Transcript Slide 1

Tender Clarification Meeting
11 June 2012
Request For Proposal No: CORP 2218
The Provision of Specialised Recruitment
Services for a period of
3 Years
Agenda
Description
Time Allocated
Responsibility
1. Opening, Welcome and Apologies
5 minutes
Ellsworth Jonathan
2. Health and Safety
5 minutes
Safety Officer
3. (Presentations)
3.1 Commercial Process
10 minutes
Ellsworth Jonathan
3.2 Quality
20 minutes
Yvette Scott
3.3 Technical
50 minutes
Dorcas Moloi
50 minutes
Curtis Mapuga
3.4 SD&L
4. Closure
2
Tender requirements
• Tender Closing Date: 28 June 2012 at 10:00 am (South
African Time)
• Tender box is situated at the Megawatt Park main
entrance. All tenders must be deposited in the box
• Only tenders stamped by the Tender Advice Centre
will be evaluated.
• The cover page must reference the title of the RFP as
well as the RFP number: CORP NO.2218
3
2015/07/17
RFP Evaluation Criteria
Area
Criteria
Score
Weighted
average
Commercial Evaluation
Vendor Information
B-BBEE Level of Contribution
Localisation Matrix
10%
20%
30%
Rates
100%
10%
Fee/Pricing Structure
Technical Evaluation
Experience and Capability
Company’s years of
experience providing the
specific service
Turn Around Times
Geographic footprint
Performance matrix
Quality
20%
30%
20%
20%
10%
60%
100%
Tenderer’s obligations
• The tenderer must clearly indicate if the tender is for Executive
Search or Head Hunting of general categories of candidates. The
tender will be evaluated for ONE sub-category only
• The validity period is 16 weeks from the RFP closing date
• Eskom requires that NEC3 Professional Services (latest revision)
contract conditions apply to the proposed contract – it is important
that service providers indicate acceptance of these conditions
• All information that is reflected on the evaluation criteria table is
regarded as material and failure to submit it might render the tender
5
non-compliant
2015/07/17
Submission Format
• The proposal shall be submitted as one (1) originals, two (2) copies,
and one (1) CD
• Format as indicated on page 12; must be followed
• Sections must be separated by dividers for ease of evaluation /
reference
NB - Eskom reserves the right not to evaluate and consider tenders that do
not comply strictly with this tender document
6
2015/07/17
Communication
• Queries must be submitted in writing to [email protected] or
fax 086 662 5162, the questions and answers will be published on
the tender bulletin within 2 days
• The closing date for clarifications is three (3) days before the
deadline for tender submission
7
2015/07/17
Eskom Sustainability Dept:
Procurement Quality Assurance
Yvette Scott
Procurement Quality Assurance
• We lead and execute all
Procurement Quality
Assurance activities from
Procurement Strategy to
Contract Award.
Prior Contract
GCD is a member of
2015/07/17
9
Business Risks
The risk of not performing Procurement Quality Assurance can lead to :
Inadequate Quality
specifications in tender
documents
Potential
misunderstanding of
quality requirements by
potential suppliers
Less capable suppliers
could be contracted
Insufficient Quality
requirements in Contracts
Subsequent difficulties with
managing vendor performance
objectively on quality against
original quality requirements
and performance criteria
2015/07/17
Insufficient emphasis of
quality requirements
based on importance &
criticality of products /
services
GCD is a member of
10
PQA
OVERVIEW OF THE PQA FUNCTION
2015/07/17
11
Procurement Quality Assurance activities in
the Supply Chain process
Procurement
Strategy
Meetings
Review Tender
Documents
Attend
Clarification
Meetings
• Agree on evaluation method for tender returnable’s
for quality based on scope of work
• Technical Evaluation Strategy document
• Ensure agreed Quality requirements are included in
tender documents
• Acceptable tender in line with Eskom Requirements
• Clarify with potential tenderers the quality returnable’s
12
GCD is a member of
2015/07/17
12
Procurement Quality Assurance activities in
the Supply Chain process
Tender
evaluation
Supplier
Assessments
Supplier
Negotiation
Meetings
• Evaluate Tender quality returnables in line with the
evaluation quality requirements
• Clarification points, Fair evaluation results, Final Report
• Ensure that capability and capacity assessments are
performed on potential suppliers
• Submit final evaluation reports for potential suppliers
• Negotiate with suppliers on quality deliverables
• Clarified deliverables in line with Eskom’s Quality
Requirements
GCD is a member of
2015/07/17
13
Procurement Quality Assurance activities in
the Supply Chain process
Contract
Placement
• Ensure Quality requirements embedded in contract
• Contract placed with adequate Quality requirements
• Handover and introductions
Handover to
Execution
