PROCUREMENT MANAGEMENT PLAN

POWER FOR CASTAWAY

CARING FOR OTHERS

SUVA, FIJI

26/11/2021
Document Details
Author Modifications Date Version
Adrea Vui Draft 26.11.21 1.0
Cornelia Waradi Draft 26.11.21 1.0
Nitika Ram Draft 26.11.21 1.0
Vasitia Vuniwai Draft 26.11.21 1.0
Usaia Delai Draft 26.11.21 1.0

Approvals
This document requires the following approvals:
Name Role Signature Approval Version
Date
Steve Gates Director 29.11.21 1.0

Distribution
This document has been distributed to:
Name Role Date of Version
Issue
TABLE OF CONTENTS

INTRODUCTION.................................................................................................................................1
PROCUREMENT MANAGEMENT APPROACH......................................................................................2
ROLES AND RESPONSIBILITIES.........................................................................................................3
PROCUREMENT DEFINITION.............................................................................................................5
SELECTION CRITERIA.......................................................................................................................7
COST DETERMINATION.....................................................................................................................8
TYPE OF CONTRACT TO BE USED.....................................................................................................9
CONTRACT APPROVAL PROCESS....................................................................................................10
PERFORMANCE METRICS FOR PROCUREMENT ACTIVITIES............................................................12
PROCUREMENT CONSTRAINTS.......................................................................................................12
PROCUREMENT RISKS....................................................................................................................13
PROCUREMENT RISK MANAGEMENT.............................................................................................20
STANDARDIZED PROCUREMENT DOCUMENTATION.......................................................................20
SPONSOR ACCEPTANCE..................................................................................................................21
INTRODUCTION

Successfully achieving the project objectives is a real challenge for project clients. Every project
is different with varying project drivers, objectives and constraints. This gives rise to a specific
set of risks for each project which demands a unique approach from project to project to ensure
the objectives are realized. The key to addressing this challenge is developing the right
procurement strategy for the project at the very outset and having the professional support to
effectively execute that strategy. Not only will this assist Caring for Others to ensure better
procurement outcomes for this project, it will enable the party who is best able to manage risk to
do so.

A successful project outcome is achievable if the procurement strategy. Achieving procurement

objectives may not be simple, but the increased certainty of being able to deliver project
objectives in the most effective manner resulting from a robust procurement strategy will more
than justify the effort. The purpose of this management plan is to deliver a breakdown of the
project construction delivery methods in consideration for the Power for Castaway Project.

Wholesale estimating and discussing prices are vital when finalizing the planning process for this
document. Careful administrating methods done by Caring for Others would be able to combine
acquire the resources needed for this project given that they purchase the goods in a definite time
period which would in turn lower costs. The reason for creating this management plan is to;
• define the initial concerns and tasks that guarantee the achievement of the procurement plan.
• defining the category of procurement, products, services and the project work;
• categorizing terms and conditions pre-procurement and;
• Choosing which procurement method for procurement is suitable.
• effectively aligns key objectives and constraints of the project
• successfully addresses the project drivers
• appropriately apportions the identified project risks
• efficiently utilizes and procures the right skills and resources to deliver the project
• Suits the level of complexity of the project.

PROCUREMENT MANAGEMENT APPROACH

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Adrea Vui – S11192975 Cornelia Waradi – S98000885
To prevent the risks connected with the present pandemic crisis, the Power for Castaway
procurement management approach provides actionable procurement intelligence, sourcing
strategies, and action plans. In this project, the approach will help with supply chain operations
and following procurement tactics for minimizing losses.
i. Procurement Process.
The procurement for solar panels will be mainly concerned about the quality, adequate
performance ratio, low costing ensuring that the project could achieve cost savings.

a) Project Procurement Process (Contract – Consultant/Contractor)

All contracting and financing shall be done in accordance with the Procurement Guidelines
and process. The Director of “Care for Others” must approve the issuance of invitations to
bid under advance contracting and funding.
The acceptance of contracting and financing involves design, supply, and installation
contractor, as well as the consultants, will be selected and contracts negotiated in advance.
The procurement process, also known as the Consultant and Contractor engagement process,
will follow the outline below:

b) Project Procurement of Goods and Services Process

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 The following procedure will be followed for the procurement of products and services.

