Procurement Management Ch1
Procurement Management Ch1
Procurement Management Ch1
Contract
Contract Management
OUTLINE Contract Administration
Types of Contracts
Methods of Payments
Types of Bonds
Disputes Resolutions
Types of Delays
Negotiation
Contract Negotiation Process
Negotiation Tactics
2
Overview of Procurement and Supply Chain Management
PART 1
Purchasing Versus Procurement
INTRODUCTION
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THE NEW GLOBAL BUSINESS ENVIRONMENT
The Changing Global Competitive Landscape
• Fierce competition : Increased Competition changes
buyer/seller balance of power
• Introduction of products with shorter and shorter life cycles
• Heightened expectations of customer
• Continuing advances in communications and transportation
technologies (e.g. mobile communication, Internet, overnight
delivery)
• Globalization of Trade
• Increasing trends towards Outsourcing
• Best-in-class Supplier Networks
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THE NEW GLOBAL BUSINESS ENVIRONMENT
Consequences for the business
From To
Local Economies Global Economies
Purchase is 45% of Cost Base Purchase is 70% of Cost Base
Services in house Services out-sourced
High labour content, low value High labour content, low value
added processes done in house added processes outsourced
Long Product Life cycles Short Product Life cycles
Short Product Ranges Extensive Product Ranges
Contractually ‘safe’ Contractually complex
Own country, culture and law. Many cultures, laws, locations
Logistically straightforward Logistically complex (MRP,
JIT,Kanban)
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Triple Bottom Line
SUSTAINABILITY
Social
Sustainability
(People)
En
vir
ic ty Su on
o m ili sta l men
c on nab t) (P ina ta
E tai fi lan bi
u s P ro et) lity
S (
6
WHAT IS SUPPLY CHAIN ?
• A Supply Chain is three or more organizations linked directly
by one or more upstream or downstream flows of products,
services, finances, and information from a source to a
customer.
• Supply Chain Management: “the identification, acquisition,
access, positioning, and management of resources the
organization needs or potentially needs in the attainment of its
strategic objectives”
• It's the art and science of getting products from where they're
made to where the consumer want them to be
Supply chain management is the
backbone of the global economy
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SUPPLY CHAIN MANAGEMENT CONCEPT
Three entities and four flows
Information flow
Primary Primary
product product
and cash and cash
flow flow
Primary cash flow
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SUPPLY CHAIN MANAGEMENT CONCEPT: FOUR FLOWS
Information flow
Invoices, sales lit, specs, blueprints, receipts, orders, rules and regs, etc.
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SUPPLY CHAIN MANAGEMENT INVOLVES:
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SUPPLY CHAIN MANAGEMENT INVOLVES:
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Basic Rights
SUPPLY CHAIN BASIC REQUIREMENTS
Right
Right Place Right Time Right Price Right Quality
Quantity
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SUPPLY CHAIN VIEWS
Customer
Order Arrives
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SUPPLY CHAIN VIEWS
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A FRAMEWORK FOR STRUCTURING DRIVERS
Efficiency Responsiveness
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OVERVIEW OF PROCUREMENT AND SUPPLY CHAIN
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OVERVIEW OF PROCUREMENT AND SUPPLY CHAIN
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THE 8 DIMENSIONS OF PRODUCT QUALITY
Features
Performance
What
How well
different
the product
functions
performs
or tasksincan
comparison
the product
to how
perform
it was designed to perform
Aesthetics
Reliability
Is
Likelihood
the styling,
thatcolor,
the product
workmanship
will perform
pleasing
throughout
to the customer
its expected life
Serviceability
Durability
What
The actual
is thelife
easeexpectancy
of fixing or
ofrepairing
the product
the product if it fails
Perceived
Conformance
Quality
Based
Does the
on product
customer’s
meetexperience
its specifications
before, during
as designed
and after they purchase a product
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TOTAL QUALITY MANAGEMENT
Total quality management (TQM) is a
philosophy focused on meeting
customer expectations with respect to
all needs, across all company functions,
and recognizing all customers, both
internal and external
TQM’s basic conceptual elements are:
Top Management commitment and support
Maintaining a customer focus in product,
service and process performance
Integrated operations within and between
organizations
A commitment to continuous improvement
MANAGEMENT STANDARDS HAVE BEEN
ESTABLISHED BY THE ISO IN BOTH QUALITY AND
ENVIRONMENT
The International Organization for
Standards (ISO) was formed after World
War II
ISO 9000—International Quality Standard
First one established in 1994
Currently transitioning to ISO 9000:2008
ISO 14000—International Environmental
Standard
First one established in 1998
Current one is ISO 14001:2004
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ISO CERTIFIED SUPPLIERS ARE FREQUENTLY
PREFERRED BY PROCUREMENT DEPARTMENTS
They have to conform to an externally
defined set of standards for quality and
delivery of service
They are usually more open to sharing
supply chain information
They welcome building relationships with
their customers
• They have formal processes in place for continual improvement of their
products, services, and processes
• They are easier for procurement folks to initially qualify and periodically
audit
– Certification is done by an external register agency
– Firms have to be re-certified every three years 21
Measuring the
dimensions is really
important
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PROCUREMENT PERSPECTIVE
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PROCUREMENT FOCUSES ON SEVERAL ISSUES RELATED TO THE
FIRMS’ SUPPLY BASE
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MAJOR CATEGORIES FOR THE COMPONENTS OF TOTAL COST OF
OWNERSHIP
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PROCUREMENT STRATEGIES
Volume consolidation
Reducing total number of suppliers while
minimizing risk
Supplier operational integration
Building partnerships
Sharing information and knowledge
Identifying linked processes and shared
opportunities for improvement
Value management extends beyond
buyer-seller operations
Involving the supplier early in product design
Reducing complexity
Value engineering
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SUPPLIER OPERATIONAL INTEGRATION
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PURCHASE REQUIREMENT SEGMENTATION
Leadtime is the measure of elapsed time between release of a work order to the
shop floor and completion of all work on the product to achieve ready-to-ship
status
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THE FOUR COMMON MANUFACTURING PROCESSES
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MANUFACTURING STRATEGIES SHOULD MATCH
YOUR MARKET REQUIREMENTS
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THE CHOICE OF STRATEGY DETERMINES WHICH
PERFORMANCE CYCLES THE CUSTOMER EXPERIENCES
High
Engineer-to-order
Mass
customization
Product variety
Make-to-order
Assemble-to-order
Make-to-stock
Low High
Product volume
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TOTAL COST OF MANUFACTURING
Total cost of manufacturing (TCM)
includes:
Procurement and production activities
Inventory and warehousing activities
Transportation activities
TCM generally expressed as cost per unit
Procurement and production costs go down
as volume goes up
Inventory and warehousing costs go up as
volume goes up
Transportation costs go down as volume
goes up, but level off at high volumes
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TCM PER UNIT RANGING ACROSS STRATEGIC ALTERNATIVES
/MTS
Lean is a philosophy of
manufacturing that emphasizes
the minimization of the amount of
all resources (including time)
used in the operation of a
company
Defining principle is the
elimination of “waste”
PRIMARY OBJECTIVES OF LEAN SYSTEMS ARE TO
Produce only the products that
customers want
Produce products only as quickly as
customers want them
Produce products with perfect quality
Produce in the minimum possible
lead times
Produce products with features that
customers want and no others
Produce with no waste of labor,
materials or equipment
Produce with methods that reinforce
the occupational development of
workers
Some perceptions of ‘lead time’
EIGHT TYPES OF LEAD TIME
COMPONENT PARTS OF LEAD TIMES
COMPONENT PARTS OF LEAD TIMES
(CONTINUED)
SIX SIGMA QUALITY CONCEPTS
Resources must be procured, positioned, and coordinated as needed to support the manufacturing strategy selected
Four approaches to achieve this are:
Just-in-time (JIT)
Materials requirements planning (MRP)
Design for logistics
Performance based logistics
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JUST-IN-TIME (JIT) INTERFACES
Just-in-time only produces to a customer
order (ATO, MTO)
Purchased materials and components
arrive at the manufacturing or assembly
point just at the time they are required
for the transformation process
Raw material and work in process
inventories are minimized
Demand for materials depends on the
finalized production schedule
Lot sizes are as low as one unit
Close cooperation with suppliers is
essential!
