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SIMBA CHAI SACCO SOCIETY
LIMITED
TENDER AND PROCUMENT
MANUAL
FINAL
JULY 2017
PREPARED BY: SIMBA CHAI SACCO SOCIETY LIMITED
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Table of Contents
1.0 INTRODUCTION ........................................................................................................... 5 1.1 Justification .......................................................................................................................... 5 1.2 Citation ................................................................................................................................. 5 1.3 Definition ............................................................................................................................. 5 1.4 General Objective of Procurement ...................................................................................... 5 1.5 Specific Objectives of SIMBA CHAI SACCO LTD Procurement Policy. .................................. 6 1.6 Scope of application ............................................................................................................. 6 1.7 Deviation .............................................................................................................................. 6 2.0 PROCUREMENT ADMINISTRATION ............................................................................... 6
2.1 The procurement Division ................................................................................................ 6
2.2 Role of Procurement committee ..................................................................................... 7
2.3 The CEO Will: - .................................................................................................................. 7
3.0 SIMBA CHAI PROCUREMENT COMMITTEE ................................................................... 7 3.1 Composition of Tender and Procurement Committee: ................................................... 8
3.2 Role and Responsibility .................................................................................................... 8
3.3 Conflict of interest ............................................................................................................ 8
3.4 Guarding against conflicts of interest .............................................................................. 9
4.0 PROCUREMENT METHODS .......................................................................................... 9 4.1 Open tendering ................................................................................................................ 9
4.2 Restricted tendering ......................................................................................................... 9
4.3 Direct procurement/Purchase ......................................................................................... 9
4.4 Request for proposals ...................................................................................................... 9
4.5 Request for quotations .................................................................................................... 9
5.0 THE PROCUREMENT PROCESS ................................................................................... 10 6.0 STAGES OF PROCUREMENT PROCESS ......................................................................... 10
6.1 Notification Phase .......................................................................................................... 10
6.2 Local purchases or requisition ....................................................................................... 10
6.3 Authority to incur expenditure [AIE] .............................................................................. 11
6.4 Actual purchases ............................................................................................................ 11
6.5 Stocking & Re-order levels ............................................................................................. 11
7.0 TERMINATION OF PROCUREMENT PROCEEDINGS ...................................................... 11 8.0 ANNUAL PROCUREMENT PLANNING/ESTIMATES ....................................................... 11 9.0 DEVELOPMENT OF SPECIFICATION & DETAILS ............................................................ 12 10.0 INVITATION FOR BID/QUATIONS ............................................................................... 12
10.1 Safeguarding the process ........................................................................................... 12
10.2 Corruption, Inducements over procurement ............................................................. 13
11.0 VOIDING/NULLIFICATION .......................................................................................... 13 12.0 THE TENDERING PROCESS .......................................................................................... 13
12.1 Tender Documents ..................................................................................................... 13
12.2 Modifications to tender documents ........................................................................... 14
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12.3 Tender security ........................................................................................................... 14
12.4 Submission & Receipt of tenders ............................................................................... 14
12.5 Changes to tenders ..................................................................................................... 15
12.6 Opening of tenders ..................................................................................................... 15
12.7 Extension, Clarifications/corrections & responsiveness of tenders ........................... 15
13.0 EVALUATION ............................................................................................................. 16 13.1 Evaluation Criteria ...................................................................................................... 16
13.2 Merit points system .................................................................................................... 16
13.3 Evaluation report ........................................................................................................ 17
14.0 NOTIFICATION OF AWARD OF CONTRACT .................................................................. 17 14.1 Performance bond ...................................................................................................... 17
14.2 Complaints/Queries on tender awards ...................................................................... 17
14.3 Contracting ................................................................................................................. 18
14.4 Expediting ................................................................................................................... 18
14.5 Amendments to contracts .......................................................................................... 18
15.0 VERIFICATION OF GOODS .......................................................................................... 18 15.1 Acceptance and receiving of goods ............................................................................ 18
15.2 Rejection of Goods ..................................................................................................... 19
15.3 Insurance Claims ......................................................................................................... 19
16.0 PAYMENT .................................................................................................................. 19 17.0 DISPUTESS RESOLUTION ............................................................................................ 19 18.0 PROCUREMENT/PURCHASE REGISTER ....................................................................... 19 19.0 ACCOUNTABILITY ...................................................................................................... 20 20.0 SUPPLIER EVALUATION ............................................................................................. 20 21.0 DISTRIBUTION OF GOODS .......................................................................................... 20 22.0 PROCUREMENT OF CIVIL ENGINEERING WORKS ........................................................ 20
22.1 Documentation & preparation of Works Drawings ................................................... 20
22.2 Assets management Responsibility ............................................................................ 21
22.3 Civil Works Guidelines ................................................................................................ 21
23.0 PROCUREMENT OF CONSULTANCIES ......................................................................... 21 23.1 Responsibility for selection of consultants ................................................................. 21
24.0 PROCUREMENT RECORDS .......................................................................................... 21 24.1 Computerization of Records & Other records ............................................................ 22
25.0 PROCUREMENT PLANNING ........................................................................................ 22 25.1 Annual procurement operations/Schedules .............................................................. 22
25.2 Procurement budget planning ................................................................................... 23
25.3 Lead time (Time Scale)................................................................................................ 23
25.4 Lead Time .................................................................................................................... 23
25.5 Audit ........................................................................................................................... 24
25.6 Procurement monitoring reports ............................................................................... 24
26.0 ASSET MANAGEMENT & DISPOSAL ............................................................................ 25 26.1 Disposal Committee.................................................................................................... 25
26.2 Disposal Process ......................................................................................................... 26
27.0 APPENDIX ................................................................................................................. 26
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27.1 Stores Requisition ....................................................................................................... 28
27.2 Local Purchase Order .................................................................................................. 28
27.3 Goods Received Note ................................................................................................. 29
27.4 Materials / Goods Rejection Note .............................................................................. 30
27.5 Contract Reporting Requirements.............................................................................. 31
27.6. Declaration/Signatures ............................................................................................... 37
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1.0 INTRODUCTION It is an accepted fact that in service oriented institutions; the efficiency of operations is closely related to the efficiency of “materials management”. Materials management covers the procurement function, the inventory control and supplies activities. In a savings cooperative SACCO like SIMBA CHAI SACCO LTD, there is need for timely supply of materials, goods, services, works and other inputs for efficient operation and running of programmes and projects.
