Chapter-1

Concept of Procurement

1
 Course Contents
• Procurement and Purchasing
• Types of Procurement : Public Sector and Private Sector
• Public Procurement and its Goal
• Actors, Stakeholders and Beneficiaries
• Principles of Public Procurement
• Procurement Category
• An Efficient procurement Practioner , How?
• Public Procurement Cycle/Process

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A Journey of Thousand Miles
begin With a Single Step :
Procurement

3
 Procurement
• Procurement is concerned with acquiring all
of the goods, services and works with the
processes involved such as selecting of
vendors , establishing payment terms ,
strategic vetting , negotiation of contracts
and actual purchasing of products.
• Purchasing: is a sub-set of procurement. It
generally simply to buying goods or
services. It includes receiving and payment
as well.
4
 Difference Between Procurement
and Purchasing
• Purchasing is a process within overarching
or umbrella procurement process.
• Procurement deals with sourcing activities ,
negotiation and strategic selection of goods
and services that are usually important to
organization. Purchasing is the process of
how goods and services are ordered.
• A transactional function of procurement.
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What is Public Procurement?
Public Procurement: is defined as the
acquisition of goods, services works and non-
consulting services with use of public funds; to
support government operations intended for
public use.
Goal: To award timely and cost effective
contracts to qualified contractors , suppliers and
service providers for the provision of goods and
services to support government and public
service operations in accordance with the
principles and procedures established the rules.6
 Private Procurement:
This is procurement that is
completed within the context of
for-profit organizations (FP’s).
Private procurement happens
within privately owned companies;
also known as the private sector 

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8
 Public Vs Private Procurement
Definition
Public Procurement:
This is procurement that is completed within the context of not-
for-profit organizations (NFP’s). Also known as the public
sector, the procurement that occurs in this context is typically
government affiliated, which can be central, state, or local.
Private Procurement:
This is procurement that is completed within the context of for-
profit organizations (FP’s). Private procurement happens within
privately owned companies; also known as the private sector 

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Budget

Motivation

Regulation

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 Actors, Stakeholders and
Beneficiaries
• Actors: Public Entiries/Procurement
Practitioners
• Stakeholders: Those who get benefit from
the result of public procurement. Also those
who might be directly or indirectly affected
by a particular procurement action.
• Beneficiaries: All inhabitants of the country

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Principles of Public Procurement
• Transparency: Information on the public
procurement process made available to all
public procurement stakeholders, bidders,
suppliers, service providers and the public
at large.
• Integrity: is reliability: of two fold. One on
the integrity of the procurement process and
other your integrity as a procurement
practitioner. 12
 Principles cont.
• Economy: synonymous with efficiency,
value for money and commercially
reasonable price.
• Openness: Access to information pertaining
to public procurement requirements to all
qualified organizations and individuals.
• Fairness: Impartial and reasonable, should
have right to challenge the procurement
process. 13
 Principles cont.
• Competition: Public procurement
requirements should be widely
disseminated to increase the chances of
good market response leading to the award
of reasonably priced contracts.
• Accountability: person responsible for their
actions and decisions with respect to public
procurement process.
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 Procurement Principles
There are 4 main principles:
1. Economy: Value for money - Finance Ministry’s concern
2. Efficiency: quick procurement - Project’s concern
3. Fairness: No discrimination – Bidders’ concern
4. Transparency: Bidders’ concern, Auditor’s concern
All of these 4 parameters should be met 100%, but in practice it is
not possible. Attempt should be to be in the nearest of this,
while meeting the project’s objectives.
Procurement should not be done for the
pleasure of the procurement.
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Procurement Management
The Procurement management is the process of
Planning,
Organizing,
Sourcing,
Mobilizing ,
Controlling ,
Contracting and
Closing the Contract
for acquiring the Works, Goods , Consulting Services and
Non-Consulting Services
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17
 Procurement Categories
• Works: Infrastructure related works
including renovation, extension, repairs.
• Goods: Physical products either finished or
manufactured.
• Consulting Services: Technical services
whose output is not equipment intensive.
Advisory and project related services
• Non-Consulting Services: involve the use of
equipment and standard methodology for
achieving the objective: equipment maint. 18
19
 Procurement Cycle

Identification of
Preparation of
Works/Goods/S Procurement Plan
ervices
Completion or
Termination of
Contract Pre-qualification/
Short listing
Preparation and
Contract
Implementation
Approval of
Start Designs, Cost Issuing Bid/RfP
Estimates, PQ Documents
Award of Contract and Bid
/RfPDocuments
Pre-Bid Meeting
Contract
Negotiations

Bid/RfP Evaluation or
Post Qualification Bid/RfP Submission
and Opening
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 Things to do quickly become
Efficient Public Procurement
Practitioner
• Study the Public Procurement Rules : Legal
Frame work
• Understand the Public procurement system
• Develop and use checklist
• Get organized
• Find a Mentor
• Strive to continually improve.
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• Study the Public Procurement Rules : Legal
Frame work
• Understand the Public procurement system
• Develop and use checklist
• Get organized
• Find a Mentor
• Strive to continually improve.