MATERIALS REQUIREMENTS PLANNING (MRP)
INTERFACES
For more complex manufacturing
(MTO, ETO) where large numbers
of components or assemblies are
used to produce a final product
Procurement has a key role in
insuring all the components are
obtained on time to make an end
item
Key information requirement is the bill
of materials (BOM)
Planning sometimes spans multiple
manufacturing locations (e.g.
Boeing Dreamliner)
DESIGN FOR LOGISTICS INTERFACES
Design for logistics includes the
requirements and framework for
logistical support in the early phases
of product development
Considers
What we are going to make
How we are going to make it
What logistics capabilities do we need
How we are going to integrate our
suppliers into the process
Any subassembly manufacture by
suppliers
The need for outsourcing of some parts or
assemblies
PERFORMANCE BASED LOGISTICS INTERFACE
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PURCHASING VS. PROCUREMENT
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KNOW WHO YOU ARE?
The project has a contract that can be called agreement, understanding, subcontract or
purchase order.
Seller can be called a contractor, vendor, service provider, or supplier.
Buyer can be called a client, customer, prime contractor, acquiring organisation,
governmental agency, service requestor, or purchaser.
During the contract life cycle seller is first called bidder, then the selected source, and
then the contracted supplier or vendor.
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Purchasing generally refers to the actual buying of materials and those activities
associated with the buying process.
Procurement is broader in scope and includes purchasing, traffic, warehousing, and
receiving in bound materials.
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PURCHASING
The purchasing function comprises the essential activities associated with the
acquisition of the material:
1. Coordination with user departments to identify purchase needs
2. Discussion with sales representatives
3. Identification of potential suppliers
4. The conduct of market studies for important materials
5. Negotiation with potential suppliers
6. Analysis of proposals
7. Selection of suppliers
8. Issuance of purchase orders
9. Administrative of contracts and resolution of related problem
10. Maintenance of a variety of purchasing records
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THE SCOPE OF PURCHASING
• To supply the organization with a flow of materials and services to meet its needs.
• To ensure continuity of supply by maintaining effective relationships with existing
sources and by developing other sources of supply either as alternatives or to
meet emerging or planned needs.
• To buy efficiently and wisely, obtaining by ethical means the best value for every
pound spent.
• To maintain sound co-operative relationships with other departments, providing
information and advice as necessary to ensure the effective operation of the
organization as a whole.
• To develop staff, policies, procedures and organization to ensure the
achievement of these objectives.
MORE SPECIFIC OBJECTIVES
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SUPPLY MANAGEMENT
Supply management is a process responsible for the development and management of a firm’s total supply system-
both the internal and the external components.
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MATERIALS MANAGEMENT
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The increasing importance of purchasing and supply in the
manufacturing sector
Changing purchasing roles: reactive and proactive buying
The ‘transactional’ relationship
The ‘mutual’ relationship
The price/cost iceberg
A four-stage purchasing development model
A four-stage purchasing development model (Continued)
OUTSOURCING
Constructional
Goods Services
works
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PROCUREMENT CLASSIFICATION
Direct Indirect
Procurement Procurement
Refers to a range of
situations when the items Refers to purchase of any
procured are either for other, ancillary items
resale (eg the goods (including MRO supplies,
purchased by retailer), or services, and other
for incorporation in goods operating expenses), eg
for sale (eg raw material & travel, stationary,
components purchased by telecommunications, etc..
a manufacturer)
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WHAT DIFFERENCE DOES THE DISTINCTION MAKE?
Direct Procurement Indirect Procurement
Has a direct impact of the quality of goods Does not generally impact the production process
produced
Need to be held in stock Usually made as when required
Likely to be made for longer term, more Frequently one off, transactional relationship in
collaborative supplier relationship order to take advantage of price competition
More likely carried out by the procurement and More likely to be carried out by end users
supply chain function
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PART II
Six-procurement phases
PROCUREMENT E-procurement
MANAGEMENT Tendering
PROCESS
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SIX-PROCUREMENT PHASES
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PROCUREMENT MANAGEMENT PROCESSES
Project procurement management includes the following processes for acquiring goods
and services from outside organization:
1. Procurement planning: determining what to procure and when.
2. Solicitation planning: documenting product requirements and
identifying potential sources.
3. Solicitation: obtaining quotations, bids, offers, or proposals as
appropriate.
4. Source selection: choosing from among potential vendors.
5. Contract administration: managing the relationship with the vendor.
6. Contract close-out: completion and settlement of the contract.
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1- PROCUREMENT PLANNING
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STATEMENT OF WORK (SOW)
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STATEMENT OF WORK (SOW)
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SOW impacts the administration of the contract as it defines the scope and
objectives.
Many formats and styles of Statement of Work document templates have
been specialized for the hardware or software solutions described in
the Request for Proposal.
Many companies create their own customized version of SOWs that are
specialized or generalized to accommodate typical request and proposals
they receive.
85
SOW should include:
Purpose: Why are we doing this project?
Scope of Work: This describes the work that must be done in detail and the exact nature of the work to be done.
Location of Work: This describes where the work must be performed.
Period of Performance: This specifies the allowable time for projects
Deliverables Schedule: This part lists the specific deliverables, describing what is due and when.
Applicable Standards: This describes any industry specific standards that need to be adhered to in fulfilling the
contract.
Acceptance Criteria: This specifies how the buyer of goods will determine if the product or service is acceptable
Special Requirements: This specifies any special hardware or software, specialized workforce requirements, such
as degrees or certifications for personnel, travel requirements, and anything else not covered in the contract
specifics.
Type of Contract/Payment Schedule
Miscellaneous: There are many items that do not form part of the main negotiations but are nonetheless very
important to the project. They seem minor but being overlooked or forgotten could pose problems for the project.
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Writing the SOW is not an easy task.
It must balance between protecting the buyer’s interests and encouraging the
supplier’s (contractor) creativity.
