Transcript pm knowledge areas and project procurement cycle
Project Procurement Management
Prof. Dr. Attaullah Shah
O mankind, indeed We have created you from male and female and made you peoples and tribes that you may know one another. Indeed, the most noble of you in the sight of Allah is the most righteous of you. Indeed, Allah is Knowing and Acquainted.
O you who have believed, avoid much [negative] assumption. Indeed, some assumption is sin. And do not spy or backbite each other. Would one of you like to eat the flesh of his brother when dead? You would detest it. And fear Allah ; indeed, Allah is Accepting of repentance and Merciful.
Some quotes about procurement
Labor was the first price, the original purchase - money that was paid for all things. It was not by gold or by silver, but by labor, that all wealth of the world was originally purchased. Adam Smith “Property may be destroyed and money may lose its purchasing power; but character, health, knowledge and good judgment will always be in demand under all conditions.” Roger Babson “Men use care in purchasing a horse, and are neglectful in choosing friends” John Muir.
Purchasing power is a license to purchase power.” Vaneigem Raoul “Excellence in any department can be attained only by the labor of a lifetime; it is not to be purchased at a lesser price.” Samuel Johnson
Some quotes…..
Passion can never purchase what true love desires: true intimacy, self-giving, and commitment” “Experts agree that the best type of computer for your individual needs is one that comes on the market about two days after you actually purchase some other computer.
” Dave Barry It takes me a long time to make a big purchase. Jessica Chastain If a man will make a purchase of a chance he must abide by the consequences. Richard Richards
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“Self-pity is our worst enemy & if we yield to it, we can never do anything wise in this world”
- Helen Keller
CITY UNIVERSITY OF SCIENCE AND INFORMATION TECHNOLOGY, PESHAWAR
Bio details of the Speaker
Dr. Attaullah Shah Vice Chancellor City University of Science and IT Peshawar Previously Director ( Planning and Projects AIOU) [email protected]
, www.drshahpak.weebly.com
+92-333-5729809, +92-51-9057212 Qualification PhD Civil Engineering ,M.Phil Eco ,MSc Structure Engg MBA, MA Eco, MSc Envir Design,BSc Civil Engg (Gold Medal), Post Grad Dip Comp (Gold Medal ) Professional and Field experience: 25+ Years Research Publications in refereed journals and conferences: 25 Journals publications+55 Conference publications Areas of interests Structural Engineering Sustainable built Environment Construction project Management
Engineering Programs
: Fall 2015 (Aug-Feb) BS Electrical Engineering – Telecom – Power- Electronics BS Civil Engineering MS Electrical Engineering MS Engineering Management MS Civil Engineering PhD Electrical Engineering
Faculty of Engineering (PhD faculty
Prof. Dr. Nauman Khan Dean F/O Engineering Electrical Engineering Prof. Dr. Sahibzada Fayyaz Noor Associate Professor Dr. Nasimullah Khan Assistant Anisullah Khan Asstt. Prof. Engr. Abraiz Khattak ( PhD Comp/Defense awaited) Asstt. Prof. Fazal Mohd ( PhD Scholar GIK/CityU sponsored) Civil Engineering: Prof. Dr. Attaullah Shah Assistant Prof. Shahab Samad Shared faculty Prof. Dr. Anwar Fazil Chishti (Economics/Management) Prof. Dr. Jehanzeb (Economics/Management) Asstt. Prof. Muhammad Tahir ( Computer Science) Asstt. Prof. Ghufranullah Khan ( Computer Science)
What is a Project?
An temporary endeavor to create a Unique Product or Service.
A unique one time effort bound by cost, time and resources/technical performance ( CST) and has defined objectives to satisfy the customer needs.
Project is an undertaking having definite objectives, and specific beginning and ending points, limited budgets, defined scope.
Sum of certain activities and tasks required to be performed in a specified period of time with human and non-human resources for specified objectives.
( Is your training a project? )
What is a Project?
Project is a one time non-routine opportunity to develop a new product.
To satisfy the customer to achieve the organizational objectives.
To be completed with in Allocated budget.
Scheduled Time.
Approved Technical Performance.
Approved and agreed Scope of Work.
Without any change in the existing culture.
What is management?
The process of Planning, Organizing, Staffing, controlling and leading .
Project management
: The art of Directing and coordinating the human and non human Resources throughout the life of project by using modern Management techniques to achieve pre-determined objectives of scope, cost, time, quality and participants satisfaction. ( Project Management Institute America) Project management includes: Project Appraisal ( Before Commencement of Project PC-I, PC-II).