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 Causes of Delays in Procurement
Process
 Delays in Preparing Technical Specification, Scope of
works, ToR
Extension of bid or proposal submission date
Delay in opening bids or proposal received
 Delay in evaluation
Delay in approval
Delay in contract negotiation
 Challenges by the contractor/supplier/ consultants in
procurement process.

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 Conflict of Interest in Public
Procurement

• Occurs when the public

procurement practioner is in
position to be influenced or appear
to be influenced by a private or
personal interest ; to gain personal
advantage or disadvantage.
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 Code of Conduct In Public
Procurement
A code of conduct for procurement
practioner sets out values and clear
guidance on expected behaviors.

Clear and known rules of behaviors

applicable to all will foster mutual
respect and increase public
confidence in practioner . 25
 Chapter-2

Procurement Planning

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 Course Contents
• Plan and Planning
• Need and Importance of Procurement Planning
• Master Procurement Plan
• Planning and Initiation Of Individual Requirements
• Implementation Arrangement

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Plan
A plan is typically any diagram or list of steps with
details of timing and resources, used to achieve
an objective to do something. 
Planning
The term planning implies the working out of sub-
components in some degree of elaborate detail. Broader-
brush enunciations of objectives may qualify as
metaphorical roadmaps. Planning literally just means the
creation of a plan; it can be as simple as making a list. It
has acquired a technical meaning, however, to cover the
area of government legislation and regulations elated to
the use of resources. 28
Plan Vs Planning
Plans are of little importance, but
planning is essential -
Winston Churchill
Plans are nothing; planning is
everything. – Dwight D. Eisenhower
A good plan, violently executed now, is
better than a perfect plan next week. – 
George S. Patton

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 Plan, Programme and Project
A Plan is typically any diagram or list of steps with timing and
resources, used to achieve an objective to do something. It is
commonly understood as a temporal set of intended actions
through which one expects to achieve a goal. For spatial or planar
topologic or topographic sets see map.
Example: Five year Plan, Interim Plan, Sector Plan, Regional Plan
Area Plan
A Program normally comprises a series of projects.
Projects: National Level and Local Level
Project Features:
Objective-Output-Activities-Inputs
Objective- Output-Activities-Input
Causal Relationship of features: In a project inputs enable
activities to be undertaken which will produce outputs which
taken together will lead to the achievement of the objectives.
 Procurement Plan
The product of procurement planning process
Required to :
list all requirement expected to be procured over a period of time.
 schedule the procurement
 identify the resources
monitor the procurement process
Enhance the transparency and predictability of the procurement
process

“ Failing to Prepare is generally speaking

very well to do the wrong things”
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 Procurement Planning
The process of what to procure/buy . Basically
deals with “ WHEN”
Important Because:
Allows planners to determine if expectations are realistic
Opportunity for all stakeholders involved in the processes to meet
in order to discuss the particular procurement requirements
Permits to create procurement strategy for procuring each
requirement to be included in the Procurement plan.
Estimates the time required to complete the procurement process.
Assess the technical expertise to develop technical specifications /
or scope of the work
Assess the feasibility of combining or dividing procurement 32
requirements into different packages.
 Procurement Strategy Development
Deals with:
 What to buy?
Why to buy?
How to buy ?
 What purpose does it serve?
 How much does it cost ?
Where can it be the sources?
How many sources are available?
What is the risk?
What is the requirements into different packages. 33
 Preparation of Procurement Plan
1) Annual Procurement Plan: Every Year
2) Multi-Year Procurement Plan/Master Procurement
Plan
• To be revised at every 3-6 months

PP is live Document.
Note:

PP is Monitoring Tool
 Elements of A Procurement Plan
 A reference number / Contract ID
 Brief description of requirement
 Estimated value of the requirement
 Procurement Method
 Date of estimate approval
Date of IFB/ EoI
 Date of Bid Submission
Date of Bid /RfP Opening
Date of Bid / RfP Evaluation
Date of Contract Award 35
 S N o.

D is tric t

D e s c rip ti o n o f W o rk s & C o n tra c t ID N o .

