycle

18. PROCUREMENT PLANS Levels of procurement plans can be summarized in 3; Multi annual procurement plans (more than one year) Annual procurement plans (one year) Short periodic procurement plans (monthly, weekly, daily)

19. LEGAL REQUIREMENTS Regulations emphasizes issues that must be considered during the procurement planning: Aggregation of requirements Allocation of biddable lots Avoiding splitting of requirements Use of framework contracts in procurement where appropriate Undertaking of common or joint procurement with other PEs (where possible) Pre-qualification to cover groups of contracts Scheduling of available resources

20. LEGAL REQUIREMENTS - cont’d Aggregation of requirements specifies that requirements shall be aggregated for: All departments A complete financial year Any other appropriate circumstance

21. LEGAL REQUIREMENTS - cont’d Aggregation of requirements states that aggregation of requirements must take into account: Supply market structure of the items required Similarity of items to be procured Optimum no., size and type of contract Items under the same method of procurement Requirements at the same timing (bidding or use) Items subject to same conditions of contract Potential savings in time or transaction costs Facilitation to use preference and reservation schemes

22. LEGAL REQUIREMENTS - cont’d Integration of procurement plans into expenditure programme User departments to prepare multi-annual rolling procurement plans based on the budget A procurement plan must be integrated into annual and multi annual sector expenditure programme

23. WHO ARE THE KEY PLAYERS IN PREPARATION AND IMPLEMENTATION OF PROCUREMENT PLANS? Accounting Officer Contracts Committee Heads of Departments Finance/Accounts Department Procurement and Disposal Unit Management Users of the respective departments

24. STEPS IN PREPARATION OF A PROCUREMENT PLAN Determine departmental workplans/programmes Clear assignment of individual responsibility for preparation of a Procurement plan Carry out a Needs Assessment/Review to determine the procurement requirements Determine purpose of the procurement and its timing Involve and consult key stakeholders Carry out market research for prices, source of supply, type of supply market,etc Make clear specifications/TOR/SOW of requirement

25. STEPS IN PREPARATION OF A PROCUREMENT PLAN continued Check past records within & outside the PE for previous prices, sources, quality, timing, etc Confirm likely timing of the procurement Estimate total acquisition cost of specified procurement Identify source of funding for the procurement Make budgetary proposal and seek approval Planned expenditure allocations should be realistic and achievable Prioritize the procurement requirements Determine the method of procurement to be used Determine the total time of the procurement process

26. STEPS IN PREPARATION OF A PROCUREMENT PLAN continued Write down procurement plan Forward procurement plan to PDU Consolidate procurement plan Agree with other departments/Finance on the procurement cashflow allocations over the period Match procurements to funds/cash flow Obtain approval of the procurement plan and funding Prepare combined work plan Circulate approved procurement plan to Users Review and update of the Procurement Plan

27. CONTENTS OF A PROCUREMENT PLAN. A detailed breakdown of procurements to be undertaken in order of priority Type of procurement The quantities of procurements required and the unit of measurement. The procurement value Confirmed source of funding for the procurements

28. CONTENTS OF A PROCUREMENT PLAN - continued Method of procurement for each or group of requirement(s). Total time the procurement process will take(lead time) Realistic time (date) when each procurement will be required by the user Latest date when each procurement will be initiated by the User Financial year of initiation of the procurement Financial year of payment for the procurement

29. BENEFITS OF PROCUREMENT PLANNING Organizational/departmental goals are met as planned Procurement objectives met timely Efficient and realistic budgeting Aggregation of requirements Use lots for different categories of procurements Emergency procurement minimized Improved cash flow planning Reduction of administrative and transaction costs Procurement performance measurement Enhanced team work Harmonious working relationship Value for money

30. CONCLUSION Procurement planning; Is a strategic and critical success factor in procurement and general management . Increases efficiency, productivity and optimum use of resources within an organization Requires very good team work of all the people involved Requires high professional ethical behavior Is a key professional performance parameter for procurement staff, Users, Contract Committee, Accounting Officer.

