【正文】 r e m e n t 1 0 , 0 0 0 , 0 0 0A g e n c y P r o c u r e m e n t 0C o u n t 6T o t a l v a l u e 1 8 0 , 0 0 0C o u n t 3T o t a l v a l u e 3 0 0 , 0 0 0+ O v e r a l l 35%+ M a n a g e m e n t o f D i r e c t P a y m e n t ( n o n P O ) 6 d a y s+ M a n a g e m e n t o f P a y m e n t ( P O ) 1 4 d a y s+ L e a d T i m e 1 0 / 7S u b m i s s i o n o f P l a n Y e sA p p r o v a l o f P l a n Y e sQ u a l i t y o f S u b m i s s i o n s + T o t a l 6D e l e g a t e d P r o c u r e m e n t a u t h o r i t y 5 0 , 0 0 0 ( U S D )P O s i s s u e s b e t w e e n 1 0 0 , 0 0 0 a n d D e l e g a t e d A u t h o r i t yC o u n t 3T o t a l v a l u e 1 7 0 , 0 0 0P O s i s s u e d a b o v e d e l e g a t e d a u t h o r i t y C o u n t 6T o t a l v a l u e 6 0 0 , 0 0 0N u m b e r o f s t a f f w i t h b u y e r p r o f i l e 8N u m b e r o f s t a f f C e r t i f i e d 5P r o c u r e m e n t V o l u m eH i g h v a l u e t r a n s a c t i o n s ( P O )3 0 , 0 0 0 ~ 1 0 0 , 0 0 0A d v i s o r y C o m m i t t e e o n P r o c u r e m e n tP r o c u r e m e n t C a p a c i t y 1 0 0 , 0 0 0L o w v a l u e t r a n s a c t i o n s ( P O )P r o c e s s T i m eP r o c u r e m e n t P l a nProcurement Dashboard Indicators 45 Global Fund Procurement: ? Procurement forms nearly 80% of the project amount. ? Focus is on HIV/AIDS, Malaria and TB ? UNDP is involved in 28 countries as PR and for support services in 5 countries ? Total project amount is nearly $650 m but annual delivery is nearly $200 m. ? OLPS has one full time Procurement Advisor working very closely with the country offices and major suppliers. ? Major suppliers are IDA, Mission Pharma, CIPLA, UNICEF, UNFPA, IAPSO etc. UNDP has LTA with them. ? OLPS Procurement Advisor is focusing on assisting the country office to improve delivery, help them in transferring knowledge to the counterpart, help them build supply chain. 46 Long Term Arrangement: – LTA offer a number of advantages: – they offer the value for money advantages of centralized procurement without the monly associated level of bureaucracy – a single tendering exercise over the life of the arrangement reduces administrative effort and cost for the Department – the initial tendering process will have identified petitive suppliers, who should then offer more petitive prices on the basis of the expected value of business – quality assurance and legal requirements will have been dealt with at the outset – Completion Report 47 Long Term Arrangements: – calloffs are covered by UNDP Standard Terms and Conditions bined with special terms and conditions appropriate to the items being procured and will, in general, provide better protection than individual small purchases under the supplier39。 and ?Review of CAP and ACP. 15 Procurement Planning WHAT? WHEN? HOW? 16 Supply Positioning (Portfolio Analysis): Supply Positioning provides a mechanism for discriminating between the ponents of the total purchasing requirements whether goods, works or services, and a tool for developing specific strategies to meet the needs of the anization with respect to each group of purchases. 17 Supply Positioning ?Few major sources ?Few alternatives ?Q/S/R critical ?Low value ?Few sources/monopoly ?High cost ?Q/S/R critical ?No alternatives ?Many sources ?Many alternatives ?Low value ?Many sources ?Many alternatives ?High cost STRATEGIC SECURITY STRATEGIC CRITICAL TACTICAL ACQUISITION TACTICAL PROFIT 18 Purchasing Goals ?Ensure supplies ?Cost insensitivity ?Frequent review ?Ensure supplies ?Close price management ?Continuous review ?Automate ?Delegate ?Give low attention ?Profit contribution ?Take risks ?Seek opportunities ?Wheel amp。 ?Evaluation criteria。 ?Requisitions。 ?Estimated costs。 ?Method of procurement。 the award of contracts。 3 0 0 S e r i e s )18%P r o j e c t P e r s o n n e l ( S C )12%F e l l o w s h i p s2%UNV5%T r a v e l8%C o n s u l t a n t s ( S S A )10%6 UNDP Global Procurement Trends 87 9014019595010201130135005001000150020xx 20xx 20xx 20xxI A P S ON E XD E XT o t al7 PO A m o u n t6%28%13%53% 2 . 5 K2 . 5 K ~ 3 0 K3 0 K ~ 1 0 0 K 1 0 0 K 2 . 5 K 2 . 5 K ~ 3 0 K 3 0 K ~ 1 0 0 K 1 0 0 K T o t a lP O C o u n t 7 4 , 2 8 5 4 4 , 9 5 7 3 , 5 4 0 1 , 5 2 7 1 2 4 , 3 0 9A m o u n t ( $ m ) 70 353 169 758 1 , 3 5 0PO C o u n t60%36%3% 1% 2 . 5 K2 . 5 K ~ 3 0 K3 0 K ~ 1 0 0 K 1 0 0 K8 A tl a s T r a n s a c ti o n s (PO ) w i th V a l u e 1 0 0 K21%19%7%7%18%28%AAPASECHQL A C* Note: HQ data includes IAPSO and UNV A AP AS EC HQ L A C G r a n d T o t a l313 281 116 112 266 439 1527165 183 85 32 135 158 7589 Procurement amp。 AM Modules) ? “ We will walk you through simple and exciting journey of procurement management” 3 Procurement Defined The term “procurement” refers to the process of acquiring goods, works and services. The process spans the whole cycle from identification of needs through to the end of a services contract or the useful life of an asset.[1] [1] UNDP Fin. Reg. (a) (March 20xx). 4 Procurement Authority: ? The Administrator has delegated oversight and approval authority to CPO ? The CPO delegates the authority to RR, Directors and Heads of Bureaus for award of contract valued at less than $100,000 ? Increase of procurement authority can be delegated by the CPO based on needs and capacity. ? RR and Directors can subdelegate the authority in writing. ? Oversight mechanism is CAP and ACP. ? Ac