P rio r/ P o s t R e v ie w Project Name & ID:

P P S ta tu s

C o s t E s ti m a te ( N R s M illio n )

M e th o d o f P ro c u re m e n t

P ro c . p ro c e d u re : G o N o r W B ?

B id d o c u m e n t to W B

W B ’s N O L to B id D o c u m e n t

B id In v ita ti o n

P u b lic O p e n in g o f B id s
Executing Agency:
Credit/Grant No.:---------------------------- Implementing Agency:

B E R & A w a rd R e c o m m e n d to W B
Procurement Plan (PP) for Works :

W B ’s N O L to A w a rd R e c o m m e n d a ti o n

C o n tra c t s ig n in g

C o m p le ti o n o f th e c o n tra c t

P ro c u re m e n t a t c e n te r o r d is tric t
Standard Format of PP of Works and Goods

R e m a rk s
1
SNo

---
Description of Services &

2
Contract ID No.

3
Prior/ Post Review

4
PP Status

Project Name & ID:

5
Cost Estimate (NRs M illion)

6
M ethod of Selection

7
Pro. Procedure: GoN or WB?

8
Adverti sing for EOI

Cost Estimate, Short list & RFP

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to WB

10
WB’s NOL to SL & RFP

11
RFP Issued

12
Proposals Submission

13
TP Eval. Report to WB

14 WB’s NOL to TP EVal. Report

Executing Agency:
Services

15

Public Opening of FP
Loan/Credit/Grant No.:IDA Grant Number: ------ Implementing Agency:

FER & Award Recomm. to WB

16

for info.
17

Negotiated Contract to WB
Procurement Plan (PP) for Consulting Services -

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WB’s NOL to Nego. Contract

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Contract Signing
Standard Format of PP for

Completi on date of the

20

contract

Procurement at Center/
21

District
22

Remarks
 Method of PP Preparation

• Procurement Entity-W/G/S/Procurement
Method-S.No.-Nature of Works-F.y.
Description of Services:Rajmarg-Budha-Jhajpur-
Gauji-Bridhasharam Rd. ( 6.50 Km) Upgrading
with Graveling, Structures etc.
SNRTP-KAN-W-NCB-1.1-UG-071-72
SNRTP-PMU1-G-DP-2-071-72
 Market Study In Public Procurement
Also Known as :Market analysis, market assessment, market
sounding, market research
Useful when
Defining requirements
Preparing budgets
Choosing procurement methods
Planning and scheduling the procurement of requirements
 justifying amendments in bid /contract documents
Expected results:
Identification , interest and availability of suppliers, contractor or
service providers
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Implementation Arrangement
Executing Agency Level:
 Concerned Ministry
Concerned Department
Central Level Coordinating Agencies

Implementing Agency:
Project Management Unit/Office
Chapter-3

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 Methods of Procurement
For Works, Goods and Non-Consulting Services
Open Competitive Bidding
Limited Competitive Bidding
Sealed Quotations
Direct Procurement
Community Participation
Force Account
Others : NGO,Total Cost bidding Process,
Catalog Shopping method, Buy Back Method
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 Open Competitive Bidding (OCB)

An open competitive bidding is the approach as it provides

all eligible prospective bidders with timely and adequate
advertisement of a Employer’s requirements and equal
opportunity to bid for the required Works, Goods or Non-
Consulting Services. It may be

NCB ICB
National Competitive Bidding International Competitive Bidding
(Competition among the Local Bidders) (Competition among the International
& Local Bidders)
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 OCB with Pre-Qualification and Post Qualification

Pre-Qualification:
 Used to shortlist the bidders
Ensures that only those with appropriate and adequate
capacity , capability and resources are invited to submit
the bids.
Appropriate for large or complex contracts or in other
circumstances , such as the need for custom designed
equipment, plant, IT equipment, Design and build ,
procurement under turnkey, management contracting in
which high cost of preparing detailed Bids required.
Qualification of sub-contractors /subsidiaries/parent 44
entities
 Pre-Qualification --- contd.
Is optional depending upon the nature and
complexity of the goods, works or non-
consulting services.
Minimum requirements are normally assessed
on a pass /fail basis against such criteria as
eligibility, experience, technical capability and
financial resources
All bidders that substantially meet the
minimum qualification requirements are invited
to submit a financial bid
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 Post Qualification
 No pre-qualification
Generally preferred
Qualification criteria specified in the bid
document
The assessment of a firm’s qualification shall
not into consideration of the qualification of other
firms such as its subsidiaries, parent entities,
affiliates, sub-contractors ( other than specialized
sub-contractors if permitted in the request for bid

