GOOD GOVERNANCE VIA E-PROCUREMENT SYSTEM
NOVRIYANTO
UNIVERSITI TEKNOLOGI MALAYSIA
iii
My beloved father H. Syafril Mahmud
and my mother Hj. Ratnawilis,
two persons who I most want to present this thesis.
The ones I love most in this life, my wife Shirley, S.Sos.,
with my beloved children,
Linov Zhafran Ramadhan,
this is a milestone in my responsibility to bring you a better life.
My brothers,
Andri, ST
iv
ACKNOWLEDGEMENT
I would like to express my sincere appreciation to my supervisor Assoc. Prof.
Dr. Naomie Salim, for encouragement, guidance, critics, advices, motivation and
friendship from the start until finish this project. Without her continued support and
interest, this thesis would not have been the same as presented here.
My thanks go to Esa Firmansyah, Fariz Rahman Bey and Eko Budi Prasetyo
who provided in valuable help by teaching the nature PHP programming and English
editing for improvement.
My fellow postgraduate students should also be recognized for their support.
My sincere appreciation also extends to all my colleagues, friends and others who
have provided assistance at various occasions. Their views and tips are useful indeed.
Unfortunately, it is not possible to list all of them in this limited space.
v
ABSTRACT
Public procurement in government context involved complicated processes
and too budget-consuming. Inadequate and not transparency information are the
main factors that cause corruption and data manipulation. However, to avoid such
problems, the development of web-based e-procurement system gives priority to
integrity, transparency, accountability, fairness, economy, and efficiency is needed.
The e-procurement system mentioned involved five main modules such as vendor
management system, announcing the acquisition of good and services, electronic
access to tender documents, tender submission document, and tender selection. This
e-procurement system gives privileges to all of the committee members in
calculating marks to determine the winners based on their committee position.
Moreover, this e-procurement system can automatically alert important events such
as the due date of registration, the marking date, and the date of winner
announcement. By using this e-procurement system, three stakeholders can see the
benefits. First, in term of government side where reducing procurement cost,
transparency, time saving, access to new supplier, and blacklist vendor. Second, in
term of vendor’s side where reducing cost, accessing to new buyers and increasing
sales. Third, in term of public society where adequate information, and public trusts.
Hopefully, good governance can be achieved by implementing this e-procurement
system.
vi
ABSTRAK
Pemerolehan umum di dalam konteks kerajaan melibatkan proses yang rumit
dan menelan belanja yang besar. Maklumat yang tidak mencukupi dan telus adalah
faktor
utama
yang
mengakibatkan
manipulasi
data
dan
sogokan.
Walaubagaimanapun, bagi menghindari masalah ini, pembangunan sistem eprocurement secara web yang memberi keutamaan terhadap aspek integriti,
ketelusan, kebertanggungjawapan, keadilan, ekonomi dan kecekapan adalah amat
diperlukan. Sistem e-procurement ini melibatkan lima modul utama seperti system
pengurusan penjual, pengumuman perolehan produk dan perkhidmatan, dan
pemilihan tender. Sistem ini memberi keistimewaan kepada semua ahli jawatankuasa
dalam mengira markah bagi menentukan pemenang berdasarkan jawatan yang
disandang. Seterusnya, sistem ini juga mampu memberi makluman mengenai acaraacara penting secara automatik seperti tarikh luput pendaftaran, tarikh pemarkahan,
dan tarikh pengumuman pemenang. Dengan menggunakan system ini, tiga pemegang
taruh boleh melihat faedah-faedahnya. Pertamanya, faedah kepada pihak kerajaan
adalah seperti mengurangkan kos pemerolehan, meningkatkan nilai ketelusan,
menjimatkan masa, capaian kepada pembekal-pembekal baru dan menyenarai
hitamkan penjual. Keduanya, faedah kepada pihak penjual adalah seperti
mengurangkan kos, capaian kepada pembeli-pembeli baru dan meningkatkan tahap
jualan. Memberi maklumat yang mencukupi dan kepercayaan daripada masyarakat
umum adalah faedah penting yang perlu disampikan. Diharapkan, pentadbiran yang
baik boleh dicapai dengan menggunakan sistem e-procurement ini.
TABLE OF CONTENTS
CHAPTER
1
2
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENTS
iv
ABSTRACT
v
ABSTRAK
vi
TABLE OF CONTENT
vii
LIST OF TABLE
xii
LIST OF FIGURES
xiii
LIST OF APPENDICES
xiv
PROJECT OVERVIEW
1
1.1 Introduction
1
1.2 The Background of The Study
4
1.3 Problem Statement
7
1.4 Objective of The Study
7
1.5 Scope of The Project
8
1.6 Important of Project
8
1.7 Chapter Summary
9
LITERATURE REVIEW
10
2.1 Introduction
10
2.2 Supply Chain Management and Procurement Management 12
2.3 Definition of e-Procurement
2.3.1 Government Readiness to e-Procurement
13
14
2.3.1.1 Authentication
14
2.3.1.2 Interoperability
14
2.3.1.3 Open Standard
15
2.3.1.4 Security and Privacy
16
2.3.2 Vendor/ Supplier Readiness to e-Procurement
16
2.3.3 Advantages and Disadvantages Using
e-Procurement
17
2.3.3.1 Advantages
17
2.3.3.2 Disadvantages
18
2.4 Module of e-Procurement
18
2.4.1 e-MRO (Maintenance, Repair, and Operating)
19
2.4.2 e-Sourcing
19
2.4.3 e-Tendering
20
2.4.4 e-Reverse Auctioning
20
2.4.5 e-Informing
20
2.5 Requirement For e-Procurement
21
2.5.1 Security Requirement for e-Procurement
21
2.5.2 Technical Realization of Security Requirement
22
2.6 Legal Context of Public Procurement in Indonesia
24
2.6.1 Presidential Decree No. 18 of 2000
24
2.6.2 Presidential Decree No. 80 of 2003
25
2.6.3 Addendum Presidential Decree No. 80 of 2003
26
2.7 Benchmarking Study
27
2.7.1 Challenges and Successes of Benchmarking
28
2.7.2 Best Practice in e-Procurement
30
2.7.2.1 University of Pennsylvania
30
2.7.2.2 Hewlett Packard
32
2.8 Technology Analysis
35
2.8.1 Three Tier Client Server Architecture
35
2.8.2 Web Database Construction
37
2.8.2.1 The Front End : Web Pages
37
2.8.2.2 The Back End : Database
38
2.8.2.3 Middleware
38
2.8.2.4 The Benefits and Challenges of The Web
Database Construction
2.8.3 Hypertext Markup Language
3
39
2.9 Discussion
40
2.10 Chapter Summary
43
METHODOLOGY
44
3.1 Introduction
44
3.2 Project Methodology
44
3.2.1 Planning Phase
46
3.2.2 Analysis Phase
46
3.2.2.1 Organization
46
3.2.2.2 Requirement Gathering
46
3.2.2.3 Literature Review
47
3.2.3 Design
47
3.2.4 Implementation
47
3.3 System Development Methodology
3.3.1 The Unified Process
4
39
51
51
3.3.1.1 Inception Phase
51
3.3.1.2 Elaboration Phase
52
3.3.1.3 Construction Phase
52
3.3.1.4 Transition Phase
52
3.3.2 Justification of Chosen Methodology
53
3.3.3 Object Oriented Approach
53
3.3.4 UML Notation
54
3.4 System Requirement Analysis
55
3.4.1 Hardware Requirement
55
3.4.2 Software Requirement
55
3.5 Project Schedule
57
3.6 Chapter Summary
57
ANALYSIS AND DESIGN
58
4.1 Introduction
58
4.2 Organization Analysis
58
4.2.1 Organization Structure
4.3 As-Is Process
61
4.3.2 Post Qualification
63
65
4.4.1 Functional Requirement
66
4.4.2 Non Functional Requirement
66
4.5 To-Be Process and Data Model
67
4.5.1 Use Case Diagram
67
4.5.1.1 Use Case Description
6
61
4.3.1 Pre Qualification
4.4 User Requirement
5
60
72
4.5.2 Class Diagram
72
4.5.3 CRC Card
74
4.5.4 Sequence Diagram
74
4.6 System Architecture
74
4.7 Tender Evaluation
76
4.7.1 Failed System Evaluation
76
4.7.2 Merit Point System Evaluation
76
4.8 Window Navigation Diagram
77
4.9 Chapter Summary
81
IMPLEMENTING AND TESTING
82
5.1 Introduction
82
5.2 System Implementation
82
5.2.1 Database Design
83
5.2.2 Coding Approach
85
5.3 Test Result/ System Evaluation
85
5.3.1 Black Box Testing
85
5.3.2 Integration Testing
90
5.3.3 User Acceptance Test
90
5.4 Chapter Summary
91
ORGANIZATIONAL STRATEGY
92
6.1 Introduction
92
6.2 Implementation Strategy
92
6.3 Change in Management
97
6.4 Installation of Infrastructure Process
97
6.5 Training
98
6.6 Expected Organization Benefits
99
6.6.1 Impact Toward Organization
7
REFERENCES
Appendices A - I
99
6.6.2 Impact Toward Vendor
100
6.6.3 Impact Toward Public
100
6.7 Contingency Plan
101
6.8 Chapter Summary
101
DISCUSSION AND CONCLUSION
102
7.1 Achievement
102
7.2 Constrains and Challenges
103
7.3 Aspirations
103
7.4 Future Work for the System
104
7.5 Chapter Summary
104
105
108 - 247
xii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
2.1
Security Requirement
23
2.2
Best Practice Summary
41
3.1
Detail Every Phase In Project Methodology
Framework
48
3.2
Software Requirement for Developing the System 56
4.1
System Improvement
65
4.2
Functional Requirement for Project
66
4.3
Non-Functional Requirement for Project
67
4.4
Failed System Evaluation
76
4.5
Merit Point System Evaluation
77
5.1
List of Black Box Testing
85
6.1
Implementation Strategy
93
6.2
Parallel Implementation
97
6.3
Installation of Infrastructure
98
6.4
Training Design
99
xiii
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
2.1
Literature Review Structure
11
2.2
Benchmarking Wheel
27
2.3
The Three Tier Client Server Architecture Model
35
2.4
Web Base Construction Model
37
3.1
Project Methodology Framework
45
4.1
Organization Structure
60
4.2
Activity Diagram for Prequalification
62
4.3
Activity Diagram for Post qualification
64
4.4
Admin Use Case Diagram
68
4.5
Committee Use Case Diagram
69
4.6
Vendor Use Case Diagram
70
4.7
Public Use Case Diagram
71
4.8
Class Diagram
73
4.9
System Architecture
75
4.10
Window Navigation Diagram
78
4.11
Administrator Window Navigation Diagram
79
4.12
Committee Window Navigation Diagram
80
4.13
Vendor Window Navigation Diagram
81
5.1
Entity Relationship Diagram
84
xiv
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
A
Use Case Description
108
B
CRC Card
146
C
Sequence Diagram
158
D
User Manual
171
E
Database Design
195
F
Snapshot PHP Code
202
G
User Acceptance Test Questionnaires
223
H
Technical Documentation
232
I
Activity Diagram
247
CHAPTER 1
PROJECT OVERVIEW
1.1
Introduction
Procurement good and services in government of Riau Province is conducted
every year. Source of budget procurement goods and services come from National
General Revenue and Expenditure Budget (Anggaran Pendapatan Belanja Negara/
APBN) and Regional General Revenue and Expenditure Budget (Anggaran
Pendapatan Belanja Daerah/ APBD). Procurement in government involves
supplier/vendor of goods and services and must be announced to public by local
news paper.
Some regulation and legislation of procurement goods and services have been
issued before, but the latest one is Presidential Decree No. 80/2003 (Keputusan
Presiden No. 80/2003). This Presidential Decree’s focus more on procurement goods
and services in government that source budget from National General Revenue and
Expenditure Budget (Anggaran Pendapatan Belanja Negara/ APBN) and Regional
General Revenue and Expenditure Budget (Anggaran Pendapatan Belanja Daerah/
APBD) and also non budgeter resources. This presidential decree’s also encourages
globalization and liberalization procurement in Indonesia. The main goal of this
presidential decree’s is to reduce corruption, collusion and nepotism and make fair
competition in procurement.
Nowdays, government try to improve public procurement by using internet
media. With internet services, the government hope to get good prices by transparent,
open and fair competition. This mean that the public is also involved to control this
procurement processes.
2
A good criteria of procurement must contains :
1. Integrity
Integrity means that the procurement processes are honest and in
compliance with the respective laws, that the best available, most suitable
technical expertise is employed in a non-discriminatory manner, that fair
and open competition leads to a quality product at a fair price, and that the
product takes into account the legitimate aspirations and concerns of all
the stakeholders.
2. Transparency
Transparency means that laws, regulations, institutions, processes, plans
and decisions are made accessible to the public at large or at least to
representatives of the public so that processes and decisions can be
monitored, reviewed, commented upon and influenced by the
stakeholders, and decision makers can be held accountable for them.
3. Accountability
Accountability
means
that
governments,
public
institutions
or
corporations and individual officials, and companies or other individuals
acting on behalf of companies, must be accountable for the correct and
complete execution of their tasks and duties and for the decisions and
actions being made in their area of responsibility. Procedures enabling
full accountability should be systematic and dependable.
4. Fairness, economy and efficiency
Contract award decisions should be fair and impartial. Public funds
should not be used to provide favors to specific individuals or companies,
standards and specifications must be nondiscriminatory, suppliers and
contractors should be selected on the basis of their qualifications and the
merit of their offers, there should be equal treatment of all in terms of
deadlines, confidentiality.
3
Procurement should be economical. It should result in the best quality of
goods and services for the price paid, or the lowest price for the
acceptable, stipulated quality of goods and services, not necessarily the
lowest priced goods available; and not necessarily the absolutely best
quality available, but the best combination to meet the particular needs,
and the published specifications.
The procurement process should be efficient. The procurement rules
should reflect the value and complexity of the items to be procured.
Procedures for small value purchases should be simple and fast though
not at the expense of integrity, fairness or transparency, but as contract
values and complexity increase, more time and more complex rules will
be required to ensure that principles are observed. Decision-making for
larger contracts may require complex committee and review processes.