Project monitoring. ( During Execution of the Projects PC-III) Project Evaluation ( After Completion of the projects. PC-IV, PC-V)
Project Life Cycle: Three Stages of a Project
Establish Execute Complete
Define project objectives, scope and approach, mobilise project team
Execute the work plan to achieve desired outcome
Wrap up and transition
Project Stages & Project Management Model
Establish Execute Complete
Define project objectives, scope & approach, mobilise project team
Execute the work plan to achieve desired outcome Project Selection Confirm Definition Plan the Executio n Report Status Organise Resources Control the Work
Wrap up and transition Complete Project
Project Stages & Project Management Model
Establish Project Selection Confirm Definition Project Selection
• Define Project Scope • Define Project Objectives • Define Approach • Define Business Case • Select Best Projects
Project Stages & Project Management Model
Establish Project Selection Confirm Definition Confirm Definition
• Understand Project Sponsor expectations • Understand Project Scope • Understand Project Objectives • Confirm any assumptions • Identify Project Risks
Project Stages & Project Management Model
Execute Plan the Execution
• Define Project Deliverables • Develop Work Plans • Develop Scope, Change Control, Issue Management and Sign-off Processes • Develop Risk Mitigation Plan • Develop Quality Plan
Plan the Executio n Report Status Organise Resources Control the Work
Project Stages & Project Management Model
Execute Organise Resources
• Identify Project Team Roles / Responsibilities • Assign Team Members to Work Plan tasks • Communicate responsibilities, target dates, deliverables • Train Team Members • Organise physical resources
Plan the Executio n Report Status Organise Resources Control the Work
Project Stages & Project Management Model
Execute Control the Work
• Monitor work progress • Resolve issues • Measure performance
Plan the Executio n Report Status Organise Resources Control the Work
Project Stages & Project Management Model
Execute Report Status
• Assess project progress • Prepare status reports • Communicate progress to relevant audience group • Follow up any issues resulting from status meeting
Plan the Executio n Report Status Organise Resources Control the Work
Project Stages & Project Management Model
Complete Complete Project
• Complete any development / administrative activities • Obtain sign-off of final project deliverables • Transition to maintenance team where appropriate
Complete Project
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Suggested Skills for Project
Managers
Project managers need a wide variety of skills.
They should: Be comfortable with change.
Understand the organizations they work in and with.
(who to go to, SOP, etc) Lead teams to accomplish project goals.
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Suggested Skills for Project Managers
Project managers need both “hard” and “soft” skills.
Hard skills
include product knowledge and knowing how to use various project management tools and techniques.
Soft skills
include being able to work with various types of people.
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Managers
Communication skills
: Listens, persuades.
Organizational skills
: Plans, sets goals, analyzes.
Team-building skills
: Shows empathy, motivates, promotes esprit de corps.
Leadership skills
: Sets examples, provides vision (big picture), delegates, positive, energetic.
Coping skills
: Flexible, creative, patient, persistent.
Technology skills
: Experience, project knowledge.
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Media Snapshot – Good Project Management Skills from
The Apprentice
Leadership and professionalism are crucial.
Be a team player.
Stay organized and don’t be overly emotional.
Know what your sponsor expects from the project, and learn from your mistakes.
Work on projects and for people you believe in.
Think outside the box.
Trust your team and delegate decisions.
Know the business.
There is some luck involved in project management, and you should always aim high.
Stand up for yourself.
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The Project Management
Profession Professional societies such as the Project Management Institute (PMI) have grown significantly.
PMI
There are specific interest groups in many areas, such as engineering, financial services, health care, and IT.
Project management research and certification programs continue to grow.
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Project Management Certification
PMI provides certification as a Project Management Professional (PMP).
A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam.
The number of people earning PMP certification is increasing quickly.
PMI and other organizations are offering new certification programs 29 of 54
Growth in PMP Certification, 1993-2003
80,000 70,000 60,000 50,000 76,550 52,443 40,000 40,343 30,000 27,052 20,000 18,184 10,000 0 1993 1,000 1994 1,900 1995 2,800 1996 4,400 1997 6,415 10,086 1998 1999 2000 2001 2002 2003
Year
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Project management Processes PMI approach
Five Processes.
Initiating: Authorizing the project or phase Planning: Defining Objectives and selecting approach Execution: Managing human and non human resources to execute the project.