1.1 Justification The SACCO has operated from inception without a clearly defined procurement policy but with the growth and development plus expansion of operations both in area covered and activities It is therefore, necessary to develop a ‘SIMBA CHAI SACCO LTD Procurement Policy’ to cover the procurement issues to be addressed, not only by the Procurement Division, but also by all the employees of SIMBA CHAI SACCO LTD who are involved in the procurement of goods and services, either as persons responsible for initiating a purchase requisition or as an actual user of goods at the HQ or Branches.
This Procurement policy is a statement of procedures, guidelines, instructions, rules and regulations to be followed by the organization for the purpose of optimizing the efficiency of procurement, and thereby increase the value for money.
It is important to note that the procurement process should not be a barrier or carefree / loose as to hinder the performance of the SACCO in relation to purchase and acquisition of goods, services and works.
1.2 Citation These rules may be cited as SIMBA CHAI SACCO LTD procurement policy (herein referred to as ‘SACCO procurement policy’ to regulate and outline the processes and procedures to be followed by the Sacco in carrying out the procurement and disposal of goods, services & works function
1.3 Definition Procurement is the process of acquisition and delivery of the required Goods and services, by purchase, lease, hire purchase, license, tenancy, franchise or by any other contractual means of any type of works, assets services or goods in any combination.
1.4 General Objective of Procurement The objective of procurement is providing the right quality of goods and services, in the right quantities, from the right sources, at the right prices and at the right time.
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1.5 Specific Objectives of SIMBA CHAI SACCO LTD Procurement Policy. a) Spell out standard procurement practices and procedures b) Provide easily understood advice, guidance and operation instructions on all matters
relating to procurement of goods, services and works within the SACCO c) Specify duties and responsibilities of SIMBA CHAI SACCO LTD personnel involved in
the procurement process. d) Introduce procurement guidelines applicable to SIMBA CHAI SACCO LTD as both as a
community based Institution and an Organization guided, bound and regulated by various laws and rules from relevant government agencies.
e) Facilitate harmonious interaction of the procurement Division with other Divisions both at the Headquarters and branches.
f) Facilitate efficient accountability of funds availed for acquisition of Goods and Services.
g) Inculcate a professional approach to procurement with the view to obtaining best value for money.
h) Act as a basic training tool in procurement, for SIMBA CHAI SACCO LTD employees/officials, and a reference document for persons involved in making procurement decisions within SIMBA CHAI SACCO LTD
i) Facilitate ease of monitoring and the audit within SIMBA CHAI SACCO LTD
1.6 Scope of application This guideline will apply to all and sundry that will at whatever time find themselves involved in carrying out a procurement function for and on behalf of the Sacco So as to ensure that procurement/acquisition of goods and services is done in the most effective, transparent, competent and cost effective way
1.7 Deviation Any deviation from the guide will require clear documented reasons and the alternate method(s) used retained in the SACCO’s records for reference
2.0 PROCUREMENT ADMINISTRATION The Sacco will put in place a proper structure to oversee and ensure the procurement function is properly administered-this will entail administrative structures at both the operational level [staff] and governance level [Board]
2.1 The procurement Division
This function should be in place to ensure smooth operation, centralization, responsibility and accountability. The function as proposed will be manned by at a procurement committee with duties as spelt hereunder;
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2.2 Role of Procurement committee
Will oversee formulation of processes needed in the rundown to a procurement process on a day-to-day basis. He/she will be the link between the HQ and the branches, in relation to identification and authentication of needs, servicing their requisitions, delivery and dispatch goods and on the other hand, be the link between the various suppliers of goods and services and SIMBA CHAI SACCO LTD
The Procurement committee (PC) reports to the Board – SIMBA CHAI SACCO LTD which will advise the CEO on matters relating to procurement. The PC shall –
i. Be responsible for the procurement functions in SIMBA CHAI SACCO LTD and put in
place procurement procedures and regulations acceptable to the management and compliant with government guidelines and regulations.
ii. Provide guidance to the Board and endeavor to ensure that efficient procurement systems are in place and are adhered to.
iii. Formulate timely procurement plans, review existing procedures, supervise daily procurement function, develop and maintain reporting systems and coordinate the efforts of consultants, contractors, suppliers and SIMBA CHAI SACCO LTD officials to monitor the progress on procurement functions and activities
iv. Liaise very closely with the SIMBA CHAI SACCO LTD Finance Department in relation to budgeting, ordering or contracting and payments to suppliers
v. Prepare bidding documents, draft evaluation reports in conjunction with an evaluation team and prepare recommendations for award of contract. Submit the same for review by the PC which will present them for approval by the Board.
vi. Oversee maintenance of all SIMBA CHAI SACCO LTD assets including buildings etc. vii. Ensure safe custody of procurement documents and records
An evaluation team will always be formulated when a procurement process is ongoing –the team should have a minimum of three [3] and a maximum of five [5] members depending on need and technical nature of goods or services.
2.3 The CEO is not part of the procurement committee but ensure timely
procurement of goods and services for proper functioning of the organization
3.0 SIMBA CHAI PROCUREMENT COMMITTEE
Will be an adhoc committee and the composition as well as mandate of the procurement committee and the financial limits applicable are summarized below.
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3.1 Composition of Tender and Procurement Committee:
Chairman - Deputy Chairman - Secretary - Members (Optional) -
Voting will be by simple majority
Three Members must be present (including the chairman of the Committee to
constitute a quorum) Note: membership will not be permanent unless in situations where the member has specific technical knowledge desirable to the committee. The tender committee is free to co-opt other members or summon any person whose contribution is deemed essential to the committee
3.2 Role and Responsibility
SIMBA CHAI SACCO LTD procurement Committee shall be: - i. To award contracts through open tender, restricted tenders, request for
proposals and/or quotations or direct procurement where the contract value exceeds Kshs.100, 000/= per item/batch/category of items per financial year.
ii. To review tender documents and requests for proposals/quotations or direct procurement where the contract value exceeds Kshs.100, 000/= per item.
iii. To award contracts through open tender, for renting, hiring, letting or sub-letting of buildings and other facilities by SIMBA CHAI SACCO LTD.
iv. To evaluate and recommend for award bids through open tender for sale of SIMBA CHAI SACCO LTD surplus, obsolete or unserviceable stores
v. To verify variations of contract conditions and features.
3.3 Conflict of interest A person will be deemed to have a conflict of interest where: -
i. The said person or relative seeks or has direct or indirect pecuniary interest in another person who seeks a contract for procurement.
ii. The said person owns or has a right or has direct or indirect pecuniary interest that results in the private interest of the person conflicting with his/her duties with respect to the procurement.