However, bureaucratic interventions should be kept to a minimum.
Public Procurement is the biggest state expenditure budget in Indonesia and
also the highest level of bribery specially public work and construction sector. Lack
of information about public procurement can easily hide corrupt manipulation. The
problem of public procurements in Indonesia are :
a. Mark Up Price.
b. Double Receipt, Fake Receipt, Blank Receipt.
c. Bad Quality within high price.
d. Arranged Bidding.
e. Not Transparent and Unaccountable.
f. Lower Ethics by apparatus.
g. Bribery.
In this study, researcher proposes a prototype electronic procurement (eprocurement) by using web base technology that give priority to integrity,
transparency, accountability, fairness, economy and efficiency that is in accordance
to presidential decree No. 80/ 2003.
4
In order to capture data and information about procurement processes,
researcher choose Riau Government to be the case study, specifically department of
Regional Planning and Development Agency of Riau Province (Badan Perencanaan
dan Pembangunan Daerah Provinsi Riau) which is located in Pekanbaru.
The remaining part of the study is divided into three chapters. The second
chapter presents the literature review; while the third presents the research
methodology. The initial findings and analysis are discussed in chapter four.
1.2
The Background of the Study
Procedures of public procurement are often complex. Transparencies of the
processes are limited, and manipulations are hard to detect. Acquisition goods and
services processes in government are complicated, and often occurs corruption
action. Marginally, procurement in government has the followings steps.
1. Need Assessment Phase/ Demand Determination.
2. Preparation Phase/ Process Design And Bid Documents Preparation.
3. Contractor Selection And Award Phase.
4. Contract Implementation Phase.
5. Final Accounting And Audit.
From each phase above, there are possible corruptions that inflict a financial
loss. Possible corruptions in every phase on procurement can be identified as:
1. Need Assessment Phase/ Demand Determination. Possible Corruption are
:
a. The investment or purchase is unnecessary. Demand is induced so that
a particular company can make a deal but is of little or no value to the
society.
5
b. Goods or services that are needed are overestimated to favor a
particular provider.
c. Old political favors or kickbacks are paid by including in the budget a
“tagged” contract (budget for a contract with a “certain”, pre arranged
contractor).
d. Conflicts of interest (revolving doors) are left unmanaged and
decision makers decide on the need for contracts that impact their old
employers.
2. Preparation Phase/ Process Design And Bid Documents Preparation.
Possible Corruption are :
a. Bidding documents or terms of reference are designed to favor a
particular provider so that in fact, competition is not possible.
b. Goods or services needed are over- or underestimated to favor a
particular bidder.
c. Unnecessary complexity of bidding documents or terms of reference
is used to create confusion to hide corrupt behavior and make
monitoring difficult.
d. Design consultants prepare a design that favors a particular bidder.
e. Grounds for direct contracting are abused.
3. Contractor Selection And Award Phase. Possible corruption are :
a. Decision makers are biased (bribes, kickbacks, or conflicts of interest
are involved).
b. Selection criteria are subjective in ways that allow biases to play a
role and remain unattended.
c. An advantage to a particular bidder is granted through the exchange of
confidential information before bid submission or during the
clarification period. Clarifications are not shared with all the bidders.
d. Confidentiality is abused and extended beyond legally protected
information making monitoring and control difficult.
6
e. The grounds for the selection of the winner are not made public
(transparency of bid evaluation).
f. Excessive (unnecessarily high) price as a result of limited or nonexistent competition.
4. Contract Implementation Phase. Possible corruption are :
a. Winning bidders/contractors compensate bribes and other extra
payments with poor quality, defective or different specifications than
those contracted. Faulty or sub-specification work execution,
requiring early repairs or expensive correction.
b. Contract renegotiation or change orders introduce substantial changes
to the contract, often in small increments that can be decided by site
engineer.
c. Price increases during execution through change orders reflecting
changes in specifications or cost increases, facilitated often by
collusion between corrupt contractor and corrupt control official.
d. Contract renegotiation is allowed or performed introducing substantial
changes that render the bidding process useless.
e. Contract supervisors or monitors are not independent and willing to
justify false or inexistent claims.
5. Final Accounting And Audit (When Applicable). Possible corruption are :
a. Accountants doing final accounts and Auditors are biased and willing
to support false certificates
In recent years, government emphasizes to use the internet for public
procurement processes. The main objective here is to have better value for money by
fostering access, competition, impartiality, transparency and allowing control by civil
society. By using e-procurement government, it is hoped that we can achieve the
following :
a. Increased efficiency.
7
b. Enhanced transparency.
c. Public access.
d. Better risk management.
e. Higher levels of integrity and ethics.
f. Significantly better access to government procurement for Small and
Medium Size Enterprises (SMEs).
g. Better access for non-local (provincial) bidders.
h. Corruption avoidance.
The proposed of this project is to develop a web base procurement or eprocurement to give priority to integrity, transparency, accountability, fairness,
economy, and efficiency. Researcher also hope to reduce corruption and financial
lose in procurement services and goods on government.
1.3.
Problem Statement
The problem statement from this project is :
“How to design and develop a prototype of e-procurement that is in accordance to
Presidential Decree (Keputusan Presiden RI)
No. 80/2003 with web base
technology”.
1.4.
Objective of the project
The objective of this project are :
1. To study current procurement processes.
2. To design and develop a prototype of e-Procurement system.
8
1.5.
Scope of the project
Procurement have complexity processes, therefore researcher will be focus on
the following area :
1. Design and develop Vendor Management System to record vendor or
supplier data.
2. Announce the acquisition of good and services in government and with
the entire requirement.
3. Notification, include the electronic access to tender documents. This
implies that suppliers can download the tender documents from the
website.
4. Tender submission document, the vendor can submit all tender documents
via website.
5. Winner information will be publishing via internet. This will show who
won the procurement and project specification.
6. Tender Selection, e-Procurement will be generate winner candidate each
tender.
1.6.
Importance of project
By implementing internet media to conduct procurement in government,
especially e-procurement services and good, Researcher hope that it can increase
public trust in government for acquisition goods and services. Some benefit of using
e-procurement for government, vendors/supplier and public are :
1. Government
a. Lower transaction costs – streamlined transaction processing
b. Transparency – greater openness on the publication and award of
public contracts
c. Access to new suppliers – internet access removes geographical
barriers and provides for a more competitive marketplace
d. Time savings – provides faster approval, ordering processes and
potentially delivery.
9
e. Blacklist vendor databases – Government have database that contain
blacklist vendor for procurement, and band the vendor for 2 years.
2. Vendors/ Supplier
a. Reduced costs – electronic trading enables faster processing costs, and
can help to minimize errors often associated with paper based systems
b. Access to new buyers and markets – e-procurement provides a new
sales channel opening up many new opportunities for suppliers.
c. Increased sales – with access to a wider public sector market,
suppliers have the potential to increase revenue.
3. Public
a. Adequate procurement Information – Public can monitor and control
procurement processes through official website.
1.7
Summary
In this first chapter a brief introduction about the project and how the project
is going to be implemented has been discussed. The problem background and
statement has also been discussed in this chapter to give an introduction of the
project and to explain why this project has been proposed. The objective, scope and
the importance of this project have also been pointed out. Hopefully, by developing
the project successfully, the objective and aim of the project can be achieved.
CHAPTER 2
LITERATURE REVIEW
2.1
Introduction
This chapter covers the areas that are of interest to the research study. Deep
knowledge and understanding on research area will let the researchers conduct and
present the research study more easily. The main essentials such as definitions,
concept, policy, procedure, technology, best practices and the case study of existent
system have been analyzed and explained. All sources are obtained by doing
literature review from various sources such as books, journals, conferences, research
reports and theses, the internet and so on. The aim is to broaden the understanding of
the details of the uncovered areas in literature which the study attempts to make a
useful contribution. The essentials that are covered in this topic are shown in Figure
2.1.
Figure 2.1
Literature review structure
2.2
Supply Chain Management (SCM) and Procurement Management
SCM has become more visible as a major managerial concern over the last
few years. This has been driven by the exploitation of new information and
communication technologies, in particular the Internet, and their potential to
revolutionize, streamline, and enhance supply chain operations has flourished
(Patterson et al., 2003). By definition, SCM is the integration of key business
processes from the end user through original suppliers that provides products,
services, and information that add value for customers and stakeholders (Stock and
Lambert, 2001).
The performance of an existing supply chain needs to be measured and
evaluated in order to identify threats and opportunities for a business. While many
SCM
aspects
(customer
service
and
satisfaction,
cycle
times,
delivery,
responsiveness, costs, etc.) contribute to supply chain performance it is argued that
the key link, the one that sets the foundation for the others, is the performance of
supply management on the input end of the chain (Dobler and Burt, 1996).
Recent literature in SCM, e-Commerce, and procurement has advocated the
benefits of e-procurement (Davila et al., 2003; Kheng and Al-Hawamdeh, 2002;
Lancioni, et al., 2003; Presutti, 2003). The potential benefits can make the often
overlooked purchasing function into a competitive weapon, contributing to the
overall corporate strategy (Knudsen, 2003). Procurement management refers to the
coordination of all those activities involved in the process of purchasing goods and
services necessary to accomplish the mission of an enterprise. Radstaak and Ketelaar
(1998) suggested that e-commerce purchasing would enhance supply chain
efficiency by providing real-time information about product availability, inventory
level, shipment status, and product requirements.
e-Procurement has been identified as an important element of e-business
operational excellence for large firms (Barua et al., 2001). e-Procurement is defined
as any information and communication technology designed to facilitate the
acquisition of goods by a commercial or a governmental organization over the
Internet (Davila et al., 2003). This interconnected world allows organizations
(employees, suppliers and customers) to conduct transactions via a single point for
commerce and information, creating a global web of digital markets and corporate
exchanges. e-Procurement can transform the whole purchasing process as it pervades
all the major components of the purchasing process such as definition of product
design/requirements,
production
scheduling,
suppliers’
search/
selection,
negotiation/contracting agreements/transactions, supplier evaluation, supply chain
management and collaboration (Lancioni et al., 2003).
e-Procurement has evolved to the point where the objective is to reward the
business on a total-cost, not low-price, basis. By automating and streamlining the
laborious routines of the purchasing function, purchasing professionals can focus
more on strategic purchasing and corporate goal achievements. The goal of eProcurement is not to make a supplier drop their prices or lower their margins but to
achieve savings through management of material and administration costs. The
potential of these savings can be realized by both the organizations that purchase the
commodities and the vendors who supply these commodities to the organization.
2.3
Definition of e-Procurement
E-procurement refers to the electronic acquisition of goods and services in a
firm (Turban, et al., 2006). By automating the tactical processes and workflows
associated with purchasing, the firm expects to increase the productivity of its
purchasing agents, lower purchase prices of different types of goods and services,
streamline the information flow, business processes, and workflows involved in
purchasing, eliminate maverick buying (i.e., buying from unauthorized vendors),
reduce order fulfillment and processing times, reduce the number of suppliers the
firm is dealing with, streamline invoice reconciliation and dispute resolution, reduce
the administrative processing cost per purchase order, integrate budgetary controls
into the procurement process, minimize human errors in the buying and shipping
processes, and monitoring and regulating buying behavior (Turban, et al., 2006).
2.3.1 Government Readiness to e-procurement
Lack of organizational (internal) readiness has been shown to inhibit IT
adoption in organizations where readiness is defined as the availability of needed
organizational resources (Baura et al., 2005).
2.3.1.1 Authentication
Authentication is the process of ascertaining the identity of a party that has
sent or received a message, and/or determining that the message received is accurate
(Yang and Papazoglou, 2000). Authentication is a critical component of eProcurement as it involves the electronic transactions of significant number of
documents including purchase orders, request for quotation/tender and invoices. The
questions such as who originated these messages, how the integrity in transmission
and storage of these messages and their confidentiality will be assured of, and why
the originator intended to enter into the binding relationship are always important in
regards to e-Procurement transactions.
2.3.1.2 Interoperability
The interoperability framework describes a base set of policies and standards
that reduces the need for trading partners to join several marketplaces by allowing
them to interoperate using various technologies and allow seamless provision of
information and services between Government agencies. (AGIMO, 2004).
Interoperability is essential to conduct procurement electronically between industry
and government, and between agencies. As e-Procurement increasingly focuses on
inter organizational communications and business transactions, the need to
harmonize business models, processes, and representation formats rises rapidly.
Yang and Papazoglou (2000) note that transactions in the B2B e-commerce are
usually long-lived propositions involving negotiations, commitments, contracts,
floating exchange rates, shipping and logistics, tracking, varied payment instructions,
exception handling, and customer satisfaction. Furthermore, interoperability in the
context of such e-commerce propositions is driven by a number of factors including
business process compatibility, adaptability of business process, leveraging legacy
assets, support for business transactions; and, network security services. The types of
atomic protocols associated with business transactions and thus with interoperability
has been discussed by Tygar (1998). According to the author, payment-atomic
protocols effect the transfer of funds from one party to another whereas goods
atomicity protocols allow an exact transfer of goods for money. Similarly, whereas
deliver-atomic protocols allow both transacting parties to prove exactly which goods
were delivered, contract atomicity protocols are governed by ecommerce protocols
that include the exchange of financial information services and the exchange of bills
and invoices.
2.3.1.3 Open Standards
Standards guide the trading partners in implementing interoperable eProcurement technologies and manage G2B business-to-business exchange. Since
the open standards use a common/general system architecture instead of the
proprietary software to enable smooth business-to-business e-commerce transactions
on the Internet, it can integrate into the existing procurement systems (computerized)
and IT infrastructure. The open standards also support simple or complex
procurement and can link the variety of e-Procurement technologies and inventory
systems implemented by the trading partners (Tian et al., 2000). Some of the key
standards for data that can be used to support e-Procurement include Open Buying on
the Internet (OBL) and Extensible Markup Language (XML). Other new and
evolving standards include the organization for the Advancement of Structured
Information Standards (OASIS) proposed by the United Nations, electronic business
Extensible Markup Language (ebXML), and the Universal Description, Discovery
and Integration (UDDI) initiative. (APCC).