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Stage of Bidding
Single Stage One Envelop(IS1E) :
Most appropriate when the specification and
requirements are sufficient to enable
submissions of complete bids.
IS1E procurement requires submission of
both technical and financial bids in one
envelop
Single Stage Two Envelop (IS2E):
One Envelop- Technical bid
Other Envelop- Financial Bid ( Price Bid)
Evaluated Sequentially. 47
 Limited Competitive Bidding(LCB)
A limited competitive bidding is bidding process by
invitation without open advertisement.
This is appropriate where
 There are only a few well known contractors/ suppliers
e.g. for complex industrial plants or highly specialized
works or equipments.
 Small quantities are involved e.g. procurement of
special items such as telecommunication facilities ,
airfield lighting etc.
Other exceptional reasons e.g. emergency actions
required in a natural disaster that justify waiver or
departure of OCB
Generally for ICB 48
 Sealed Quotation (SQ)
•Any works or Goods cost exceeding more than NPr
500,000 and up to NPr 2 million can be procured by
inviting sealed quotations from eligible bidders.
• Notice of Invitation of SQ is published in a National
Daily or Local Daily widely circulated newspaper.
• Minimum 15 days are given to the potential bidders to
prepare and submit their
• SQ validity period 45 days from the date of submission
of SQ.
•SQ security amount 2 to 3 % of Cost estimate.
• Security validity period 75 days
• Awarded to the lowest priced bidder within Cost
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estimate.
 Direct Procurement (DP)
•Any works or Goods cost and up to NPr 500,000 can be
procured by inviting a particular or limited nos. of
bidder/vendor/supplier.
• May be appropriate when there is only one suitable
firm or there is justification to use a preferred firm
•DP is suitable under the following circumstances:
The procurement is of both low value and low risk
No advantage could be obtained by competition
The Case is exceptional as emergency
The required goods is proprietary and obtainable from
only one source
The firm’s past performance is satisfactory. 50
 Community Participation
•Also called users’ Committee or Consumers’ Committee.
• Adopted in the Community Driven Development (CDD)Projects
where large number of small value of works, goods and non-
consulting services with labor intensive are outlined.
•CP is suitable under the following circumstances:
Large nos. of small works are scattered in the remote areas.
To increase the utilization of local know- how, appropriate
technologies and materials/goods.
To provide employment and income directly to the persons living
in the project area.
If the projects after completion are to be operated and maintained
by the community.
 According to GON’s rules of Public Procurement , CP is adopted
for the cost of the works up to NPR 10 million without use of heavy
51
equipment.
 Forced Accounts
•Forced Account, which refers to works such as construction and
installation of equipment and non-consulting services carried out by
a government department using its own personnel and equipment.
•It may be practical method of procurement under following
circumstances:
The size, nature and location of the works make it unsuitable to
adopt competitive bidding, e.g. maintenance and repairs of roads
and where the cost is difficult to estimate accurately or control.
The construction and installation works are small and scattered or
in remote areas , so that qualified contractors are unlikely to bid at
reasonable prices.
The risks of unavoidable work interruption are better born by the
implementing agency than by a contractor .
Emergency needing prompt attention specially where private firm
may not be interested in conflict areas..
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Institutional development e.g. training of maintenance crews.
 Others Methods of Procurement:
Procurement Through NGOs:
The trainings like people awareness, orientation, strengthening ,
main streamlining ; which by engagement of local or national NGOs
may be efficient, effective and economical ; can be accomplished
through NGOs.
Total Cost Procurement Method:
This refers the completive bidding based on the percentage more or
less than total cost of the whole work .
Catalog Shopping Method:
This is the completive bidding based on the prices of goods ,made
public by the concerned manufacturer or authorized seller/dealer.
Buy Back Method: Refers the replacement of new goods by old
one to concerned manufacturer after the old goods becomes
irrational to use and store from the perspective of environment. 53
 Types of Contract
Unit Price Contract (Unit Rate Contract)
Lump Sum Contract
Cost Reimbursable Contract
Time and Material Contract
Design and Build Contract
BOOT, BOT Contract

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Unit Price Contract (Unit Rate Contract
It is simply a type of contract where the client pays the contractor
based upon the rate for the particular item of work which the
contractor executed or worked.
Generally it is the most preferred type of contract for building
construction where client pays the contractor monthly or interim (in
general) based upon the decisions made during contract agreement.
To give you an example:
Item: Concrete work (M60 grade)
Rate: Rs. 5100 (per Cum)
Total quantity: 1000 cum (for whole project according to BOQ)
At the end of one month
Quantity done by Contractor: 100 Cum
So, contractor claim 100 * Rs. 5100 = RS. 510000 to client
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 Lump Sum Contract
A contract under which a principal (customer or owner)
agrees to pay a contractor a specified amount for
completing work without cost breakdown.
It is the traditional means of contract procuring  and
involves a single ‘lump sum’ price for all the works being
agreed before the works begin.
It is generally considered a beneficial contract agreement
if the work is well defined when tenders are sought and
significant changes to requirements are unlikely. This
means that the contractor is able to accurately price the
works they are being asked to carry out.