Relative in reference to this policy refers to a spouse, child, parent, and brother, sister or a child, parent, brother or sister of a spouse or any other prescribed relative
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3.4 Guarding against conflicts of interest A member of staff within the procurement division or otherwise, member of the Board within the tender committee or otherwise or any agent of the Sacco who has a conflict of interest with respect to a procurement
a) Shall disclose the nature of interest likely to give rise to a conflict of interest
within the procurement process b) Shall not take part in the procurement process c) Shall not, after the procurement contract has been entered into, take part in any
decision relating to the said contract
4.0 PROCUREMENT METHODS Emphasis must be put to ensure the procurement process is as open as possible and this is possible with use of the open tendering but circumstances may dictate use of other methods as highlighted below but always the pillars of a procurement process as indicated in 3. Above must be maintained at all costs.
4.1 Open tendering
Will be used where the likely suppliers are free to tender and in most cases its where it may be for goods or services that are common and expectations are that these likely tenderers are not very many
4.2 Restricted tendering
Will be used where certain factors such as nature of goods or services, time frame and costs of the process in general so dictate. The Sacco will seek to restrict tendering to a few suppliers if any or combination of the mentioned factors is in play
4.3 Direct procurement/Purchase
Will be used where the goods being sourced are either of low cost [as per set ceiling], repeat orders and especially with prequalified suppliers or due to urgent nature of need to be met-however, any direct purchase above the set ceiling will have the express authority of the Board.
4.4 Request for proposals The Sacco may use this method where the subject matter is not very familiar or is a first time undertaking-the idea is the proposals presented end up assisting the procuring entity to come up with the specifications from gleaned information
4.5 Request for quotations
The Sacco may use this method where the procuring entity requests from a selected number of suppliers to present quotes on a given item[s] making it easy to have a feel of what might end up being the actual cost-the Sacco will be able to analyze the quotes for a guideline especially for procurement of new or unfamiliar goods, services or works
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5.0 THE PROCUREMENT PROCESS
Procurement is a series of different steps or processes. Depending on the source and the nature of goods or services the procurement process applied may vary. However, sources and products do not alter the principles of procurement but merely emphasize transparency, efficiency and fair competition in the procurement exercise. Given below is a functional chart of procurement process:
Action Basis/Justification
1. RECEIPT OF USER REQUIREMENTS -
With full specifications, Quantities - Justification of need
2. DECISION ON METHOD OF PROCUREMENT
Estimated cost Provision in the budget/provisions - Nature of goods, urgency
3. ISSUE OF ENQUIRY Request for Quotations Formal Inquiries Standard Bidding Documents
4. EVALUATION OF BIDS
Receipt of Bids, bid opening Evaluation; Preliminary Examination technical
evaluation & Price Comparison Review of evaluation by MTC
5. NOTIFICATION OF AWARD CONTRACT
Letter of notification to successful bidder Receipt of Proforma Invoice
6. CONTRACTING
Local Purchase Order Contracts for sale of Goods Contract Form, submission of performance
guarantee. Return bid bonds to all bidders
6.0 STAGES OF PROCUREMENT PROCESS The following are the different stages of a procurement process apart from pre-purchase activities like planning, provisioning and budgeting.
6.1 Notification Phase
Requisitions or bills of materials are received from stores (to replenish the stocks of fast moving items) or user programmes and branches duly authorized by the responsible officer, in any of he following forms.
6.2 Local purchases or requisition
A local Purchase, Requisition, or an internal memo from branches to the procurement Division, requesting for supply of goods or services will indicate: -
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(a) Detailed specifications (b) Unit of measurement (c) Quantity and (d) Estimated cost of the goods if possible [for repeat orders].
6.3 Authority to incur expenditure [AIE]
This rests with the Board but it can delegate to the CEO who may authorize purchase of the required goods or upon receiving the evaluation report if the cost is not more than Ksh.100, 000.00 shillings-in the event of the cost being higher, the matter should be referred to the Board for approval of a direct purchase or constitution of a tender committee.
6.4 Actual purchases
At all time and where need allows an order will be raised by the Financial manager’s office in triplicate where a copy will be left in that office, a copy given to supplier and the Procurement committee. All LPOs [Local Purchase Orders] & LSOs [Local Service Orders] must be signed by three signatories –these are the CEO, Finance Manager (Treasurer) and the Chairman
6.5 Stocking & Re-order levels
The Sacco will establish through the procurement division the optimum & economic order quantity through reorder levels, maximum stock holding level and proper forecast plus planning to avoid holding of excess stock or hand to mouth purchasing 7.0 TERMINATION OF PROCUREMENT PROCEEDINGS The Sacco may at any time terminate a procurement process without entering into contract and give prompt notice of the termination to each person who submitted a tender proposal quotation or in direct procurement all those engaged in negotiations. Such termination may be occasioned by any
a) Factors likely to influence the outcome and negatively impact on the same b) Changed circumstances, demand, requirements, budgets etc
8.0 ANNUAL PROCUREMENT PLANNING/ESTIMATES It is useful to indicate the possible source of supply, particularly, if goods are of a specialized nature. At the end of each financial year [Budget preparation], branches will submit to procurement committee the estimated annual material requirements, to be incorporated in the annual procurement plan for the following year.
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9.0 DEVELOPMENT OF SPECIFICATION & DETAILS The procurement section will develop specifications in close consultation with the users, a description of goods or services to a level that will elicit positive response from suppliers. It involves physical description of goods and their performance requirement. a) Physical/inherent characteristics of the required items. b) Performance requirement of the item i.e. the intended use of the item. c) Example, when a computer is being requisitioned, the following details should be
provided in the specification:
Maximum hard disk capacity Processor speed. Type/Brand of Hardware Packing specifications Instruction manual in English Language
The Sacco will always source goods from authorized dealers unless otherwise agreed by
the tendering committee.
10.0 INVITATION FOR BID/QUATIONS The Procurement Section will recommend the method of procurement for the required items, depending on quantities, costs and past buys whether the sourcing shall be though competitive bidding or direct purchase. This will determine the nature of inquiry to be used for purposes of obtaining suppliers’ offers. An inquiry can be in the following forms;
a) In the case of local purchase: A simple letter of invitation addressed to a set of prospective local suppliers, giving the specifications of the materials required, the unit and quantity required, place of delivery etc, and requesting the suppliers to quote the best price.
b) In the case of Competitive bidding: The letters of invitation are
issued to established suppliers, who are either registered or have successfully dealt with SIMBA CHAI SACCO LTD, requesting them to offer their best quotation for the materials.