ROLES AND RESPONSIBILITIES

Roles Responsibility
Evaluation Committee • Advise the project team of the requirements
• Approval of this Management Plan
• Approval of selected staff members
• Contract approvals
• Procurement tender submissions approvals
Procurement Manager • Has to ensure that the entire process in the
project procurement plan is executed
appropriately
• Classify the service / goods to be procured
from potential suppliers
• Classifying the product that must be
procured from this management plan
• Documentation of all purchase orders for
approval from the project manager
• Issue purchase orders and interacting with
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 project team on timeframe deliveries
• Receive the goods and review them once
they’ve been delivered to the proposed site
• Classifying and determining if there are
damages to the goods / products once
delivered
• Receive goods and request payment from
the project manager for supplier payment
• Study how the supplier performed and
classify any issues subject to the contract
and action these findings.
Finance Manager • Plans out the project budget
• Ensures that the procurement budget has
cost savings and oversees the cost risks
avoidance measurements.
• Provide with cost, revenue and other
evaluated data analysis which helps with
procurement process
• Ensure payment is made on a timely
manner
Contract Manager • Reviews and approves contractual terms
• Negotiates terms of the contracts
• Manage the warranty on procured goods
• Lead the change management subject to
procurement
• Decide way forward on disputes
• Contract risk management subject to this
project.
Project Manager • Ensure that the right expertise of
procurement is hired
• Conduct a cost evaluation
• Oversees that this management plan is done
correctly according to the processes that
were implemented
• Approvals of all purchase orders given by
the Procurement Office / Manager
• Approvals of payments upon request from
the Procurement Officer / Manager
• Deciding way forward regarding contractual
matters with the supplier and coming to a
proper agreement.

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PROCUREMENT DEFINITION
Item Procurement Method Justification Timeframe
Needed
Solar Panels
Through this Tender should go out 6 months before the project
does ground-breaking and close within 2 months
Formal tender process,
after the tender is being advertised. Giving the
the project will
Inverters Tender be able to project team to go through the tenders and verify
the applicants. Once the successful applicant is
Monitoring
Contract choose from a
being identified and notified it gives them time
wide range of
Equipment
suppliers, to get all the required materials prepared for
considering delivery to the project team
Racking their prices,
Accessories
timeframe of
construction
and warranty
on the whole
package- Solar
Kit

Circuit Request for Quotation This is needed with the This is to be This is a special item that can be
Breakers installation of the solar bought within 2 bought from any hardware or
panels. It protects the months before electrical shop
electrical items from the project starts
power surge.
Wiring Request for Quotation This will connect the This is to be This is a special item that can be
panels to the electrical bought within 2 bought from any hardware or
grid months before electrical shop
the project starts
Charge Request for Proposal “The charge This can be
Control controller regulates the purchased after
amperage and voltage a month into the
that is delivered to the project
loads and any excess
power is delivered to
the battery system, so
the batteries maintain
their state of charge
without getting
overcharged.”

Batteries Request for Quotation This is used for the Can be

storage of un-utilised purchased after
energy for later usage. a month into the
project
Fencing Preferred Supplier This is used for fencing Can be This is used to fence the whole solar
Poles Agreement the solar farm area purchased after farm area to keep unwanted animals
3 Months into and people from entering the area.
the project
Chain links Preferred Supplier This is used for fencing Can be This is used to fence the whole solar
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 Agreement the solar farm area purchased after farm area to keep unwanted animals
3 Months into and people from entering the area.
the project
Cement Preferred Supplier This is needed for This is to be This is to hold the pools in the ground
Powder Agreement holding the poles and bought 2 more firmly
racking in place months before
the project
Power Tools Preferred Supplier
Agreement Bought in the beginning
Nuts and Preferred Supplier
Construction of the project
Bolts Agreement
Accessories
Nails Preferred Supplier
Agreement
Storage Request for Quotation Storage of all items This is 20ft or 40ft Containers
Containers purchased ahead of the purchased 3
project Months before
the project starts
Potable Head of Agreement This is to be put on Site This is arranged There will be an agreement as to
Toilets for the usage of the just before the when the replacement or bailout will
team members project moves to happen during the project.
Castaway
Computers Request for Quotation This is for This to be
& Internet Communication with purchased
Services the team, stakeholders,
suppliers etc
Printers & Request for Quotation This is needed for all
Papers & To be purchased once all the
the administration,
Cartridges financial and reports
contracts of the project team has
Stationaries Simple Quotation and been finalised.
Purchase
Digging Preferred Supplier Needed for grounding This can be This is for the trenches
Tools Agreement the wiring purchased at
least 1 month
into the project
Paint Request for Quotation Needed for painting the This can be
storage facility that will purchased
store the generator or towards the end
transformers. of the project
Generator Request for Quotation Is used as a back up This should be
incase the transformer purchased 1
fails or if there is month into the
something fails with the project
solar panels
Electricity Preferred Supplier To assist with the To be purchased
Poles Agreement connectivity to the 2 months into
homes, school, shop etc the project
from the solar farm
Transformer Preferred Supplier It is a critical This is to be This will be supplied and installed by
s Agreement component in solar purchased 3 Energy Fiji Limited
energy production and months before
distribution the project starts
Specialised Advertise in the This is a critical person This is to be Specialise in the construction and
Consultants Newspapers/Social for the project who will advertised at wiring the Solar panels to the grid and
Platforms be installing the Solar least 6 months connect to the homes, schools, etc.
Panels and ensure the before the
wiring is done correctly project starts to
from the Solar Farm to be able to get
the village community. the best