GCD is a member of
2015/07/17
14
Contracts
OVERVIEW OF THE CONTRACTS FUNCTION
2015/07/17
15
PQA: Involvement during Contract
Placement
Contract
Placement
Handover to
Execution
Importance
• Ensure Quality requirements embedded in contract
• Contract placed with adequate Quality requirements
• Handover and introductions
• Entitlement of Quality Control Personnel
• Enable enforcement of requirements by suppliers
• Contract Quality Requirements are developed for specific contract
forms – critical to review contract before award in order to ensure
inclusion and enforcement
GCD is a member of
2015/07/17
16
Thank you
Technical
Dorcas Moloi
18
Scope of Work
The scope of work will include:
• Sourcing candidates through multiple talent sourcing methods at own cost
• Screening potential candidates according to the job requirement provided
by Eskom
• Pre-selecting candidates on the basis of interviews and tests or
assessments conducted Conduct background screening and checks,
verifications and validation of ID’s, driver, licence, qualifications etc. as well
as provide proof to Eskom in a form of formal reports from reputable
agencies
• Negotiate appropriate salary on behalf of the candidate
• Keep the candidate informed of the recruitment process and outcomes
• Enter into a performance/service level agreement with Eskom to measure
the effectiveness of the agency on quality candidates, price and turnaround
times
6.1.1 Company’s years of experience – 30%
• Please indicate your company’s years of experience in providing the
service per category with an x. This is the measure of the years of
experience as a company providing general recruitment and
executive search services. It is not a measure of the individual’s total
experience in the company or industry.
Sub-cat
Head Hunting of general
categories of candidates
25%
50%
75%
100%
1 year and
2-3 years
4-5 years
More than 5
less
years
Please indicate with an x in
the appropriate block
Executive Search
2 years and
less
3-4 years
5-6 year
More than 6
years
20
Please indicate with an x in
the appropriate block
6.1.2 Turnaround times – 30%
Indicate the turnaround time per category with an x. This measures the
time taken to fill a vacancy, which is from the time you receive a request
from Eskom to the time the candidate accepts an offer of employment.
Sub-cat
Head Hunting of
20%
40%
60%
80%
100%
more than 35
30-35 days
26-30 days
20-25 days
Less than 20
general categories
days
of candidates
Please indicate with
an x in the
appropriate block
Executive Search
more than 50
days
41-50 days
36-40 days
30-35days
Less than 30
days
Please indicate with
an x in the
appropriate block
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6.1.3 Geographic footprint – 20% company
representation
• Indicate the number of provinces your company has offices or
presence in, with an x as well as indicate your international footprint.
Sub-cat
20%
40%
60%
80%
100%
All sub categories
1-3
4-5
6-7
8
9
Yes
No
Please indicate with an X in
the appropriate block
Please indicate with a yes or
no if you have international
footprint as well as indicate
the continents and regions.
Yes=1
No =0
Indicate continents or
regions if answer YES
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6.1.4 Performance matrix (capability to
provide quality service) 20%
All companies taking part in the tendering process will be requested to provide a
performance matrix over a 3 year period. Those companies with less than 3 years’
experience will be requested to provide information from the year of establishments. The
information will be used to measure the experience of the service provider in a specific
industry as well as the relation of the service provider with the candidates and the hiring
firms. This matrix will be used for both executive search and general recruitment.
6.1.4.1 Percentage successful placements
Using the information provided above on the performance matric measure, please indicate
your company’s percentage of successful placements over period of 3 years or less.
Please provide an actual value and not ranges. You may use averages where necessary.
Performance Measure
Percentage successful placements over
period
1
2
3
4
0%-25%
26%-50%
51%-75%
76% - 100%
Please indicate with an x the appropriate
block (Head Hunting of general
categories of candidates)
Please indicate with an x the appropriate
block
(Executive Search)
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Pending on the information available from the service provider, the latest performance information covering at least a period of a year
must be submitted
6.1.4.2 Percentage repeat placements
please indicate your company’s percentage of repeat placement over a
period of 3 years or less. Please provide an actual value and not ranges.