10.1 Safeguarding the process
No tenderer should make any unsolicited communications to the Sacco or its agents that might be construed as an attempt to influence the evaluation and comparison of tenders, proposals or quotations
No officer or agent of the Sacco who is not part of the evaluation process shall attempt to influence that evaluation and comparison
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The Sacco will ensure tenders are not either split or inflated to benefit the suppliers as this will increase costs of the process
10.2 Corruption, Inducements over procurement
The Sacco will discourage any attempts at influencing the process by any means such as [not limited]
i. Divulging or soliciting for information, details, specifications, expectations, budgets or any information that may give the tenderer an advantage over the other candidates
ii. Receiving, accepting or soliciting for anything as an inducement with a view to influence the outcome of the tender
iii. Withholding any information, knowledge or specifications about the candidate[s] with a view of influencing the tender process
iv. Inflation of price or cost to make it higher than otherwise for personal gain or otherwise
v. Any attempts at collusion in submission of tenders or otherwise in a bid to influence the outcome
11.0 VOIDING/NULLIFICATION
The Sacco reserves the right to void and nullify any contracts, orders or acquisitions at any stage before delivery where it finds sufficient evidence to prove that the process was unduly influenced or the outcome of the process was based on any misrepresentation of facts or any other grounds sufficient to warrant such action 12.0 THE TENDERING PROCESS a) Invitation to tender-the Sacco shall prepare and solicit for tenders giving clear
information on the following
i). Name and address of the Sacco as the procuring entity however based on circumstances and needs the Sacco may opt not to provide the same
ii). Tender number assigned to the specific proceedings iii). A brief description of goods, works or services being procured including time
limit for delivery or completion b) Explanation on how to obtain the tender documents including the amounts of any
fee c) Instructions as to where and when tenders must be submitted and where and when
tenders will be opened plus whether those tendering will be present during opening
12.1 Tender Documents SIMBA CHAI SACCO LTD shall prepare tender documents that should contain enough information to allow fair competition among those submitting tenders. The documents shall also set out the following: -
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d) Specific requirements for goods, works or services being procured and the time limit for delivery or completion
e) In case of works, relevant drawings and bills of quantities f) General and specific conditions to which the contract will be subject including any
requirement for performance security g) Tender number assigned to the specific proceedings h) Forms for tenders i) Expected number of copies to be submitted with the original j) Any requirement for security to be provided, the form and amount of any such
security k) Any requirements for proof of qualifications of person or entity submitting the
tender
12.2 Modifications to tender documents May be done by adding an addendum within the following context
a) If the deadline for submission of the tenders has not elapsed b) By the initiative of the Sacco or as a response to an inquiry or clarification c) The Sacco shall promptly provide a copy of the addendum to all the parties that
will have submitted the tender officially making the addendum part of the tender documents.
12.3 Tender security
The Sacco may from time to time ask for tender security and determine the form and or amount it will be. Tender security will be forfeited if: -
a) The tenderer withdraws the tender after the deadline for submitting tenders but
before expiry of the period during which the tenders must remain valid b) Rejects a correction of an arithmetic error c) Refuses to enter into a written contract d) Fails to furnish the Sacco with any required performance security e) Tender security will be released immediately upon: -
i) Termination of procurement proceedings ii) Determination of the fact that all the submitted tenders are adjudged to be unresponsive iii) A contract for procurement has been entered into
12.4 Submission & Receipt of tenders
a) All tenders must be in writing, signed and presented in sealed envelopes b) They will bear the assigned tender number c) All tenders must be received before the deadline for submitting tenders and any
tenders submitted after the expiry of the allotted date shall be returned unopened d) All tenders will be placed in a tender box which shall be placed in an open and
accessible place-tenders sent by courier or post must be dropped into the tender
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box by the procurement staff or any other designated person immediately upon receipt
e) If a tender is inadvertently opened upon receipt, such opening must be recorded on the envelope by the person who opened it before placing it in the tender box
f) If a tender document is too big to be placed in the tender box, the Sacco will set out requirements for receipt and securing of the same till date of opening
12.5 Changes to tenders
a) Tenders may be withdrawn in writing before deadline for submission b) No changes/ alterations on substance of the tender will be accepted after expiry
of period of submitting the tenders c) The Sacco will equally not attempt to alter the substance of the tender once the
deadline for submitting has elapsed.
12.6 Opening of tenders a) The Sacco will have a tender committee in place to carry out the opening
process. b) Immediately after elapse of the deadline all received tenders will be opened c) Those submitting tenders or representatives may attend d) All opened tenders shall be each assigned an identification number
During tender opening the following should be done
a) Open a tender opening register b) Records name[s] of all submitting tenders c) Note all individually quoted prices [Total] including any changes or discounts
offered before expiry of submitting period d) If applicable offered tender security e) At opening Members of the tender committee shall f) Sign each tender more than one pages as determined by the whole committee g) Initial in each tender against the quoted price, modification or discount h) Upon completion prepare tender opening minutes showing clear records of all
submitting entities, their offers and any other details-these minutes will be signed by all tender committee members present
12.7 Extension, Clarifications/corrections & responsiveness of tenders
a) Before expiry of the period during which tenders must remain valid the Sacco may extend the period and give notice of such extension to all submitting entities
b) The Sacco is at liberty to seek clarification[s] to assist in evaluation & comparison of tenders as long as it does not change the substance of the tender
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c) The Sacco may correct an arithmetic error in the tender and give prompt notification to the submitting entity where if the submitting entity rejects such a correction, then the tender will be rejected in total and security forfeited
d) A tender will be adjudged to be responsive if it meets all the set conditions-however minor deviations, errors and oversights that do not materially depart from the requirements set out can be corrected without affecting the substance of the tender.
e) If the Sacco determines that all submitted tenders are non responsive then all the submitting entities will be notified
13.0 EVALUATION
The team After receiving the bids the procurement committee shall evaluation and the composition must be such that it allows for competent and transparent evaluation
13.1 Evaluation Criteria
The evaluation criteria must be clearly spelt out at the time of issue of Inquiry/Bidding Documents. Bids arising out of the Inquiry are evaluated, and the most competitive bid recommended for award of contract. The following Evaluation Criteria will be used
a) Compliance to general conditions of inquiry, i.e. delivery, terms,
payments etc. b) Compliance to technical Specifications c) Price offered d) Proven legal capacity to enter into a contract e) Proven qualifications, capability, experience, resources, equipment
and facilities to provide what is being procured
f) That the person[s] are not insolvent in receivership, bankrupt or in the process of being would up and is not subject of proceedings relating to the foregoing
13.2 Merit points system Alternatively, the merit point system for weighing evaluation factors can be applied, to get the best supplier. Evaluation factors are outlined and awarded points out of a total of 100. The bid scoring the highest total of points is deemed to be the most economic. An example of this merit point system for evaluation is as follows: -
(a) Evaluated Price (See below) - 40 points
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(b) Delivery Schedule - 10 points (c) Technical Features - 30 points (d) Service & Spare parts Availability - 20 points Total - 100 points The Price Evaluation formula could be: Price of Lowest Bid Merit Points = ________________________ X 40 Price of Bid under Evaluation
13.3 Evaluation report An evaluation report is prepared and forwarded to and SIMBA CHAI SACCO LTD tender Committee and Board.