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 candidate for
the project
team. Once the
best person is
chosen, he or
she will be able
to get involved
in the planning
of the whole
project.

Authorities in the Project

 The Project Manager
 The Specialist Consultant
 The Operations Supervisor

SELECTION CRITERIA

Selection criteria is a list of requirements or points that a project must have in order to carefully
choose its supplier or service provider. The selection procedure of the bidder / supplier displays a
huge amount of the organizations economic resources which is vital in making the organization
successful. The key aspect of the selection criteria procedure is to minimize any risk that may be
involved during purchase, increase the value buyer, and help grow trust, good and long-term
relationship between the project and the supplier or service provider. This will ensure that the
materials that will be used in the project is of good quality and will increase the profile of the
project in terms of strength.

On projects such as installation of the solar panel may be harder to choose a best and reliable
company instead of the best solar panels. All companies may have different customers with
different views of the service provided. However, it is never usually justified through reviews or
ratings from customers. A good selection criterion could start with choosing the contractor that
meets the relevant safety standards and requirements of the licensing board of the country.

Therefore, Caring For Others intends to appoint Supplier(s) who can provide cost and service
improvements and also introduce arrangements that encourage its Supplier(s) to work with the
organization to continuously identify opportunities to reduce its total cost of goods and services.
In addition to total cost, Caring for others will evaluate this based on the table provided below:

Selection Criteria Rate (1-3)

Project capability

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 Do they offer warranty
Reference – 3 Minimum
Company capability and experience
Competitive bids
Financial Capability – Audited Accounts and Letter from Bank.
Statutory / Regulatory Standards
Organization Structure – Staff CV & who is allocated to this project
Workers Compensation - $
Public Liability - $
Contractors All Risk - $
Quality Assurance
Rate Reference
1. Unacceptable
2. Satisfactory
3. Excellent

Suppliers are encouraged to be creative and develop suggestions to enhance supplier

relationships, quality and service levels that will be both time and cost effective.

COST DETERMINATION

Naturally some standards around the world which help us understand the supplier costs which we
are the costs of materials, The work effort, Energy and so on. Using the issued financial reports
is a good exercise in this area is particularly in generating the notes section of the annual reports
of the supplier which helps improve cost summarizes.
The client has the chance to assess the bidders / suppliers prices and his services based on;
• Their work experience
• Method of delivering the product / goods,
• Past project performances
• Experience in creating proper WBS,
• OHS compliance and experience to Public Liability and Workers Compensation
• Managing Nominated sub-contractors
• Cost & quality control methods
• technical knowledge of industrial practices and products.

The procedure of this management plan was designed in a way to deliver the best bidder /
supplier to deliver the needs of the project and, eventually resulting in a a final cost which is
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suitable or lesser than the agreed contract sum. Caring for Others will produce a Request For
Proposal (RFP) together with the Terms of Reference (TOR) that will need the bidder / supplier
to give tender submission that talks about the assessment criteria conveyed by the owner.

The price given in the RFP by the bidder / supplier would demonstrate that he understands what
is needed to be done to complete the project which is an essential factor. The bids will need
breakdowns and emphasis mostly on the work program, design schematics, bid prices and so
forth. The RFP stage normally captures the directives to the bidders and suppliers on the terms
and conditions regarding the project and also standard practices, protocols, bidder performance
that are satisfactory to the organization.