2.3.1.4 Security and Privacy
Security refers to the confidentiality, integrity, access and availability of data
during its transmission and its storage in all formats whereas privacy concerns the
rights of individuals who may be concerned that the privacy of provided information
may not be adequately protected (APCC, 2002). The Internet offers easy
communication between individual computers; it also opens up the possibility of
outsiders breaking into computer systems and stealing valuable information such as
credit card numbers. Any information transmitted over the Internet can be
intercepted at any point if appropriate security precautions are not taken.
Organizations, therefore, have a responsibility to ensure that trading partners
maintain appropriate levels of security (AGIMO, 2004). Like security, privacy is also
related to confidentiality which refers to the use of encryption for scrambling the
information sent over the Internet and stored on servers so that eavesdroppers cannot
access the data (Yang and Papazoglou, 2000).
2.3.2 Vendor/Supplier Readiness to e-procurement
Assessing the suppliers’ e-Business is important for successful e-Procurement
assimilation because of the dyadic nature of e-Procurement which must interface
with the organization’s suppliers. Needless to say, even if an organization has the
necessary e-Procurement infrastructure to conduct procurement with the suppliers, a
lack of readiness on part of the suppliers will hinder the assimilation of the eProcurement. The intensity of e-Procurement assimilation of an organization depends
not only on its own efforts to incorporate e-Commerce technologies in its
procurement functions, but also on the readiness of its suppliers and trading partners
to engage in electronic interactions and transactions. Suppliers may be concerned
about the technical barriers and the investment
required to e-enable their processes. Furthermore, they may need to be educated on
the new medium of business and their security concerns must be addressed. Barua et
al. (2005) argue that supplier readiness should be considered as an enabler that
requires a proactive commitment of an organization’s resources even though it is
regarded as an external to the organization. Barua et al. (2005) suggest the firms to
design certain incentive mechanisms such as subsidy or guaranteed business to
encourage business partners to get connected. The authors further suggest to invest in
resources to help increase the capability of their partners to do business
electronically, such as providing training. NePP (2004) cautions that forcing
suppliers to adopt the preferred trading method can be problematic and manifest
itself through supplier non-compliance by way of not quoting or quoting incorrect
purchase order numbers, incorrect routing of invoices, backdated invoices and
invoices details not matching order details. This line of reasoning is consistent with
(Barua et al., 2005) who argue that a firm needs to rely on its suppliers’ readiness to
actively adopt and assimilate its online initiatives
2.3.3 Advantages and Disadvantages Using e-Procurement
E-procurement
play quite an important role in the world today. Most
organizations are interested in using e-Procurement in order for them to be more
competitive advantage.
However, there are some advantages and some disadvantages in eprocurement.
2.3.1.1 Advantages
An e-procurement process running over the Internet has several advantages,
e.g. for companies :
1. Better and faster access to private and public procurement (e.g., by easy
search via a search engine)
2. Digital offer transmissions (e-Tendering)
3. Financial savings (no need for expensive printouts, less administration
effort)
4. No media conversions (e.g., from a digital document to a paper output)
The advantages for the governments are moreover:
1. Administration modernization (e.g., by less administration effort and
faster processing)
2. Price advantages for buying authorities or institutions for several reasons:
3. More competition between suppliers
4. By collecting volumes a high or higher volume purchase becomes
possible
5. By an adequate supply daily consumables can be procured easily and the
process cost are as low as possible
2.3.1.2 Disadvantages
The disadvantages of e-Procurement are :
1. Implementation Problems. User expectations/change management can be
difficult. Thirty-two percent of those interviewed for the Forrester study
said that they wrestled with getting employees to use the new software.
2. Loss of direct relationship between the Buyer and the Seller. Eprocurement relationships are reduced to electronic transactions with no
personal interaction. Companies must choose whether this is the way they
want to conduct business between the different entities that sustain them.
2.4
Modules of e-Procurement
e-Procurement can be defined as using Internet technology in the purchasing
process. It is important to note that this definition is tight in the sense that it excludes
old applications like ordering by telephone or by fax. On the other hand, this
definition is relatively wide, because it not only encompasses the use of Internet
applications in the purchasing process, but it also includes the use of intranet and
extranet applications. For example, ordering office supplies by using a supplier
catalog on a website is a form of e-procurement
Based on the definition of e-procurement a large number of forms of eprocurement can be distinguished. Some of these forms have received a lot of
attention already, which has led to a situation that these forms are quite well-defined
and relatively well-developed. Other forms of EP are still quite young and immature.
Some of them will mature, others will never reach that state. In the following focus
on the forms of e-procurement that are quite well-defined and relatively welldeveloped.
2.4.1 e-MRO (Maintenance, Repair and Operating)
e-MRO as well as web-based ERP is the process of creating and approving
purchasing requisitions, placing purchase orders and receiving goods and services
ordered, by using a software system based on Internet technology. In the case of eMRO the goods and services ordered are maintenance, repair and operation (MRO)
supplies (i.e., non-product related). The supporting software system (an ordering
catalog system) is used by all employees of an organization. In the case of web-based
ERP the goods and services ordered are product related. Usually only the employees
of the purchasing department (or the planning department) are using the supporting
software system (a web-based ERP-system (Enterprise Resource Planning)).
2.4.2 e-Sourcing
E-sourcing is the process that identifies new suppliers for a specific
purchasing category, using Internet technology (usually the Internet itself). By
identifying new suppliers a purchaser can increase the competitiveness during the
tendering process for this purchasing category. E-sourcing is also a way of
decreasing the supply risk associated with this purchasing category (Kraljic, 1983).
2.4.3 e-Tendering
E-tendering is the process of sending RFI (Request for Information) and RFP
(Request for Proposal) to suppliers and receiving the responses of suppliers, using
Internet technology. Sometimes within e-tendering the analysis and comparison of
responses is also supported. E-tendering does not include closing the deal with a
supplier. As a matter of fact, e-tendering smoothens a large part of the tactical
purchasing process (according to (van Weele, 1988)), without focusing on the
content of that process.
2.4.4 e-Reverse Auctioning
A reverse e-auction is a time-bound event, usually enabled by a third party
auction facilitator, and is typically of one to two hours duration (Grieger, 2003;
Smeltzer and Carr, 2003). The auction commences with the buyer posting the initial
contract price, often at a value that is lower than the historical figure, already
representing a unit cost reduction. Suppliers proceed to bid against unknown
competitors under a downward price mechanism until the price-floor is reached. At
this point, the auction concludes and the contract is awarded, theoretically to the
lowest bidder.
2.4.5 e-Informing
E-informing is a form of e-procurement that is not directly associated with a
contract or a transaction, whereas the others are. E-informing is the process of
gathering and distributing purchasing information both from and to internal and
external parties, using Internet technology. For example, publishing purchasing
management information on an extranet that can be accessed by internal clients and
suppliers is a way of e-informing.
2.5
Requirement For e-Procurement
When employing e-Procurement solutions in the public sector, both the
buyers and suppliers security requirements must be taken into account. Furthermore,
the legal implications stemming from laws including public procurement, digital
signature and privacy laws must be considered. Only a few of the current eProcurement projects in the public sector consider such requirements.
Secure e-procurement can be defined as an e-procurement process that fulfills
the security requirements of entities participating in a bidding scenario. More
specifically, a secure e-procurement process should ensure that the competitive
information is protected and secured against unauthorized access and modification.
In open computing environments like the Internet, the application of digital
signatures plays a significant role in order to ensure the security requirements with
respect to authenticity, integrity and legal liability.
2.5.1 Security Requirements for e-Procurement
This section describes security requirements for the public procurement /
award procedures. In the following, will describe security requirements of the public
e-procurement process during the work flow of award procedures. Requirements of
the buyer (e.g., public authority) are:
1. Availability of bid invitations
2. Authenticity and integrity of received tenders
3. Legal binding ness of received tenders
The supplier or vendor on the other hand has the following security
requirements ensuring that his offer and other sensitive information associated with
his offer are protected:
1. Confidentiality of the supplier’s actions (e.g., which are the bid
invitations of his interest)
2. Confidentiality of submitted tenders until the date of opening
a. Tenders cannot be opened until the corresponding deadline has been
reached
3. Integrity and authenticity of submitted tenders and received documents
4. Legal bindingness of awarded contracts
5. Receiving authenticated confirmations of timely placed offers and tenders
During the steps of e-procurement processes, the following has to be
guaranteed :
1. Notification (accessing tender documents)
a. Accessibility of the system to publish and receive bid invitations
b. Confidentiality
2. e-Tendering (offer submission)
a. Authenticity
b. Confidentiality
c. Integrity
d. Legal bindingness
e. Time stamping of confirmation notices
3. e-Awarding
a. Restrict access to tender documents until opening deadline regarding
public buyer and other vendor
4. All steps
a. Securing storage, e.g., respecting privacy laws and keeping records
b. Traceability (documenting the progress of the award procedure)
2.5.2 Technical Realization of Security Requirement
Public Key Infrastructures (PKI) is the prevalent and the most commonly
used systems for fulfilling the requirements of both the supplier and the buyer.
Digital signatures, which require a PKI, are the most suitable technique which
guarantees liability and legally binding electronic transactions as well as authenticity
and integrity.
Examples for realization possibilities for implementing the security requirements
described above are shown in Table 2.1.
Table 2.1 : Security requirement
Security Requirement
Realization Technique
Accessibility/ Availability
Open Flatform
Authenticity
Credentials over secured channel (e.g.,
SSL)
Digital signatures and certificates
Confidentiality
Encryption (of connection data, payload)
by using PKI
technologies or a secured channel (e.g.,
SSL)
Four Eye Principle/ Dual Control
Double encryption
Key split-up / fragmentation
Integrity
Hashing
Digital signatures
Checksum over secured channel (e.g., SSL)
Legal
Biddingness/
Repudiation/
Non
Qualified
signatures
using
certificates
provided by a official
certification authority
Restrict Access (deadline)
Protected
location
for
used
storage
hardware
Third party platform
Encryption but decryption key transmission
on deadline
Secure Storage
Protected administrative location for used
storage hardware
Building up data logging and auditing
structures
Time Stamping
Digital signing by third party
Traceability
Logging (by secure storage) of all relevant
messages and
data for documenting the progress of the
award procedure
2.6
Legal Context of Public Procurement in Indonesia
The effort to reform the public procurement system was initiated at the
beginning of President Soeharto’s regime, New Order regime I. In 1999, legislators
passed Law No. 18 on Construction Services and Law No. 5 on the Ban of Monopoly
Practices and Unfair Competition Practices.
2.6.1 Presidential Decree No. 18 of 2000
These laws were then clarified with Presidential Decree No. 18 of 2000 on
Public Procurement. The underlying principle of this presidential decree was to
facilitate effective and efficient budget spending, and to encourage fair competition
and transparent, accountable and nondiscriminatory public procurement.
On a practical level, however, Presidential Decree No. 18 of 2000 contained several
weaknesses:
1. Inconsistencies and contradictions with other laws and regulations.
2. Opportunities for ambiguous interpretation. This creates conflicts when
local governments implement rules in their province, regency, or district,
since the law requires further explanation. This fuzzy situation facilitates
unfair competition and rampant corruption, collusion, and nepotism.
3. License requirement. Before bidding on tender, a bidder must obtain a
license from a senior public official. This rule creates an opportunity to
extort money from the bidder.
4. Designation of the bidding committee based on nepotism and collusion.
This can result in incompetent parties’ winning bids.
The issue of corruption in public procurement caught the attention of the
Consultative Group on Indonesia (CGI) during their regular meetings for loan
discussion with the Indonesian government. The Memorandum of Understanding
noted that more transparent, accountable, participatory, and non-discriminatory
public procurement processes were required for a loan covenant.
2.6.2 Presidential Decree No. 80 of 2003
President Megawati then issued Presidential Decree No. 80 of 2003 on Public
Procurement. This decree aims to regulate public procurement procedures, and
encourages liberalization and opening up of the public procurement system in
Indonesia.
Presidential Decree No. 80/2003 contributed to more efficient state spending.
It has also helped reduce the amount of unaccountable funds in the state budget and
has significantly lowered costs in some provinces and regencies.
Presidential Decree No. 80/2003 stipulates important rules on corruption
prevention:
1. Defines the local government budget user as a goods and service.
2. Requires government (including local governments) to announce and
publish an annual public procurement plan at the beginning of the year.
Also mentions sanctions or punishment for the off ending public official
and vendor.
3. Requires government (including local governments) to assign an officer
in charge of procurement in all procurement processes worth over IDR 50
million.
4. Requires procurement user and committee to have necessary skill
certificates.
5. Consulting services must be awarded before a tender is called for
development of a project.
6. Categorizes vendors on the basis of their size, to make the tender process
fairer.
7. Eliminate license requirement for bidder (as previously required under
Presidential Decree No. 18 of 1999).
8. Allows the multiplication of auction documents, to maximize disclosure
policy.
9. Opens bidding processes and tenders to all parties.
10. Reduces conflicts of interest by forbidding supervisory officials and
project officers to be committee members, and forbids public
servants/officials from being vendors.
11. Promotes post-qualification rather than pre-qualification.
12. Prevents procurement committee from adding qualification requirements,
such as area limitations or association certificates.
13. Require procurement process committee if contract value exceeds IDR 50
million, and committee must consist of at least three members or another
odd number of members.
14. Facilitates the pre/post qualification process by encouraging qualification
and the use of statement letters to minimize the practice of delivering
documents directly. This process aims to deter bribery. Before, the bidder
and committee could meet directly before a tender was organized and
Require parties to enter into an Integrity Pact
2.6.3 Addendum Presidential Decree No. 80 of 2003
Presidential Instruction No. 5 of 2004 concerning the Acceleration of
Corruption Eradication, in particular the sixth addendum, is a further development.
This additional text requires all government institutions to implement Presidential
Decree No. 80/2003.
The government has actively reformed the stipulations of Presidential Decree
No. 80/2003. In 2005, the Indonesian government issued Governmental Regulation
No. 70/2005, which was intended to simplify and accelerate the public procurement
processes during the Aceh reconstruction. Another change came in the form of
Presidential Regulation No. 8/2006.
2.6
Benchmarking Study
Benchmarking can somewhat philosophically be defined as follows (APQC,
1993) :
“Benchmarking is the practice of being humble enough to admit that someone
else is better at something, and being wise enough to learn how to match
them and even surpass them at it”.