You may use averages where necessary
Performance Measure
Percentage successful
placement
1
2
3
4
0%-25%
26%-50%
51%-75%
76% - 100%
Please indicate with an x
the appropriate block
(Head Hunting of general
categories of candidates)
Please indicate with an x
the appropriate block
(Executive Search)
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6.1.4.3 Percentage first time resolution
• Please indicate your company’s % of successful placement over a
period of 3 years or less. Please provide an actual value and not
ranges. You may use averages where necessary use averages where
necessary
Performance Measure
Percentage terminated
1
2
3
4
0%-25%
26%-50%
51%-75%
76% - 100%
Please indicate with an x
the appropriate block
(Head Hunting of general
categories of candidates)
Please indicate with an x
the appropriate block
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(Executive Search)
% of projects aborted due to not meeting the clients’ requirements, which
is turnaround or quality of cv’s or candidates. Minimum 1 year and a
maximum 3 years
6.1.4.4 Percentage terminated requests
Please indicate your company’s % of cases over a period of 3 years or
less that were terminated due to not meeting the client’s requirements.
Please provide an actual value and not ranges. You may use averages
where necessary
Performance Measure
Percentage repeat
placement
1
2
3
4
0%-25%
26%-50%
51%-75%
76% - 100%
Please indicate with an x
the appropriate block
(Head Hunting of general
categories of candidates)
Please indicate with an x
the appropriate block
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(Executive Search)
Placement of same candidate in more than one company within a period of
18 months. Minimum 1 year and a maximum 3 years
Supplier Development &
Localisation Department
(SD&L)
Monday, 11 June 2012
Curtis Mapuga
Content
1. Legislative /Policy framework
2. GC: SD&L Mandate
3. SD&L Model & Departmental Overview
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
28
The South African government has embarked on various
socio-economic programmes for economic growth.
•
The National Industrial Participation Programme (NIPP) which became obligatory on the
1st September 1996.
•
Accelerated and Shared Growth Initiative (ASGI-SA) introduced in 2006.
•
National Industrial Policy Framework (NIPF) sets out broad approach to industrialisation
that guided the industrial policy, released in January 2007.
•
Broad Based Black Economic Empowerment (B-BBEE) the Broad-Based Black
Economic Empowerment Act (53/2003) gazetted on 9 February 2007.
•
Competitive Supplier Development Programme (CSDP) was introduced in 2007.
•
Industrial Policy Action Plan (IPAP) of the Department of Trade and Industry mapped the
implementation of industrial policy. IPAP was approved by Cabinet in August 2007, and
was later revised by the Industrial Policy Action Plan 2 (IPAP 2) for the years 2011/12 –
13/14.
•
The revised IPAP 2 is a policy with the goal of implementing strategic and specialised
action plans for the major industries that have the biggest impact in achieving national
goals. It defines timeframes and the responsible government departments for each of the
action plans and focuses predominately on manufacturing and other value-added sectors.
•
The New Growth Path (NGP) is an integrated macroeconomic path, designed to deal with
some of the major structural fault-lines of the SA economy, approved in October 2010.