31. Open domestic bidding Open international bidding Restricted domestic bidding Restricted international bidding Quotations and proposals Direct procurement Micro procurement Review Methods of public procurement

32. Specifications Standardization Generation of requirements

33. Definitions • Specs - It is a statement of attributes of a product, service or works • A statement of requirements • A statement of needs to be satisfied by the procurement of external resources Procurement descriptions OR specifications

34. Specification Ordering Monitoring After-care Selection Contracting Step 1: Specification of need

35. Reasons why purchasing staff should have knowledge in specification • To obtain the best quality products, services and works in terms of fitness for use at least possible total cost • Purchasing staff are intermediaries between user and the supplier. They check completeness of product or service specifications. So when negotiating with suppliers, they must know what they are negotiating for. SPECIFICATION

36. Satisfaction of user requirements depends on obtaining reliable suppliers They should be experts in all that will be discussed in a purchase. They should not look lost Staff should be able to advise on whether specifications will cause commercial, environmental or legal problems. contd

37. Indicate fitness for use Communicate the requirements of user or purchaser to the supplier Compare what is actually supplied with the requirements (purpose, quality, and performance) stated in the specification Provide evidence, in the event of a dispute, of what the purchaser required and what was supplied Purpose of specification

38. Those relating to things • Raw materials • Components • Assemblies • Final products • Complex structures • Those related to actions • Functions (what it is intended to do) • Processes (how it shall be done) • Procedures (how it shall be tested) • Services • Performance (what should be achieved) Types of specifications

39. Technical (product requirements) • physical or chemical properties (what the properties are of the product, or what the product has) • more or less ‘conventional’ • Functional (functionality requirements) • outcome, result, process, purpose (what the product has to do or provide, it is not important how…) • more or less ‘modern’, but risky • may be difficult Two main categories of requirements

40. Example bridge • Technical: measurements, material characteristics, procedure requirements • Functional: looking for ‘a way to cross the river 24 hours a day’ and give some requirements like number of users • Functional specifications enable suppliers to be creative and produce a better product, especially if they have more knowledge that buyers contd

41. Identification – title, designation, number, Issue number – publication history Contents list – guide to layout Foreword – the reason for writing a specification Introduction – description of the content in general and technical aspects Scope – range of objectives Definitions – terms used with meanings special to the text Requirements/guidance/methods/elements – main body Index – cross references References- to national, regional/international standards General contents of a specification

42. Specifications or Terms of reference or Scope of works TOR, Scope of works or Specifications serve to define factors such as the functionality, design, capacity, performance reliability, durability, flexibility, means of disposal, Size, color, safety requirements and conditions of use, which can be included in a product, service or works.

43. Sources of information. • Users/User Departments. • Business contacts e.g. suppliers/other buyers • Special events such as fairs, exhibitions • Technological research institutions, government institutions and international institutions • Published documents such as directories, consumer reports • Records kept • Internet

44. Stake holders in statement of requirements development The Procurement & disposal unit The user/SOR specialist writer Management (PDE) The Provider

45. If something is not specified, it is unlikely to be provided – extras are charged for by suppliers Every requirement increases the price – do rigorous value analysis The shorter the specification, the less time it takes to prepare it – save on staff costs The specification is equally binding on both the purchaser and the vendor – omissions, incorrect information, uncertainty in meaning etc favour the vendor in a dispute Specifications should so far as possible be presented in performance terms rather than as a detailed design esp. if purchaser has little expert knowledge Principles of spec writing

46. Specifications should whenever possible be ‘open’ not closed – make requirements flexible & encourage competition Specs must not conflict with national or international standards or health or environmental laws & regulations Principles of spec writing

47. Standard – specs for recurrent use • Write spec for non-standard requirements – for most industrial & consumer products, use • Manufacturers’ standards • National or international standards • Search for existing standards first eg www USE OF Existing SPECS

48. Use of brand name • Use brand name when; • Manufacturing process is secret or covered by a patent – eg for medicines • Only small quantities are bought • Testing by the buyer is impracticable • There is a strong preference for the branded item on the part of the design staff • Item is effectively advertised to create a preference or demand for use • Vendor’s manufacturing process calls for a high degree of workmanship or skill which cannot be defined exactly in a spec. Methods of specifying

49. Disadvantages of specifying branded items • Cost of item is than unbranded • Naming of brand leads to a closed specification • Specification by sample • Can be provided by the buyer or seller • Ideal when specifying print works or materials such as cloth • Sample should first be identified, labelled & retained by both the purchaser & supplier • Specification by a user or performance specification • Purchaser informs supplier of the use. Ideal if buyer has little technical knowledge Methods of specifying

50. Standards are documents that stipulate or recommend minimum levels of performance & quality of goods & services & optional conditions for operations in a given environment The concept of standardization is applied in two different areas. The first is concerned with the standardization of things, their size, shape, color, physical properties, chemical properties, performance characteristics, and so on The second application deals with the managerial aspects of business activity standardizing such things as operating practices, procedures and systems standardization