Controlling: Monitoring, evaluation and correcting Closing: Formal acceptance and close out.
Nine Project Management Knowledge Areas
Knowledge areas describe the key competencies that project managers must develop.
Four core knowledge areas
lead to specific project objectives (scope, time, cost, and quality).
Four facilitating knowledge areas
are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management).
One knowledge area
(project integration management) affects and is affected by all of the other knowledge areas.
All knowledge areas are important!
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A Framework for Project Management
Construction Project Lifecycle
Procurement Management
Procurement is acquisition of goods and services.
Project Procurement Management includes the contract management and change control processes required to administer contracts or purchase orders issued by authorized project team members.
Procurement of Items
Procurement means the activities related to purchase, subcontracted items Procurement items are usually classified as goods, work or services (GWS) Goods represent raw material or produced items Work means contracted labor Service means consultation Planning, budgeting, scheduling and follow-up control of all fall under procurement management Logistics plan includes everything related to the transport and storage of materials for the projects. GWS items cannot be scheduled to arrive just-in-time (JIT). Provision must be made to store and protect them until they are needed.
Procurement Management
Procurement management refers to planning and control of the following Equipment , material or components designed and provided by vendors specifically for the project It may be a portion of a work package or entire work package It may be off-the-shelf (OTS) equipment and components bulk material, like cement, metal piping etc.
Consumables items; nails, bolts, lubricants Support equipment for construction, cranes, lifts etc Administrative equipment, computers, project office facilities
Industrial Project Cost Distribution
Item Description
1 Engineering
2 Equipment / Material 3 Construction
4 Testing and Commissioning
Weight
5%
65% 15%
10%
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Project Procurement Management Processes and Key Outputs
Procurement Cycle
Plan Purchases and Acquisitions.
Determining what to purchase or acquire and determining when and how.
Purchase of equipment Procurement of works Procurement of supplies etc
Plan Contracting
potential sellers.
– documenting products, services, and results requirements and identifying Developing the requisite documents Specification No and make etc.
Request Seller Responses.
o
btaining information, quotations, bids, offers ,or proposals, as appropriate.
Inviting bids Inviting quotations Request for Proposals ( RPFs) Expression of Interest ( EOI) etc.
Select Sellers.
Reviewing offers, choosing among potential sellers, and negotiating a written contract with each seller.
Tender/bids opening Evaluation and Assessment of bids Negotiation if required and allowed Selection of the seller/contractor
Contract Administration
– Managing the contract and relationship between the buyer and seller.
Reviewing and documenting how a seller is performing or has performed to establish required corrective actions Provide a basis for future relationships with the seller, Managing contract-related changes and, when appropriate, Managing the contractual relationship with the outside buyer.
Contract Agreement
Contract Closure
– completing and settling each contract, including the resolution of any open items, Closing each contract applicable to the project or a project phase.
Procurement Planning
Procurement planning involves identifying which project needs can be best met by using products or services outside the organization. It includes deciding
whether to procure how to procure what to procure how much to procure when to procure 43
Procurement Planning
Contract Types
Different types of contracts are more or less appropriate for Different types of purchases.
Fixed-price or lump-sum contracts.
Cost-reimbursable contracts.( cost Plus) Time and Material (T&M) contracts.
Fixed Price contracts
Fixed price or lump sum - Cost price with re-determination Fixed price plus incentive fee.
Fixed price plus economic price adjustment Fixed price with successive targets incentives Fixed price for service material and labor at cost.
Time and material labor hours only.
Others methods:
Turnkey Bonus - Penalty Joint venture Combination of the above BOOT ( Build Operate Own and Transfer BOT ( Build Operate and Transfer) Build Lease and Transfer ( BLT)
Selection of project delivery system
All project delivery systems include three participants Owner, designer and construction organization Their relationships vary according to the different systems and ownerships.
Project delivery systems
Traditional design –tender–build ( Design Bid Build)
choice for owners of most construction projects during many centuries
Design –build
Single contract with an organization that becomes responsible for both the design and the construction of the project One of the primary reasons for low productivity in the construction industry is the lack of integration of activities across the project life cycle.
The Design –Build Institute of America (1994) lists potential benefits from the design –build method as follows.
Singular responsibility. - Quality. - Cost savings. Time savings. - Potential for reduced administrative burden Early knowledge of firm costs. - Balanced award criteria. Risk Management
Disadvantages of Design and Build:
Importance of the project brief: Difficult when scope not defined Difficulty of establishing a price for the work.