This definition captures the essence of benchmarking, namely learning from
others. The core of the current interpretation of benchmarking is:
1. Measurement, of own and the benchmarking partners'performance level,
both for comparison and for registering improvements.
2. Comparison, of performance levels, processes, practices, etc.
3. Learning, from the benchmarking partners to introduce improvements in
your own organization.
4. Improvement, which is the ultimate objective of any benchmarking study.
Benchmarking is conducted in separate projects whose individual objective is
to improve one of the organization'
s business processes. There are a number of
models describing the different steps that constitute a benchmarking study. One such
model is the so-called benchmarking wheel, as portrayed in Figure 2.2 (Andersen,
1995).
Figure 2.2
benchmarking wheel, as portrayed (Andersen, 1995)
2.7.1 Challenges and Successes of Benchmarking
The challenges, possible remedies, and success factors are listed below. In
terms
of challenges and pitfalls, the main elements were :
1. Finding benchmarking partners willing to participate in the benchmarking
studies. This was by far the single most difficult of all tasks, which is
quite usual in benchmarking. Identifying companies that seem to be
comparable in terms of size, market conditions, industry, etc., that are
believed to be sufficiently better, to have something to teach others, and
at the same time are willing to share their best practice information, is
difficult. The normal way to overcome this obstacle is to run company
searches through many different channels, e.g. the company'
s own
network, industry associations, area experts, etc.
2. Getting acceptance for the use of both quantitative and qualitative
benchmarking information. The information sought in benchmarking
normally consists of two parts:
a. quantitative performance data used to determine the differences in
performance levels among companies comparing; and
b. qualitative business process descriptions used to create learning
among them.
Since the numerical performance data often involve financial information, the
willingness among the consortium and benchmarking partners to surrender this type
of information was rather low:
1. Lack of business process understanding. Although the term business
process has been known in academic circles for a few years, it is not as
widespread in industry. While some of the benchmarking partners had
modeled their business processes and could give us flow charts depicting
these, many of them did not. Thus, it required much more work to
establish the flow of goods and information and model the processes.
2. Limited duration of each interview. During interviews, we were limited
by time. In order to go into each individual process in depth it would have
required more time, both during the interview and for the preparation. If
we had been able to perform longer and more specific interviews we
would have been able to get a deeper understanding of the processes and
their performance.
3. Comparability of companies and processes. The benchmarking partners
were all chosen because they had a similarity to or relationship with the
industrial partner. This did not, however, ensure comparability of their
processes. Even though not all information was comparable the visit
could still generate new ideas for the industrial partners.
These are all pitfalls and challenges prospective future benchmarkers should
be aware of and try to counteract. Some possible solutions to these challenges are:
1. In general, solving the very difficult issue of finding relevant and willing
benchmarking partners can be attempted through different approaches:
a. Applying a systematic procedure whereby a large number of potential
benchmarking partners are scanned for relevance and high
performance.
b. Seeking aid and support from sources and institutions that might be
able to point to and convince potential partners, e.g. industry
associations, area experts, media, etc.
c. Making sure the offer made to the companies is attractive, for instance
by informing about processes the benchmarking company is
particularly good at and offering return visits.
d. Requesting initial performance information about the process in
question before selecting a benchmarking partner, to make sure the
performance is sufficiently good to offer new insights.
2. All challenges pertaining to poor data collection after actually having
found willing benchmarking partners can be counteracted by a number of
remedies:
a. Exchanging all possible background information beforehand, thus
being able to start covering the interesting parts right away.
b. Sending the questionnaire in advance to allow time for data gathering
and preparations.
c. Meeting for a social gathering the night before the benchmarking visit
to break the ice and build up trust before starting the meeting.
d. Offering to pay for the time spent by the benchmarking partner in
preparations for and during the benchmarking visit.
e. Making sure to bring along someone fluent in the local language if the
benchmarking partner finds it difficult to conduct the interviews in an
international language.
2.7.2 Best Practice in e-Procurement
Best practice in e-procurement performers has long-term, well-thought-out
strategies for e-procurement implementation. Many such systems have been
implemented in phases, with each new phase building off the successes and lesson
learned of prior phases. (Aberdeen Group, 2005)
2.7.2.1 University of Pennsylvania: Purchasing ‘Sells’ E-Procurement to End
Users
Business Challenge
The Purchasing Department at the University of Pennsylvania sought to
increase campus-wide compliance with financial policies, approved buying methods,
and preferred contract suppliers. The university also was looking to gain procure-topay process efficiencies, reduce the cost of products, and eliminate off-contract
(“maverick”) buying.
Penn is a decentralized procurement environment in which authorized
purchasing system users make supplier sourcing decisions at the point of demand.
Purchasing was faced with the daunting challenge of selling adoption of a new
system to research scientists and other end users who were accustomed to buying
from their own choices of suppliers.
Solution Selection and Deployment
The university formed an e-procurement team made up of representatives
from the comptroller’s office, purchasing, and the information technology group.
This team evaluated the university’s business requirements and selected Oracle as an
e-procurement partner along with SciQuest for content-hosting services. Oracle
Financials, (including the General Ledger, Purchasing, iProcurement, and Payables
modules), was deployed campus-wide in July 1996. The SciQuest Incorporated
Spend Director solution, which went live in January 2004, hosts Penn’s private
electronic supplier exchange, which is integrated into Oracle Purchasing. Since then,
several enhancements
have been made to the solution, resulting in new features and functionality for the
approximately 1,750 system users.
Currently, out of a purchasing system database of 30,000 approved suppliers,
136 have been made available in the private electronic exchange, called Penn
Marketplace, through which approximately 70% of all purchase order transactions
flow. Use of these marketplace-enabled preferred contract suppliers has doubled
since Penn Marketplace was deployed, when only about 35% of transactions were
with these suppliers. Eventually, Penn plans to enable 175 to 200 suppliers in Penn
Marketplace. The SciQuest Spend Director solution, a hosted application; enabled all
content from 122 suppliers with hosted content and 14 through punch-out.
In 2005, approximately 18% of Penn’s total procurement spend has been
managed via the e-procurement system, which handles all spend categories. User
acceptance and adoption were keys to system success, and the university’s
purchasing group was involved deeply in this, as well as change management.
Purchasing’s focus was to make the e-procurement system and processes as easy to
use as possible and to continually reinforce to end users the value of buying through
the system.
Results
Penn attributes $77.4 million in total product cost savings to the eprocurement system; this includes improved contract and pricing compliance, which
purchasing estimates at $7.7 million resulting from the enablement of Penn
Marketplace suppliers. Purchasing also has identified significant administrative
efficiencies, though the university does not report such “soft dollar savings.”
Since the system was deployed, Penn has seen a 484% improvement in
contract compliance. Also,average cycle time (online purchase order creation to
electronic order transmission to supplier) has fallen from 18 days to less than one for
more than 92% of all purchase orders.
Penn has also improved administrative processes and reduced the number of
full-time employees needed to process transactions.
Lessons Learned
Maier stresses the importance of engaging the user community for product
evaluation, testing, and implementation. He adds that there should be a good deal of
collaboration among the user community, business units, and the IT organization. He
believes it’s important to proactively “sell” an e-procurement initiative to end users,
and that Purchasing should have a clear and concise marketing strategy for that.
2.7.2.2 Hewlett-Packard: e-Procurement Handles Nearly All of Indirect Spend
Business Challenge
Hewlett-Packard is a Fortune 11, global manufacturer of technology products,
with annual sales of $80 billion. HP is the largest information technology company
in the world, and has 140,000 employees in more than 170 countries.
Annual spend is a staggering $60 billion. Of this total, $13 billion is spent on
indirect materials, the rest on direct materials and services.
Purchasing at HP is addressing non-compliant spend, local sourcing and
strategic procurement activity, strategic global sourcing, and other initiatives. In
addition, the indirect procurement group is working across business units and
geographies to drive down the total cost of ownership by attacking spend across
such horizontal commodities as print supply chains, labor and software.
To achieve aggressive savings and spend reduction objectives, Indirect
Procurement must be able to direct spend to preferred suppliers, enforce compliance
to purchasing policy and have visibility to spend globally.
E-Procurement Strategy
Larry Welch, VP Indirect Procurement for HP, notes that there have been
several milestones in HP’s e-procurement strategy.
HP selected Ariba Buyer as the company’s procurement platform, way back
in 1998, very early in the evolution of e-procurement solutions. HP saw Ariba as an
early leader in spend management technology.
When HP merged with Compaq, the company took another look at available
solutions and decided to stick with the Ariba platform because of its comprehensive
functionality that supported HP’s worldwide deployment, the fact that the Ariba
platform already was integrated into other critical “go-forward” systems within HP,
and because HP’s platform was more highly developed than the technology platform
that Compaq used.
Solution Selection and Deployment
More recently, purchasing at HP had to evaluate possible solutions to deploy
for its go-forward platform for strategic procurement. HP once again chose Ariba as
its solution provider. HP purchasing sought global capabilities in its solution
provider, a clear technology roadmap and vision, superior functionality, and the
strong desire to partner with customers. Ariba met all these criteria, in addition to
HP’s desire for a speedy implementation, reasonable solution cost, extent of platform
integration, and the presence of many existing installations. Currently deployed are
Ariba Buyer, Ariba Category Procurement, and OB10 (for invoices). HP is in the
process of planning deployment across all procurement functions (direct, indirect,
services) of Ariba Analysis, Ariba Category Management, Ariba Sourcing, Ariba
Contract Workbench, Ariba Compliance, and Ariba Supplier Performance
Measurement. HP calls this initiative “Enterprise Strategic Procurement,” and the HP
procurement team expects this broad adoption of the Ariba’s solution to provide
numerous opportunities for cost savings and process efficiency improvements.
Ariba solutions are now deployed for indirect procurement in 46 countries
where HP operates. Ariba Buyer is available to nearly all of HP’s 140,000
employees. Approximately 10,000 users purchase through the system each month,
and approximately 50,000 HP personnel have used the system since it was
implemented. When the strategic procurement solution is implemented, there will be
about 1,500 procurement professionals who use the system. HP’s indirect supply
base is 45,000 suppliers, but 82% of HP’s indirect spend is with 265 suppliers.
A staggering 95% of HP’s annual indirect spend of $13 billion flows through
the Ariba e-procurement system. Various spend categories flow through the system,
including software, outsourced IT services, IT consulting, R&D supplies, marketing
materials, real estate and workplace services, and travel and meetings expenditures.
From 1999 through 2003, Ariba Buyer was deployed across HP’s worldwide sites,
including premerger Compaq sites. From 2003 through 2005, HP built out additional
capabilities of the system. Full Ariba platform rollout and implementation will be
done in 2006 and 2007.
Results
HP has realized significant quantitative benefits:
1. Through 2005, Indirect Procurement has achieved over $1.8 billion total
negotiated savings and spend reduction. These results are due to its total
spend management strategy, including creation of strategic procurement
capabilities, workforce expertise and implementation of a standardized eprocurement platform.
2. Operation expense was reduced from 0.95% of total spend in 2002 to
0.75% in fiscal year 2005.
3. Implementation onto a standardized platform has resulted in the
retirement of over 100 legacy systems with estimated savings of $7
million annually.
4. Contract compliance has reached approximately 80%
HP also gained qualitative benefits from use of the system.
1. The supply base was decreased significantly and more expenditure was
directed to preferred suppliers.
2. The spend management solution has enabled HP procurement professionals
to address more corporate expenditure and focus more on strategic supply
initiatives.
Lessons Learned
1. Executive-level support is crucial to e-procurement success. Active
support from top management will drive system use and compliance with
approved systems and processes. Adoption should be facilitated with
strong focus on system ease-of-use.
2. Seamless integration of the spend management system with the overall
technology platform is a major undertaking, especially for a very large
organization like HP. Creation of a long term technology roadmap can be
very valuable.
3. A robust support/operations infrastructure is needed to ensure success.
4. Users will naturally desire to customize spend management applications.
HP recommends that a formal process and structure be created to evaluate
customization proposals. Only essential customizations should be
approved.
2.8
Technology Analysis
2.8.1 Three Tier Client Server Architecture
The three tier model refer to multitier architecture, was develop to overcome
the limitations of two-tier architecture. In the three tier model, a middle tier
(Application Logic) is added between the client environment and the database
management server environment. There are variety of ways of implementing the
middle tier, such us transaction processing (TP) monitors, message servers, and
application servers. The three tier client server model can be shown in figure 2.3.
Figure 2.3
The Three Tier Client Server Architecture model
The first tier is the Client Environment (user interface) tier. This tier manages
the input/output data and their display. With the intention of offering greater
convenience to the user, the system is prototyped on the Internet. The users are
allowed to access the system by using any existing web browser software. The user
interface tier contains HTML components needed to collect incoming information
and to display information received from the application logic tiers. The web visitors
communicate with the web server via application protocols, such as HTTP and SSL,
sending requests and receiving replies.
The application logic tier is the middle tier, which bridges the gap between
the user interface and the underlying database, hiding technical details from the
users. Components in this tier receive requests coming from the interface tier and
interpret the requests into apropos actions controlled by the defined work flow in
accordance with certain pre-defined rules.
The database (data store) tier is responsible for modeling and storing
information needed for the system and for optimizing the data access. Data needed
by the application logic layer are retrieved from the database, then the computation
results produced by the application logic layer are stored back in the database. Since
data are one of the most complex aspects of many existing information systems, it is
essential in structuring the system. Both the facts and rules captured during data
modeling and processing are important to ensure the data integrity.
Advantages of A Three-Tier Architecture
The following are some of the advantages of a three-tier architecture :
1. Clear separation of user interface control and data presentation from
application logic. Through this separation more clients are able to have
access to a wide variety of server applications.
2. Quicker development through the reuse of pre-built business-logic
components and a shorter test phase, because the server-components have
already been tested.
3. Re-definition of the storage strategy won’t impact the clients.
4. Dynamic load balancing: if bottlenecks in terms of performance occur,
the server process can be moved to other servers at runtime.
5. Servers are "trusted" systems. Their authorization is simpler than that of
thousands of
untrusted client-PCs. Data protection and security is
centralized and simpler to obtain.
6. Modifications to business process are isolated from the client and
database.
7. Modifications to the database are isolated from the client and business
layers.