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 Advantages of Lump Sum Contract
Lump sum contracts can be seen to reduce client risk as the price is
fixed (although in reality it is still likely to vary, but not by as much
as some other forms of contracting).
It is widely accepted and understood as a method of contracting.
The bidding analysis and selection process is relatively straight-
forward.
The greater degree of certainty on the part of the client can make it
simpler and easier to secure a construction loan.
Change orders are minimized.
The management required by the client is reduced.
There can under certain circumstances be a greater margin for profit
 for the contractor.
Lump sum payments are made in regular, predictable installments,
providing the contractor with a reliable and stable cash flow and57
making financing simpler for the client
 Disadvantages of Lump Sum Contract
It can give greater risk to the contractor than some
other contract forms, as there are fewer mechanisms available for
them to vary their price.
As a result of the additional risks faced by the contractor, they may
increase their tender price.
Careful documentation and record keeping of change orders is
required, which can be time-intensive.
Preparing the tender may be more expensive for the contractor.
As a result, there may be a slower tender process than for
other contract forms.
The employer may have to pay a higher price for any alteration or
additions that are required that are beyond the scope of the contract.
Disputes can arise relating to change orders, scope and design
changes, and so on
58
 Cost Reimbursable Contract
A cost reimbursable contract, also known as a cost-plus contract, allows an
employee or contractor to protect their profits and assets with minimum hassle.
The purpose of the contract is to allow a contractor to either stop working after
available funds have been spent, or if necessary to receive additional funding to
continue the project.
Uses
A cost reimbursable contract may be used by almost any type of contractor or
contract employee and is not limited to construction work. Depending on the job,
the concerns of the employer and employee and local laws, a different type of cost
reimbursable contract may be used for each individual.
Limitations
In most cases a cost reimbursement contract will hold legal limitations to prevent it
being abused or misappropriated by either party involved. Limitations often
include allowable fees, meaning only fees that would logically incur from the
contract can be applied to the reimbursement. The contractor generally must be
able to account for the costs and must consent to monitoring during construction.