Costly tendering Short tender periods Potential low quality.
Less control over subcontractor and consultant selection.
Generally less control by the owner over both project definition and execution than design –tender–build projects.
Project manager
Adding a project manager between the owner and the architect/engineer and general contractor This arrangement implies that the project manager contracts with the designer and the general contractor.
Separate prime contracts
The owner contracts directly with individual specialty contractors, each of whom can be considered as a ‘prime’ contractor.
There is no single general contractor to coordinate their work.
An ‘agency’ construction manager may be engaged , who will assist the owner in this coordination, but the chart makes it clear that the construction Manager is not related contractually to the several prime contractors.
Turnkey
The owner and contractor agree on a fixed contract sum for a contract under which the contractor will take responsibility for the entire project.
Agreements are often designated as EPC contracts, because of the prime responsibilities for engineering – providing basic and detailed design, procurement – supplying parts and other goods required for the project and construction – erecting and commissioning the project Seems more like D&B. However, the scope of the contractor’s responsibility is typically broader than basic design, procurement and construction In the UK, a recent turnkey example is the completion of the world’s first commercial digital terrestrial television network for the British Broadcasting Corporation and ONdigital.
Build –own–operate–transfer (BOOT)
The build –own–operate–transfer (BOOT) type of project has evolved as a means of involving the private sector in the development of the public infrastructure.
The term BOT, for build –operate–transfer, was first coined by the Turkish Prime Minister in 1984 in connection with the privatization of that country’s public-sector projects.
Examples of projects that have used the BOOT approach include power stations, toll roads, parking structures, tunnels, bridges and water supply and sewage treatment plants.
It is apparent that such an approach requires a complex organizational structure and carries considerable long-term risk for the project sponsor, while minimizing such risk for the governmental owner.
Joint venture
A voluntary association of two or more parties formed to conduct a single project with a limited duration Joint venture agreements are formed between construction firms or between design firms and construction firms; they do not include owners.
The usual purpose of such an arrangement is to spread the risks inherent in large projects and to pool resources in a way that permits the joint venture to execute a project that would be beyond the capabilities of one of the parties individually.
Force account
project owner acts as the prime contractor and carries out the work with its own forces by providing field supervision, materials, equipment and labor This method is usually confined to relatively small, uncomplicated projects that are built for the owner’s use rather than sold to another party upon completion.
They must consider the tradeoffs among the extra time and expense of the formal contracting process and the possible construction cost savings, potential time savings and improved quality resulting from these competitive or negotiated contracts
Project Delivery Options
System Features Advantages
Traditional design – tender – build Separation of design and construction responsibilities Completion of design prior to selection of contractor Certainty of price Clarity of roles No coordination risk to owner Easy to accomplish changes during design
Limitations
No opportunity for phased construction Fixed price established late in process Owner administers all design and construction contracts No contractor input to design Design – build Single organization responsible for design and construction Single point of responsibility Constructability input during design Fixed price early in process Opportunity for phased construction Difficulty of formulating price prior to design Lack of oversight by designer Costly tendering process Less control by owner Constructio n manager Professional manager to advise owner and designer on construction aspects May be agency type (advisory role only) or at- risk type (more responsibility for on-site performance) Construction expertise available during design phase Construction manager provides advice to owner during construction phase Under ‘at risk’, some risk is removed from owner Increased overhead costs Owner may take on greater risks under ‘agency’ type, especially if multiple primes are used Owner relinquishes some control Project manager Professional manager to advise owner and designer on all aspects of project Owner relies on project manager for coordination of most aspects of project Potential for rapid project start-up and prosecution Owner relinquishes considerable control Increased overhead
System
Project Delivery Options
Features Advantages Document and construct Early design performed under contract to owner Later design performed (possibly by same designer) under contract to contractor Fixed-price contract and complete documentation before construction begins Centralized responsibility Constructability considered during design Limitations Designer may not control whom it ultimately works for New and unfamiliar method Limitations similar to design – build Separate prime contracts Turnkey Build –own– operate –transfer Owner contracts with individual specialty contractors Savings in cost of engaging general contractor Potential for effective phased construction Single organization responsible for all aspects of project including, but not limited to, design and construction Single organisation responsible for designing, building and operating facility for a certain time period, after which it is transferred to owner High degree of control by owner Requires owner construction expertise Owner relies on turnkey contractor for entire project Potential cost and time savings Owner transfers most risk to project sponsor Design tends to recognise long-term cost impacts Constructability considered during design General contractor risks assumed by owner Less clear relationship between designer and on site activities Requires clear and detailed scope and needs statement at beginning of project Owner relinquishes almost all control Major risks to project sponsor Complexity due to large number of parties Long lead time Large up-front costs
System Two Project Delivery Options Features temporary partnership to build a single project Advantages Takes advantage of strengths of each joint venture Allows combined expertise to build large projects Allows each contractor to gain experience in new area or with new type of work Limitations Coordination challenges Like a partnership, requires very clear agreement between the co-vertures Force account Construction project carried out by owner’s own forces Avoids time and expense of tendering Owner can exercise more direct control Workforce may lack needed skills Owner may lack needed managerial expertise No price competition
Statement of Work (SOW)
A statement of work is a description of the work required for the procurement
Many contracts, or mutually binding agreements, include SOWs
A good SOW gives bidders a better understanding of the buyer’s expectations
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I.