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Content
1. Legislative /Policy framework
2. SD&L Mandate
3. SD&L Model & Departmental Overview
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
30
We have a mandate to contribute positively to the
development of the country
Our mandate is to achieve maximum and sustainable
local development impact through leveraging Eskom’s
procurement spend in a manner that allows flexibility within
the business in order to accommodate government local
development initiatives and policies
31
We have aligned our focus with the government’s
objectives…
Initiative
ASGI-SA
Supplier Development
B-BBEE
Industrialisation
NIPP
Localisation
CSDP
Job creation
IPAP
Skills Development
NIPF
NGP
Development Objectives
ASGISA
NIPF
IPAP
CSDP
NIPP
B-BBEE
NGP
Accelerated and Shared Growth Initiative for South Africa
National Industrial Policy Framework
Industrial Policy Action Plan
Competitive Supplier Development Programme
The National Industrial Participation Programme
Broad-Based Black Economic Empowerment
New Growth Path
We have aligned along local development objectives rather than
policy and other government initiatives, thus we can address the
requirements of multiple programmes simultaneously and without
having to develop new organisations or functions
| 32
Content
1. Legislative /Policy framework
2. SD&L Mandate
3. Departmental Overview in GC
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
33
Eskom Structure
CHIEF XECUTIVE
B A DAMES
PERSONAL
ASSISTANT
K VAN DER BYL
EXECUTIVE
ASSISTANT
GENERATION
BUSINESS
CUSTOMER
NETWORK
BUSINESS
FINANCE
HUMAN
RESOURCES
CORPORATE
AFFAIRS
T GOVENDER
E JOHNSON
P O'FLAHERTY
B BHULUNGA
C CHOEU
(Acting Chief Officer)
CHIEF OFFICER
FINANCE DIRECTOR
DIVISIONAL EXECUTIVE
DIVISIONAL EXECUTIVE
CORPORATE
SERVICES
GROUP
COMMERCIAL
STRATEGY AND
PLANNING
REGULATORY
AFFAIRS
S LENNON
D MAROKANE
CCO
I DU PLESSIS
M ADAM
DIVISIONAL EXECUTIVE
DIVISIONAL EXECUTIVE
SENIOR GENERAL MANAGER
SENIOR GENERAL MANAGER
The Group Commercial structure supports the operating
model and is geared towards achieving the Group
Commercial Mandate…….
Chief Commercial
Officer (CCO)
Dan Marokane
Procurement Risk
and Governance
Exec. Secretary
Refilwe Motau
Project
Sourcing
Commodity
Sourcing
Primary
Energy
Tactical
Sourcing
Supply
Chain Ops
SD&L
Business
Enablement
Pieter Le
Roux
Malesela
Sekhasimbe
Kiren
Maharaj
Fantas
Mobu
Willie
Pretorius
Mandla
Gobingca
Johnstone
Makhubu
35
SD&L Departmental Overview
Supplier Development and Localisation
Strategy and
Planning
Execution
Support
Monitoring and
Reporting
Commercial
Delivery
Set local
development
policies,
strategies and
high-level targets
which are
cascaded to
operational
contract level
Drive the
implementation of
SD &L policy and
execute local
development
strategies and
targets at
transactional
level
Manage local
development
performance
monitoring and
reporting
(including BBBEE reporting)
Ensure
cognisance of
Government and
external policy
and enable
relationship
management
Supplier
Management
Manage
relationship with
Eskom’s
suppliers
| 36
Content
1. Legislative /Policy framework
2. SD&L Mandate
3. Departmental Overview in GC
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
37
SD&L measures impact along these key
performance areas
Key performance areas
Definition
Skills development
•
Increasing the skill base (number and skill level) of
South African workers in areas relevant to the
energy sector and where there is a national
scarcity of skills
Local content
•
Utilisation of Eskom and suppliers’ spend to
develop South African based suppliers relevant to
the energy sector (focusing primarily on BBB-EE,
Black Owned and Youth Owned suppliers)
Industrialisation
•
Utilisation of Eskom and suppliers’ spend to foster
the establishment of new competitive industries in
the energy sector
Employment and job
creation
•
Creation of new jobs by suppliers as a direct result
of Eskom business
Supplier development
•
Providing a platform to develop emerging
suppliers, and further contribution to local
developmental opportunities for national and
international suppliers
38
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Content
1. Legislative /Policy framework