59
 Different forms of Cost Reimbursable Contract
Cost –plus-a –fixed- fee type contract: The owner pays
for the actual cost of construction and agreed lump sum
amount as compensation for the contractor’s profit agreed
to at the time of entering into the contract.
Cost –plus-a –percentage –of cost type contract The
owner pays for the actual cost of construction and a certain
percentage of this cost for profit portion agreed to at the
time of entering into the contract.
Cost –plus-an-incentive-fee type contract The owner
pays for the actual cost of construction and for his profit ,
the contractor is paid an incentive amount worked out by
an pre-agreed formula in such a way that it is more if the
target costs are met , but less if otherwise. 60
 Time and Material Contract (T & M Contract)
Time and materials (T&M) is a standard phrase in
a contract for construction, in which the employer agrees to pay
the contractor based upon the time spent by the contractor's
employees and subcontractors employees to perform the work, and
for materials used in the construction , no matter how much work is
required to complete construction. Time and Materials is generally
used in projects in which it is not possible to accurately estimate the
size of the project, or when it is expected that the project
requirements would most likely change.
This is opposed to a fixed-price contract in which the owner agrees
to pay the contractor a lump sum for fulfillment of the contract no
matter what the contractors pay their employees, sub-contractors and
suppliers.
Many time and materials contracts also carry a guaranteed maximum
price, which puts an upper limit on what the contractor may charge,
but also allow the owner to pay a lesser amount if the job 61 is
completed more quickly.
 Time and Material Contract (T & M Contract)
The highest risk for the owner and the most secure way for a contractor. Time and
materials contracts are the least desirable contract type for the federal government.
When using time and materials contracts, the following items could be negotiated:
Labor Rate: Specifying a fixed rate for all labor including administrative
personnel. If you are using T&M on large projects, be sure to offer discounted
labor rates to reduce total project cost.
Material Mark-Up: T&M contracts usually add between a 15 and 35 percent onto
material prices.
Not-to-Exceed: The Time and Material not to exceed, is a contract in which the
contractor can bill the work being performed but there is a cap that could be used
as the maximum amount being charged by the contractor. This type of
variation can be used to increase contractor’s efficiency, and it assumes the
excessive costs. It also provides the owner with a cap that will guarantee that
contractor will not exceed that cap.
Maximum Labor Hours: In addition to the not-to-exceed condition, time and
material contracts, a maximum number of labor hours could be set. When the
contractors exceed a specified amount, those additional hours shall not be billed to
the other party. This avoids the “less efficiency = more money” issue of time and
materials contracts. 62
 Time and Material Contract (T & M Contract)
Time and Material Contracts Drawbacks
Profit Limits: Some savvy customers will try to establish not to
exceed conditions, will try to reduce mark-up on materials and even
negotiate reduced billable per hour rates.
Ignored Market Prices: Sometimes companies will set lower prices,
based on their internal cost structure, than actual market rates or even
vice-versa.
Reduced Business: Customers are not used to work on time and
material contract, so finding new business opportunities could be
challenging. Customers will likely prefer fixed price contracts.
Billing: Time and materials contracts should be structured in such
way that the company will be able to bill sufficient amount of money
to cover fixed costs. When the billing hours are reduced, fixed costs
must also be reduced at the same rate as the billable hours.
63
 Design and Build Contract (DB Contract)
)
Design-build contracts are an excellent contracting method widely
used around the world. As the name implies, this type of contract is
used when both design and construction take place simultaneously
throughout the length of the contract. However, many owners tend to
select other contracting methods instead because a design-build
contract can present some challenges and situations in which the
final cost cannot be easily determined or projected.
When Design-Build Contracts Are Used
Primarily, design-build is used when an opportunity exists for the
owner or agency to save time by having construction begin before
the final design has been completed. The traditional system of
design-bid-build has been used for many years. It is based on the
assumption that the owner has the design plans in hand before
bidding out the construction on a project to the lowest bidder. Many
projects could be more cost-effective if they could be implemented
faster, thus the evolution of design-build. 64
 Design and Build Contract (DB Contract)
Design-Build Characteristics )
Deign-build contracts are usually written by the contractor who is in
charge of the design and is also responsible for building the project.
Typically the owner prepares a request for qualification where
sources are analyzed under fair competition based on certain criteria
and weighed factors. A design-build contract is usually the preferred
contracting method under a tight schedule as it's intended to save
time.
This contracting method is also preferred by federal agencies with a
need to fast track schedules as the final project can be obtained
faster, and the return on investment is capitalized sooner.
Using a design-build contract, designers and builders work hand-in-
hand to produce construction drawings and analyze a logical
construction sequence.
The design process is scheduled in phases, just as the builder is ready
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to start that particular phase.
 Design and Build Contract (DB Contract)
Advantages )
Reduces design time.
•Simplifies construction drawings.
•Value engineering alternatives are always up for discussion and analysis
•Reduces construction calendar.
•Minimizes communication channels with a single point of contact.
•Minimal change orders.
•Fast track schedule.
•Customized to actual site conditions easily.
•Identify long lead items earlier.
•Allows for the project to be repeated.
Disadvantages
•The project outcome might not produce the expected result.
•A project that is not scheduled properly might be substantially delayed.
•Final costs can be reasonably higher than original estimates.
•Eliminates the possibility of using an integrated design.
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•The architect’s vision could appear to favor the contractor.
 Public Private Partnership (PPP, 3P, P3)
Definition: PPPs or public private partnerships are long-term
contracts between the public and private sector. The main objective
of PPPs all over the world is to ensure the delivery of well
maintained, cost-effective public infrastructure or services, by
leveraging private sector expertise and transferring risk to the
private sector