8. Change management: is more efficient.
2.8.2 Web Database Construction
Web database construction maximizes the power of two complementary
technologies that are integrated, the web and the database. The web portion of
construction called the front end allows dynamic interchange between the customer
and the business. The portion of the construction that links the web and the database
is called middleware. Web database construction model is shown in figure 2.4.
Figure 2.4
Web Database Construction Model
2.8.2.1 The Front End : Web Pages
The front end is the first experience a customer has with a business and is the
foundation on which the customer form attitudes and perceptions. The element of the
web are communication standards that allow the different hardware and software
platforms to communicate with each other. They are TCP/IP, HTML, and HTTP
The strength of the web is base on the concept of hypertext. Hypertext is the
logical connectivity between computers and text, allowing computer to interface with
the through a system of cross references to be followed in a non linier way.
Hypermedia, an extension of hypertext, includes graphics, audio, and other
multimedia forms. The web is made up of hypertext and hypermedia that can
understand the numerous information retrieval protocols in use on the internet.
2.8.2.2 The Back end : Database
The back end of the e-procurement design consist of the database, which
must be updated, queried, and modified according to the interaction with the
customer and the dynamic data needed by the front end. The back end must support
three main functions :
1. Gathering Information
2. Storing Information
3. Processing Information
The database, usually an RDBMS (Relational Database Management System),
provides an efficient way for the e-procurement construction to implement these
functions.
2.8.2.3 Middleware
The key link between the web and the database is called middleware. In the
web database construction, the middleware is the general term to describe the
programming that glues the construction together. Windows Common Gateway
Interface, Windows CGI, is one type of middleware that define how a web server and
the external program of the customer communicate with each other. Specifically,
CGI determines how information will be transferred between the web server and the
CGI program. It also define what information will be supplied by the web server to
the CGI program as well as what information can be returned to the web server. The
CGI program can be written in any programming language, most often in C++, C#,
Perl, Java, PHP, or Visual Basic.
2.8.2.4 The Benefits and Challenges of Web Database Construction
The benefits of web database can be immediately accessible from anywhere
in the world and can aid businesses in overcoming performance and scalability
limitation associated with traditional two tier client server application. Since
RDBMS is centrally located on the business web or application server, ongoing
maintenance and enhancements can be considerably reduced. And since RDBMS
logic resides on the server rather than on the client, the cumbersome and often
complex task for the business of deploying information to many clients is
significantly reduce in time, and often eliminated completely. In certain business
environments, the web database construction can be run to the business advantage on
thin client, network devices that utilize older and less powerful client workstations
reducing hardware and software cost to the organization.
Major challenges involve in utilizing web database construction include
scalability, where businesses can encounter highly variable and potentially huge
transaction peak loads. The evolving nature of web technology is a constant
challenge. Both customers and businesses alike is the challenge of security. Also,
when web database construction are needed to work with existing legacy system, the
challenge of creating interface can add both complexity and cost to the development
process.
2.8.3 Hypertext Markup Language
HTML (Hypertext Markup Language) is the set of markup symbols or codes
inserted in a file intended for display on a World Wide Web browser page. The
markup tells the Web browser how to display a Web page'
s words and images for the
user. Each individual markup code is referred to as an element (but many people also
refer to it as a tag). Some elements come in pairs that indicate when some display
effect is to begin and when it is to end.
HTML is a formal Recommendation by the World Wide Web Consortium
(W3C) and is generally adhered to by the major browsers, Microsoft'
s Internet
Explorer and Netscape'
s Navigator, which also provide some additional non-standard
codes. The current version of HTML is HTML 4.0. However, both Internet Explorer
and Netscape implement some features differently and provide non-standard
extensions. Web developers using the more advanced features of HTML 4 may have
to design pages for both browsers and send out the appropriate version to a user.
Significant features in HTML 4 are sometimes described in general as dynamic
HTML. What is sometimes referred to as HTML 5 is an extensible form of HTML
called Extensible Hypertext Markup Language (XHTML).
2.9
Discussion
From literature review above, e-procurement has been used in several
companies. As seen in benchmarking study, many companies have succeeded using
e-procurement as shown in table 2.2 below. Many vendors offer e-procurement
application that ready to use, but not all e-procurement products are suitable for
government. This happen because the law and policies are different between each
government department.
This is the challenge of this study, researcher has to design and develop eprocurement for Indonesian government in Regional Planning and Development
Agency of Riau Province that accordance to government law in procurement goods
and services.
Table 2.2 : Best Practice summary
Feature
Hewlett Packard
University of Pennsylvania
Business
Annual Spend is $60 billion
Gain procure-to-pay
Challenge
Spend to preferred supplier
Process efficiency
Enforce compliance to
Reduce cost of products
purchasing policy
Eliminate off-contract
Visibility to spend globally
“Maverick” buying.
Solution
Clear technology roadmap
The University formed an e-
Selection
Vision
procurement team.
Superior functionality
The team made up of
Strong desire to partner with
representatives from the
customers
comptroller’s office,
Speed Implementation
purchasing, and IT group.
Reasonable solution cost
The team evaluated the
Extend of platform integration
university’s business
requirement.
Vendor
Ariba
Oracle as Procurement
partner
SciQuest for content-hosting
service
Strategy
Selected Ariba Buyer as the
Marketplace (Private
company’s procurement
electronic exchange)
platform.
Private electronic exchange,
Ariba as an early leader in
which is integrated into
spend management
Oracle purchasing.
technology.
Features
Ariba Buyer
General Ledger
Ariba Category Procurement
Purchasing
Ariba Sourcing
iProcurement
Ariba Contract Workbench
Payables Modules
Ariba Compliance
Ariba supplier performance
measurement
OB10 (for Invoice)
Benefit
Reduce operation expense
Cost saving
0.95% of total spend in 2002
Significant administrative
and 0.75% in fiscal year 2005
efficiencies.
Saving $ 7 Million annually
Improvement in contract
Contract compliance has
compliance.
reached approximately 80%
Reduce cycle time
purchasing
Improve administrative
processes.
Reduce the number of
fulltime employees needed
to process transaction.
Technology
Web base technology
Web base technology
Lesson
Executive level support is
Stresses the importance of
Learned
crucial to e-procurement
engaging the user
success.
community for product
Creation of longterm
evaluation, testing, and
technology roadmap can be
implementation.
very valuable.
Should be a good deal of
A robust support/operations
collaboration among the
infrastructure is needed to
user community, business
ensure success.
units, and the IT
Only essential customizations
organizations.
Environment
should be approve.
2.10
Chapter Summary
This project is done with some literature review from some resources such as
internet, books, conferences and journal. Useful informative such as what are the best
practices has been covered. Good understanding for each field is very important in
order to develop effective e-procurement.
CHAPTER 3
METHODOLOGY
3.1
Introduction
An appropriate methodology, models and techniques must be defined to fit
the system that will be developed according to user requirements. To develop the
prototype of e-Procurement system, the Object Oriented Approach has been chosen.
In this chapter, the requirement of hardware and software also discussed.
This chapter describes the proposed framework briefly and all the steps and
stages that have been implemented in this project. It discussed the approaches as well
the system development tools and techniques. The proposed framework is hoped to
be able to guide for every phases in project development and provide a solution to
the problem statement and to fulfill the project objectives.
3.2
Project Methodology
Project methodology is a guideline to ensure that all project activities is well
organized. By the implementation of some methodologies, programs, documents, and
data can be achieved as a result of activities and task that are included in the
methodology.
In order to get some information about the e-Procurement, some observations
are carrying out. The required methodology for this project development is began
from planning, analysis, design and implementation. Lastly, application testing will
be executed. Figure 3.1 shows the framework view of overall project development
methodology.
Figure 3.1
Project Methodology Framework
3.2.1 Planning Phase
Initial planning phase is the beginning of the project. First of all, the title of
the project is discussed with supervisor. The objective of project development is
analyzed and defined based on the problem statement. Besides that, project scope is
identified to draw the boundary of this project. After that, some researches of project
background have been done in order to decide the methodology of the project.
3.2.2 Analysis Phase
The analysis phase answers the question of who will use the system, what the
system will do, and where and when it will be used. In this phase, few activities are
carrying out such as literature review, study current e-procurement software and also
investigates any current system. This phase has three steps :
3.2.2.1 Organization
Before going to requirement gathering, Important to understanding about
organization is important thing. In this phase, will be identify organization issue,
organization profile, organization structure, job and functions.
3.2.2.2 Requirements Gathering
Requirement gathering is activity in analysis phase to gathering data and
information. This activity has steps; Understanding the As-Is system, Identifying
improvement, and developing a To-Be system concept.
3.2.2.3 Literature Review
In literature review, the essential things such as definition, types of eprocurement, best practice and guideline, legal context procurement in Indonesia,
technology analysis and other related studies are identified and analyzed.
3.2.3 Design
After obtain user requirement in analysis phase, now is the phase to justify on
how it will meet the identified requirements. In this stage, system’s interfaces for the
prototype are designed. Besides that, database design for the system by graphically
represents the organization’s data also been done.
3.2.4 Implementation
After the prototype is done, it will be implemented and tested. The user
acceptance test expected result is the proposed system application will support the
user requirements and fulfill project objective.
Table 3.1: Detail every phase in Project Methodology Framework
Phase
Planning
Activities
1. Project Initiation
Identify and select projects.
Task
Deliverables
1. Discuss with supervisor and choose an appropriate
1. Project objective
2. Project scope
project title.
Make system request and
2. Project Designing e-Procurement has been chosen.
3. Project methodology
the system that support the
3. Identify
4. Project proposal
business value
the
background
problem
current
5. Project schedule
procurement.
4. Determine project scope, objective and importance.
5. Produce the work plan to schedule the project using
Gantt Chart
Analysis
1. Organization
a. Organization Issue
2. Identify organization structure, job and functions.
b. Organization Structure
3. Identify
c. Organization Profile
1. Initial Findings Report
1. Identify organization issue, organization profiles.
administration
current
procurement
processes.
4. Identify problem with current procurement.
2. Requirements Gathering
a. Understanding the AsIs system
b. Identifying
5. Identify the common features required by user.
6. Develop a list of features for e-procurement.
7. Identify Best Practice in e-procurement.
8. Identify
and
find
literature
review
for
e-
procurement
Improvement
c. Developing a To Be
9. Transform analysis data and models in Object
Oriented method using UML.
system concept
10. Produce Use Case Diagram, Class Diagram, and
3. Literature Review
Sequence Diagram by using UML.
a. Best Practice
11. Understand system interface issues.
b. E-procurement concept
12. Identify and study the user interface to design eProcurement.
c. Technology analysis
d. Legal Context
Design
1. Identify system requirement
2. Prototype Development
1.
Identify the hardware and software needed to
1. Conceptual design.
design e-Procurement.
2. System prototype.
2. Identify the system requirements.
3. Design the interface of e-Procurement by using
Macromedia Dream Weaver, Photoshop, and flash.
4. Design the database e-Procurement by using
MySQL Server to represent the data.
5. Review the user requirements.
6. Design documentation of e-Procurement.
Implementation 1. Prototype
Implementations
1. Using PHP programming to implement the analysis
and designs.
2. Applications Testing
2. Discuss with user and test the system.
3. User Acceptance
3. Install the prototype of e-Procurement.
4. Conduct training e-procurement system.
5. Document the implementation steps
6. Produce questionnaire to get the feedback according
to the system prototype.
1. Implementation report.
2. User manual.
3.3
System Development Methodology
A system development methodology refers to the framework that is used to
structure, plan, and control the process of developing an information system. The
Unified Process has been chosen as the development strategy or methodology for this
project.
3.3.1 The Unified Process
The unified process is specific methodology that maps out when and how to
use the various UML techniques for object oriented analysis and design. The UML
provides structural support for developing the structure and behavior of an
information system, the unified process provides the behavioral support.
The phases of Unified Process support an analyst in developing information
system in an iterative and incremental manner. The phase describes how an
information system evolves through time.
3.3.1.1 Inception Phase
Inception phase is very similar to the planning phase of a traditional SDLC
approach. In this phase, a business case is made for the proposed system. The project
management and environment supporting workflows are very relevant to this phase.
The primary deliverables from the inception phase are :
1. A vision document that sets of the scope of the project, identifies the
primary requirement and constrains, set up an initial project plan, and
describe the feasibility of and risks associated with the project.
2. The adoption of the necessary environment to develop the system.
3.3.1.2 Elaboration Phase
The analysis and design workflows are the primary focus during this phase.
The elaboration phase continues the developing the vision document, including
finalizing the business case, revising the risk assessment, an completing a project
plan in sufficient detail to allow the stakeholders to be able to agree with
constructing the actual final system. The primary deliverables of this phase include ;
1. The UML structure and behavior diagram
2. An executable of a baseline version of the evolving information
system.
3.3.1.3 Construction Phase
This phase is heavily focused on programming the evolving information
system. As such, it is primarily concerned with the implementation workflow.
However, the requirement, analysis, and design workflows also are involved with
this phase. The configuration and change management workflow, with its version
activities, becomes extremely important during the construction phase. At times, an
iteration may have to be roll back. Without good version controls, rolling back to a
previous version (incremental implementation) of the system is nearly impossible.
The primary deliverable of this phase is an implementation of the system that can be
released for beta and acceptance test.
3.3.1.4 Transition Phase
The transition phase addresses aspect typically associated with the
implementation phase of a traditional SDLC approach. Its primary focus is on the
testing and deployment workflows. From a managerial perspective, the project
management, configuration and change management, and environment are involved.
The primary deliverable is the actual executable information system. The other
deliverables include user manuals, a plan to support the users, and a plan for
upgrading the information system in the future.
3.3.2 Justification of Chosen Methodology
The unified process is chose because of the reasons as stated below:
1. This methodology is flexible and can improve communication between
system developer and user.
2. An iterative, requirements-driven, architecture-centric approach to
software development.
3. Particularly applicable to larger software development teams working on
large projects.
3.3.3 Object Oriented Approach
On of the main principles in the object oriented (OO) approach is that of
abstraction, not of data structures and processes separately but both together. An
object is a set of data structures and the methods or operations needed to access those
structures.
Compared to the structured approach, the object-oriented is more datacentric-it evolves around class models. In the analysis phase, classes do not need to
have operations defined-only attributes. The growing significance of use cases in
UML shifts the emphasis slightly from data to functions.