When a SOW becomes contractual it shall be used as a standard for measuring
contractor performance.
87
TYPES OF SOW
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The design/detail Statement of Work tells the contractor how to do the work.
In this case, the buyer requires the contractor to follow the buyer’s way of performing
the task or making the product.
This type of Statement of Work is primarily used for manufacturing or construction.
89
The deliverable in the Level of Effort
Statement of Work is based on the hour of work.
Level of Effort SOWs are usually very broad and describe the general
nature of the service or products to be procured over a given period of
time.
This type of Statement of Work is primarily used for task order and
delivery order contracts.
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The Performance Based Statement of Work
It focuses on the purpose of the work, but does not dictate how the work is to
be done.
It should provide answers to five basic questions: what, when, where, how
many, and how well.
The goals of this type of Statement of Work are:
1. To save money by reducing contract costs from elimination of unnecessary
effort, through innovation by the contractor.
2. To shift the emphasis from processes to outputs.
3. To hold contractors accountable for end results.
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2- SOLICITATION PLANNING
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3- SOLICITATION
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4- SOURCE SELECTION
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Supplier evaluation
Supplier evaluation (Continued)
Supplier evaluation (Continued)
SOURCE SELECTION
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SUPPLIER EVALUATION AND SELECTION PROCESS
Critical steps involved in the supplier evaluation and
selection process:
1. Recognize the Need for Supplier Selection
2. Identify Key Sourcing Requirements
3. Determine Sourcing Strategy
4. Identify Potential Supply Sources
5. Limit Suppliers in Selection Pool
6. Determine the Method of Supplier Evaluation and Selection
7. Select Supplier and Reach Agreement
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SELECTING SUPPLIERS
101
Single sources may be justified when:
- Better pricing results (economies of scale)
- Quality considerations
- Buyer obtains more influence
- Lower freight costs result
- Special tooling is required
- Risk sharing result
- Time to market is critical
- By order
102
Factors in selecting suppliers
1- Technical ability
2- Manufacturing ability
3- Reliability
4- After-sale service
5- Supplier location
6- Price
7- Other considerations
103
Final selection of suppliers
- Ranking method is some method that combining these two major factors: quantitative
and qualitative.
- Ranking method:
1- select needed factors.
2- assign a weight to each factor.
3- rate the supplier for each factor.
4- rank the suppliers
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Factor Weight Rating of suppliers Ranking of suppliers
Suppliers A B C D A B C
D
Function 10 8 10 6 6 80 100 60 60
Cost 8 3 5 9 10 24 40 72 80
Service 8 9 4 5 7 72 32 40 56
Technical assistance 5 7 9 4 2 35 45 20 10
Terms 5 4 3 6 8 8 6 12 16
Total 219 223 204 222
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Problem:
If suppliers were to be rated on the following basis, what would be the ranking of the two suppliers listed?
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5- CONTRACT ADMINISTRATION
107
However, due to their complexity, many project
managers ignore contractual issues. This can result
in serious problems.
108
Project members must be aware of the legal problems
they might cause by not understanding a contract.
In particular, most projects involve changes, and these
changes must be handled properly for items under
contract.
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6- CONTRACT CLOSE-OUT
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It is essential that organizations obtain good contracts that
minimize risk while ensuring optimum results through effective
contract administration.
It is very important to prepare contracts with great care and
expert assistance.
It is equally important to initiate and follow effective contract
administration procedures.
111
The following guidelines can assist in preparing proposals, contracts and
administrative procedures:
Use checklists and templates where appropriate.
Evaluate risks by reference to suggested contract provisions where
appropriate.
All major proposals and contracts, and contracts with questionable
provisions, should be reviewed by a contract law expert.
Appropriate pricing and/or insuring of risk under the contract.
Periodic review, improvement and updating of contract
preparation and administration procedures.
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PURCHASING DEPARTMENT RECORDS
A record of open order
A record of closed order
Supplier record
Contract record
Commodity record
Special tool record
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ETHICAL AND PROFESSIONAL STANDARDS
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E-PROCUREMENT
115
TRADITIONAL PROCUREMENT TOOLS:
TELEPHONE, FAX, PAPER CATALOGUES
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A TYPICAL MANUAL PROCUREMENT PROCESS
2.Check price,
1. Specify 3. Create 4. Requisition
availability,
requirements requisition approval
other factors
8. Complete
6. Evaluate offers 5. Obtain offers
purchase order 7. Select supplier
from suppliers from suppliers
(P.O.)
17. Process 16. Send 15. Approve 14. Process 13. Review
returns payment payment exceptions invoice
117
LIMITATIONS OF TRADITIONAL PROCUREMENT PROCESSES
1. Process Inefficiencies
2. Potential for Errors
3. Non-Compliance with
Purchasing Policy
4. Lack of Leverage
5. Sub-Optimal Sourcing
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PROCESS INEFFICIENCIES
Employee cost
Cycle time
119
POTENTIAL FOR ERRORS
120
LACK OF LEVERAGE
In manual procurement, poor consolidation of information on purchase volumes, timing and discounts can lead to
a loss of leverage opportunities
Buyers
Buyersfail
failtotorealise
realisethe
thepotential
potential
for
forconsolidating
consolidatingtheir
theirpurchases
purchasesand
and
obtaining
obtainingbetter
betterprices
pricesand
andconditions
conditions
121
HOW E-PROCUREMENT DIFFERS FROM MANUAL
PROCUREMENT
Obtaining
Obtaining
offers
offersfrom
from
suppliers
suppliers
Checking Creating
Checking Creatingaa
availability
availability requisition
requisition
and
andprice
price
Obtaining
Obtaining
Finding
Finding approval
approval
suppliers
suppliersand
and
products
products
Generating
Generating
and
andmanaging
managing
Systems the
theorder
order
Systems
integration
integration Billing
Billingand
and
payment
payment
122
TWO KEY ELEMENTS OF E-PROCUREMENT
Technology People
+
= E-Procurement Success!
123
ADVANTAGES OF E-PROCUREMENT
12
9 3
Reduction in errors a ct
o ntr
C
Better compliance
Enhanced leverage
Improved sourcing
124
E-PROCUREMENT MODELS
125
3- E-marketplace or third party-managed model
The third model is the e-marketplace model, in which the 'system', provided by a third
party with buying and selling organizations trading with each other through the
common marketplace.
4- Organization based model
Centralized Model: purchasing procedures are centralized.
Decentralized Model: purchasing procedures depend on each administration unit.
126
SIX STAGES IN PREPARING
AN E-PROCUREMENT STRATEGY
128
LOCAL INFRASTRUCTURE REQUIREMENTS
WW
• Internet backbone
N
W
B
ET • Related professional expertise
B2 E-Commerce
Education
• General computer literacy
• Managerial understanding of IT
129
INDUSTRY REQUIREMENTS
To be fully effective, e-
procurement cannot
be introduced into a single
company in isolation.
*
*
*
A critical mass of companies in an industry is
needed to make e-procurement work in that
industry.