Three basic tests for PPPs: There are three internationally applied
standard tests to determine whether a PPP is the appropriate vehicle
for procuring a public asset or service:
Can substantial risk be transferred to the private sector?
Is the project affordable to the procuring institution?
Does a PPP procurement option show value for money?
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 Characteristics of PPPs
•A PPP is a clearly defined project, where the procuring institution
carefully defines its objectives.
•The contractual relationship spans a set length of time, which may
range from 5 to 30 years.
•The private party plays a key role at each stage of the project:
funding, development, design, completion and implementation.
•The funding structures of a PPP sometimes combine public and
private funds.
•Payment arrangements in PPPs are based on outputs, related to the
provision of services and/or infrastructure and services.
•They allow the procuring institution to spread payments for large
projects over the project’s lifetime.
•Direct user charges, like road tolls or water fees, may also
contribute to a project’s revenue.
•Risks are allocated to the party most able to carry them. This means
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mitigating their impact and/or being able to absorb the consequences.
 Models of PPP Contract
Design-Build (DB): The private-sector partner designs and builds the infrastructure to meet the
public-sector partner's specifications, often for a fixed price. The private-sector partner assumes all
risk.
Operation & Maintenance Contract (O & M): The private-sector partner, under contract, operates
a publicly-owned asset for a specific period of time. The public partner retains ownership of the
assets.
Design-Build-Finance-Operate (DBFO): The private-sector partner designs, finances and
constructs a new infrastructure component and operates/maintains it under a long-term lease. The
private-sector partner transfers the infrastructure component to the public-sector partner when the
lease is up.
Build-Own-Operate (BOO): The private-sector partner finances, builds, owns and operates the
infrastructure component in perpetuity. The public-sector partner's constraints are stated in the
original agreement and through on-going regulatory authority.
Build-Own-Operate-Transfer (BOOT): The private-sector partner is granted authorization to
finance, design, build and operate an infrastructure component (and to charge user fees) for a
specific period of time, after which ownership is transferred back to the public-sector partner.
Buy-Build-Operate (BBO): This publicly-owned asset is legally transferred to a private-sector
partner for a designated period of time.
Build-lease-operate-transfer (BLOT): The private-sector partner designs, finances and builds a
facility on leased public land. The private-sector partner operates the facility for the duration of the
land lease. When the lease expires, assets are transferred to the public-sector partner.
Operation License: The private-sector partner is granted a license or other expression of legal
permission to operate a public service, usually for a specified term. (This model is often used in IT
projects.) 69
Finance Only: The private-sector partner, usually a financial services company, funds the infrastructure
 History of Public Procurement in Nepal
Country Procurement Assessment Review
2059: by The World Bank
Weakness observed in Financial Rules:
•Insufficient Time for Bid Preparation
•Availability of Bids related document to Bidder not established as right of the
Bidder
•No mandatory to evaluate the bids based on the pre-set evaluation criteria
•Bid opening at different Places and no fixed time for it
•No domestic preference in ICB
•Intention to award only to the lowest priced bidder
•No provision of modification, amendment and withdrawal in and of the bid
•Competition based on the classes of the bidder

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 Suggestions of the review
• Endorsement of separate public procurement law
• Enforcement of this law to all public procurement law
• Immediate amendment in Financial rules ,2056
• Establishment of independent Public procurement Unit
• Establishment of Effective review Mechanism in Bidding
system
• Regular Monitoring of Bid related documents
• Training on Public Procurement at every level of GON officials

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 PPA, 2063 & PPR 2064
Based on the UNCITRAL MODEL LAW ON
PROCUREMENT
•Has encompassed the provisions of WB
procurement Guidelines and Fidic
• 10 Parichhed, 76 Dafa in PPA, 2063
•15 Paricched , 153 Rules and & 7 Annexes in
PPR 2064
•63 processes in PPR
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 What is bid security?
• A bid security is a monetary guarantee
intended to dissuade bidders from
withdrawing their bids before the end of bid
validity period because they would
otherwise forfeit the bid security amount to
the procuring entity.
• Formats of the bid security:
– Unconditional bank guarantee
– Irrevocable letter of credit
– Certified check 73
 Bid Securing Declaration
• The bid securing declaration is a non-
monetary form of bid security. It is a
notarized sworn statement made by a bidder
committing to sign the contract if they are
selected before the end of the bid validity
period stipulated in the bid document.

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Pre-Bid Meeting
ARE GATHERINGS SCHEDULED AFTER AN INVITATION FOR BIDS
OR REQUEST FOR PROPOSAL IS ADVERTISED.
OBJECTIVE: TO EXPLAIN THE DETAILS OF THE SOLICITATION
DOCUMENTS TO INTERESTED BIDDERS

TIME FOR PRE-BID MEETING: ONE WEEK OR MORE GENERALLY 14

DAYS AFTER IFB/RFP
VENUE: EASILY ACCESSIBLE
PROCEDURE:
OPENING REMARKS AND INTRODUCTION
PRESENTATION OF THE PROCUREMENT ASPECT OF THE
REQUIREMENT
QUESTION AND ANSWERS ON THE PROCUREMENT ASPECT
PRESENTATION ON THE TECHNICAL ASPECTS OF THE
REQUIREMENT
QUESTION AND ANSWER ON THE TECHNICAL ASPECT
CLOSING REMARKS
MINUTES AND CIRCULATION TO ALL THE
STAKEHOLDERS 75
ADDENDUM NOTICE
 Bid Submission
ONLY ACCEPTED TIMELY
SUBMITTED BIDS
TO BE CHECKED WHETHER THE
BIDS ARE SEALED
RECORDS OF SUBMITTED BIDS
SPECIFIED WITH DATE AND TIME
(SEPARATELY)
ALL THE BIDS MUST BE REGISTERED
WITH NUMBERS
RECEIPT OF THE BIDS SHOULD BE
76
GIVEN TO THE SUBMITTERS
 Bid Evaluation