Specific objects in a system can inherit characteristics from the global
instance of an object. For example, many types of objects may have a name and a
creation date. Specific objects can inherit these global characteristics from parent
objects that include only global characteristics. Objects can inherit characteristics
from more than one parent object. Inheritance attempts to avoid the redundant
definition of similar characteristics that can be embodied at higher levels in the
system.
3.3.4 UML Notation
In this project, the chosen modeling language is Unified Modeling Language
(UML). UML is a graphical language with sets of rules and semantics. The rules and
semantics of a model expressed in English, in a form known as object constraint
language (OCL). OCL is a specification language that uses simple logic for
specifying the properties of a system.
The Unified Modeling Language (UML) is an object-oriented language for
specifying, visualizing, constructing, and documenting the artifacts of software
systems, as well as for business modeling. The UML was developed by Rational
Software and its partners. It is the successor to the modeling languages found in the
Booch, OOSE/Jacobson, OMT and other methods.
The UML, a visual modeling language, is not intended to be a visual
programming language. The UML notation is useful for graphically depicting objectoriented analysis and design models. It not only allows you to specify the
requirements of a system and capture the design decisions, but it also promotes
communication among key persons involved in the development effort. The
emphasis in modeling should be on analysis and design, focusing on front-end
conceptual issues, rather than back-end implementation issues, which unnecessarily
restrict design choices.
These techniques are using diagramming technique such as use case
diagram, sequence diagram, activity diagram and class diagram. Use case diagram
explains about the system, environment and the association between the system and
its environment. Use case diagram is presented through actors whereby the actors are
modeling the processes that involved in the system and to give a view about overall
system functions.
Sequence diagram explains the scenario of the use case, the actor actions and
the sequences of the cases. Meanwhile, collaboration diagram presents the
interactions which are occurred among objects in the system. Class diagram is a view
of classes and objects involved in the system.
3.4
System Requirements Analysis
Some hardware and software are required to support the project development
and execution efficiently, systematically, and effectively. Table 3.2 shows the
software that needed to develop the system and the purpose or function of it.
3.4.1 Hardware Requirements
Hardware justification is a basic necessity which needed in developing a
system. The hardware is included input and output devices, storage devices and data
processor. The identified hardware which are needed in this system development are
as below:
1. Personal computer with Intel Pentium 4
2. 512 MB RAM
3. Hard disk with 60 GB capacity
4. Monitor
5. Printer
6. Network card or modem
3.4.2 Software Requirements
Choosing the right software is vital to ensure that the developed system
fulfills user requirements. There are few important aspects in choosing the right
software:
1. The software must be able to handle a lot of data.
2.
The software must have good user interface.
3.
The software must be able to interact with database.
4.
The software must be easy to use without any complex syntax.
5.
The software must support 4 generation programming language.
th
Below is the software requirement for this system:
Table 3.2 : Software required for developing the system.
Software
Microsoft Project 2002
Purpose
Microsoft project used to generate Gantt and
Pert chart that used as a tool to schedule the
project development.
Rational Rose Enterprise Edition
Rational Rose is software for UML modeling.
This software will be used as a helping tool to
model the system.
Example: Use case diagram, Class Diagram,
Sequence Diagram and etc.
Microsoft Office Visio 2003
Microsoft Visio is used to draw diagrams.
Macromedia Dream weaver 8
This software is used to create some, coding,
animation features that will be included in
system.
Adobe Photoshop 7.0
This software used to create and edit images.
PHP
This is a programming language that will be
used to program and develop the system.
Apache Server
As a web server will be used for running the
system.
Microsoft Windows XP
As a window of the system.
MySQL database
To store all data using by the system.
Microsoft Words 2003
As a platform to do all documentation work.
3.5
Project Schedule
Project schedule is very important to make sure that the system development
activities of this project are on following the schedule. Project schedule scheduled all
the activities that will be done to develop the project according to the development
phase. The project schedule covers the planning phase, literature review and system
analysis and design that are executed in the first study session 2007/2008 for Masters
Project 1. Meanwhile, Masters Project 2 will proceed the next phase of project
schedule which is developing the prototype.
3.6
Chapter Summary
In this chapter has identified the project development methodology and
methods or approaches to develop the system. The prototype methodology is chose
with evolutionary approach as it is appropriate methodology for this system
development. Hope that the identified methodology will serve as a guide to develop
intangible information asset valuation system prototype. The requirement of software
and hardware is stated in this chapter to clarify the system functions and features.
Furthermore, the project schedule is also has been designed in this chapter as a guide
in development the system in effective and systematic way.
CHAPTER 4
ANALYSIS AND DESIGN
4.1
Introduction
This chapter covers the analysis of current situation of the case study, the
analysis of the to-be process and all related use case, sequence diagram and also the
class diagram. At the same time, the user requirement is also identified. The case
study for this project is the Regional Planning and Development Agency of Riau
Province in Pekanbaru.
4.2
Organizational Analysis
Before proceeding with any analysis, it is very important to understand about
the case study- Regional Planning and Development Agency of Riau Province.
Regional Planning and Development Agency is organization under governor, which
is formed to manage and control regional continuity development.
Regional Planning and Development Agency in Riau province was the first
one that built with accordance to presidential decree No. 15 of 1974 and followed by
Riau governor decree No. 94/VII/75 of which been signed on July 23, 1975 that
stated the formed Regional Planning and Development Agency of Riau Province.
This decree been signed by Arifin Ahmad whose the government of Riau Province at
that time, and he assign Drs. Ravaei Rachman as a head of Regional Planning and
Development Agency.
Regional Planning and Development Agency has main work plan which is
helping Riau government in deciding and review a policy. In general Regional
Planning and Development Agency has the following job :
1. Prepare for regional long term planning and development.
2. Prepare for regional medium term planning and development (Regional
development strategy, general policy).
3. Prepare for RKPD (Rencana Kerja Perangkat Daerah).
4. Coordinate arrangement plan RKPD.
5. Arrange final RKPD and followed by government decree.
6. Arrange and evaluate working performance.
7. Help government to implement regional planning and development.
4.2.1 Organization Structure
Figure 4.1: Organization structure
4.3
As-Is Process
Procurement services and goods in the government must follow presidential
decree No. 80 of 2003. Until now, procurement in Regional Planning and
Development Agency of Riau province still using manual (paper base work). There
are two methods to conduct procurement, Pre Qualification and Post Qualification.
4.3.1 Prequalification
Pre qualification is process competency assessment, capability, and
completed regulation from vendor before submitting tender offer letter. On figure 4.2
shown pre qualification flow.
Committee
Announce the
pre qualification
Evaluate the pre
qualification document
Decision for pre
qualification result
Vendor
Take the pre qualification
document
Submit the pre
qualification document
Yes
Announce the pre
qualification result
Invitation for pas s pre
qualification
Com plaint/
Expostulation
No
Take Tender
Document
Clarification the
tender docum ent
Tender Docum ent
with addendum
Submit Tender
Document
Open and review
tenderer document
Evaluate Tender
Document
Yes
Decision for the
winner
Com plaint/
Expostulation
Annouce the
winner
Letter of Ass ignm ent to
the winner
The Signing of
the contract
Figure 4.2
Activity Diagram for Prequalification
No
4.3.2 Post Qualification
Post qualification is process competency assessment, capability, and
completed regulation from vendor after submitting tender offer letter. On figure 4.3
shown post qualification flow.
Committee
Vendor
Annouce the
tender
Register to attend
the tender
Clarification the
tender document
Take Tender
Document
Tender Document
with addendum
Submit Tender
Document
Open and review
tenderer document
Evaluate Tender
Document
Yes
Decision for the
winner
Complaint/
Expostulation
Annouce the
winner
Letter of Assignment to
the winner
The Signing of
the contract
Figure 4.3
Activity Diagram for Post qualification
No
4.4
User Requirements
The User requirements are divided into two types. There are functional
requirements and non-functional requirements. Table 4.1 shows the major system
improvements that will be done to the existing system:
Table 4.1: System improvements
Weaknesses of the existing system
System improvements
Procurement notice done manually with
Procurement announcement will be open
announcement board and news paper.
widely through the internet.
Do not have enough data of vendor
Have database vendor and blacklist
specially the blacklisted vendor
vendor
Distribution of tender document done by
Distribution of tender document done by
photocopy.
uploading at the official website.
Winner announced manually from the
Winner will be announcing widely from
announcement board with limited access.
internet and others can look through it.
Expostulation letter or complaint letter
Expostulation letter or complaint letter
send manually with no respond.
can be send through internet and can be
accessed by public.
4.4.1 Functional Requirement
Functional requirement shows the process of the system or information it
needs. Following table shows the functional requirements for project.
Table 4.2: Functional requirements for project
Function
Functions
Project Functional Requirement
1. The system will enable vendor to download and upload tender
document (PDF, doc, jpg).
2. The system will enable tender committee to publish tender
document and announcement.
3. The system will be able to record vendor data.
4. The system will be able to selection tender member.
5. The system will be able to publish blacklist vendor.
6. The system will be able record complaints from tender
member
7. The system will be able to generate report.
8. The system will be able to printing report
4.4.2 Non - Functional Requirement
Non-functional requirement refers to behavioral properties that the system
must have, such as usability and performance. Table 4.3 shows the non-functional
requirement for project.
Table 4.3: Non-functional requirement for project
Function
Operational
Project Non-Functional Requirement
1. The system should be accessed from everywhere.
2. The system should be able work on any web browser.
Performance
1. The system should be available for use 24 hours per day
and 365 days per year.
2. The Database must be updated in real time.
Security
4.5
1. All the users of the system have their login id.
To-Be Process and Data Model
All the activities and process that are involved in the proposed system have
been modeled using Use Case Diagram, Sequence Diagram and Activity Diagram.
Data that are involved in each process or activity is illustrated using Class Diagram
and Sequence Diagram.
4.5.1 Use Case
There are fifty nine use case and four actor involved in this project. The use
case shown figure 4.4, 4.5 4.6, and 4.7 below.
<<extend>>
edit tender
view committee
login
<<extend>>
view tender
delete tender
create tender
<<extend>>
view user
create user
edit user
<<extend>>
Administrator
delete user
(from Use Case View)
<<extend>>
create committee
<<extend>>
create term and condition
add committee
<<extend>>
view weight criterion
delete committee
create weight criterion
<<extend>>
view news
add news
<<extend>>
edit committee
logout
view registered company
delete weight criterion
Figure 4.4 Admin Use Case Diagram
edit weight criterion
<<extend>>
create vendor point
edit tender document
<<extend>>
login
view tender document
delete tender document
<<extend>>
edit vendor point
upload tender document
<<extend>>
view vendor point
delete vendor point
Committee
view attendance to tender
<<extend>>
(from Use Case View)
view blacklisted vendor
<<extend>>
list of complaint
create blacklist vendor
list of question
<<extend>>
logout
<<extend>>
<<extend>>
edit blacklist vendor
delete blacklist vendor
<<extend>>
detail question
view vote all committee
detail complaint
generate winner candidate
answer complaint
Figure 4.5 Committee Use Case Diagram
answer question
login
<<extend>>
view company profile
download tender document
edit company profile
Vendor
(from Use Case View)
<<extend>>
delete register to tender
register to tender
view register to tender
<<extend>>
create complaint
print certifate of attendance
create question
Figure 4.6 Vendor Use Case Diagram
logout
view question and answer
view complaint and answer
view announcement
Public
view winner candidate
(from Use Case View)
register new vendor
view blacklisted vendor
Figure 4.7 Public Use Case Diagram
4.5.1.1 Use Case Description
There are fifty nine use cases in this system and every use case has its use
case description. Please refer to Appendix A for user case description.
4.5.2 Class Diagram
Class diagram represent the classes that are involved in the system. There are
eleven classes that have been identified in this system. They are tender, tender_doc,
weight_criterion, question, complaint, user, committee, vendor, tender_selection,
blacklist_vendor, and register_ to_tender. Class diagram shown figure 4.8 below.
Tender
tender_id
tender_name
description
start_date
end_date
end_registration_date
doc_submission_date
opening_doc_date
candidate_announcement_date
complaint_date_start
complaint_date_end
method
insert( )
delete( )
update( )
download( )
register_to_tender
tender_id
npwp_number
code_register
date_register
complaint
tender_id
npwp_number
complaint
date_complaint
answer
date_answer
weight_criterion
tender_id
bobot_doc
bobot_price
bobot_methodology
bobor_experience
bobot_staf f
insert( )
delete( )
update( )
calculate( )
question
tender_id
npwp_number
question
date_question
answer
date_answer
insert( )
update( )
answer( )
Figure 4.8
Class Diagram
insert( )
delete( )
update( )
login( )
v iew()
generate( )
insert( )
v iew( )
update( )
delete( )
insert( )
delete( )
update( )
v iew()
tender_doc
tender_id
tender_document
user
NIP
nama
user_name
password
kode_hak_akses
date_created
tender_selection
tender_id
npwp_number
nip
document
price
methodology
expertise_staf f
experience
register( )
delete( )
print( )
v iew()
Insert( )
update( )
answer( )
blacklist_v endor
npwp_number
description
date_of _banned
end_of _banned
insert( )
delete( )
update( )
v iew( )
committee
nip
tender_id
position
sk_number
weight_v ote
insert( )
delete( )
update( )
v endor
npwp_number
company _name
user_id
password
address
director_name
director_IC
pkp_number
ty pe_of _company
email
telp
no_akta_pendirian
tanggal_
pengesahan
no_akta_perubahan
tanggal_perubahan
tdp_number
siup_number
situ_number
name : ty pe = initv al
register( )
update( )
4.5.3
CRC Card
Class-Responsibility-Collaboration (CRC) cards are created to point out the
responsibilities and collaborations of a class. Please refer to Appendix B for CRC
card.
4.5.4 Sequence Diagram
There are twenty six sequence diagrams for this project. Please refer to
Appendix C for sequence diagram.
4.6
System Architecture
This system will be built in a web based environment to allow users to access
the system anywhere and anytime. The identified main users are committee, vendor,
admin and public. The users have different roles when using the system and they will
be connected to the database by interface. This interface will make the process of
system user’s activities easier and practical.