14.0 NOTIFICATION OF AWARD OF CONTRACT After securing approval, a notification of award of contract is made to the successful bidder in the following manner:
(a) Local Purchase Order (LPO) for local purchase and “Off-the-shelf” purchase (b) A formal contract is drawn up for sale of goods and signed by both parties (for
procurement where Standard Bidding Documents have not been used).
(c) A contract in the prescribed Form is executed for all competitive bids procurements.
14.1 Performance bond The performance Bond Guarantee in the prescribed form, together with a bank guarantee for advance payment, if applicable, is obtained. A proforma invoice is issued by the supplier. The contract must be signed at this point by the authorized representative of SIMBA CHAI SACCO LTD as the Purchaser and the authorized representative of the Supplier and must be witnessed by persons from both sides.
14.2 Complaints/Queries on tender awards SIMBA CHAI SACCO LTD will;
(a) Inform all the bidders regarding the outcome of the tender, and (b) Wait for 7 working days to receive any reaction /comments from the bidders.
If no comments or complaints are received during the 7 working days, the contract can be signed between SIMBA CHAI SACCO LTD and the winning bidder.
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14.3 Contracting
Formal contracts/agreements shall be entered into with suppliers, format of which will be based on the legal covenants governing Sale of Goods in Kenya, to be signed by the authorized representatives of both the parties. Additional documents, as applicable, e.g. Performance Guarantee as well as Advance payment Guarantee, should the supplier require advance payment, will also be processed. Payment terms and delivery dates will be part of the contract. In the case of local supplies, Local Purchase Orders are processed, in the prescribed format, in favour of the supplier. As an accepted common practice in Kenya, a proforma Invoice or quotation from the suppliers, accepted and confirmed in the form of a LPO from the purchaser linked to the quotation, is treated as a binding contract.
14.4 Expediting
Orders are followed up to ensure adherence to agreed delivery schedules. It involves reminders to suppliers for advice Notes, amendments to contracts where applicable and monitoring progress of the order generally.
14.5 Amendments to contracts
It is important to minimize amendments to the contracts for local orders the seller must acknowledge receipt of Local purchase Order that indicates the delivery terms.
15.0 VERIFICATION OF GOODS Upon delivery to the specified location/destination they must be verified. Verification of Goods will involve:
i. Reconciliation of quantities appearing on invoice and packing list,
with the quantities as per proforma invoice of the supplier, forming a part of the bid document.
ii. Assessment of quality of goods, by checking goods against the
specification given in the bidding document.
iii. Assessment of packaging and labeling of Goods
15.1 Acceptance and receiving of goods If goods are found to be in good order and as per contract terms, an Acceptance Certificate is issued. Suppliers Invoice are endorsed by the CEO and passed to the Finance Division for payment. A delivery Note issued by the supplier is signed by the receiving officer, who in turn passes the Goods to stores for preparation of the Goods received Note. On final acceptance of the Goods, the Performance Bond is returned to supplier.
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15.2 Rejection of Goods Goods that do not conform to specifications or are unsuitable for use are rejected and returned to the supplier. A material Rejection Memo is prepared and the supplier shall acknowledge receipt of the rejected material.
15.3 Insurance Claims Where goods were under an insurance cover and on receipt, they are found to be damaged or short landed, an Insurance Assessor must be called in along with the Supplier’s Agent to inspect the damage or shortage and have the intended claim verified. The intent to claim must be communicated to the Insurance Company and supplier immediately for indemnification.
16.0 PAYMENT For local purchases, the supplier submits an Invoice and copy of the signed Delivery Note to the CEO. These documents are endorsed and passed on to Finance Division for Payment. Other enclosures include copy of Local purchase Order or contract. 17.0 DISPUTESS RESOLUTION All procurement contracts must equally state the methods and procedures of resolving
any arising disputes
In procurement process the following can constitute grounds of dispute;
i. Quality of goods, services or works ii. Delivery dates, time & specified point
iii. Variations of either quantities or price iv. Deviation from specifics in the LPO or LSO without due approval
of the purchaser [commodity, brand or type] v. Unforeseen extra costs of delivery
18.0 PROCUREMENT/PURCHASE REGISTER
A register for local purchases is maintained in the Supplies Division to incorporate the following:
a) Serial number and date of entry b) Number, Date and value of LPO c) Goods description and Quantity d) Name of the Supplier e) Invoice No: date and amount f) Date of receipt of Goods g) Payment Details h) Date and details of dispatch of goods to the centers or users
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19.0 ACCOUNTABILITY All documents relating to the procurement of Goods must be kept safely for purposes of Accountability. They include Requisitions, quotations, LPO, LSOs, Proforma, MTC and/or CMC approvals, Contract, Invoice and Deliver Note duly signed by Procurement Division, When payment is made to supplier a copy of the receipt must be kept by Finance Division. 20.0 SUPPLIER EVALUATION The performance of the supplier must be evaluated in respect to general contract
terms, delivery, after sales service etc. This is important as a reference guide, for future business transactions. The other option is to create a suppliers database and maintain a supplier’s history card including price, delivery, performance etc.
21.0 DISTRIBUTION OF GOODS The procurement Division is responsible for prompt and proper distribution of goods delivered by the suppliers at the warehouse at SIMBA CHAI SACCO LTD Headquarters. An internal delivery or Goods received Note is prepared at the time of dispatch of goods to the various branches. The person authorized to receive the goods on behalf of the respective branch signs this with production of the following: -
a) A copy of the requisition to be availed b) Internal delivery note specifying the items being delivered c) Packing/packaging list d) Manufacturers supplier/warranty where necessary e) Any variations on the requisition to be captured
22.0 PROCUREMENT OF CIVIL ENGINEERING WORKS
i. All requirements for New Buildings must be forwarded to CMC through the CEO.
ii. All requirements for repair and renovations must be sent to the PC plus a copy of the request copied to the CEO and the Chairman for the necessary action and direction to the procurement management. The PC liaises with Finance Division to confirm the amount of funds allocated for the particular item in the approved budget.
