needed to manage the procurement strategy; alignment with plans for implementation 2.7 Have factors that may documented evidence that key factors influencing • affect the procurement the procurement strategy have been taken into strategy been addressed? account evidence that the efficiency and predictability of the • procurement process have been considered, with a process in place for addressing the effect of any deviation from the plan and timetable; plans for communication with stakeholders and suppliers 2.8 Will the procurement communication strategy and support mechanisms in • strategy facilitate place communication and evidence that the procurement strategy will include: • operation between the early involvement of suppliers to ensure the potential suppliers and the • design is fully informed by the delivery process client? clearly defined performance criteria with key • performance indicators and a system for measuring performance 2.9 Has the proposed an open, select or direct route is identified • procurement procedure reasons for following the procedure are understood; • been evaluated? related risks (such as effect on timescales and tender costs for suppliers) are evaluated, and the decision is justified and documented 2.10 Is there adequate evidence showing that adequate knowledge of • knowledge of existing and existing and potential suppliers has been considered potential suppliers? evidence of commercial market intelligence, market • sources and potential suppliers evidence of the consideration of track records from • the public and private sectors, showing: the public sector’s ability as a client to work in this • way the private sector’s track record in meeting similar or • equivalent business need) indications of the types of suppliers most likely to • succeed in delivering the required outcomes 2.11 Is the contract contract management strategy takes account of key • management strategy factors such as the required skills, proposed robust? relationship, and management of single or multiple suppliers; and evidence of the continuity of key project personnel. • 2.12 Has the project team evidence of the procurement process complying with • complied with the relevant the Commonwealth Procurement Rules and the procurement policies and agency’s Chief Executive’s Instructions guidelines in preparation of tender documents reviewed, and shown to be • the tender documents? complete and containing an accurate description; for construction projects, include requirements for suppliers to provide relevant occupational health and safety information
needed to manage the procurement strategy; alignment with plans for implementation 2.7 Have factors that may affect the procurement strategy been addressed? • documented evidence that key factors influencing the procurement strategy have been taken into account • evidence that the efficiency and predictability of the procurement process have been considered, with a process in place for addressing the effect of any deviation from the plan and timetable; plans for communication with stakeholders and suppliers 2.8 Will the procurement strategy facilitate communication and between potential suppliers and the client? • communication strategy and support mechanisms in place • evidence that the procurement strategy will include: • the early involvement of suppliers to ensure the design is fully informed by the delivery process • clearly defined performance criteria with key performance indicators and a system for measuring performance 2.9 Has the proposed procurement procedure been evaluated? • an open, select or direct route is identified • reasons for following the procedure are understood; related risks (such as effect on timescales and tender costs for suppliers) are evaluated, and the decision is justified and documented 2.10 Is there adequate knowledge of existing and potential suppliers? • evidence showing that adequate knowledge of existing and potential suppliers has been considered • evidence of commercial market intelligence, market sources and potential suppliers • evidence of the consideration of track records from the public and private sectors, showing: • the public sector’s ability as a client to work in this way • the private sector’s track record in meeting similar or equivalent business need) • indications of the types of suppliers most likely to succeed in delivering the required outcomes 2.11 Is the contract management strategy robust? • contract management strategy takes account of key factors such as the required skills, proposed relationship, and management of single or multiple suppliers; and • evidence of the continuity of key project personnel. 2.12 Has the project team complied with the relevant procurement policies and guidelines in preparation of the tender documents? • evidence of the procurement process complying with the Commonwealth Procurement Rules and the agency’s Chief Executive’s Instructions • tender documents reviewed, and shown to be complete and containing an accurate description; for construction projects, include requirements for suppliers to provide relevant occupational health and safety information operation