130
STEP 2: SETTING E-PROCUREMENT OBJECTIVES
ALIGNING WITH PURCHASING STRATEGY AND CORPORATE
STRATEGY
131
Corporate strategy:
the key dimensions
ra ct
nt
Co
2. Which markets?
5. How to operate
cost-effectively?
132
STEP 3: ESTABLISHING THE BUSINESS CASE FOR E-PROCUREMENT
IN YOUR COMPANY
133
ITC M15:U4:4.4-1
ROLE OF THE BUSINESS CASE
Measure of
costs and
savings
!
Tool for
understanding
e-procurement
benefits
134
STEP 4: REVIEWING AND REENGINEERING CURRENT
PROCUREMENT PROCESSES
135
BREAK DOWN WHAT ACTUALLY HAPPENS AT
EACH STEP
Check price,
availability,
other factors
136
STEP 5: ASSESSING THE EXTENDED ENTERPRISE – SUPPLIERS AND
CUSTOMERS
137
THE CHALLENGE OF SUPPLIER E-ENABLEMENT
138
STEP 6: FINALISING THE
E-PROCUREMENT STRATEGY
139
THREE ELEMENTS OF E-PROCUREMENT IMPLEMENTATION
PLANNING
Communication and
Change Management
Performance Measurement
140
ITC M15:U6:6.1-2
COMMUNICATION AND CHANGE MANAGEMENT
Obtain High Level Support
Having a ‘champion’…
141
ITC M15:U6:6.2-1
COMMUNICATION AND CHANGE MANAGEMENT
Communicate and Manage Change!
Overcome fear of
Plan for staff change among those
redeployment or affected
redundancy
Manage people’s
Arrange training – and
expectations about what
communicate about it
will be achieved
142
ITC M15:U6:6.2-4
PERFORMANCE MEASUREMENT
E-Procurement E-Procurement
Implementation KPIs Performance KPIs
143
ITC M15:U6:6.3-1
TENDERING
144
TENDER DEFINITION
145
TENDERING STEPS
Definition of requirements:
To provide proposals or pricing, the supplier needs to know what you
want.
Solicitation (documents preparation) of responses:
The suppliers provide their responses to the questions or requests for
specific information relating to the stated requirements.
Analyze responses:
The suppliers’ responses are reviewed and analyzed.
Use of the findings:
The results of the analysis of responses then need to be used as part
of implementation. This might mean selecting those suppliers who
emerged favorably. 146
TYPES OF TENDERING/ DIFFERENT TYPES OF TENDERING
147
1. OPEN TENDER
148
1. A higher cost associated with duplicating tender documents.
2. A higher cost of administration of tenders.
3. Problems of selecting a best bid from a wider range of bids.
Open tender can be either open-local or open-international tender.
149
2. RESTRICTED/SELECTED TENDER
150
Negotiating about prices is usually not permitted.
Discussions may take place between bidders and buyers only for the purpose of
clarifying or supplementing the content of tenders.
It may be approached in two ways:
1. As a single-stage tendering.
2. As a two-stage tendering.
151
A single-stage select tendering:
- Buyer will select a specific number of bidders who will then be invited to submit their
tenders.
In a two-stage select tendering:
- Buyer will first call bidders for registration of interest from suitably qualified and
experienced contractors. Then, buyer will invite only a small number of contractors to
submit their tenders.
152
3. NEGOTIATED PROCEDURE
Buyer may go directly to one or more seller and negotiate with them the
terms of a contract.
This type of procedure is used only in relatively exceptional cases:
- Technical reasons
- Emergency
- Exclusive rights
- Monopolistic
153
4. COMPETITIVE TENDER
Conducting post-tender discussions both with tenderers who have submitted
final bids and with the preferred bidder (the one who has provided the most
advantageous tender).
Competitive dialogue procedure is relatively new.
It does not really mark any big change in approaches to complex procurement,
but largely reinforces best practice.
Competitive dialogue is time-consuming.
By its nature, the process is slower than a straight- forward restricted or
negotiated procedure.
154
TENDERING APPROACHES AND TERMINOLOGIES
155
RFP (request for proposal)
A solicitation tool issued by a buyer to a supplier, the RFP is designed
to ask a number of suppliers to make specific proposals regarding how
they would meet some stipulated requirements.
A good RFP should always include a voluntary section which gives the
supplier the opportunity to make an alternative proposal.
156
RFQ (request for quotation)
The RFQ is a solicitation tool issued by the buyer to a number of suppliers
and designed to ask for specific commercial or pricing proposals.
Using the RFP responses, RFQs invite a number of suppliers to respond,
perhaps following the use of the RFP responses as a prequalification stage.
157
Receive
Clearly Define
Issue RFI Information Evaluate Suppliers Create Short-list
Business Needs
Reports
Receive
Prepare Contract Proposals/
Quotations
Select Supplier
Negotiations Sign Contract Initial Payment
and Offer
158
EXAMPLES
159
HOW TO TENDER- QP
Tenderers shall comply with the requirements (list of needs) specified in the
respective public Tender advertisement or Invitation To Tender.
The tenderer shall thoroughly familiarize itself with all the laws, including but not
limited to Qatar Labor laws, and the Qatar Ministry of Economy and Finance
requirements regarding commercial registration of companies.
160
Public (open) Tenders, are published regularly in local news papers and Qatar
Petroleum website. 2 means of communication at least.
Non-refundable Tender fees are applicable as specified in the Tender Document.
Tender Documents will be normally issued as soft copy in DVD/CD
It is strongly recommended that the Tenderer attend any scheduled site visit and mid-
tender meeting
161
Any queries relating to the Tender Documents or submitting a Tender must not be
raised by telephone or personal contact, but must be submitted in writing, preferably
by fax.
Tender Bulletins are sent to all Tenderers during the Tendering period.
The Tenderer must submit a provisional Bank Guarantee (Tender Bond).
162
The Tender Documents, including any drawings, specifications, etc. (needs SOW),
forwarded to the Tenderer shall continue to be the sole and exclusive property of QP.
QP will not be responsible for any costs or expenses incurred by the Tenderer in
connection with its Tender, any site visit, attending meetings, obtaining additional
insurance.
Details of Awarded Contracts against Public Tenders are published on the QP
Website.
163
QP shall notify the successful Tenderer in writing of QP’s acceptance of its Tender,
subject to the following conditions:
a) Submittal and acceptance by QP of Performance Bond in the form of a Final Bank
Guarantee,
b) Submittal and acceptance of necessary Insurances.
c) Signing of the Contract Documents.
164
PROCUREMENT CYCLE
165
PROCUREMENT CYCLE / SIMILAR TO LEAD TIME
Identifying and defining needs
Identifying needs
Requisition
• Clarifications
Challenging needs
• Challenge over specified
• Suggest alternatives
• Specifications
Defining
needs • SLA
• Contract terms
Specifications
166
CUSTOMERعميل: ANY INDIVIDUAL OR COMPANY PURCHASING GOODS.
CONSUMERمستهلك: USES THE PRODUCT FOR CONSUMING/ USING THE PRODUCT.
CLIENTزبون: REGULAR OR FREQUENT PURCHASER.