TYPE OF CONTRACT TO BE USED

The Firm Fixed Price Contract Agreement defines the assurance of the delivery of goods and
services required for the Power for Castaway. The Contractor or supplier is responsible for
providing solar panels, as well as technical resources such as materials and equipment, in
accordance with the Contract's terms. With Caring for Others' funds, the cost of goods will be
committed, with the goal of applying eligible payments under contract conditions.

CONTRACT APPROVAL PROCESS

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 1.1 RFP Processess

1.2 Discrussion and/or

Communicating with the
2.0 Leesons Learnt
Shortlisted Bidders or
Suppliers

1.9 Acceptance letter / 1.3 Opening Committee

Contract award and Procedures

1.8 Outline for Contract 1.4 Monetary Proposal

Award Opening

1.7 Negotiation and 1.5 Evaluation Committee

Debriefing Recommendation

1.6 Submission of
complaints process

The contract approval process will follow a cycle that will be stored in organizational records for
future project referencing. A brief description of each process are listed below;

1.1. RFP Process

- An organized plan involving the assembly of data from various suppliers / vendors. RFPs
often happen using a request process between of prices from vendors to successfully win a
project / endeavor.
1.2. Discussion and/or Communicating with the Shortlisted Bidders or Suppliers
- Shortlisted bidders / suppliers are contacted to discuss and get feedback on possible
alternatives on the structure of the Power for Castaway Project

1.3. Opening Committee and Procedures

- The contract manager and 2 members of the evaluation committee shall begin opening
shortlisted bidder’s / suppliers proposals in the presence of the respective bidder’s
representatives,
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 - An attendance list will be provided to shortlisted bidders / suppliers to sign to record their
presence at the meeting,
- The contract manager and members of the evaluation committee that are present shall sign
and declare organizational standardized forms to show no conflict of interest in the
shortlisted bidders / suppliers proposals.

1.4 Monetary Proposal Opening:

- The contract manager and 2 members of the evaluation committee shall begin opening
shortlisted bidder’s / suppliers financial proposals in the presence of the respective bidder’s
representatives,
- An attendance list will be provided to shortlisted bidders / suppliers to sign to record their
presence at the meeting,
- The contract manager and members of the evaluation committee that are present shall sign
and declare organizational standardized forms to show no conflict of interest in the
shortlisted bidders / suppliers proposals.

1.5 Evaluation Committee Recommendation:

- The members of the Evaluation Committee shall create an evaluation report recommending
which shortlisted bidder / supplier is suitable for the project. This report will be submitted to
the Head of the Contract Department for vetting and approval.
- Key milestone summaries from the proposals will be attached to the report for referencing,
- The Head of the Contract department will either reject or approve the recommendation based
on the findings by the evaluation committee,
- Any rejected proposals shall be reprocessed to find a better solution will then be resubmitted
to the head of the contract department for re-evaluation,
- Upon approval of the re-evaluated proposal the Head of the Contract department shall then
submit the report to the Director for final approval.
1.6 Submission of Complaint Process:
- Any complaint from shortlisted bidders / suppliers shall be written and given within 5
working days to the Evaluation Committee from the date they/he/she have been made aware
of the conditions
1.7 Negotiation and Debriefing:
- After evaluating the proposals and once its been completed, the Evaluation Committee may
contact shortlisted bidders / suppliers for negotiations of the terms and conditions listed in the
Organizational contract and the prices / rates that may improve the Contracting Authorities
position.
- Any unsuccessful bidder / supplier may make a request to the Evaluation Committee for one
on one debriefing sessions to discuss the reasons for their unsuccessful bids. The Evaluation
Committee is not bound to disclose information on the ranking & evaluation to the
unsuccessful bidder but can make allowance to dictate their weaknesses and strengths of their
proposals based on the selection criteria.

1.8 Outline for Contract Award:

- The Power for Castaway Project Contract shall be sent to the Project Director and Head of
Contract Department for final approval and Acceptance letter shall be issued to the successful
bidder.
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 1.9 Acceptance Letter / Contract Award:

- The final approved Contract shall be sent to the successful bidder / supplier for signing and
sent back to the Contract Department for stamping and data entry.

2.0 Lessons Learnt:

- Any discrepancies that were outlined in Section 1.6 & 1.7 shall be noted and adjustments
shall be made to the organizational standardize documents with regards to RFP documents
for future ptroject.

