培訓(xùn)講座采購管理最佳實踐全英-wenkub

　

【正文】 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。 ?Delivery time and place。 ?potential sources。 Delivery: ? Delivery prises mainly of following ponents: Goods, Services, Individual Consultants, Travel, etc. These fall under procurement. ? Procurement is the key pillar of delivery. ? Procurement is presently treated as a mechanical process. ? One needs different type of skill sets to manage different type of goods and services. ? One need market and product knowledge. It is not about 3 quotations. ? It is about partnering with supply sources ? Move from tactical to strategic mode ( Presently we spend 100% of our time on fire fighting) 10 Procurement Chain: REQ Sourcing (Potential Suppliers) Receipt and Opening Vendor Award Contract/PO Approval by CPO Create Vendor Evaluation of Offers Review By Contracts Committee Bidding 11 Public Procurement Life Cycle Procurement Plan Procurement Implementation Procurement Evaluation Procurement Formalization 12 Procurement Planning: ? This should take place well before taking any purchasing action. ? It should not be limited to specific requisition but part of positioning the procurement unit to best advantage ? The first task is to establish the significance to the buying anization of the purchased items and then to gain an understanding of the market conditions. ? This require the use of following three techniques – Supply Positioning – Supplier Preferences – Vulnerability management 13 Procurement Plan: ? A procurement plan describes which product will be acquired from vendor as well as when and how they will be acquired. What, When, How ? Template – Items to be procured – Evaluation criteria – Procurement Method – Schedule/ Date of delivery – Ownership rights of the source code – Ownership rights of the production ? One of the major initiative to improve procurement system 14 Procurement Planning Procurement planning, prior to any action taken in Atlas, is essential for the timely solicitation of quotations, bids or proposals。 Administration ? Atlas (PO 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. ? Accountability 5 Components of Delivery Consultants (SSA) 10% Travel 8% UNV 5% Fellowships 2% Project Personnel (SC) –12% Project staff (200 amp。 the award of contracts。 ?Estimated costs。 ?Evaluation criteria。 ACP ? Review of CAP reports ? Procurement Audit ? Documentation submitted for increased procurement authority ? Roving Procurement Officers 35 Procurement Oversight: ? Key purpose is to mitigate risks ? Compliance with FRR and Procurement Manual ? Scope of oversight covers mainly following – Requirements/SOW/TOR/Specifications – Quality Requirements – Procurement Process: Transparency, Method, Evaluation Criteria, Conflict of interest if any – Payment Schedules – Shipping Terms and insurance – IP, Type of Contract, Availability of funds, CAP report 36 Scope of ACP Review Objective: Mitigate Risk ?Procurement Process: Transparency, Method ?Specification/TOR/Quality ?Availability of Funds ?Value for Money/Cost Details/Consulting Fee ?Evaluation Modality ?Performance Security/Warranty ?Shipping/Insurance ?Licensing/Copyrights ?Use of LTA ?Type of Contracts ?Payment Terms 37 Advisory Committee on Procurement ? Established by CPO to oversee major contracts ? Review contracts which involve mitments to a supplier with respect to a single requisition or series of req in a calendar year valued at $100,000 or more ? Proposed contracts which generate ine of $10,000 ? Any amendment of a contract previously reviewed by ACP where the contract amendment or a series of amendments either increases the total amount by 20% or $100,000 whichever is less. ? Any amendment not previously submitted to the ACP where the revised total contract amount exceeds $100,000. 38 ACP: ? Proposed contract that leads to series of contracts amounting more than $100,000. ? Disposal, Writeoff or transfer of goods with asset value $30,000 or more ? All vehicle accidents or losses when gross negligence is the cause. ? Procurement of services related to individual consultants with contract amount exceeding $100,000. 39 A C P Su b m i s s i o n s 0 511%20%20%12%15%22%HQAAPASECL A CHQ A AP AS EC L A C T o t a l99 175 181 107 132 198 8924 0 m 1 5 4 m 1 5 8 m 1 1 9 m 3 2 m 9 6 m 5 9 9 m40 Common Reasons for Rejection ? Failure to undertake a petitive exercise ? Impermissible justification for waiver ? TOR or Statement of Works or Specifications inplete ? TOR or Statement of Works or Specifications too restrictive or biased ? Incorrect evaluation methodology or criteria ? Failure to submit requested documentation for ACP review ? Conflict of interest ? Value for money not obtained ? Incorrect procurement meth