END USER: DEPARTMENT WITHIN THE ORGANIZATIONS
167
168
The procurement cycle has steps to be achieved step No.1
PROCUREMENT CYCLE
1- Specification= Satisfaction (difference between expectations and perception)
Can be defined as a statement of the requirements to be Satisfied in the supply of a
product or service.
169
Specification
PROCUREMENT CYCLE
Types of specifications
Performance
Conformance 4 dimensions:
170
What is Contract?
PROCUREMENT CYCLE
Agreement
Consideration
(Offer and Acceptance)
Elements of
Legally Biding
Contract
171
PROCUREMENT CYCLE
Supplier Appraisal
Definition
172
PROCUREMENT CYCLE
Supplier Appraisal
Competency Cost
Capacity Consistency
Cash Compliance
173
PROCUREMENT CYCLE
Supplier Selection
• Preferred supplier
• Competitive bidding
• Negotiations
174
PROCUREMENT CYCLE
Supplier Selection
176
Contract Management
Contract Administration
Types of Contracts
PART III
Methods of Payments
CONTRACT Types of Bonds
Disputes Resolutions
Types of Delays
177
CONTRACT MANAGEMENT
178
What is a Contract?
To be valid a contract must fulfill the following
requirements:
An offer/ proposal
181
CONTRACT MANAGEMENT
182
CONTRACT ADMINISTRATION
183
A CONTRACT FEATURES
What is a contract?
It is an agreement made between two or more persons for the purpose of obtaining a
certain consideration
- In writing
- By word of mouth (verbal)
- By electronic means (E-commerce/ E-business)
- By any combination of the above
185
ESSENTIAL ELEMENTS OF CONTRACT
1- Agreement
The parties must have reached or be deemed to have reached an
agreement (Meeting of the minds)
2- Intention
The parties must have intended to create legal relations (a lawful
purpose)
3- Consideration
It is any advantage/benefit moving from one party to another, which it
must be possible and legal (mutuality of obligation)
186
The existence of intention:
1- Capacity
The parties must be of sound mind and of age.
2- Legality
A contract must be for a legal purpose.
3- Privity of contract
It states that a person who is not a party to the contract cannot enforce it
even where a contract is expressly for his benefit (e.g. hired ship and the
charterer)
4- Declaration of intention
187
CLASSIFICATION OF TERMS OF CONTRACT
188
1- Express terms (quantity, location of delivery, price, product, method of delivery, etc)
and implied terms
Express terms are stated by the parties and expressly agreed between them.
189
2- Conditions and Warranties
190
WARRANTIES AND GUARANTEES –EXAMPLE
Seller warrants goods for the period of 18 months from the date of delivery or 12
months from the date installation, whichever occurs first.
Seller is responsible to replace or repair defective goods after receiving written
notice.
191
3- Rights and Obligations (duties)
A purchaser has the right to reject material that does not conform with
the terms of the contract.
192
EXAMPLES
193
A full compensation for supplying the goods and performing all supplier’s obligations
under the purchase order, purchaser shall pay seller’s the price.
The purchaser shall have the right to inspection and approval.
Seller shall warrant that the goods shall conform with the specifications.
194
All specifications and drawings supplied by the purchaser shall remain the property of
the purchaser.
Purchaser shall give notice to terminate a contract.
The seller shall indemnify and protect harmless the purchaser, its agents and
employees from all damages.
195
The seller shall conform strictly with all requirements of Qatar Law No. 6 of 1987.
implied mentioned.
Contract shall be read as a whole. Obligation.
The seller shall maintain adequate insurance coverage. Warranty and obligation on
seller.
Seller shall ensure that all Seller Personnel undergo any medical
examinations required by the State of Qatar or Purchaser and shall supply Purchaser
with relevant details of medical and/or health records for Seller Personnel if required to
do so by Purchaser.
196
Seller shall be responsible for Seller Personnel‘s sound and safe operation and
use of any materials, equipment and facilities provided by the Purchaser and shall
ensure that Seller personnel comply with the manufacturers instructions and any
particular operation requirements advised by the Purchaser.
197
Seller’s obligations
Deliver the goods
Assure conformity
199
Major issues in preparing the contract
relate to:
What do you want to obtain? Needs
What do you want to avoid? Delay, damage, losses, less quantity, etc.
200
What you want to obtain
type of purchase (recurring needs or
not, number of suppliers…)
201
What to include or exclude in the
contract
Trends towards outsourcing and new types of relationships
will influence the type of contract
204
PREPARING THE CONTRACTS
205
1. § Identifying the parties §
Why:
* Who is your company is really dealing with?
* Does it have to capacity you need?
* Needed for contractual claims...
221
17. § Notices and communications §
x
ract
ont
Why: It is important to know under C
what conditions this can be done
233
29. § Confidentiality §
235
Forming contract management teams
An excellent communicator
Relationship builder / good interpersonal skills
Able to focus on issues & not personalities
Has a working knowledge of the technical issues
Respected, influential & politically aware
Knowledge of risk management techniques
Knowledge of contract law
Ability to see the “big picture”
Skilled in project management techniques
Skilled negotiator
238
Types of information to include in a contract
management plan
Definitions
Background information & supply strategy
Contract management team
Supplier details
Partnering information (if relevant)
Contract management scope
Key provisions of the contract
§§§ 239
The contract schedule
Draft the network flowchart
Confirm:
level of detail displayed
activity sequencing
physical placement
interdependencies with milestones
240
Calculate the preliminary schedule and prepare
a network chart
1 Sequence 1
Lag Dependency Activity A2
0 1 week 5 weeks 10
M1 M2 6
Start M5
4 6 10
Lag
4 weeks M3 M4
Activity A3
Activity A1 4 weeks
2 weeks
241
ITC M9:U3:3.4-5
Make a Gantt (bar) chart
I Task Name
Ju Aug Sep Oc Nov
D
l t 06 13
23 30 07 14 21 28 04 11 18 25 01 08 15 22 29 2 2 0 10 1
0 7 3
0 Sample Gantt Chart
1 START
2 Lag time
3 M1 Final assembly and test completed
4 M2 Ready to start packing equipment
5 A2 Pack and ship equipment to customer
6 Lag time
7 M3 Arrangements for crane hire at destination started
8 A1 Arrange crane hire at destination & confirm with site personnel
9 M4 Crane hired and site personnel notified
10 A3 Deliver crane to site and assemble
11 M5 Ready to off-load equipment from transport vehicle
242
ITC M9:U3:3.4-6
Critical path networks
The network (non-scalar) below represents a
certain contract. It shows the milestones and the
duration of each activity linking the milestones.
Work in teams to answer the questions that follow.
243
Communicating priorities
You need to be aware of the relative priority of
TIME, COST and QUALITY
12
9 3
6
2 3 1
244
TYPES OF CONTRACTS
245
You can use contract type to control the share of risk assumed by the contractor and
the buyer.
Contract should reflect:
- The type of work involved
- The balance of risk and reward between the parties
- The overall commercial deal
246
There is a great temptation to take a contract form off the shelf and then make the
deal fit the document.
