Procurement and Tendering Flashcards
(116 cards)
1
Q
What is procurement?
A
The overall process of obtaining construction goods and services
2
Q
What are the main factors that would determine procurement route selection?
A
- Client objectives and key drivers, risk allocation
- Must consider and balance the client’s priorities, as you usually find that one procurement route won’t satisfy everything the client wants.
- Cost, time, control, quality, risk
3
Q
What procurement options are you familiar with? / What are the 4 main types of procurement route?
A
Traditional
D&B
Management contracting
Construction management
4
Q
Which procurement route poses the least risk to the employer?
A
D&B - the design risk is transferred to the contractor (single point responsibility)
5
Q
Which procurement route is the riskiest for the employer?
A
Construction management - the employer places individual contracts direct with each trade contractor, construction manager has no risk (except professional negligence)
6
Q
How to identify client requirements before recommending procurement route?
A
Detailed discussions with client and design team - identify priorities especially in time, quality, risk, control and experience
7
Q
Client wants to start on site ASAP - what route to recommend?
A
- Need to consider other requirements (i.e. cost and quality)
- Time = main priority -> CM / MC -> offer fastest start on site (no long tender period) and overlap of design and construction
- Reduction in cost certainty
8
Q
Client wants to start on site ASAP but also cost certainty - what route to recommend?
A
D&B -> design and construction overlapped, this risk transferred to main contractor based on lump sum price - offer high cost certainty
9
Q
What is traditional procurement?
A
- Design and construction separate - employer appoints consultants for design then contractors submit tenders on fully developed scheme (apart from CDP - the consultants are retained by employer and will review and approve these).
- Contractor is responsible for construction and client for the design (& design team performance)
10
Q
Key advantages of traditional procurement?
A
- (Excluding significant design changes) Reasonable certainty of construction costs before commencement if design is robust.
- Employer retains control of design, knows exactly what they’re getting and potential for higher quality
- Minimal risk priced in costs from contractor
- Design changes reasonably easy to arrange and value
11
Q
Key disadvantages of traditional procurement?
A
- Longer project duration (less overlap with design and construction)
- Limited contractor buildability input
- Employer retains design risk
- Dual point of responsibility - employer = design, contractor = construction
- Price competition requirements can lead to adversarial relations
12
Q
Where might the traditional route be appropriate?
A
- Specific / detailed design requirements - client wishes to retain control of design and spec - design, cost and programme certainty
- Cost certainty before construction = priority compared to programme
- Quality - client retains control
- Competitive tender analysis more fair
- Established - most linear and commonly used method of construction
13
Q
What is design and build?
Who executes the design for the contractor under D&B procurement?
A
- Contractor responsible for completing design and executing construction phase, inc planning, organisation and work according to ERs.
- Under JCT - employer’s team produce employer’s requirements (ERs), then the contractor responds with contractor’s proposals (CPs) which include price.
- Design risk transferred to contractor when they’re appointed for a job- in some cases the original employer’s design team may be novated to contractor for continuity, or the contractor appoints their own design team (internal or separate design company)
14
Q
What is novation?
A
- Used in D&B to transfer benefits and obligations of contractual agreement from client to the contractor- terms and conditions the same except parties in agreement.
- Benefits and obligations transferred (i.e. responsibility of payment)
15
Q
Advantages and disadvantages of novation?
A
- Advantages - continuity, accountability, assurance on quality for client, reduces risk of post contract changes / disputes, less likely to price in design risk, contractor doesn’t commit as much time/resource to reviewing / validating design
- Disadvantages - Contractor unlikely to be familiar with architect- risk of non-beneficial working relationship, architect underperformance = contractor responsibility, inc prior to their involvement - could be unfair
16
Q
Alternatives to novation?
A
Option to assign design team, contractually retained by client (not as good for risk averse)
17
Q
What are employer’s requirements (ERs)?
A
- Document(s) produced by employer to set out project requirements, including performance specifications, drawings, initial designs, for the contractor to base their works on.
- Details level of design, structure and spec info to be provided by tenderers
18
Q
What are the Contractor’s proposals?
A
Document(s) produced by contractor to respond to ERs- detailed design info for client to consider at tender review, requiring further development through course of project. Often include plans, elevations, sections and typical details, specification etc.
19
Q
How much design input will the contractor have?