22.1 Documentation & preparation of Works Drawings
The PC Liaises with the appointed Architect or Civil Consultants and ensures preparation of designs, working drawings and specifications, and bidding documents. The PC together with the architect and consultants monitors the work of the contractors during the implementation of the works and validates the measurement of work-in-progress and certifies the interim payment certificates to facilitate payments to contractors.
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22.2 Assets management Responsibility The PC reporting to the CMC is responsible in construction and maintenance of all
buildings and related assets for the SACCO. This will be at the level of monitoring and liaison with the parties involved in the construction i.e. the SACCO, architect and the contractor
22.3 Civil Works Guidelines
Procurement of Civil Works is governed by the following guidelines, as applicable from time to time. This generally includes any one of the following methods of procurement;
a) Force account – use of own labour or local labour for execution of works. b) Quotations from at least three reputable contractors for work estimated to cost
not more than Kshs. 500,000.00/= c) Formal invitation for Bids (Standard Bidding Documents for Procurement of
Works)
23.0 PROCUREMENT OF CONSULTANCIES SIMBA CHAI SACCO LTD may engage services of consultants in various fields or disciplines. SIMBA CHAI SACCO LTD HQ through the office of the CEO is responsible for the recruitment/appointment of the Consultants. Consultancy contracts are generally classified into the following categories: -
Local consultants -Short Term-For specific tasks with a definable time frame Local consultants -Long Term-For perpetual tasks
23.1 Responsibility for selection of consultants The CEO’s office is responsible to comply with the selection process of the Consultants in close collaboration with the relevant Technical Divisions for preparation of Terms of Reference, Scope of Work and Evaluation. The CEO’s office is also responsible for preparation of a shortlist of consultants, definition of the evaluation criteria, drafting of contract, issue of Letters of Invitation, receiving the bids for technical offer and financial offer, negotiation and preparation of final contract. The presented recommendation is subject to approval by the CMC 24.0 PROCUREMENT RECORDS Records are very important for effective management of the procurement activities, particularly to maintain a close follow up on the progress of delivery of goods. Every supply contract has an identification number and its own folder to file all letters/documents relating to the contract.
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24.1 Computerization of Records & Other records Computerization of procurement data, using master files or databases enables safe storage of vast volume of information and ensures efficient retrieval of data and is therefore a better method of keeping records. Relevant software for Procurement Records is proposed to be obtained to facilitate this process.
Other records
Apart from procurement records already mentioned, the following records are maintained by the Procurement Section in the procurement Division:
a. Suppliers’/Contractors/Consultants register – to provide details of address
telephone contact, particulars of potential goods and services to be provided. b. Suppliers’/Contractors/Consultants Ratings – to provide historical supplier
performance assessment relating to price, quality, delivery terms etc c. Record of Items Purchased – to provide details of standard specifications of bought
items and supplier particulars. d. Contract records – All contracts signed by SIMBA CHAI SACCO LTD with various
suppliers are recorded and serialized.
e. Order Registers – These provide a record of all orders placed especially for imported goods, and indicates [Letter of credit] LoC No, particulars of shipment, value of contract, expected date of shipment and arrival, and actual date of shipment and arrival.
f. Assets Register – To record quantities and value of individual item of asset g. Received and issued to the SIMBA CHAI SACCO LTD HQ or various branches.
25.0 PROCUREMENT PLANNING Procurement planning is an essential part of procurement function. This is important for making effective and pro-active decisions on the procurement process. The procurement plan is directly linked to SIMBA CHAI SACCO LTD strategic plan plus annual budget proposals. It is important therefore that requirements of vehicles, Equipment, Civil Works and Consultancies by the branches [if any] are submitted to the procurement section on a timely manner to facilitate compilation of Annual Procurement Plan.
25.1 Annual procurement operations/Schedules Every year, on receipt of annual requirement of various branch inputs & HQ, the procurement Division takes the following measures:
a) Consolidate requirements
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b) Decide on procurement strategy c) Prepare packages for procurement d) Decide on procurement methods e) Schedule the procurement f) Prepare a Bar-chart to represent the plan g) Seek approval from the CMC for the overall Procurement plan h) Interact with the finance section to work out the funds requirement for the
procurement plan.
25.2 Procurement budget planning This involves close contact with the Finance Division, for the purposes of ensuring availability of adequate funds. Annually, the Supplies Division must provide the estimated cost of operation based on the procurements plan to the Finance Division, preferably indicating the projected expenditure on a quarterly basis.
25.3 Lead time (Time Scale)
Lead-time is the period taken to obtain a requirement from the time the need is ascertained to its fulfillment. It includes the following operations.
a) Preparation of Requisition b) Forwarding of Requisition to Procurement c) Preparation of inquiry, issue of invitation for Bids, Received Bids, Opening of
Bids, Evaluation and Approval of Bids by MTC and ordering. d) Execution of order by supplier e) Shipment or transportation of goods f) Receipt, Inspection and Storage g) Issue of goods to beneficiaries/actual users.
25.4 Lead Time
Based on past performance and practical experience gained in processing the various types of procurement by the procurement division is possible to estimate the Lead time for procurement of various goods, services or works –the following sample may be used
I) Local Purchases Lead time
To enhance efficiency the following will be the set up for direct and local purchases
a) Receipt, verification and approval of requisitions -3 working days
b) Quotes gathering, inquiries or LPO drawing [in case of repeat orders/purchases] -3 working days
c) LPO issue and delivery of goods To depend on goods /services-maximum -7 working days
d) Distribution-from HQ to branch after receiving within 4 working days
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e) Acknowledgement of receipt and return records within 3 working days
Total Period will be 20 working days
II) Tender process purchase lead time Activity Estimated Time Required
1. Preparations and Approval of Bidding Documents - Preparation of specifications - 2 weeks - Finalization of Bid documents - 1 week
- Approval by MTC - 1 week - CMC Approval - 2 weeks - Printing final copies/Date fixing - 2 weeks
2. Issue of Invitation for Bids - Advertisement and response - 4 weeks
3. Receipts of Bids and Evaluation - Open Bids at MTC and preparation of
Draft Evaluation Report - 2 weeks - Procurement Committee /MTC - 2 weeks
4. Contracting/ Ordering - Notification of Award of contract - 1 week - Receipt of performance Bond - 3 weeks
- Release of Bid Bond - 2 weeks - On receipt of Performance bond - 1 week - Signing of Contract - 2 weeks
Total Number of weeks - 25 weeks
25.5 Audit The procurement division shall be audited routinely by SIMBA CHAI SACCO LTD internal auditors and every year, the procurement records will also be audited as part of the SIMBA CHAI SACCO LTD external audit.