Figure 4.9 System Architecture
4.7
Tender Evaluation
There are two methods to evaluate the winner of procurement. Failed system
evaluation and merit point system.
4.7.1 Failed System Evaluation
Failed system has two step evaluations; there are administration and technical
aspect. The winner is vendor who has competitive price and passed both steps. The
Failed system evaluation is shown in table 4.4 below.
Table 4.4 Failed System evaluation
Step
Requisite
Evaluation
Result
Method
1
Administration Aspect
1. Document Relevancy
Complete
and
1. Pass
valid document
2. Failed
Complete
1. Pass
2. Legalities
2
Technical Aspect
1. Depend
on
and
committee valid document
2. Failed
team specification
4.7.2 Merit Point System Evaluation
Merit point system is based on the weight point. There are many criteria on
merit point system, and each criterion has weight point. the winner of this method is
vendor who has the highest point. The merit point system is shown in table 4.5
below.
Table 4. 5 Merit Point System evaluation
Step
1
Requisite
Administration Aspect
1. Document
Evaluation Method
Result
Complete and valid
1. Pass
document
2. Failed
2. Legalities
3. Specifications
2
Technical Aspect (80%)
Weight of Criterion :
The
1. Methodology
Methodology = 30%
vendor who has the
2. Expertise Staff
Expertise Staff = 50%
highest point both
3. Experience
Experience = 20%
Technical
winner
is
Aspect
and Price Aspect
3
4.8
Price Aspect (20 %)
Window Navigation Diagram
Window navigation diagram is used to show how all the screen, form, and
reports used by the system are related and how the user moves from one to another.
The window navigations diagram is shown in figure 4.10, 4.11, 4.12, and 4.13 below.
Figure 4.10
Window Navigation Diagram
Figure 4.11 Administrator Window Navigation Diagram
Figure 4.12 Committee Window Navigation Diagram
Figure 4.13 Vendor Window Navigation Diagram
4.9
Chapter Summary
In conclusion, this chapter covers all the design of the proposed system.
Besides that, initial findings indicate the problems occurred in the organization. All
the results of the analysis will give a clear picture for the implementation stage. Tobe process and data model are represented in the proposed system. The proposed
system embraces the user requirements and improvement matters.
CHAPTER 5
IMPLEMENTING AND TESTING
5.1.
Introduction
In this chapter, will describe more about the result from design phase whereas
it is used as an input for the implementation and testing process before implement the
new system, must complete the detail planning to ensure the developed system can
be functioning well and complete. The end result which is a prototype system which
is e-Procurement System will undergo certain implementation steps which will
explained in the following part.
5.2
System Implementation
The design of e-Procurement System is user-friendly and easy for the users to
directly apply this system usage. This system has been developed using PHP as
programming language MySQL as database. A complete user manual is included in
this report. It contained user interface screen with the explanation. The user manual
can be a guide for the users to apply the system accordingly. Please refer to
Appendix D for user manual.
5.2.1 Database Design
E-Procurement system has been uses MySQL Server as database. Please refer
to Appendix E to view the database design. The Relational table can be seen as
figure 5.1 below.
Figure 5.1 : Entity Relationship Diagram
5.2.2 Coding Approach
System developer must ensure that the all the functions of this system is free
from errors or bugs in order for the system to work properly. Every coding must free
from syntax error and also logic error. Please refer to Appendix F to view the
snapshots of PHP programming code.
5.3
Test Result / System Evaluation
The system must be tested in order to detect any error or mistake after the
system design have been developed. There are some of testing levels that have been
executed which are black box testing, integration testing and user acceptance test.
5.3.1 Black Box Testing
Black box testing has been executed based on the units in the system
modules. This testing used a top-down concept.
Table 5.1: List of black box testing
Modules
Register New Vendor
Testing
Expected Result
Register new vendor with Error
existing NPWP number
Create Tender
Create User
Insert
new
user
existing NIP
Create Committee
Insert
new
is valid
displayed.
Insert new tender id with Error
existing Tender ID
Message
Result
message
is Valid
displayed.
with Error
message
is valid
displayed.
committee Error
message
is Valid
with existing NIP and displayed.
existing Tender ID
Click Add Committee to New
committee Valid
add committee member member
into Project(tender)
has
been
inserted into database,
and will be shown on
screen
Click Delete to delete Committee
member valid
committee member from has been deleted from
project (tender)
database,
and
committee member is
disappearing
from
screen
Create
Weight Insert
Criterion
criterion
new
weight Error
message
is Valid
with existing displayed.
Tender ID
View Tender
Click Edit to edit data Data
tender
and
UPDATE.
has
been Valid
click updated into database,
and will be shown on
screen.
Click Delete to delete Data tender has been Valid
tender
deleted
from
database. And tender
is disappearing from
screen.
View User
Click Edit to edit user and Data
click UPDATE.
has
been Valid
updated into database,
and will be shown on
screen
Click Delete to delete User has been deleted Valid
user
from database. And
user is disappearing
from screen.
View Weight Criterion
If today’s date < opening Edit and Delete are Valid
document date.
allowed
Click Edit to edit Weight Data
has
been Valid
Criterion
and
click updated into database,
UPDATE.
and will be shown on
screen
Click Delete to delete Weight Criterion has Valid
Weight Criterion
been
deleted
from
database. And user is
disappearing
from
screen.
If
today’s
date
>= Edit and Delete are Valid
opening document date
Upload
Tender Insert
Document
new
Not Allowed
Tender Error
message
is Valid
document with existing displayed.
Tender ID
Create Vendor Point
If
today’s
date Insert vendor point Valid
>=opening document date are
allowed
AND today’s date <= committee
winner
candidate are
announcement date.
tender.
by
member
involved
Depend
to
on
login committee.
View
Document
Tender Click Edit to edit tender Data
document
and
UPDATE.
has
been Valid
click updated into database,
and will be shown on
screen
Click Delete to delete Tender document has Valid
tender document
been
deleted
from
database. And tender
document
disappearing
screen.
is
from
View Vendor Point
If
today’s
date Edit and Delete are Valid
>=opening document date allowed.
AND today’s date <=
winner
candidate
announcement date.
Click Edit to edit vendor Data
point and click UPDATE.
has
been Valid
updated into database,
and will be shown on
screen
Click Delete to delete Vendor
vendor point
been
point
deleted
has Valid
from
database. And vendor
point is disappearing
from screen.
If today’s date >= winner Edit and Delete are Valid
candidate announcement Not allowed.
date.
View
Vote
All Login
Committee
Committee
and View
position as chairman
vote
committee
all Valid
will
be
shown.
Login
Committee
and View
position as not chairman
vote
all Valid
committee will Not
be shown.
Create
Blacklist Insert vendor who will be Blacklist vendor will Valid
Vendor
blacklisted.
be shown in public
menu,
and
automatically will be
banned.
View Blacklist Vendor
Click Edit to edit blacklist Data
vendor
UPDATE.
and
has
been Valid
click updated into database,
and will be shown on
screen
Click Delete to delete Blacklisted
vendor Valid
black listed vendor
has been deleted from
database. And vendor
is disappearing from
screen.
Generate
Winner If today’s date >= winner Winner candidate will Valid
Candidate
candidate announcement be shown
date
Answer Question
Click Answer to Answer Answer
the question from vendor
Question Valid
module
will
be
displayed
Answer Complaint
Click Answer to Answer Answer
Complaint Valid
the
will
complaint
from module
vendor
Register To Tender
If
be
displayed
today’s
date
registration
date
>= Vendor
is
allowed Valid
AND register to attend the
today’s date <= End of tender.
registration date.
If today’s date > End of Vendor
registration date.
is
allowed
Not Valid
register
to
attend the tender.
View Company Profile
Click
Edit
to
edit Data
has
been Valid
company profile and click updated into database,
UPDATE.
and will be shown on
screen
View
Register
Tender
To Click Delete to Cancel Attendance has been Valid
attend the tender
deleted
from
database. And attend
to
tender
disappearing
is
from
screen.
Click
Print
to
attendance certificate
Create Question
Insert
a
question
print Attendance certificate Valid
will be printed
to Question
will
be Valid
committee
displayed on public
menu.
Create Complaint
If today’s date >= start Vendor is allowed to Valid
complaint
today’s
date
date
<=
AND insert complaint.
end
complaint date.
If today’s date >= end Vendor
is
complaint date.
to
Allowed
Not Valid
insert
complaint
5.3.2 Integration Testing
After completing the black box testing, integration testing will take place. It
is a test which involved two or more modules or related application. The purpose of
this testing is to verify application works with other applications. This means, an
output from one module can be used as an input for other module.
5.3.2 User Acceptance Test
By conducting user acceptance test, it can assist in verifies the new system
works with actual data. It is executed by giving a questionnaire form and gives a user
test. This questionnaire is prepared to get a feedback regarding this system and fixing
the weaknesses. Please refer to Appendix G for user acceptance test questionnaires
and result.
5.4
Chapter Summary
In conclusion, e-Procurement System can be executed easily. There are two
type of testing has been executed which are black box testing and integration testing.
Some improvement has been made to ensure the objectives are successfully
achieved. Steps of implementation towards organization and strategy to ensure
successfulness of this system will be discussed in the following chapter.
CHAPTER 6
ORGANIZATIONAL STRATEGY
6.1
Introduction
Regional Planning and Development Agency of Riau province conducting
procurement through traditional methods like tender notice on board or local news
paper, provide tender document. To implement the e-Procurement system, a detail
plan should be done especially about the steps that should be taking during the
changes is made. Generally, it should focus on technical aspect as well as integration
process. Vendors involvement also important for a successful implementation of a
system.
6.2
Implementation Strategies
E-Procurement system has been tested then it is ready is be implemented into
the working environment, replacing the original system. There are four strategies that
can be used : direct; phased; pilot or parallel running.
Table 6.1 : Implementation Strategies
No
1.
Strategies
Direct Implementation
Description
Advantage
Disadvantage
The changeover is done in one • The most rapid of all the • Most stressful for the
operation, completely replacing
the old system in one time.
users - the old system
strategies.
• Less risk of confusion
between
systems.
old
and
new
has gone so no going
back
if
they
have
difficulties.
• Most difficult to train
staff on as the new
system was not in place
to learn on before the
change over.
• Most stressful for the
developers - all the data
and files from the old
system will have to be
converted ready for use
on the new one.
• Most risky - if the new
system does not work
properly then there is
nothing to fall back on.
2.
Phased Implementation
If each phase is successful then • Very structured, each
the
next
phase
is
started,
phase can be fully
eventually leading to the final
evaluated before moving
phase when the new system fully
onto the next one.
replaces the old one
• Lower risk, a well planned
• Slower than direct
implementation.
• Although each phase is
easy to evaluate, we
have to wait until all the
and controlled
phases are complete
introduction of the new
before we can evaluate
system.
the whole change over.
• Easy to train staff by
letting them learn new
skills on each phase as it is
introduced.
3.
Pilot Implementation
The new system replaces the old • Easy to control, the pilot
one in one operation but only on
a small scale.
can be halted at any time.
• Easy to evaluate because
• It can be slow to get a
pilot to completely
replace the old system.
the new and old systems
are both running.
• Low risk, if a small-scale
• A pilot may not show up
problems that a fullscale implementation
pilot fails then not too
would. This is because a
much has been lost.
system can work fine as
• Easy to train staff by
a small-scale pilot but
letting them learn new
has difficulties when it
skills on the pilot system.
is scaled up to a full
operating system with
more realistic volumes
of data to be processed
for example.
4.
Parallel Implementation
The old and the new system are • If there are initial
• Expensive - both
both used alongside each other,
problems with the new
systems are being run as
both being able to operate
system then the old one
fully operating versions
independently. If all goes well,
can still be used.
so both are doing the
the new system gradually takes • Both systems can easily be
same job. This may
over.
mean duplication of staff
compared.
• Easy to train staff by
and hardware.
letting them learn new
• Some risk - there is a
skills on the parallel
greater chance of
system.
confusion or errors if the
• Easy to evaluate because
two different systems
the new and old systems
are being run side-by-
are both running.
side.
After comparing the implementation strategy, parallel implementation
strategy is the most suitable strategy in Regional Planning and Development of Riau
Province. This is a safe strategy: since the old system continues for one or more
procurement processes to operate there will be no data loss if there are problems with
the new system.
Table 6.2 : Parallel Implementation
Running System
Month
I
II
Old Procurement Processes
III
Continues Month
Stop Using Old System
e-Procurement System
6.3
Change in Management
During the beginning phase of system implementation, there are few people
playing important role. Firstly, Administrator is the person who responsible to
manage the whole system. Secondly, Committee is person who involves in
procurement processes. Committee consist a chairman of committee and committee
member. Each committee has an authority to assess vendor. Thirdly, vendor directly
involve into the system. They must register to attend the tender via system and
download tender document. Lastly, public that can monitor procurement process
from the tender announcement until winner candidate are announced transparence.
Please refer to Appendix I for activity diagram.
6.4
Installation of Infrastructure Process
This system was developed under web base. The implementation can be
connected to the internet or intranet. Therefore for the next step equipping the
infrastructure process can be completed by server and internet connection devices.
By using the internet or intranet, the e-Procurement system can be accessed by the
employee of Regional Planning and Development Agency, vendor and public where
ever they are, anyway, anytime and any places. Please refer to Appendix H for
technical documentation.
Table 6.3 : Installation of Infrastructure
No
1.
Item
Local Server
Description
Server with specification :
-
Processor Pentium IV or Higher
-
Memory 1 Gb
-
Harddisk 80 GB
2.
Network
Local network
3.
Dedicated Internet Connection
Internet connection to hosting e-procurement
online to internet and can be accessed by
public and vendor.
4.
Software
5.
Printer
6.5
Trainings
Software that installed in server and client :
•
Windows Server
•
Windows XP/ vista
•
Apache
•
MySql Server
•
PHP
•
Web Browser
To print document
E-procurement system has been developed with user-friendly interfaces. The
processes in this system are likely traditional procurement, so that, transfer
knowledge to the user and training are easier. Training users with running system is
the best choice, it is often more effective to show participants how to do it rather than
trying to explain it. It is also good to let the participants practice doing it themselves,
so that when they return to really procurement, they already have some experience
with it.
After installation and training to user, Regional Planning and Agency of Riau
province must campaign to vendors to use this e-procurement system.