A
- Depends on design work already completed by the Contractor’s appointment
- Can range from full design to production info and coordination only
20
Q
How does D&B establish cost certainty?
A
- Lump sum submitted for whole of works provides cost certainty in single stage tender
- Design development responsibility is contractor’s so risk transfer with it
21
Q
Key advantages of D&B procurement?
A
- Single point of responsibility for design and construction (contractor) - they maintain risk
- Earlier commencement on site possible - faster programme if design and constructioncan be overlapped
- Buildability incorporated into design (contractor’s experience)
- More cost certainty overall than traditional procurement, early price certainty may be increased
22
Q
Key disadvantages of D&B procurement?
A
- Design is only as good as employer’s requirements - employer may not have a sufficiently comprehensive brief
- Client may have to commit to concept designs early
- More complex to compare tender returns
- Employer changes difficult to value, often more expensive
- Less employer control over aesthetics and quality
- Risk premiums cost in tender return
23
Q
Where might the D&B route be appropriate?
A
- Earlier start on site required, quicker programme
- When employer wants to minimise risk profile
- Contractor’s buildability input may help with technically complex projects
- Where retaining control of design is not priority
- Contractor assumes risk and responsbility for design
- Cost certainty required
24
Q
Other consideration for D&B route?
A
- Additional insurances - Professional Indemnity Insurance (PII) might be needed as the contractor has design responsibility
- Employer usually pays a premium as contractor is taking on the design risk, so usually there is an allowance (sum of money) in exchange
25
Typically for D&B, what stage would contractor's be taken on board?
Stage 3 - further design development to still get benefit.
What are implications of Stage 2 and 4?
26
What's in a novation agreement?
- Relinquishes consultant from client
- Contractor takes responsibility for all design done before their involvement
- Payment terms
- New parties
- Terms and conditions
27
What is construction management?
- Employer directly appoints multiple subcontractors (trade contractors) instead of single main contractor - individual contracts with separate specialist trade contractors
- Construction manager expertise to coordinate and supervise works for employer, but they have no contractual link to trade contractors - construction manager has no vested interest in financial outcome and carries no risk
28
What is the construction manager's role?
Construction manager role includes preparation of programme, determine requirements for site facilities, breaking project into suitable packages, obtaining and evaluating tenders, coordinating and supervising works. Requires a lot of upfront buildability knowledge
29
Key advantages of construction management?
- Speed (early start on site), overlap with design and construction
- Construction manager can contribute to design and project planning processes
- Easy to facilitate changes in design
- Prices may be lower due to direct contracts with trade contractors (not paying contractor's premium)
- Employer has means of redress with trade contractors through direct contractual links
- Clear / direct roles, risks and relationships
30
Key disadvantages of construction management?
- No price certainty until last trade package is let
- Needs informed, experienced, proactive employer
- Lots of consultants and contractors for employer to manage
- Changes to packages could adversely affect already let packages
31
Where might construction management be appropriate?
- Experienced employer with sufficient resource to manage project
- Employer wants early start on site
- Flexibility for minor changes in design / spec / construction strategy throughout, with minimal impact on time / finances
- Large, technically complex job needing specialist consultants and trade contractors
- Price certainty before commencement not a key driver
- Repetitive work where structure / works is quite similar
32
What is management contracting?
Employer appoints management contractor to manage entire building process- they will appoint trade contractors with competitive open book tender to carry out construction works, are paid fee % / management fee based on construction costs and has direct contractual link with trade contractors - responsible for overall construction works
33
Key advantages of management contracting?
- Shorter programme (overlap design and construction)
- Management contractor (MC) provides buildability input
- MC single point of responsibility
- Trade packages let competitively and transparently
- Flexibility in design - changes made throughout construction process
- Contractor contribution to design and planning process
- Works are let competitively at current market prices on firm price basis
34
Key disadvantages of management contracting?
- No price certainty until last package is let
- Informed, proactive employer required
- % fee can disincentivise management contractor to minimise costs
35
Where might management contracting be appropriate? *
**REVIEW ANSWERS
- Early start on site
- Flexibility in design
- Buildability input from management contractor
- Cost certainty not priority for employer
- Changes to design of latter packages may affect packages already let
- Little incentive to MC to reduce costs
- In practice, MC has little legal responsibility for defaults of trade contractors
REVIEW!!!!!!!
36
Difference between management contracting and construction management?