PERFORMANCE METRICS FOR PROCUREMENT ACTIVITIES

Vendo Product Timeliness Social Productivity Regulatory Cost Completeness Innovation

r Quality Responsibility Complianc Per
e Unit
Vinod
Patel
Energy
Fiji
Limited
Key Reference
1. Unacceptable
2. Satisfactory
3. Excellent

PROCUREMENT CONSTRAINTS

As part of companies or organizations each have their own policies or ways of accepting and
providing services. This includes payments and other workplace policies for instances a project
that is funded or managed by an overseas university or organisation may use the standards of that
particular company. On the other side the local counterparts will have to aligned with the local
policies and standards particularly with releasing of funds. Through this long process of approval
of funds may results in delay in orders and stocks of items to be procured finish. This could
cause a delay to the entire work to be carried out. Other common constrains that may be faced
are:
 Not all suppliers accept cheques payments
 Some online payments take 3 to 5 working days to reach suppliers accounts.
 Some suppliers take time to send in receipts of online payments. Making it difficult to
acquit on time.

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  Some suppliers only accept cash payments.
 Some may not provide deliveries.
 Delay in supplier’s stock update.
 Change in brand of items with suppliers, which incur different costs other than the
budgeted cost.

PROCUREMENT RISKS

Procurement project risks can happen during the project life cycle at any time, which may have
extensive varieties of sorts. Various factors, going as far as the manufacturer's inexperience to
worrying site conditions, practical issues, governing and statutory issues, and issues with
permits. These all play a part in the influence it has on the project's cost and technical aspects.
Some procurement risks that are likely to be faced during this solar panel project are stated in the
tables provided below:

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 Table 1.0 – Classify The Requirement and Plan the Procurement

Risk Potential effect Frequency Severity Estimated Mitigating actions

Description risk
Solar Loss Low High Low Manufacture warranties
Performance
Equipment Loss Low Medium Low Manufacture warranties
Defect
Theft/ Delay, financial loss Medium Low Low Safely secure solar
Vandalism/ equipment’s and have a
Security stringent security measure in
place
Equipment Delay Medium Medium Low Penalty clauses, performance
Delivery report

Transportation Delay Medium Medium Low Monitoring reports/schedule

Does not  Unsuitable procurement of High Low Low  Accurate analysis and
understand goods and service clarity on specifications
project needs  Incurred costs of
deliverables not being met
 Reduced competition
 Higher costs

Misunderstandin  Lost time in procuring High Low Low  Increase consultations with
g on product unsatisfactory goods / the user
needs service / product  Acquire clear S.O.W and
 Higher costs define the need
 Accurate analysis and
clarity on specifications

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Inadequate  Procurement delay Low High High  Get proper approvals before
capital  Re-tendering costs incurred anything else
 Rehearse proper planning

Unrealistic  Lack of communication Medium Medium Medium  Develop proper

completion dates from suppliers communication systems
 Delivery of goods not with suppliers / bidders
timely  Consult consumers

Table 1.1 – Develop Terms & Conditions / Describe Project Requirements

Unfair terms and  Unsatisfactory replies from Low Low Low  Use functional and
conditions suppliers performance specifications
 Accusations of biasness  Create controls measures
for the review of terms and
condition prior to its
realease

Insufficient  Hard to assess Medium Medium Low  Use RFI’s for clarity on
commentary on  Plenty options given. needs
project needs Goods are not the ones that  Familiarize oneself with
were requested project needs

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 Table 1.2 – Choosing The Right Method for Purchasing

Classifying  Insufficient bids from Low Medium Low  Develop procurement plan
possible bidders vendors procedures further and
gone wrong increase knowledge on
current economic practices

Choosing the  Resubmission of acquiring Low High High  Develop tender documents
wrong quotations further and clearly define
procurement  Variations possibilities the assessment criteria in
method RFT
 Hire and allocate proper
staff members according to
experience and training

Table 1.3 – Documenting the Purchases

Undesirable  Modification specifications Medium Low Medium  Use the right template for
specifications to  Poor response the specific goods / service
suppliers / that is being procured
bidders  Proper procurement risk
management
 Use proper person for the
job (e.g.:.PMO)

Giving little  Incurred costs Medium Medium Low  Use proper person for the
insufficient data  Time wasted on job (e.g.:. PMO)
providing and  Develop tender processes
redefining further for satisfactory
requirements to bidders tender submissions
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 causing tender  Make sure assessment
submission being criteria is defined properly
pushed to a later date

Table 1.4 – Invite, Define, Closing & Evaluating Offers from Shortlisted Bidders / Suppliers

