Chapter 2 – Public procurement systems
Acquisition planning The process begins with acquisition planning and market research. Acquisition planning includes ‘the efforts of all personnel responsible for an acquisition, coordinated and integrated through a comprehensive plan for fulfilling the agency need in a timely manner and at a reasonable cost’.1 It includes: Identifying and defining agency needs; Conducting market research to determine the most suitable strategy; Selecting the most appropriate procurement method, including international competitive bidding, national competitive bidding, restricted competition and requests for quotation; Developing work specifications; Drafting a source selection plan with evaluation criteria; Preparing the formal solicitation. Acquisition planning also involves budgeting, funding, logistics and allocating organizational responsibilities. The scope and depth of acquisition planning depends upon the value, complexity and scope of the acquisition. The planning to procure a few reams of office printing paper is simple, while procuring a power cogeneration plant is complex. The primary and secondary objectives of the procuring entity also shape the scope and depth of the acquisition planning phase.
Source selection In this phase, the procuring entity selects a contracting partner. Steps include: Publishing or advertising the procurement opportunity; Disseminating the solicitation or tender documents to interested parties; Evaluating responses to the solicitation; Selecting a contracting partner; Finalizing the terms and conditions of performance; Awarding the contract. Similar to the acquisition planning phase, the value, complexity and scope of the acquisition and the objectives of the procuring entity dictate the scope and depth of the source selection process.
Contract administration Contract administration ‘includes all relationships between the government and the contractor that arise out of contract performance. It encompasses all dealings between the parties from the time the contract is awarded until the work has been completed and accepted, payment has been made, and disputes have been resolved’ (Cibinic, Nash and Nagle, 2006, p. 1).
Empowering women through public PROCUREMENT
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