CM - Employer directly appoints multiple trade contractors to execute works - direct contractual relationships with employer not CM
MC - Employer appoints management contractor who appoints trade contractors, direct contractual employer with employer and MC only
37
What is tendering?
Part of the procurement strategy
Includes:
- the bidding process where the employer invites 1+ contractors to submit a price and complete a project
- and how the Contractor is appointed
38
What is the difference between procurement and tendering?
Tendering is a part of the overall procurement strategy for a construction project, to appoint a contractor. Procurement is whole process of obtaining goods and services, including deciding how these are acquired and managing the employer's attitude to risk
39
What are the main methods of choosing a contractor?
- Open tendering
- Selective tendering (single or two stage)
- Negotiated tendering
[- Serial tendering - not as essential]
40
What is a bona fide tender?
Bid submitted in good faith, complete, in prescribed form and meeting bidding requirements - confirmation that supplier hasn't colluded with another party when completing the tender
41
What is a pre-qualification questionnaire?
Sets out a series of questions for potential tenderers to answer regarding their level of experience, capacity and financial standing etc. before being invited to tender. Now superseded by selection questionnaire (SQ) but private projects may still use PQQ
42
What is a selection questionnaire?
Questionnaire issued by contracting authorities to prospective bidders - series of questions regarding experience, capacity and financial standing before being invited to tender. SQs incorporate exclusion grounds in Public Contract Regulations 2015 (PCR 2015) and aligns with European Single Procurement Document (ESPD)
43
What's the difference between PQQ and SQ?
- SQ now updated to incorporate the exclusion grounds in the PCR 2015 and ESPD. This correlates with exclusion concerning Modern Slavery Act 2015. SQs tend to also have the difference that you can self-certify that you meet the requirements instead of having to gather and submit all the evidence. Instead you'll be asked to provide this once invited to tender or when being awarded the contract.
- SQ's typically for public sector procurement
44
What is the purpose of the SQ?
Reducing number of potential tenderers so only those genuinely apt for job are invited. Saves time for those who wouldn't have realistic chance of winning and for those managing tender
45
When would an SQ be used?
Particularly in public sector procurement
46
Where might you get a credit check from (as part of the SQ)?
- Dun & Bradstreet report
- Credit agency i.e. Experian
47
What might the SQ ask for?
- Part 1 - Potential Supplier Information; Company details, inc any parent companies, contact details
- Part 2 - Exclusion Grounds; participation in criminal organisation, corruption, fraud, money laundering, terrorism, child labour -> if yes may need to demonstrate reliability of organisation despite ground for exclusion
- Discretionary exclusion - breach of environmental, social, labour law obligations, professional misconduct, bankruptcy, conflict of interest
- Part 3 - Selection questions; Economic and financial standing (cashflow, audited accounts, financial documents - profit and loss, balance sheet, statement of cash flow), PCG / guarantee from elsewhere (bank), technical and professional ability (relevant experience and contract examples), modern slavery act requirements - ensure compliance with section 54, Insurance (employer's liability, public liability, professional indemnity, product liability), skills and apprentices (supporting commitment to development), steel (supply chain management systems, examples of management, breaches of H&S), suppliers past performance
48
What is open tendering?
Tenders submitted to open market, via adverts in papers, technical press. Little / no barriers for submitting a tender
49
Advantages of open tendering?
- Opportunities for capable firms the clients may have not previously considered
- Secure maximum competition from open market
50
Disadvantages of open tendering?
- Danger of increased errors due to risk of inexperienced contractors with no prior understanding of client requirements
- No assurance the lowest tenderer is capable / financially stable
- More cost and time to review tenders
51
What is selective tendering?
Restricting numbers of tenderers by pre-selecting limited no. of contractors to tender for the work
52
What are the two types of selective tendering?
Single, two stage
53
If you have a £25m new build project under D&B procurement (single stage tender) how long would you allow for the tender period?
Depends on complexity of project - 10-12 weeks might be reasonable as it would take time to interpret employer's requirements
54
What is single stage tendering?
Receiving competitive tenders from no. of pre-selected capable contractors, based on their financial standing, qualifications and certification, prev track record, references, organisational structure, capacity and resources, size of work prev done.
Bid based on identical tender info, usually done at RIBA Stage 4 to get relevant detailed info.
55
Advantages of single stage tendering?
