Transcript Tullihallitus

TULLI
TULL
CUSTOMS
Introduction
Jari Forsblom
Head of Procurement
National Board of Customs
Content of my presentation
1. Short overview – Finnish Customs Service
2. Purchasing strategy – Ministry of Finance
3. Purchasing strategy – National Board of Customs
4. Our purchasing process
5. Our organisation for purchases
6. Hansel Ltd. – Finnish Public Procurement Company
7. Purchasing development pilots by Ministry of Finance
8. Public Procurement at EU countries
3
Organization of the Finnish Customs Service
Ministry of Finance
Advisory Committee of Customs
Director General
General Staff
Board of Customs
•Administration
•Foreign trade
•Enforcement
•Taxation
Customs Districts (5)
Customs Laboratory
4
Finnish customs posts on the EU-Russian border
Raja-Jooseppi
Salla
Kuusamo
Vartius
Niirala
Uukuniemi
Parikkala
Imatra
Nuijamaa
Vainikkala
Vaalimaa
Total length of
the border
1269 kilometres
5
CUSTOMS DISTRICTS
Northern
Customs District
Western
Customs District
Aland
Customs District
Eastern
Customs District
Southern
Customs District
6
Personnel 2003
Regional administration
2098
National Board of Customs 326
Customs Laboratory
76
Total 2500
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Staff 31.12.2003
1000
Southern Customs District
900
800
Total 2500 personnel
700
600
500
400
300
Western Customs District
Eastern Customs District
National Board of Customs
Northern Customs District
200
Laboratory
100
Aland Customs District
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RESPONSIBILITIES OF CUSTOMS
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COLLECTING REVENUE
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PROMOTING THE TRADE POLICY
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PROTECTION OF SOCIETY
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Management system of Finnish Customs
Finnish Customs is an operatively
independent government agency under
the Ministry of Finance. The resources
and the key areas of activities are laid
down in an annual result agreement
between the Ministry and the National
Board of Customs
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Purchasing Strategy – Ministry Of Finance
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issued at 15.10.2004
it is based on the idea of ABC Product Strategy Categories
the main target is: to increase productivity and efficiency
the main ways to reach this target are:
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to have better co-operation inside the ministry and between other
ministries and offices
to have better planning of purchases
to carry out them by more efficient way
to concentrate into core purchasing areas
to utilise more the services and experience of our public
procurement company Hansel Ltd.
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Purchasing strategy: National Board of Customs
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it is based on the purchasing strategy of Ministry of
Finance, which is more responsible over the
development of purchasing processes in order to get
cost savings
following also the other guidelines issued by Ministry
of Trade and Industry, which is more responsible over
the legislation on public procurement, like developing
General Terms of Public Procurement for Finland
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Purchasing strategy II
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the key element is own ABC Product Category
classification, which determines that who will take
care of the purchase
the possibilities are:
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to carry the purchase out by ourselves at a) National Board
of Customs –level or at b) Customs District/Laboratory –level
to carry it out a) with the co-operation of some other
ministries or b) by public procurement company Hansel Ltd.
when we take care of the purchase ?
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if the product is classified at A Product Category
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Purchasing Strategy III
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the value of purchase is remarkable, if it is over 40.000
Euros and classified as A product for us, so National Board
of Customs takes always care of the purchasing process, for
we have more competence and resources than our districts
we have already organised the competition and have the
contract in place with the suppliers(s)
the product(s) are technically complicated and we have the
technical knowledge inside the office
it is generally agreed that we will organise Customs Service
wide procurement competition
the purchase of B Category products are partly taken
care by ourselves or partly by Hansel Ltd. / other
governmental office,
Hansel Ltd. takes always care of C Category products
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Purchasing Strategy continues
Price
Purchasing decision
Finance Handling Order
Transport Storage Environment
Quality Planning Administration Freight
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ABC Product Categories
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A Product Class
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Expert and research services provided for our purposes only
ICT (HW & SW) systems with specific requirements
Internal telecommunications networks
Specific law enforcement security systems
Measurement equipment for Customs Laboratory
Special designed patrol boats
Official and protection clothing
Guns with accessories
B Product Class
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Travel management (centralised by Hansel)
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ABC Product Categories II
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Telecommunication services (phones etc.)
Cleaning and facility management services
Facility surveillance and guarding
Printing matters (envelopes, forms, leaflets, books)
Occupational health care services
Training services
IT repair services
PCs, laptops with normal office SW
Normal IT servers for emailing, www-pages etc.
Banking services
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ABC Product Categories III
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C Product Class
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Office furniture
Office supplies
Books, newspapers, magazines etc.
Office machines for copying, faxes, printers etc.