Statement of Work (SoW)
II.
III.
IV.
V.
VI.
VII.
Scope of Work:
Describe the work to be done to detail. Specify the hardware and software involved and the exact nature of the work.
Location of Work:
Describe where the work must be performed. Specify the location of hardware and software and where the people must perform the work
Period of Performance:
Specify when the work is expected to start and end, working hours, number of hours that can be billed per week, where the work must be performed, and related schedule information.
Deliverables Schedule:
List specific deliverables, describe them in detail, and specify when they are due.
Applicable Standards:
Specify any company or industry-specific standards that are relevant to performing the work.
Acceptance Criteria:
Describe how the buyer organization will determine if the work is acceptable.
Special Requirements:
Specify any special requirements such as hardware or software certifications, minimum degree or experience level of personnel, travel requirements, and so on.
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Solicitation Planning Solicitation planning involves preparing several documents:
Request for Proposals: used to solicit proposals from prospective sellers Requests for Quotes: used to solicit quotes for well-defined procurements Invitations for bid or negotiation and initial contractor responses are also part of solicitation planning 60
Plan Contracting: Outputs
Procurement /Tender Documents
Procurement documents are used to seek proposals from prospective sellers. A term such as bid, tender, or quotation is generally used when the seller selection decision will be based on price (as when buying commercial or standard items), A term such as proposal is generally used when other considerations, such as technical skills or technical approach, are paramount.
Components of RFP
Introduction
. Provide a brief summary of your project and describe the process and rules for submitting a proposal.
Company
. List the information you need to know about the suppliers Company such as their vision, objectives, market share, customers, expertise and experience.
Solution
. List the information needed to understand the solutions proposed by the supplier, including the total quantity of each solution proposed.
Implementation
. List the information you need to understand the price of each of the solutions proposed by the supplier. This will allow you to compare the total price of solutions offered by suppliers.
Other Information
. List any other information needed to enable a supplier to complete a detailed proposal for the supply of goods and services to the project,
Evaluation Criteria
Evaluation criteria are developed and used to rate or score proposals. They can be objective or subjective Evaluation criteria are often included as part of the procurement documents.
Other Selection criteria
Understanding of need.
How well does the seller’s proposal address the contract statement of work?
Overall or life-cycle cost.
Will the selected seller produce the lowest total cost (purchase cost plus operating cost)?
Technical capability.
Management approach.
•
Technical approach.
Financial capacity.
Does the seller have, or can the seller reasonably be expected to obtain, the necessary financial resources?
Production capacity and interest.
Does the seller have the capacity and interest to meet potential future requirements?
Business size and type.
References.
Can the seller provide references from prior customers verifying the seller’s work experience and compliance with contractual requirements?
Intellectual property rights.
project?
Does the seller assert intellectual property rights in the work processes or services they will use or in the products they will produce for the
Proprietary rights.
Does the seller assert proprietary rights in the work processes or services they will use or in the products they will produce for the project?
Solicitation
Solicitation involves obtaining proposals or bids from prospective sellers Organizations can advertise to procure goods and services in several ways
approaching the preferred vendor approaching several potential vendors advertising to anyone interested
A bidders’ conference can help clarify the buyer’s expectations
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Request Seller Responses: Tools and Techniques
Bidder Conferences
Meetings with prospective sellers prior to preparation of a bid or proposal. To have a clear, common understanding of the procurement All potential sellers are given equal standing during this initial buyer and seller interaction to produce the best bid.