- Ensures only capable and approved firms submit tenders
- Reduce aggregate cost of tendering
- Reduces risk of receiving from unsuitable contractors
- Competitive tendering process - potential competitive pricing
- Fixed price as a result
- Most straightforward
- Shorter overall tendering process
56
Disadvantages of single stage tendering?
- No buildability input from contractor at point of tender
- Price is only as reliable as design info
- Contractors may be unwilling to tender in good economic climate (too much competition)
- Risks of unknowns may dissuade some contractors - risk of prov sums
57
What is two stage tendering?
- Client appoints contractor based on outliine scope of work not fully defined
- Client works with appointed contractor to develop scope of work and reach agreed price
- Useful to obtain contractor's buildability expertise on project, gain earlier contractor involvement
Stage 1
- Outline project design, contractors compete for preferred contractor status. Chosen based on quality of bid, team, prelim & OH&P allowance, schedule of rates. Preferred contractor joins design team on consultancy basis using pre-construction services agreement (PCSA).
Stage 2
- Once design sufficiently progressed, contractor enters detailed negotiation to agree final price, contract conditions and programme
58
Purpose of the first stage of two-stage tendering?
Get a contractor to help client develop and finalise design using buildability expertise
59
What do tenderers return as part of the first stage?
- Detailed build up of prices for preliminaries items
- OH&P %
- Programme
- Proposed sub-letting of works
60
Purpose of the second stage of two-stage tendering?
Agree final price, contract conditions, programme
61
Advantages of two-stage tendering?
- Early contractor involvement
- Encourage collaborative working
- Potential earlier start on site
- More client involvement selecting supply chain / subcontractor
- Improved opportunity for contractor to identify and manage project risk
- Less resource intense 1st stage more attractive for contractors
- Walk away clause retained by employer
62
Disadvantages of two-stage tendering?
- Low cost certainty before construction starts
- Additional PCSA fees for contractor
- Negotiated 2nd stage has less incentive to price competitively
- Potential for negotiation stage to fail, risk of re-tendering
- Potential prolonged tender phase
63
Why use 2 stage tendering?
- Complex technical project requiring specialist subcontractor input
- Magnitude of work unknown at contractor selection
- Early completion required
- Contractor's expertise on buildability issues
- Client doesn't want to retain control and risk of design (so advise novation)
64
What stage would you bring the contractor on board?
- Generally Stage 2 for further design development
- Can be other stages but it's important to factor in whether you lose buildability benefits and earlier means higher fees
65
How can you gain input from specialist subcontractor other than 2-stage tendering?
Separate contract and assign benefits to main contract
66
What is a negotiated tender?
Client has existing preference for appointing a particular firm, so will only submit tender and negotiate pricing with one contractor. Rates or prices from previous project could be used as basis of agreeing price.
Generally not allowed in public sector projects
67
Advantages of negotiated tendering?
- Simplicity
- Negotiated process could have programme benefits if done in good faith
- Employer has flexibility choosing preferred contractor
- Time and cost savings to multiple tender submission analysis
- Early contractor involvement
- Good relationship with employer and contractor
68
Disadvantages of negotiated tendering?
- Possibility of delay if negotiations protracted
- Potential cost premium (lack of competition)
- Heavy reliance on trust between parties
- Can be seen as anti-competitive and exclusive
- Not suitable for public clients
69
How do you justify value for money in negotiated tender?
Insist on open book approach- min of 3 quotes provided for each element of works (needs to be agreed up front with contractor)
70
How do you negotiate works packages?
- Made sure cost plan included in 1st stage tender docs
- Insisted contractor went to 3 sub-contractors for each package
- Reviewed for any pricing errors, benchmarking rates against in house cost data
71
Why would you use negotiated tendering?
Complex works, small pool of contractors
72
What is serial tendering?
Contractors asked to bid for project on basis if they complete initial project satisfactorily, more similar-type projects to follow and same bill rates applied
73
What might selecting wrong contractor lead to?
- Bad client & contractor relationship
- Dissatisfied client
- Insolvent contractor
74
Risks of two-stage tenders?
2nd stage risk - may need to retender
- no incentive to reduce costs
75
What is OJEU?
- Official Journal of the European Union
- Online portal housing public sector contracts over stated procurement threshold
- For open tendering
76
What happens to OJEU now UK has left EU?