THIS IS THE WRONG WAY ROUND
Always do the deal first, taking account the type of work/service to be provided, and
also taking care to assess the risks, then select the relevant contract form.
247
CONTRACT TYPES
• Firm fixed price
Fixe • Fixed price with economic price
d • Fixed price determination
Pric
e
• CPAF
• CPFF
Cost • Time and materials
type
248
1. FIXED PRICE CONTRACTS
The supplier is obligated to deliver the product called by the contract for a fixed price.
It is normally used where specifications are well defined and cost risk is low.
249
Firm Fixed Price (FFP)
- The most preferred type of contract.
- An agreement to pay a specified price.
- FFP is appropriate in competitive bidding.
Fixed Price with Economic Price (FPEPA)
- Used to recognise economic contingencies.
- FPEPA contract is an FFP contract that includes. economic price adjustment clauses.
Fixed Price Redetermination (FPR)
- A firm fixed price is set for initial contract.
- A fair price can be for initial period, but not for subsequent period.
250
2. INCENTIVE CONTRACTS
251
3. COST TYPE CONTRACTS
The buyer is obligated to reimburse the supplier for all allowable, reasonable costs incurred and to pay a fixed fee.
The supplier is obligated to provide its best efforts.
It has many types of contracts, including:
- Cost contracts
- Cost sharing contracts
- CPFF
- CPAF
252
Cost Contracts
- Contractor receives no fee, and it is used for research and development work
particularly with non-profits and educational institutions, or other non-profit
organisations.
Cost Sharing Contracts
- It is a cost-reimbursement contract in which the contractor receives no fee and
is reimbursed only for an agreed-upon portion of its allowable costs. Cost-
sharing contracts can be used for basic and applied research efforts performed
by non-profit and educational institutions
253
Cost Plus Fixed Fee (CPFF) Contract
- The buyer pays the seller for allowable performance costs plus a fixed fee
payment usually based on a percentage of estimated costs for
doing the work.
- CPFF is relevant where technical and schedule risks are high.
Cost Plus Award Fee (CPAF) Contract
- The buyer reward the supplier on a periodic basis for the application of
efforts in meeting the buyers stated needs.
Time and Materials Contract
- In case of repairs to machinery, the precise work to be done cannot be
predicted in advance. The parties agreed on a fixed rate per labor hour.
254
Time and materials contract is designed for situations where the amount or duration
of work cannot be predicted and, as a result, where the costs cannot be estimated
realistically.
Under this type of contract, the parties agree on a fixed rate per labor hour that
includes overhead and profit, with materials supplied at cost.
255
CONSIDERATIONS WHEN SELECTING CONTRACT TYPES
Unstable labor conditions
Risk
Unstable market conditions
Improvement in production is required Improvement in production using technology
Product or service requires development Service level (extra charge for customized services)
Design is not completed or may change Design of product not completed/ high risk
256
RISKS ASSOCIATED WITH CONTRACT TYPE
Buyer/seller risk in major contracts
MATCHING CONTRACTS TO TENDER
DOCUMENTS
Open tender
FPC
Request For Proposal Cost Plus
260
Q.
Which type of contract has the highest risk for the buyer?
A. Fixed price
B. Reimbursed time
C. Time and materials
D. Cost plus
261
Q. Which type of contract has the highest risk for the seller?
A. Fixed price
B. Reimbursed time
C. Time and materials
D. Cost plus
262
TODAY’S CHALLENGES REGARDING FORCE
MAJEURE
263
§ Force majeure §
A delay in total or partial failure of performance shall not constitute a termination if it is caused by force majeure
that can not be foreseen before the effective date.
It may be due to:
- Act of good
- Embargo, expropriation and confiscation by governmental authority
- War or terrorism
- Lawful or unlawful strikes
- Maritime disasters
265
INSPECTION, ACCEPTANCE, REJECTION
266
• Conduct by the buyer.
• Inspection can lead to either acceptance or rejection.
INSPECTION - EXAMPLES • If you accept there are 2 conditions: 1- you don’t have the right to
reject any accepter materials. 2- you have to make payment to the
supplier.
• If you rejected there are 2 conditions: 1- go for penalty. 2-
terminate the contract. You can do both.
Purchaser has the right to inspect, test and examine the goods.
3Pl can be used for inspection purposes.
267
ACCEPTANCE -EXAMPLES
Inspection by purchaser at the seller’s premises shall not constitute final acceptance.
If defects are discovered at purchaser’s place, costs shall be for seller’s account.
268
LIABILITY - EXAMPLES
Contractor shall protect, save and indemnify the purchaser, its agents and employees
fro any damage arising out of the supply.
269
PENALTY/LIQUIDATED DAMAGES CLAUSE شرط جزائي
270
PENALTY/LIQUIDATED DAMAGES CLAUSE
Liquidated damages clause: are damages whose amount the parties designate during
the formation of a contract for the injured party to collect as compensation upon a
specific breach (e.g., late performance)
Unliquidated damages clause: Damages that are sufficiently uncertain and are not
mathematically calculable or are subject to a contingency which makes the amount of
damages uncertain.
Penalty clause: its purpose is to punish the party in breach rather than to compensate
the injured party.
271
The damages are "liquidated" in the sense that the contract sets forth a specific sum
that will be paid as damages, whatever the actual amount of damages may be.
However, the amount of "liquidated damages" should roughly parallel what actual
damages might realistically be.
272
ARE LIQUIDATED DAMAGES CLAUSES ENFORCEABLE?
If the clause is a genuine pre-estimate of the loss which is likely to be suffered by the
innocent party as a result of a breach of contract, then it is enforceable. The parties
are limited to that calculation even if the innocent party's loss is more than the amount
claimed.
If the amount claimed is not a genuine pre-estimate of loss then it is likely to be
unenforceable.
273
The intent of liquidated damages is simply to measure damages that are hard to
prove once incurred.
If the liquidated damages are disproportionate, they can, however, be declared
a penalty. The clause is then void, and recovery will be limited to the actual damage
that results from the breach.
The courts consider two elements to determine whether
a liquidated damage clause is enforceable.
1- The first is the uncertainty element;
2- The second element is whether the amount of the liquidated damages is reasonable
in proportion to the actual or anticipated harm.
If it is not, then it is a penalty, which is against public policy, and therefore
the clause is unenforceable.
274
LIQUIDATED DAMAGE - EXAMPLES
When seller fails to deliver agreed goods, he shall be liable for the purchaser for
liquidated damage.
All liquidated damages are agreed between parties.
Liquidated damages rate is 2% of the price for each week and should not exceeding
10% of the price.
275
• 1-
• 2- it is a termination case (due
to a rejection case).
• 3- when the ended (enforced HOW CONTRACTS MAY END
end- law- government-.)
• 4- ending the contract
because of a change in
ownership.
• 5- end the contract by natural
enforcement (pandemic).
• 6- contract breach:1- if there
is a breach of any condition
you have the right to
terminate the contract.
2- unlawful act
3- when there is a breach/ if any
hackers discovered end the
contract.