The Purpose of Bid Evaluation in team

work is to select the lowest evaluated
substantially responsive bidder with
compliance of procurement principle

77
 Evaluation of Bids
• Process outlined covers: To be started Immediately
 Formation of BEC ( Ref PPA 71/PPR 147)
 Working Procedure /Code of Conduct to be framed and
approved by BEC
 Receipt and Bid opening minutes of bids opened
 First Visit the PPMO site for identification of Black listed
bidders
 Preliminary Examination of Bids
 Seeking clarifications from bidders
 Financial comparison of bids
 Detailed Examination of bids
 Examination of Post-qualification criteria of the responsive
bidders
 Finalization of the lowest evaluated substantially responsive
bidder
 Submission of Bid Evaluation Report (BER) with Bid Award
Recommendatio n

Bid Evaluation Must be completed with in Bid Validity Period 78

 Evaluation of Bids

Preliminary Examination:
Purpose: To identify and reject the bids that
are incomplete, invalid or substantially
non-responsive to the bidding documents.
Elements of PE :
 Verification
 Eligibility
 Completeness of Bid
 Substantially Responsiveness
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 Evaluation of Bids
Verification:
 Bid submission/Opening in stipulated Date/time
 Bid opening minutes
 Same bid as sold
 Joint Venture Agreement
 Power of Attorney
 Qualification Documents
Eligibility
 Nationality
 Government Owned Entity
 Firm/Business Registration Certificate
 VAT/PAN Certificate
 Tax Clearance /Income statement/Certificate/Time Extension
for Tax Clearance
 Ineligibility based on a United Nations resolution or
Borrower’s country law
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 Evaluation of Bids
Bid Security:
 Bid Security Format consistent with sample in Bid document
 Bid Security Amount
 Bid Security Validity Period
 Bank’s legal Status ( Development/Commercial/ banned by
NRB)
Completeness of Bid:
 Bid form signed
 Bill of Quantities /Price Schedule filled properly and signed
 One bid submitted
 Audited Balance Sheet
 Declaration Letter for eligibility
 Conflict of Interest
Substantially Responsive:
 Bid Validity Period
 Alternative bid
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82
 Evaluation of Bids
Decision on for detailed evaluation of bids:
Based on the process mentioned above decision should be
made at this stage, to go for detailed examination:
• Committee should be agreed on:
 those bids which are substantially non-responsive and
should not be considered further;
 any clarification needs to be requested from bidders.
• A log of all requests for clarification and responses must be
kept. Requests for clarification can be sought at any time, up
to the contract award decision.

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 Evaluation of Bids

Detail Examination:
• Correction of arithmetic errors
• Do not consider Provisional Sum
• Do not consider VAT
• Modification and discounts
• Analysis of prices for major items (to check whether the bid is
substantially balanced and to verify that the prices are not so low that the
bidder would incur substantial financial losses and fails to complete work
satisfactorily or reflection of misunderstanding of specifications)
• Priced deviations – time and advance etc.
• Domestic preference
• Qualifications (Financial, Equipment, Experience)
• Front loading and inconsistent rates (higher unit prices for earlier works,
higher unit rates for underestimated work items) 84
85
 Verification /Examination of Qualification Criteria

• Average Annual Turn over in last 3 years over 5/10

years
• Experience as a prime contractor in the projects of
similar nature of works in last 5 years
• Liquid Asset/ Credit Facility
• Equipments Requirements
• Manpower requirements

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 Cartelling and Collusion

• Every Cartelling is collusion

but all the collusions are not
cartelling
• Intimidation is combination of
both cartelling and collusion.
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 Verification of Intimidation,cartelling
and collusion
• Less no. of bid submission in against of more no. of bid
purchased.
• Same hand writing in BOQ
• Same item rate filled up
• Item rate only in figures for lowest bidder
• Bid security guarantee from the same Bank issued on the same
date.
• Same bid security guarantee amount
• Item rate inconsistent
• Line of credit and bid security guarantee from the different Bank
• Item rate similar to engineer’s estimated rate

89