25.6 Procurement monitoring reports
Procurement Monitoring will be done in accordance with the SIMBA CHAI SACCO LTD procurement policy guidelines using the following standard reporting formats:
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I. Contract Expenditure Report - Goods and Works II. Contract Expenditure Report - Consultants III Procurement Management Report - Goods, services and Works IV. Procurement Management Report - Consultant
26.0 ASSET MANAGEMENT & DISPOSAL
Overview Fixed asset management is a major function that will be carried out jointly by the procurement Division and the Finance Division, to enhance control and accountability over SIMBA CHAI SACCO LTD’s fixed assets. The SACCO has a substantial investment in fixed assets and it is important to ensure these assets are properly managed and safeguarded fixed assets are tangible assets with a defined value or cost, capable of being used over a period of time. It is therefore very important to monitor the use of these assets on a long-term basis. The prime objective of Asset management is to design a system of asset accounting tailored for use in SIMBA CHAI SACCO LTD, to maintain a permanent record of assets purchased. Financial records and data are designed to maintain the value of fixed assets based on the normal classification or grouping of assets. In the Annual Accounts, one of the important Schedules to be included for the purpose of audit is the schedule of fixed assets.
Asset Accounting is part of Procurement process & management: It is necessary to maintain records of fixed assets, and the cost centres, i.e. branches & departments. In order to monitor the fixed assets, regular reports will be prepared by the individual branches and headquarters. as outlined below:
i. Quarterly summary of additions to fixed assets – local Purchase: This is
prepared by the branches to report the additions to fixed asset. Separate reports are prepared for the individual category of fixed asset. The same report, when consolidated, forms a part of the supporting schedule for the schedule of fixed assets.
ii. Clearly mark or label the said assets with a serial identification number with details of point of use and tear of purchase for ease of monitoring, care and maintenance
iii. Compile a record of any obsolete, unserviceable or surplus store equipment or goods and forward it to the Procurement committee.
26.1 Disposal Committee
Will be constituted in a similar manner as the tender committee
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The SACCO will from time to time constitute a disposal committee upon advice from the procurement division on the need to dispose off any obsolete, unserviceable or surplus stores equipment and goods. This committee will be expected to authenticate the need to dispose off any item or items as per the recommendations and decide on the method of disposal such as: -
a) Transfer to another entity or part of a public entity with or without
financial adjustment b) Donation or giveaways c) Sale by public tender subject to a reserve price or otherwise d) Sale by public auction subject to a reserve price or otherwise e) Destruction, dumping or burying f) Trade in
26.2 Disposal Process
SACCO will depending on nature of goods to be disposed decide on the best method- Disposal process-the SACCO will carefully plan the disposal program of assets based on the following
a) Well stipulated depreciation regime b) Arising trends and circumstances c) Continued usage and applicability of the assets
It will be important to set a clear method of when to dispose certain assets to avoid running them down as to have no resale value. The disposal method will depend on the nature of assets to be disposed at any given instance and the expectation from the exercise
27.0 APPENDIX [A] Definitions of words/terms used in the policy Addendum additionals either instructions or extra materials to a document Agent A person who acts for or manages the affairs of another or others in business Asset a valuable item or skill-property or goods owned by an institution that have value
and can be used or sold to pay or clear debts
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Audit Official examination of accounts, records or operations of an institution Bids Offer a price in order to buy Civil Of or relating to public or relating to ordinary citizens Corruption Acting or willing to act dishonestly or illegally in return for money or personal
gain Committee Group of people appointed usually from a larger group to deal with a particular
matter Consultant A person or persons who gives expert advice from a professional point Disposal The action of getting rid of goods or assets Evaluation An assessment of a situation aimed at arriving at a desirable result from which
decisions can be made Expedite Help the progress or process move faster Inducement Anything or offer that aims at persuading or influencing a persons decision[s] in a
manner usually favorable to the one offering Inventory A detailed list showing items, stocks Merit Worthy or deserving Nullification Make an agreement or order lose its legal force or effect Policy A plan of action, statement of ideas proposed or adopted by an institution Procure Process of obtaining goods, services or works through purchase, hire, lease etc Quotation Offer price/estimates in consideration goods, services Supplier A person[s] or firm[s] offering supplying goods or services Stock Goods available for sale, distribution or use Tender Make an offer to supply, deliver, and carry out work at a stated price Verify Process of making sure or show the truth, accuracy, justification or confirmation
of a stated state of affairs
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[B] PROCUREMENT DOCUMENTS
27.1 Stores Requisition Branch/Department………………………………………. Ref No…………………………… Delivery Location……………………………………………..Date……………………………...
Article No.
Description QTY Unit Cost Total
Requisition By. ………………………………………………Designation……………………………………… Verified By…………………………………………………………………..Designation………………………………… Approved by………………………………………………………………….Designation…………………………………… Account to be charged…………………………………………………………………………………………….
27.2 Local Purchase Order To ……………………………………………………………………………………………………………….. Of ………………………………………………………………………………………………………………… Supply the following
Article No
Particulars QTY Unit Cost Total Cost Kshs.
Cts
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Amount In Words [Kshs.]……………………………………………………………………………… ………………………………………………………………………………………………………………….. Date of delivery………………………………………Place of delivery……………………………. Terms of Payment……………………………………………………………………………………….. Other Specifications…………………………………………………………………………………….. Authorized Signatories …………………………………… …………………………………. …………………………… Chairman Finance Manager CEO
27.3 Goods Received Note Date…………………………………………………………………………. Ref No………………………………………………………………………. LPO No………………………………………………………………………
Article No
Particulars/Description QTY Condition Action-Accept or Reject
Reasons
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In case of rejection of any or all goods reasons to be clearly stated below ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… Receiving officer Name….………………………………………………………………………………………… Designation………………………………………………………….Signature…………………………………… Supplier or agent Name…………………………………………………………………………………………… Designation/Relation………………………………………………Signature…………………………………
27.4 Materials / Goods Rejection Note Date…………………………………………………………………………. Ref No………………………………………………………………………. LPO No………………………………………………………………………
Article No.
Description/Particulars Condition/Action/reasons Remarks
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Receiving officer Name….………………………………………………………………………………………… Designation…………………………………………………….Signature………………………………………… Supplier or agent Name……………………….………………………………………………………………… Designation/Relation………………………………………………Signature…………………………………
27.5 Contract Reporting Requirements
CONTRACT REPORTING REQUIREMENTS FOR PROCURING ENTITIES The Public Procurement and Disposal Act, 2005 came into force on 1st January 2007 vide legal notice No. 171 and the Regulations were gazetted vide legal notice No. 174 of 29th December 2006 and are now operational. In accordance with the Act and Regulations, procuring entities are required to submit several reports to the Public Procurement Oversight Authority (PPOA).