2. GC: SD&L Mandate
3. SD&L Model & Departmental Overview
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
39
SD&L evaluation criteria
The evaluation criteria seeks to increase SD&L evaluation
score allocation in the overall scoring and to ensure all
dimensions of local development are considered:
10%
•
B-BBEE - ownership
(BWO, BO, BPLD at first
tier) and level contribution
20%
Threshold of 60%
•
Local content (and
sub-contracting to local
to site, BWO, LBS and
SBE where applicable)
•
Skills development
•
Job creation (work
opportunities)
| 41
B-BBEE Evaluation Matrix (10%)
Eskom will use the
table
below
to
evaluate this tenders
on B-BBEE
NOTE : 50% Black
Male or Female
QSE
and
LME
(Generic)
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Level 7
Level 8
Evaluation
Criteria
Ownership
score
Zero (0)
Scoring
Black
Black
Disabled Youth
5
4
3
2
0
0
0
0
+
+
+
+
+
+
+
+
Level 9 non Compliant 0+
EME
EME3
EME4
42
5+
2+
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
BWO
76%-100%
3
3
3
3
3
3
3
3
BWO
50%+1- 75%
2
2
2
2
2
2
2
2
BEE / SBE
76%-100%
2
2
2
2
2
2
2
2
BEE / SBE
50%+1-75%
1
1
1
1
1
1
1
1
0
0
0
0
0
0
1
0
1
0
3
0
2
0
2
0
1
0
42
Eskom’s B-BBEE Recognition
Contribution Level
B-BBEE Recognition Level
Level 1
135%
Level 2
125%
Level 3
110%
Level 4
100%
Level 5
80%
Level 6
60%
Level 7
50%
B- BBEE Companies
OTH
43
Level 8
10%
Non - compliant
0%
Changes in the Scoring System
B-BBEE Status
Current Qualification
New Qualification
B-BBEE
recognition level
Level One Contributor
≥100 points on the Generic Scorecard
≥100 points on the Generic Scorecard
135%
Level Two Contributor
≥85 but <100 points on the Generic Scorecard
≥90 but <100 points on the Generic Scorecard
125%
Level Three Contributor
≥75 but <85 on the Generic Scorecard
≥85 but <90 on the Generic Scorecard
110%
Level Four Contributor
≥65 but <75 on the Generic Scorecard
≥80 but <85 on the Generic Scorecard
100%
Level Five Contributor
≥55 but <65 on the Generic Scorecard
≥75 but <80 on the Generic Scorecard
80%
Level Six Contributor
≥45 but <55 on the Generic Scorecard
≥70 but <75 on the Generic Scorecard
60%
Level Seven Contributor
≥40 but <45 on the Generic Scorecard
≥55 but <70 on the Generic Scorecard
50%
Level Eight Contributor
≥30 but <40 on the Generic Scorecard
≥40 but <55 on the Generic Scorecard
10%
Non-Compliant Contributor
<30 on the Generic Scorecard
<40 on the Generic Scorecard
0%
44
SD&L Contribution Matrix (20%)
Overall SD&L Contribution Matrix
Weight
%
Target
Proposed
Local Content
10.00%
100.00%
0.00%
Skills Development Total
90.00%
0.00%
Total Score
100.00%
0.0%
Criteria
Actual
0.00%
Localisation (AsgiSA) Score
Skills Development
Weight
Recruitment Officers
Human Resource Clerk
50.00%
Target
3
50.00%
2
100.00%
5
Proposed
0
0
0
Score
% Score
0.00%
Weighted
Score
Score
(Adjusted by
C21)
0%
0.0%
0.0%
0%
0.0%
0.0%
0.0%
0.00%
The overall SD&L Contribution Matrix gets inputs from the skills
development, job creation and local content matrices.
45
Content
1. Legislative /Policy framework
2. GC: SD&L Mandate
3. SD&L Model & Departmental Overview
4. Key Performance Areas and KPI’s
5. Evaluation Criteria
6. BEE Mechanisms
46
Hierarchy of Supplier Preference
From Black suppliers, in the following order:
 Black Disabled persons or groups operating as Level 3 EMEs,
or QSEs (Level 1-4)
 Black Women-Owned Businesses (BWOs) being Level 3 EMEs,
or QSEs (Level 1-4)
 Small Black Enterprises (SBEs) being Level 3 EMEs, or QSEs
(Level 1-4)
 Large Black Suppliers (LMEs Level 1-4)
47
BWOs – Black Women Owned companies
SBEs – Small Business Enterprises
LBSs – Large Black Suppliers
SOURCE: Eskom Procurement and Supply Management Procedure 32-1034
Set Asides & Price Matching for SMEs
Procurement Mechanisms:
 The setting aside of certain tenders, in whole or in part, for
BWOs and SBEs participation only.
 Negotiating with BWOs and SBEs only, using estimated costs
as the basis;
 Permitting price matching as stipulated in the enquiry;
 Providing advice, assistance and training to Black Suppliers on
how to tender;
48
SOURCE: Eskom Procurement and Supply Management Procedure 32-1034
THANK
YOU
49
49
Questions & Answers
Ellsworth Jonathan– email address
[email protected]