- From 01/01/2021, UK not subject to procurement regulations
- Tenders now published on e-tendering portal - Find a Tender Service (FTS)
77
OJEU vs FTS?
- No changes in procurement laws, so processes still based on same legislation (Public Contracts Regulations 2015)
- FTS - now procuring entities need to submit notices to UK e-Notification Service (formal name for FTS) - doesn't apply to live procurements / awards under existing framework
78
Associated guidance by RICS (tendering strategies)?
- Tendering Strategies, 1st edition
- E-tendering, 2nd edition
79
What guidance is there for tendering procedures?
- RICS Tendering Strategies
- Public Contract Regulations 2015
- JCT practice note
80
What documents do you include within the tender pack?
- ITT inc cover letter, tender return info
- Form of Tender
- Contract and amendments
- Instructions inc how errors are dealt with
- Tender scoring matrix
- Project info - design, spec, surveys, planning conditions
- Pricing doc
- PCI
- Quality questions
81
What do you include in a 1st stage tender package?
- Prelim document
- Cost plan
- Initial drawing and spec
- Pricing doc
- Requirements for bond warranties
- Contract and proposed amendments
82
How do you determine duration of the tender period?
- Depends on procurement process and size of project. Trad with BoQ say 1 month for time to obtain pricing information, longer for large complex schemes.
- Stage 1 (of 2) then may be shorter, say 2-3 weeks.
- Ensure sufficient time so contractors can price correctly vs rush (and incorporate risk element) but not too long that subcontractors may not hold their price
- Level of design complexity, size of project, amount of design info available
83
What is a form of tender?
Document the contractor usually signs and returns with proposed tender submission. Formal acknowledgement that tenderer understands and accepts T's & C's
84
What information is typically included in a tender submission?
Tender sum, price validity period, construction period, confirmation of genuine and bona fide tender, tenderer details and signature, acceptance of T&C's
85
What is the CSA under D&B?
Alternative pricing doc to SoW / BoQ, in std format by employer's team to support tender analysis. Employer's team request tenders returned on same CSA format
86
What additional info (to price) might be requested from contractor?
- Prev exp
- Proposed team
- Methodology / logistics
- References
- Programme
- H&S info
- VE proposals
- Social value strategy
- D&I policy
87
Purpose of a PTE?
- Last cost check of project before issued to tender - should be accurate reflection of works
- Estimate can be used to compare against tender submissions
88
Effects of BIM on tendering?
- Qtys can be extracted -> less contractor resource so could have more tenderers
- Better design coordination = better documentation
89
What pricing mechanisms are available? Which procurement route do they relate to?
- Traditional: lump sum, re-measurable, target cost, guaranteed maximum price
- Design and build: lump sum, guaranteed maximum price
- Construction management: cost reimbursable
- Management costing: prime cost
90
What is GMP?
- Guaranteed maximum price - no adjustment of tender price unless design changes requested
- Contractor includes risks involved in design development process in tender price
91
What pricing documents are available and which procurement route do they relate to?
- Traditional: BoQ, SoW
- Design and Build: CSA
- Construction management: cost plan
- Management costing: schedule of rates
92
How could you reduce risk of contractors pulling out during tender process?
- Accurate tender info
- Long enough period (extend if required)
- PQQ to ensure apt contractors selected
- Check in advance / during they have capacity to complete
93
If the delivery programme is tight, how can you give comfort regarding liquidated damages?
- Amend contract to include liquidated damage-free period / levied at say 50% for a period
- This could avoid excessively pricing tender sum
94
How do you respond to contractor clarifications during the tender period?
Collate all queries and clarifications, circulate anonymised answers and information to all tendering contractors. Ensures transparency and fairness
95
What's examined for compliance with invitation to tender and instructions?
- Maths errors
- Pricing errors (items not priced)
- Pricing methods (front loading)
- Compare CPs against ERs (D&B)
- Completed Form of Tender
- Resolve qualifications
96
What happens if a tender is submitted late?
- Public sector project - documents shouldn't be accepted
- Private sector project - matter should be discussed with employer if they would like to accept. Safest option is not to consider (potential fraud, collusion, bid-rigging risk etc)
97
Would you open a lately submitted tender for a school project?
Discard on basis the project is funded by public sector
98
How do you deal with qualifications?
