【正文】 Risk Cost Delivery Ethics Failure to Identify Potential Sources. M V V Lack of Market Research. M V V Supplier Monopoly. M V V Selection of Inappropriate Method. M V V Risk: Procurement Method 28 Risk Cost Delivery Ethics Failure to Adequately Address Suppliers’ Inquiries. N M V Actual or Perceived Favoritism in Providing Information. N M V Breach of Confidentiality. N M V Risk: Seek, Clarify and Close Offers 29 Risk Cost Delivery Ethics Failure to Observe Effective Evaluation Procedures. V V V Breach of Confidentiality. V V V Failure of Offers to meet Needs. V V V Failure of Evaluation to Identify a Clear Winner. V V V Risk: Evaluation of Offers 30 Risk Cost Delivery Ethics Selection of Inappropriate Supplier. V V V Selection on Inappropriate Product. V V V Insufficient Number of Responses. V V V No Response from Known HighQuality Suppliers. V V V Risk: Award of Contract 31 Risk Cost Delivery Ethics Unmatched Expectations of Buyer and Supplier. V V V Deadlock on Agreement. V V V Undue Concession to Suppliers. V V V Failure to Acmodate Standard Conditions. V V V Grossly Unfair or Onerous Requirements. V V V Failure to Reflect the Terms Offered and Agreed in the Contract. V V V Inadvertently Creating a Contract without Proper Approvals. V V V Risk: Negotiate the Contract 32 Risk Cost Delivery Ethics Failure to Assess Supplier’s Performance. N N V Failure to Assess the Process. N N V Loss or Damage of Goods in Transit. N N V Fraud. N N V Risk: Evaluate the Procurement 33 Risk Cost Delivery Ethics Variations in Price and Currency Fluctuation. V V V Unwillingness of Supplier to Accept the Contract. V V V Failure of Either Party to Fulfill the Contract. V V V Inadequate Administration of Contract. V V V Acceptance Before Completion. V V V Increase in Scope of Work. V V V Intellectual Property. V V V Third Party Liability. Risk: Managing the Contract 34 Oversight Tools: ? Review by CAP amp。s standard conditions – the agreed range of items or services should be at short notice thus reducing or avoiding stock holding for goods and reducing downtime on equipment maintenance and repairs – the supplier benefits in terms of planning stock levels and continuity of supply – a mutually beneficial longerterm working relationship can be established with suppliers – Calloff create legal obligation and not LTA 48 Purchasing Card: ? Tool for procurement of low value contracts . less than $2,500. ? Aims to reduce petty cash and number of payment transactions. ? Monthly limit set at $10,000 ? Can’t be used for procurement of assets. ? Facilitate P2P. ? No transaction fee ? Payment cycle 30 days. 49 Procurement Process: ? Planning is not an analysis but identifying the activities and direction of activities ? Formalization phase determine the sourcing approach, evaluation criteria and solicitation documents. It formalizes the requirement based on budget ? Implementation covers all functions that pertain to the acquisition, including description of requirements, selection and solicitation of sources, preparation and award of contracts, and all phases of contract administration. It may also include logistics. ? Final phase consists of audit, evaluation and feedback 50 Tips on writing an effective SOW ? Be clearuse simple, direct language. ? Use active, not passive tenses ( The seller shall conduct the test as opposed to a test should be conducted, language is the dress of thoughts) ? Spell the buyer’s obligation carefully ? Provide a ceiling on the extent of services ? Identify all constraints and limitations ? Include standards that will make performance measurement possible and meaningful ? In case of goods, focus should be in providing functional and performance specifications 51 Purchasing a service: ? Services are more difficult to evaluate than goods. Goods have objective standards ? Supplier of services are often reluctant to provide benchmark ? Excellent services are easy to monitor but mediocre or poor services are difficult to evaluate. ? Goods can be returned whereas services cannot ? Poor quality services may continue undetected and cause greater problems ? Because of above differences the reputation and the experience of supplier is more important ? Key purchasing criteria: Reputation, References, Experience, Current Clients, Equipment, price etc. 52 Purchasing Services: ? Many services such as secretarial and cleaning are often bought as generics. Other services such as application software development , advertising are bought as professional. ? Purchasing is not involved fully in procurement of services ? Word of mouth is the one of the key ways in which buyers of services exchange information. ? There are five roles, Users, Buyers, Influencers, Deciders, gatekeepers ? Market Research, prequalification of suppliers ? Interviewing the panies and asking them to make presentation for better clarification before technical evaluation. 53 Outline of SOW/TOR: ? Background ? Outputs/ deliverables desired ? Inputs to be provided ? Schedule of pletion ? Standards by which to measure performance Other Issues: 1) Use active Verbs (2) Avoid “Should” or”May (3) Use “Shall” for contractor and “will” for UNDP 54 Why an RFP? ? In petitive contracting, there are two methods : ITB or a RFP. ? ITB is used when goods or service is well defined and can be specified in detail. Selection solely on the basis of cost. ? RFP is a negotiated