Mobile phones
Cars and other vehicles
Fuel and lubricant
Energy (electricity, heating, water)
Transport services
Postal services
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Our purchasing process
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Specified at our rule book of financial administration,
which tells that how budgetting of purchases is done,
how the book-keeping of fixed assets is organised
and how they are written off or exterminated from
accounting
The rest is specified more closely at the rule book of
material management (the newest version is issued
at 7.11.2003)
The resources and the key areas of activities are laid
down in an annual result agreement between the
Ministry and the National Board of Customs
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Our purchasing process
Budgetting 31.12.,
for items 2.000,Euros and more
Proposal for purchase
signed by the owner
of Cost Center or his
boss(es)
To the Materials
Management Unit
or purchasing
person at district
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Our purchasing process
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Materials Management Unit or trained purchasing
person at the district makes the decision, if the
proposal for purchase is justified or not
He or she will also make the decision of the right
purchasing method (ABC Product Categories):
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to use the existing procurement agreement or
to use one of the procedures mentioned at Public
Procurement Act 1992, if the value is under EU threshold or
to use Open/Restricted//Negotiated Procedure according to
EU Directives, if the value is over EU threshod (154.014,- €)
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Purchasing volumes 2003, TOP 8 Areas,
Totally 29,8 Million Euros
Facility
management
Law enforcement
9
8
7
ICT HW
6
Telecommunication
services
ICT SW
5
4
3
Travel management
2
Consulting fees
1
0
2003
Health care
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Our organisation for purchases
Materials
Management Unit
Procurement
Facility
Management
Security &
Transportation
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Procurement – 7 persons directly and the
rest at 5 districts / laboratory
1. Facility management, bigger law enforcement cases
2. Travel mgnt, official clothing, measuring equipment
3. Office furniture, supplies, machinery, books etc.
4. Vehicles, guns, digital cameras, printing matters etc.
5. ICT HW & SW, mobile phones, consulting etc.
6. Telecommunication networks, telephone switches
7. Internal security devices, environment issues etc.
8. Buyers at 5 districts and laboratory
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Purchasing process
1.VISION
The principles and goals of
the organisation and its PP sector
A.
B.
C.
A.
N.
B.
M.
L.
C.
4. Purchase
process
K.
J.
D.
E.
5.
I.
F.
H.
G.
D.
E.
F.
G.
H.
I.
J.
K.
L.
M. Contract and/or
order
N.
2. Steering and monitoring
3. Development
Market analysis
Planning of the purchase
Chosing the right method for the
purchase
Drafting the Invitation to tender
Planning the award criteria
Sending procurement notice and
/ or invitation to tender
Receival of the tenders
Qualification of the tenderer,
tender form and the contents of
the tender
Evaluating the tenders
Decision making
Informing
Remedies
Monitoring the contract and
delivery
5. Document management
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One practical thing
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Because the tendering process takes so long time,
e.g. 52 days for the cases, where the value goes over
the threshold mentioned at EU Directive, so it is
really important to have technical experts and
knowledge of the products inside the office in order
to save time !
Often purchasing person starts to look for the
possible suppliers, to whom the invitation for tenders
could be sent and then we are losing lots of time and
the quality of tenders could be poor because of
missing technical criterias.
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Hansel Ltd. – Public Procurement Company
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Founded at 1941, non-profit making company
C. 60 employees
Serving all governmental offices, but not
counties/cities
The estimated purchase volume for government 4,5
billion Euros, of which Hansel Ltd. tries to get as big
part as possible (nowadays close to 10 %)
8 service portfolios making the contracts
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Vehicles
Consumables and investment products
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Hansel Ltd. continues
ICT HW & SW
 Travel management
 Fuel and energy
 Financing services
 Office products
 Facility management
Hansel Ltd. is nowadays more important partner for
us so that we can concrete to our core procurement
areas and utilise their contracts as much as possible
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Purchasing developments projects
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Ministry of Finance has launched 4 governmental
wide purchasing development projects on 8.10.2004
National Board of Customs is participating in 3
projects
The projects are:
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To organise and steer better the purchases
Strengthening the co-operation in the field of procurement
Better materialising of service type of purchases
Effectiviness of purchasing process and the usage of IT
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Public Procurement at EU countries
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A study was made at Helsinki School of Business and
Administration on behalf of Hansel Ltd. during
summer 2004
Around 20 of EU countries answered to the
questionnaire
Some good www-links for finding best practices:
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Belgium: http://forcms.p-o.be/
Irland: http://www.ope.ie/ and http://www.etenders.gov.ie/
UK: http://ogcbuyingsolutions.gov.uk/ and
http://www.ogc.gov.uk/ and http://www.pasa.nhs.uk/
Austria: http://www.auftrag.at/ and https://bbg.portal.at/
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LABAI DEKUI !
Klausimais ???
Email: [email protected]