276
The offer must be definite, clear, complete and final
Accepting an offer leads to a contract
Invitation to treat is different from a contract:
It is an indication of a willingness to receive offers
The offer may be terminated in case of:
- Revocation by the offeror (withdraw before acceptance)
- Lapse of the offer
- Rejection (express or implied)
- Passage of time (nor period prescribed or not made within the period)
- Death of a party
- A conditional acceptance
277
WHAT CONSTITUTES A BREACH?
278
Where any vitiating factor is present in a contract, a contract may be
void, illegal or unenforceable:
279
INTERPRETING CONTRACT PROVISIONS
Interpreting and construing contracts and contract language differ in very important
ways.
Failure to fully understand interpret versus construe frequently results in a few
common errors made by contract reviewers or individuals administering or enforcing
a contract.
Interpreting a contract or portion of a contract deals with the language before the
interpreter.
280
Anyone can read and interpret contract clauses, including all incorporated
documents, appendix, amendments and attached terms and conditions.
Construing a contract requires significantly more training and requires an
understanding of various contract law rules for interpreting, construing
and enforcing contract rights and obligations.
Literal interpretation of a contract may result in the use of unenforceable,
inconsistent or conflicting clauses.
281
COMMON ERRORS MADE IN CONTRACT
INTERPRETATION
282
The Contract as a Whole - A very common error is to read the literal content of
a single provision, without interpreting the provision as a part of the entire
contract.
283
Frequent problems
¨ Applicable law
¨ Bidding strategy
¨ Change of ownership/management
¨ Changed circumstances
¨ Currency fluctuations & foreign exchange
¨ Delays
¨ Delivery
¨ Different business cultures
¨ Dominance
¨ Lack of specificity
¨ Languages
284
ITC M8:U2:2.3-1
INTERPRETATION - EXAMPLES
285
• It is mandatory to be mentioned in all contracts.
• Methods: 1- cash- in advance/ upon delivery
2- bank transfer: in advance/ upon delivery
3- open acc: in the name of the seller
4-
METHODS OF PAYMENT
286
§ Payment conditions §
1. Cash in advance:
Generally used only for small purchases and when the
goods are built to order.
2. Open account
The easiest but requires the highest level of trust.
288
ITC M8:U7:7.2-1
Principal payment methods (Cont.)
3. Documentary letters of credit (3 types)
“Confirmed” means that the seller can obtain confirmation from its
bank that payment will be made upon presentation of the required
documents (e.g., bill of lading) =
1. Instruction to 2. Instruction to
open L/C corresponding bank
9. B/L given 5. B/L
to buyer 7. B/L transferred presented
Buyer Seller
Buyer Seller
8. Payment 10. Payment 6. Payment
’s ’s
Bank Bank
13. Goods 12. B/L used to
arrive after claim goods 4. Master
unloading issues clean
B/L
3. Goods
loaded
290
ITC M8:U7:7.2-3
Managing exchange risk -some options
Agree with the supplier to pay in your own currency
Agree to pay in a currency which is reasonably stable
Agree to pay on the basis of a “basket of currencies”
Purchase the currency you need immediately on the spot market and
hold it in a bank account until the time you need it
Make a “forward” transaction to purchase the currency you need at
the time when needed
292
MINI-CASE STUDIES
Pakistan Vietnam
Transfer of fund between London and Dhaka Dollar transfer from Hanoi to London.
When the money left London, Dhaka was in the At the time, USA had an embargo on trade with
East Pakistan. The next day, the Province declared Vietnam.
independence as Bangladesh. All dollar payment pass through NY, where the
The money was seized in Karachi by Pakistani American government seized the money and held
government. it until the embargo was lifted.
293
• It refers to a precaution to ensure the performance of the supplier.
•
TYPES OF BONDS
294
A performance bond is a form of security provided by a contractor to a developer and
consists of an undertaking by a bank or insurance company to make a payment to the
employer in circumstances where the contractor has defaulted under the contract.
There are two types of performance bond - "on demand" and "conditional".
295
On Demand Bonds
On demand bonds are a standard requirement in many international contracts, as well
as in the petroleum and power industries .
On demand bonds are usually provided by banks, and as the title suggests, the bank is
required to make a payment under the bond whenever this is demanded.
296
Conditional Bonds
A conditional bond is common within construction industry.
Such a bond is usually issued by an insurance company, and payment
is usually conditional upon the employer who makes the call proving
the amount of loss which he has suffered.
In practice, a conditional bond may require litigation before any
payment can be obtained.
297
The value of a performance bond is usually expressed as a percentage of the contract
price, usually between five and twenty per cent of the contract price.
298
BID BOND OR TENDER BOND
A bid bond is issued to support a customer's tender for a particular contract and to
protect the importer for any loss that might occur if the exporter fails to sign the
contract.
Once the tender is accepted it will normally be necessary to replace the bid or tender
bond with a performance bond.
Bid bonds are usually issued for 2% to 5% of the tender amount and are usually
outstanding until the end of the tender process.
No need to know it
299
PERFORMANCE BOND
A performance bond safeguards the importer should the exporter fail to meet its
contractual obligations.
Performance bonds are usually issued for 10% to 20% of the contract amount but may
be fixed by the local law of the importer's country.
300
ADVANCE PAYMENT BOND
301
DISPUTES RESOLUTION
302
Settling Disputes: Methods
The are two groups of methods:
1. Adjudicative methods
INTERNET
306
STAGE 1 – REACH AGREEMENT
FOR MEDIATION
307
STAGE 2 – PREPARE FOR THE
MEDIATION
Apart from the logistical items of time and location, the formalities
of the mediation agreement should be taken care of, together with
an exchange of case summaries.
308
STAGE 3 – THE MEDIATION
309
CONCILIATION
310
There is some disagreement in the industry as to the meaning of
conciliation and mediation. The two terms are used interchangeably.
Any conclusion reached is non-binding, however, it becomes binding if
it is concluded in a signed agreement.
Neither the conciliator nor the mediator is eligible to sit as arbitrator in
subsequent proceedings.
311
LITIGATION
312
ARBITRATION
313
The number of arbitrators is usually 1 or 3.
If 1, both parties agree on an arbitrator.
If 3, each party appoints an arbitrator and the two arbitrators appoint the
third.
In case of failure to agree on an arbitrator, the appointing authority shall
appoint one.
The parties should agree on the rules under which the arbitration shall be
settled, e.g. ICC, UNCITRAL (United Nations Commission on
International Trade Law)
314
Advantages and disadvantages of the
various methods (I)
Litigation & arbitration lead to a final judgment or
award
315
Advantages and disadvantages of the
various methods (II)
Litigation and arbitration are the most expensive methods.
Between litigation & arbitration there is a general preference for arbitration because:
316
Advantages and disadvantages of the
various methods (III)
The more informal methods (mediation,
conciliation, expertise & negotiation):
Avoid the hardening of positions
Can be used rapidly and are cost-effective
Future trends point towards more rapid & efficient access to private & public justice
317
When to state the dispute a ct
n tr
resolution methods in the Co
contract?