- Procedures should be outlined in tender instructions
- If unauthorised, may invalidate the tender -> disqualification
- Employer team and contractor should look to resolve before entering contract- outstanding matters clearly documented to avoid dispute
99
Danger of accepting very low submission?
- Contractor may try to recover costs with variations and/or claims
- Potentially poor financial / cash flow position - very eager to win works
- Areas may not be priced accurately, potential for adversarial relationship post contract
100
How to deal with errors identified?
- JCT tender practice note, with 2 options. One usually drafted into tender pack
- Alternative 1 - Provide details of errors, Confirm cost / withdraw (then consider next lowest bid)
- Alternative 2 - Confirm / amend genuine errors
101
What to do if you considered contractor submitting lowest tender to be in financial difficulty?
- Tender evaluation should inc reviewing company accounts to assess financial stability - could lead to disqualification
- Consider performance bond - with insolvency, employer would be able to call on bond and appoint another contractor
- Consider PCG
102
How to deal with front-loaded tender?
Front loading generally not a pricing error. Request to remove front loading, could be grounds for disqualification with refusal
103
Tender received on time but works are delayed and didn't commence until a few months later. What to do?
Check form of tender to show how long offer valid for
104
Tender normalisation techniques?
105
What to do against items marked provisional?
Seek further info from contractor and request to be removed. Subject to tender instructions this may invalidate submission
106
You mentioned Traditional procurement route. Please explain process undertaken
- Client appointed design team to stage 4
- QS - I put together pricing document
- PQQ to determine apt contractors
- Issued tender documents to qualifying contractors
- Pre-determined timescale to submit
- Responded to clarifications / questions (to all contractors)
- Receipt - maths checks
- Normalisation to ensure fair comparison
- Post Tender queries
- Scored tenders on final submission
- Client / colleague scored quality
- Drafted tender report
107
How did you compare each alternative offer and determine compliance?
- Form / statement of compliance required
- Assessments on original offer/submission
- Technical post-tender queries to ensure satisfaction of offer
- Alternative offer progressed based on most economically feasible
108
What scoring matrix's are you aware of?
- Deducting marks for info not supplied
- Ratio between cost and quality
109
On what grounds would you advise your client to re-tender the project?
- Not enough tenders returned
- Compromised tender process (fraud, collusion, bid-rigging)
- Significant design, VE, methodology / programme changes after issuing tender docs
- Tenders not at cost level required
110
Info within tender analysis report?
- Tenders received
- Initial totals
- Qualifications
- Post-tender adjustments
- Revised tender sum
- Issues to be resolved
- Comparison of tender returns
- Comparison with PTE
- Recommendation and next steps
- Scoring matrix
- Post-tender queries
111
What are typical next steps following your tender report?
- Notify successful / unsuccessful tenderers
- Cooldown period- close outstanding clarifications
- Pre-start meeting
- Raise/issue F10
- Delegate / appoint CDM
112
What happens if tender prices higher than PTE?
- Could be down to market conditions / external factor (COVID/Brexit)
- Reconcile tenders with PTE, identify where major differences are
- VE project if prices over budget
113
How would you manage £5m overspend during the 2nd stage tender?
- Establish the reason - determine if scope has changed, whether risk was aptly quantified
- Communicate reason with client
- Propose VE / scope reduction
- Scheme may have to fundamentally change / client obtain additional funding
114
Why would you advise an alternative offer?
- Significant design change putting budget at risk, risking contractors bidding for other schemes
- Allows for buildability options
- Pricing original spec and design still demonstrates value
- Must be decided prior to tendering (JCT practice note)
115
What other options to alternative offer are available? Why might they not be feasible?
- Addendum - not option if scope completely changed
- Delay scheme, re-design, re-tender - expensive professional fees, lose interest from contractors, tighter programme constraints
- Switch to D&B route - Client already designed to Stage 4, maintain control of quality
116
Can you explain what this the JCT tender practice note is and how you used it?
- Guidance and tools for employers, contractors and professional advisors involved in public and private sector procurement for letting construction contracts (in UK)
- I used it in xx scheme for
1. preliminary enquiry; timescales for responses, info schedule, questionnaire and determining number of tenders
2. Invitation to tender and process; documents, bribery and corruption considerations, tender period, quality criteria, documents to be supplied, tender compliance
3. Assessment and award; assessment criteria, examination of priced docs and errors, alternative provisions, post tender queries and discussions, recommendation, award and notification