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Procuring Entity’s should report to PPOA in the following four instances: -
1. Termination of procurement proceedings. 2. Direct procurement of a value exceeding Kshs. 500,000/=. 3. Disposal to employees. 4. Contract awards (for contracts valued at Kshs. 5,000,000/= and above).
Whereas the content for some of the reports is contained in the Act and Regulations, this is not so for others. Arising from that, for each of the four instances where PE’s should report, PPOA has identified the content, format and duration within which each report should be submitted to ensure uniformity in reporting as follows: -
Sec 36(7) - Termination of procurement proceedings. The report shall be submitted to PPOA within 14 days of the termination of procurement proceedings and shall contain the following details; Tender number. Title of the tender. Chronology of events including the dates from the time of requisition to the time of termination. This should include those who bought the tender documents, those that were opened, preliminary evaluation results, and any other minutes of those procurement proceedings. Reason for termination and supporting documentation, e.g. tender committee minutes of the meeting that terminated the tender.
Check list for reporting termination of procurement
Name of procuring entity
Tender No.
Title
Chronology of events of the procurement (up to the step preceding termination backed up by enough documentation)
Reasons for termination
*Attach copy of signed procurement plan as evidence that the procurement was planned for
*Attach minutes that allowed for the termination and copies of termination letters sent to bidders/participants
Reg 62 (3) – report any direct procurement of a value exceeding Kshs. 500,000/- to the Authority within 14 days.
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The report shall be made up of the following contents;
Tender number. Title of the tender. Value of the tender. Reasons for direct procurement. Proof that the conditions for the use of that procurement procedure were met as stipulated by the Act and Regulations (tender committee minutes that approved the use of direct procurement). Negotiation report if any.
Check list for reporting direct procurement above Kshs. 500,000/=
Name of procuring entity
Tender No.
Title
Value of the tender (Kshs.) (more than Kshs. 500,000/=)
Reasons for direct procurement
*Attach tender committee minutes to show that conditions for use of procedure have been fulfilled
Reg 93(2) – report disposal to employees within 14 days of the disposal. The report must clearly demonstrate that the conditions to be met for disposal to employees have been met. This should include the recommendation of the disposal committee and the Accounting officer’s approval. The report should include details of the item being disposed, year of purchase and the reason why it was recommended for disposal (whether unserviceable, surplus or obsolete).
Check list for reporting disposal to employees
Name of procuring entity
Tender/Lot No.
Title:
Name and description of items disposed to employees
Year of purchase
Value of items at time of purchase
Recommended disposal value (Reserve Price)
Actual Disposal Value
Reasons for disposal
1.
2.
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3.
4.
Etc.
*Attach disposal committee minutes
* Attach proof that conditions for disposing to employees have been met (must be in line with supporting documentation)
Contracts awarded by PE’s – circular. Section 46(1) of the Act provides that the Authority shall publish notices of the contracts awarded by procuring entities together with such other information as may be prescribed.
It is envisaged that PPOA will come up with a simple and user friendly electronic method for filing and posting contract awards. However, as we progress to the envisioned scenario, procuring entities are required to submit the following details of contracts awarded quarterly within 14 days of the next quarter by way of reports:
Tender/Contract Number – should be serialized and have some semblance to the tender number. Tender particulars – the comprehensive description and title of the tender proceedings. Status – may vary from preparation, pre-qualification or expressions of interest, tendering, evaluation, award, execution and completion. Procurement method - method used to source for the supplier/contractor e.g. national or international tender (open or restricted), direct e.t.c. Invitation date – date pre-qualification or request for expression of interest was published. Closing/opening date – the date the submissions for pre-qualification or request for expression of interest close and are opened. Notification of applicants – the date applicants are notified of the results. Approval for contract award – the date the tender committee approves award. The name of the contractor/supplier who was awarded the contract. Date the contract is signed between the procuring entity and the contractor/supplier. Contract amount – the value of the contract in Kenya Shillings. Progress status – the progress achieved expressed as a percentage. Contract completion date – date the contractor hands over the completed project or supplier delivers the final consignment. The procurement report must be prepared by the head of the procurement unit and confirmed and signed by the accounting officer/head of procuring entity.
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Publication of contracts awarded will enhance transparency in a great way and keep Kenyans updated on the Governments’ achievements and the progress of public procurement reforms.
The format will be modified in the near future to be able to show contracts to which preferences and reservations have been applied, contracts awarded to SME’s or the youth and such other details that can help the Government apply its procurement as a social economic tool to aid Kenyans in improving their livelihoods.
The revised format will be as shown in the table below: -
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PROCUREMENT REPORT FORMAT
Procuring Entity:
Prepared by: Designation:
Date of Report: Reporting Quarter:
S/NO TENDER/ CONTRACT NO.
TENDER PARTICULARS
STATUS PROCUREMENT METHOD
PRE-QUALIFICATION/ REQUEST FOR EXPRESSION OF INTEREST
INVITATION FOR TENDERS/ PROPOSALS AND APPROVAL FOR AWARD
CONTRACT EXECUTION
Invi
tati
o
n D
ate
Clo
sin
g/
Op
enin
g D
ate
No
tifi
cati
on
o
f A
pp
lica
nts
In
vita
tio
n D
ate
Clo
sin
g/
Op
enin
g
Ap
pro
val
for
Co
ntr
act
Aw
ard
N
oti
fica
tio
n
Dat
e
Co
ntr
ac
tor/
C
on
sult
ant
D
ate
Co
ntr
act
Sign
ed
Co
ntr
act A
mo
un
t
x K
shs.
'0
00
Pro
gres
s St
atu
s (%
)
Envi
sag
ed
Co
ntr
act co
mp
let
ion
Dat
e
1 Fumigation Services
Pre-qualification
National Tender
2 Supply of Vehicles
Tendering International Tender
3 Rehabilitation of Buildings
Execution National Tender (Restricted)
Confirmed and signed by: _________________________________________ Accounting Officer/Head of Procuring Entity
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27.6. Declaration/Signatures We, the undersigned, individually and collectively, give commitment to the
implementation of the Tender & Procurement policy by appending our signatures.
BOARD OF DIRECTORS
No. Name Position Signature
1 Chairman
2 V/Chairman
3 Secretary
4 Treasurer
5 Board Member
6 Board Member
7 Board Member
8 Board Member
9 Board Member
SUPERVISORY COMMITTEE MEMBERS
Name Position Signature
1 Chairman
2 Secretary
3 Member