For litigation, the place needs to be indicated
318
Drafting the Arbitration Clause: sljs d l jk
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Institutional/supervised arbitration:
320
TYPES OF DELAYS
321
TYPES OF DELAYS
322
CRITICAL VS. NON-CRITICAL DELAYS
Critical delays are delays that affect the project completion, or a milestone date.
Non-critical delays are delays that do not affect the project completion, or a milestone
date.
Regardless of the type of schedule used, all projects have a critical path - the path of
activities that if delayed will delay the completion date.
Extension of time considerations will apply only to those on the critical path or a path
made critical as a result of delays.
323
EXCUSABLE VS. NON-EXCUSABLE
An excusable delay is a delay that is not attributable to the Contractor or for which
the Contractor is not held responsible.
The Contractor shall be entitled to extension of time.
Examples of excusable delays:
Errors in drawings;
Delayed drawings or instructions;
Force Majeure;
Delay in giving access to or possession of the site;
Unforeseeable physical conditions;
Suspension of work by the Employer;
Variations. 324
A non-excusable delay is a delay that is attributable to the Contractor or for which the
Contractor is held responsible.
The Contractor shall not be entitled to extension of time.
Examples of non-excusable delays:
Delay by subcontractors;
Expected weather conditions;
Defects in workmanship.
325
COMPENSABLE VS. NON-COMPENSABLE
326
PART IV Contract Negotiation Process
Negotiation Tactics
NEGOTIATION
327
CONTRACT NEGOTIATION PROCESS
328
Contract Negotiation: A Complex Activity for Both Buyers and
Sellers
329
We All Negotiate Every Day
330
Negotiation Approaches
Natural approach
Non-structured
Informal – not written
Inconsistent results
Process approach
Structured, planned
Documented
More consistent results
331
What Is Different About Global and Domestic Negotiations?
332
The basic phases of negotiation
The Contract Negotiation Process
Steps or 2. Know the other party 2. Prepare the facilities 2. Send mintues ot the other party
actions 3. Know the big picture 3. Use an agenda 3. Offer to write up the contract
9. Select your strategy, tactics, countertactics 7. Send contract to the other party
10. Develop a solid and approved 10. Document agreement or know 8. Provide copies of the contract
plan
334
Phase 1: Pre-negotiation Planning (10-Step Process)
Step 4
Step 1 Prepare Step 2 Step 3 Step 5
Identify
yourself and your Know the Know the big Prioritize
objectives
team other party picture objectives
(interests)
Step 10
Step 9 Develop a
Step 6 Step 7 Step 8
Select your solid and
Create Select fair Examine
strategy, approved team
options standards alternatives
and tactics negotiation
plan
335
The Importance of Price
Schedule
Technology
Obligations (R&D)
Type of Services
contract Price
Miscellaneous Ts and Cs
Products
336
Suppliers and buyers working together to drive out unnecessary costs
The Importance of Terms and Conditions
Payments
Inspection and
And so on
acceptance
Delivery
terms
Financing
Ts and Cs:
Obligations
Cost, Risk Warranties
Spares
Taxes
338
The phases of negotiation – multi-meeting
The phases of negotiation – single meeting
Ranges of possibility
Manipulative techniques and ploys
Two views of the negotiation process
The interpretation of postures
Phase 2: Conducting Negotiations
Step 7 Step 10
Step 6 Step 8 Step 9
Focus on Document
Exchange Use strategy, Make
objectives agreement or
information tactics counteroffers
(interests) walk away
345
Phase 3: Postnegotiation Actions
Step 2
Send Step 3 Step 6
Step 1 Step 5
minutes Offer to write Step 4 Obtain
Prepare Prepare
to the Prepare the required
negotiation negotiation
other up the contract reviews and
minutes results summary
contract approvals
party
Step 7
Step 8
Send contract Step 10 Contract
Provide Step 9
to Prepare Administration Contract
copies of Document
the other contract closeout or
contract to lessons
administration Contract termination
affected learned
party for plan Implementation
organizations
signature
346
TIPS: TIMING FACTORS
347
TIPS: LOCATION FACTORS
348
ABC OF GOOD COMMUNICATION
351
PUNCTUATION
352
AMBIGUITY
“we offer iced lemonade and tea to drink and chocolate éclairs
and biscuits to eat.”
- Are the biscuits all chocolate biscuits ?
- Is the tea also iced ?
353
NEGOTIATION TACTICS
354
NEGOTIATING TECHNIQUES (TACTICS)
355
Universally applicable techniques
1- Murder Boards and Mock Negotiations مراوغة
2- Use Diversions
3- Use Questions Effectively
4- Use Positive Statements
5- Be A Good Listener
6- Be caring of Sellers
356
Traditional techniques
1- Keep the Initiative
A good offense is the best defence
2- Never Give Anything Away (in the case of a monopolistic/
very powerful company).
358
Always use WE
because we are SOME BASIC FACTS…
partners.
359
TYPES OF NEGOTIATION SITUATIONS
Types of Situations:
Lose – Lose
Win – Lose
Win – Win The preferred situation.
360
NEGOTIATION TACTICS
Do we have other tactics?
Don’t use the 2nd tactic.
Attacks The 3rd tactic is not preferred hhhhhhh.
Personal Insults Dr. Khalid likes the deadline.
361
DEALING WITH REJECTION
362
NON-VERBAL AGREEMENT SIGNALS
363
1. I am a person of high truth.
1 2 3 4 5
1 2 3 4 5
3. I ensure all of my business partners and team members act honestly, ethically, and
legally, especially when involved in contract negotiations and contract formation.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
364
6. My written communications are professional, timely, and appropriate.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
365
11. I recognize the power of strategies, tactics, and countertactics and use them
frequently in contract negotiations.
1 2 3 4 5
1 2 3 4 5
13. I understand various cost estimating techniques, numerous pricing models, and how
to apply each when negotiating financial arrangements.
1 2 3 4 5
14. I understand generally accepted accounting practices and how to apply them when
negotiating deals.
1 2 3 4 5
15. I am highly computer knowledgeable, especially with electronic sales tools, and/or
electronic procurement tools.
1 2 3 4 5
366
16. I am knowledgeable of e-marketplaces, vertical and horizontal trade exchanges,
e-tendering, and how to use them to buy or sell products/services.
1 2 3 4 5
17. I understand the contract management process and have extensive education,
experience, and professional training in contract management.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
367
Skills to Win - Self-Assessment Survey Worksheet
Questions # Self-Assessment Score (1-5)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Grand Total Score: _______________________________
368
Skills to Win
Self-Assessment Survey
Scoring
90+: You have the knowledge and skills of a master contract negotiator.
80 - 90: You have the potential to become a master contract negotiator, after reviewing
the specialized skill areas and determining in which areas you need to improve
your skills. You are an intermediate contract negotiator.
65 - 79: You have basic understanding of successful contract negotiation skills. You
need to improve numerous skills to reach a higher level of mastery of contract
negotiations. You are an apprentice contract negotiator.
0 - 64: You have taken the first step to becoming a master contract negotiator. You
have a lot of specialized skills areas you need to improve. With time,
dedication, and support (education, experience, and training) you can become
a master contract negotiator.
369
THANK YOU
KHALED ABDALLAH