Definite biasness  Offers withdrawn Low High High  Give ample time for bidders
in giving  Accusation on biasness to reply
information  Follow up asap on enquires
by bidders
 Use proper person for the
job (e.g.:. PMO) and train
where necessary

Definite biasness  Bidder / Supplier Low High High  Quality assurance measures
regarding Complaints should be actioned
confidentiality  Lack of trust from bidders /  Delegate and define
suppliers responsibilities to team
members
Little to no  Re-tendering needed Medium Medium Medium  Use proper tender methods
responses  Incurred costs to get more bids
 Untimely delivery of good /  Develop tender processes
product / service further

Inadequate bids  Re-tendering needed Medium High High  Use proper tender methods
that don’t meet  Incurred costs to get more bids
requirements  Procurement of goods  Develop tender processes
delayed further
 Do research in field of
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 practice

Table 1.5– Selecting & Negotiating with the Successful Bidder

Choosing the  Implementation of contract Medium High High • Delegate and define
wrong supplier failed responsibilities to team
and product  Client needs not met members

Expectations of  Disputes on contract Low Medium Medium • Delegate and define

consumer and agreement responsibilities to team
bidders not met  Variations in cost members
 Procurement of goods
delayed
Terms and  Disputes on contract Low High High • Reevaluate final copy of
agreed contract agreement contract with successful
conditions not  Could lead to it being taken vendor
done correctly to to court
vendors / bidders  Bad relationships with
vendors

Table 1.6 – Contract Management & Evaluate Procurement Procedures

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Discrepancies  Incurred costs Medium High High  Agree on cost variation
cost and overseas method and control
currency rates  Fixed term prices to be
agreed upon and cannot
change

Supplier does not  Project delayed subject to Low High High  Engage a contractual
want to accept procurement processes lawyer if non negotiation of
the contractual  Procurement procedures terms incurs monetary loss
agreement cycle to begin again

Evaluation of  Inadequate research and Medium High High  Redevelop procurement

Procurement work was implemented in plan to a satisfactory level
procedures failed the procurement plan and define proper
evaluation criteria

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PROCUREMENT RISK MANAGEMENT
Risks are inevitable when it comes to the procurement procedures particularly when there is
fraudulent and power driven corruption at play. Thus it is vital to have a thorough risk
management towards the procurement plan which is intended to safeguard the interests of Caring
for Others and and guaranteeing that the goals of the procurement plan is reached. The risks in
procurement that are measured and realized must be structured in such a way that when they do
occur, the delegated authority / vendor can manage the risks more efficiently by either retaining
or transferring the risk.

The hierarchy and characteristics of the risk management subject to procurement procedures will
differ depending on the difficulty and class of procurement. When the initiation process of
procurement is being implemented, it is crucial for those brainstorming to categorize the risks
that may complicate the procurement management plan, deter, or prolong the processes. A brief
explanation on some of these risks and how to mitigate them can be found in Table 1.0 – Table
1.6 above.

STANDARDIZED PROCUREMENT DOCUMENTATION

The documents stated below will provide be the necessary information that will help compare
proposals, contracts, pricing, details of the responses in a more easier and efficient manner:

1) Request for proposal (RFP) - procurement team provides the potential suppliers with the
specification based not he performance which describes the results required in a project. The
RFP will be similar to an Expression of Interest (EOI ) which is intended to shortlist
suppliers / contractors who will carry on to the next stage.

2) Terms of Reference (TOR) – This document will capture and assess the suppliers /
contractors understanding and capabilities towards meeting the project needs. It will include
information such as;

i. General Requirements
ii. Conforming Tenders
iii. Tenderer to be fully informed
iv. Submission of Tender
v. Termination
vi. Duties & Government VAT
vii. Compliance and so on.

3) Request for quotation (RFQ) - is a document of costs of the goods and services. This is
obtained after the specifications are made aware and the next focus is finding out the cost.

Some additional documents that will help in the procurement process are;

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Nitika Ram – S11129482 Usaia Delai – S11177629 Vasitia Vuniwai – S11090351
Adrea Vui – S11192975 Cornelia Waradi – S98000885
a) QA (Quality Assurance) documents
b) Purchase Orders
c) Invoice
d) Payment receipts
e) Previous Project Documents with relation to Procurement

SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

___________________________________________ Date:____________________
Steve Gates
Director

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Nitika Ram – S11129482 Usaia Delai – S11177629 Vasitia Vuniwai – S11090351
Adrea Vui – S11192975 Cornelia Waradi – S98000885