Advertising
Develop Qualified Sellers List
Qualified sellers lists can be developed from the organizational assets if such lists or information are readily available. Whether or not that data is available, the project team can also develop its own sources.
I.
Outline for a Request for Proposal (RFP)
II.
Purpose of RFP Organization’s Background III.
Basic Requirements IV.
V.
VI.
VII.
Hardware and Software Environment Description of RFP Process Statement of Work and Schedule Information Possible Appendices A. Current System Overview B. System Requirements C. Volume and Size Data D. Required Contents of Vendor’s Response to RFP E. Sample Contract 67
Planning for land Procurement
Consultancy Procurement
Civil Works Planning
Road Construction Planning
Procurement of Equipment and Goods
Source Selection
Source selection involves
evaluating bidders’ proposals choosing the best one negotiating the contract where allowed awarding the contract
It is helpful to prepare formal evaluation procedures for selecting vendors Buyers often create a “short list”
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Select Sellers
Selection decision process:
cost can be the primary determinant for an off-the-shelf item,
Proposals are often separated into technical (approach) and commercial (price) sections, with each evaluated separately.
Multiple sources could be required for critical products, services, and results to mitigate risks that can be associated with issues such as delivery schedules and quality requirements.
Select a single seller that will be asked to sign a standard contract.
Select Sellers
Establish a negotiating sequence by ranking all proposals by the weighed evaluation scores assigned to each proposal.
On major procurement items, the overall process of requesting responses from sellers and evaluating sellers’ responses can be repeated.
A short list of qualified sellers can be established based on a preliminary proposal. A more detailed evaluation can then be conducted based on a more detailed and comprehensive proposal that is requested from the sellers on the short list.
Select Seller Techniques
Weighting System
Independent Estimates
Screening System
Contract Negotiation (Not under PPRA)
Seller Rating Systems
Expert Judgment
Sample Proposal Evaluation Sheet
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Be Careful in Selecting Suppliers and Writing Their Contracts
Many dot-com companies were created to meet potential market needs, but many went out of business, mainly due to poor business planning, lack of senior management operations experience, lack of leadership, and lack of visions. Check the stability of suppliers Even well-known suppliers can impede project success. Be sure to write and manage contracts well with all suppliers (see What Went Wrong?) 79
Contract Administration Contract administration ensures that the seller’s performance meets contractual requirements Contracts are legal relationships, so it is important that legal and contracting professionals be involved in writing and administering contracts Many project managers ignore contractual issues, which can result in serious problems
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Contract
• An agreement enforceable by Law •A contract is awarded to each selected seller. •The contract can be in the form of a complex document or a simple purchase order.
• Regardless of the document’s complexity, a contract is a mutually binding legal agreement that obligates the seller to provide the specified products, services, or results, and obligates the buyer to pay the seller.
Contract Administration: Tools and Techniques
Contract Change Control System
A contract change control system defines the process by which the contract can be modified.
Buyer-Conducted Performance Review
Inspections and Audits
Performance Reporting
Suggestions on Change Control for Contracts
Changes to any part of the project need to be reviewed, approved, and documented by the same people in the same way that the original part of the plan was approved Evaluation of any change should include an impact analysis. How will the change affect the scope, time, cost, and quality of the goods or services being provided? Changes must be documented in writing. Project team members should also document all important meetings and telephone calls 83
Contract Close-out
Contract close-out includes product verification to determine if all work was completed correctly and satisfactorily administrative activities to update records to reflect final results archiving information for future use
Procurement audits
identify lessons learned in the procurement process A procurement audit is a structured review of the procurement process from the Plan Purchases and Acquisitions process
Records Management System
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Using Software to Assist in Project Procurement Management
Word processing software helps in writing proposals and contracts, spreadsheets help in evaluating suppliers, databases help track suppliers, and presentation software aids in presenting procurement-related information In the late 1990s and early 2000s, many companies started using e-procurement software to do many procurement functions electronically Companies such as Commerce One, Ariba, Concur Technologies, SAS, and Baan provide corporate procurement services over the Internet Organizations also use other Internet tools to help find information on suppliers or auction goods and services
I have learnt “Silence” from the talkative, “Toleration” from the “intolerant”, & “Kindness” from the unkind; yet strange, I am ungrateful to these teachers.
Kahlil Gibran (1883 - 1931)