Table 6.4 : Training Design
No
1.
Activity
Introduction
Participant
the e-procurement
system
2.
Introduce
4.
5.
Practice
1 hour
- Committee
the
role
of
e-
procurement system
3.
- Administrator
Duration
Using
- Administrator
- Committee
e-procurement
- Administrator
System
- Committee
Using e-procurement system with
- Administrator
scenario
- Committee
(real
1 hour
procurement
2 hour
3 Hour
processes and real data)
- Vendor
Introduce how to maintenance
- Administrator
2 hour
- Administrator
1 hour
database and server
6.
Closing and conclusion
- Committee
- Vendor
6.6
Expected Organizational Benefits
The e-Procurement system is developed to give integrity, transparency,
accountability, fairness, economy, and efficiency. Hopefully, this system has good
impact to organization and vendor.
6.6.1 Impact Towards Organization
By implementing e-Procurement System, hopefully it will ensure the
government conducting procurement processes become more efficient and improve
public trust. There are impact for organizational :
1. Reduce paper for tender document. Because all tender document can be
downloaded in e-Procurement system.
2. Winner candidate automatically generated by e-procurement system without
interrupted by committee or administrator.
3. System automatically block each activity depend on date procurement
activity.
4. Committee member has authorization to assess each vendor.
5. System automatically block for editing point or weight criterion if today’s
date is greater than equal opening document date.
6. Blacklisted vendor automatically blocked by system.
6.6.2 Impact Towards Vendor
By implementing e-procurement system, there are few impacts toward
vendor:
1. Tender document can be downloaded via e-procurement system.
2. Vendor will be competitive and more professional.
3. All vendor data recorded into database.
4. Vendor can access all tender information.
5. Registration to attend the tender directly via e-procurement system.
6.6.3 Impact Towards Public
By implementing
e-procurement
system, there are few impacts toward
public :
1. Public can monitoring all tender processes via e-procurement system.
2. Achieving public trust to the government.
6.7
Contingency Plan
Usually, most of the system will face some problems whether it is critical or
not. One of the critical problem is data loss or damaged and uncertainty of proven
output. Therefore, it is very important to prepare a system continuity plan as an
organizational strategy. The plans are:
1. Data may be affected by the virus. New viruses will appear every time. There
is possibility that the data might be attacked by virus. Backup utility must be
prepared to ensure the data would not lost. This utility must be put in another
server.
2. For the all online system, server down is another common problem. Every
process will be delayed for a certain time. If seriously, it may temporarily
unavailable. If the user wants to continue the process, an application server
and backup database should be developed.
3. Regular Maintenance is needed to ensure internet connection, local network,
server, database working properly.
6.8
Chapter Summary
This chapter has described organizational strategies to implement e-
Procurement system in Regional Planning and development Agency of Riau
Province. Direct Implementation strategy has guide the organization to convert
traditional procurement processes to e-Procurement system. All the problem and
challenges can be well settled if it gets full support from the whole part in that
organizations especially support from the high level management.
CHAPTER 7
DISCUSSION AND CONCLUSION
7.1
Achievement
After going through processes such as finding information from internet, refer
books or journal and etc., a basic concept and theory of the research has been
identified. Below are some main findings of the project:
i.
Make fully transparent the processing cycle of procurement
transactions. All invitations, timetables, qualification conditions,
questions & answers, bidding documents, and the event logs of
transactions can be made publicly available through the Internet.
ii.
Using digital technology for government procurement may raise
issues around security, privacy, authentication, confidentiality,
and data integrity.
iii.
Moving public e-procurement requires the re-engineering of the
traditional procurement process which includes a lot of manual
and paper-based work. The process of writing a procurement
notice and posting it on the web by hitting one button replaces the
traditional processes of writing the notice, sending it to a
newspaper, and printing it.
7.2
Constraints and Challenges
There were some constrains and challenges that had been faced during the
early phase of this system development especially when conducting the research
process for the analysis phase. The identified constraint and challenges as below:
i.
It is hard to meet expertise in government procurement. Because
there is no procurement department in the government.
The
procurement is conducted by tender committee and it will be
changes every procurement.
ii.
Traditional laws, regulations, and guidelines may hamper
innovative e-procurement approaches in government agencies. If
the procurement law requires signed papers as part of the
procurement process, it will not be possible to develop a fully
integrated e-procurement system until a legal framework is being
developed which validates the digital signature.
iii.
The limited time to do more in depth research and study is another
challenge to gather the complete information and understanding
for this study area. Better result will be achieved if the project
period is lengthened.
7.3
Aspirations
Although there are challenges and constraints being faced during early phase
of this system development, the literature review about the project and initial finding
to develop the project has been done successfully. Therefore, at the end of project II,
the achievement of this project can be done as below:
i.
All the objectives of this project that has been pointed out in the
beginning of the project will be successfully achieved.
ii.
All the user requirements will be fulfilled according to the system
plan.
iii.
The system can help all users to conducting procurement
processes in the government.
7.4
Future Work for the System
This system could be upgraded to enhance its capability to obtain much more
fulfillment of the user. The enhancements should be:
1. Make fully digital e-procurement system.
2. Integration with Regional General Revenue and Expenditure Budget
Information System to identify planning and development that should
be conduct by tender.
3. Integration with Human Resource Information System to make
connection user of e-procurement system.
7.5
Chapter Summary
In conclusion, all the activities that should be completed in Project I and II
have been complete successfully. What can be concluded here is e-procurement
system is an initiative taken in purpose to help government of tender committee in
conducting public procurement in integrity, accountable, transparent, and fair
competition. The expected result of this project is hopefully could give the overall
benefits to all the users of the e-procurement system.
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Appendix A :
Use Case Description
1. Use Case Description for Login
Use case name : Login System
ID : 1 Importance Level : High
Primary Actor : Vendor, Committee, Use case type : Detail, essential
Administrator
Stakeholders and Interest :
Vendor - Login the system by using their own id
Committee - Login the system by using their own id for security
Administrator - Login the system by using their own id for security
Brief Description - This use case describes the login process for all the users.
Trigger : The users entry their user name and password to using the system
Type : Internal
Relationships :
Association : Vendor, Committee, Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. The users insert their id and password.
2. if their id and password has been recorded in database, the user can access the
system, else the user can not use the system,
Sub flows: Alternative/Exceptional Flows : -
2. Use Case Description for Logout
Use case name : Logout System
ID : 2 Importance Level : High
Primary Actor : Vendor, Committee, Use case type : Detail, essential
Administrator
Stakeholders and Interest :
Vendor - Logout the system.
Committee- Logout the system.
Administrator - Logout the system
Brief Description - This use case describes the logout process for all the users.
Trigger : The users exit the system
Type : Internal
Relationships :
Association : Vendor, Committee, Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. After finishing access the system, the users will logout the system. It
is more for the security.
2. After Log out, the user back to main menu.
Sub flows: Alternative/Exceptional Flows : -
3. Use Case Description Register New Vendor
Use case name : Register New Vendor
Primary Actor : Public
ID : 3 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public – Register to the system.
Brief Description - This use case describes the register process. First time, before use
the system, public must register their company.
Trigger : public register their company to get user id and password.
Type : Internal
Relationships :
Association : Public
Include : Extend : Generalization : Normal Flow of Events :
1. Enter to main page
2. if they do not have user id and password, they must register by click
Register New Vendor in the main page.
3. Enter their data to complete registration.
4. Enter submit button to register
Sub flows: Alternative/Exceptional Flows : -
4. Use Case Description for Create Tender
Use case name : Create Tender
Primary Actor : Administrator
ID : 4 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create tender information for e-procurement.
Brief Description - This use case describes administrator creates tender information
for procurement processes and publish the information to the e-procurement system.
Trigger : Create tender information and publish
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose Create Tender menu
3. Fill all tender information
4. Submit tender information
Sub flows: Alternative/Exceptional Flows : -
5. Use Case Description for View Tender
Use case name : View Tender
ID : 5 Importance Level : High
Primary Actor : Administrator, Public Use case type : Detail, essential
Stakeholders and Interest :
Administrator – view tender information for e-procurement.
Public - view tender information for e-procurement.
Brief Description – tender information for the procurement can be access in the eprocurement system.
Trigger : View tender
Type : Internal
Relationships :
Association : Administrator, Public
Include : Extend : Edit Tender, Delete Tender
Generalization : Normal Flow of Events :
1. Enter to Main Page
2. User id and Password not required to enter this menu
3. Choose View Tender
Sub flows: Alternative/Exceptional Flows : -
6. Use Case Description for Create Tender
Use case name : Create User
Primary Actor : Administrator
ID : 6 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create user for e-procurement.
Brief Description - This use case describes administrator creates user to the eprocurement system.
Trigger : Create user
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose Create User menu
3. Fill all user
4. Submit tender information
Sub flows: Alternative/Exceptional Flows : -
7. Use Case Description for Create Committee
Use case name : Create Committee
Primary Actor : Administrator
ID : 7 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create committee for tender in e-procurement system.
Brief Description - This use case describes administrator creates committee for each
procurement processes to the e-procurement system.
Trigger : Create committee
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Add Committee, Delete Committee, Edit Committee
Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose Create Committee menu
3. Fill all committee data
4. Submit committee
Sub flows: Alternative/Exceptional Flows : -
8. Use Case Description for Weight Criterion
Use case name : Create Tender
Primary Actor : Administrator
ID : 8 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create weight criterion each tender for e-procurement.
Brief Description - This use case describes administrator creates weight criterion
each tender for procurement processes to the e-procurement system.
Trigger : Create weight criterion
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose Create Weight Criterion
3. Fill all point criterion
4. Submit weight criterion
Sub flows: Alternative/Exceptional Flows : -
9. Use Case Description for Term and Condition
Use case name : Create term and condition ID : 9 Importance Level : High
Primary Actor : Administrator
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create term and condition for e-procurement.
Brief Description - This use case describes administrator creates term and condition
for procurement processes and publish the information to the e-procurement system.
Trigger : Create term and condition
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose Create term and condition menu
3. Fill term and conditions
4. Submit term and condition data
Sub flows: Alternative/Exceptional Flows : -
10. Use Case Description for Add News
Use case name : Add News
Primary Actor : Administrator
ID : 10 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – Create News for Regional Planning and Development Agency of
Riau Province.
Brief Description - This use case describes administrator creates news for
procurement processes and publish the information to the e-procurement system.
Trigger : Create news
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose add news menu
3. Fill news
4. Submit news
Sub flows: Alternative/Exceptional Flows : -
11. Use Case Description for View Committee
Use case name : View Committee
Primary Actor : Administrator
ID : 11 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – View Committee.
Brief Description - This use case describes administrator view committee for
procurement processes from the e-procurement system.
Trigger : view committee
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose view committee menu
3. Select Tender Id
4. e-Procurement will display list of committee
Sub flows: Alternative/Exceptional Flows : -
12. Use Case Description for View User
Use case name : View User
Primary Actor : Administrator
ID : 12 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – View User.
Brief Description - This use case describes administrator view user from the eprocurement system. The list of user can be edited and deleted.
Trigger : view committee
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Edit User, Delete User
Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose view user menu
3. e-Procurement system will display list of user.
4. click Edit to edit user
5. click delete to delete user
Sub flows: Alternative/Exceptional Flows : -
13. Use Case Description for View Weight Criterion
Use case name : View Weight Criterion
Primary Actor : Administrator
ID : 13 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – View Weight Criterion.
Brief Description - This use case describes administrator view weight criterion from
the e-procurement system. If today’s date < opening document date, weight criterion
are allowed to edited and deleted.
Trigger : view weight criterion
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Edit weight criterion, Delete weight criterion
Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose view weight criterion menu
3. e-Procurement system will display weight criterion
4. click Edit to edit user
5. click delete to delete user
Sub flows: Alternative/Exceptional Flows : -
14. Use Case Description for View Registered Company
Use case name : View registered company
Primary Actor : Administrator
ID : 14 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – View registered company.
Brief Description - This use case describes administrator view registered company to
the e-procurement system.
Trigger : view registered company
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose view registered company menu
3. e-Procurement system will display list of registered company.
Sub flows: Alternative/Exceptional Flows : -
15. Use Case Description for View news
Use case name : View News
Primary Actor : Administrator
ID : 15 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Administrator – View news.
Brief Description - This use case describes administrator view news from the eprocurement system. The list of user can be edited and deleted.
Trigger : view news
Type : Internal
Relationships :
Association : Administrator
Include : Extend : Generalization : Normal Flow of Events :
1. Administrator login the e-procurement system as Administrator
2. Choose view news menu
3. e-Procurement system will display list of news.
Sub flows: Alternative/Exceptional Flows : -
16. Use Case Description for Upload Tender Document
Use case name : Upload tender document
Primary Actor : Committee
ID : 16 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – upload tender document.
Brief Description – Upload tender document to the e-procurement system that
contain specification, requisite and procedure.
Trigger : Upload tender document to the e-procurement
Type : Internal
Relationships :
Association : Committee
Include : Extend : Generalization : Normal Flow of Events :
1. Login as Committee
2. Choose Tender Document menu
3. fill the data and choose file to upload
4. Enter submit button to complete
Sub flows: Alternative/Exceptional Flows : -
17. Use Case Description for Create Blacklist Vendor
Use case name : Create Blacklist Vendor
Primary Actor : Committee
ID : 17 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Vendor who has bad record on project will be blacklist by committee.
Brief Description – Vendor who has bad record on project will be blacklist by
committee and will be publish to e-procurement system. And the vendor will be band
for few years.
Trigger : Vendor blacklist
Type : Internal
Relationships :
Association : Committee
Include : Extend : Generalization : Normal Flow of Events :
1. Login as Committee
2. Choose Blacklist vendor menu
3. Enter the blacklist vendor data
4. Enter submit button to finish this transaction
5. The vendor will automatically can not attend the procurement for few
years.
Sub flows: Alternative/Exceptional Flows : -
18. Use Case Description for List of Question
Use case name : List of Question
Primary Actor : Committee
ID : 18 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Answer all questions about procurement procedure
Brief Description – Committee can answer all question from vendor who attend the
procurement.
Trigger : Answer Questions
Type : Internal
Relationships :
Association : Committee
Include : Extend : Answer Question, Detail Question
Generalization : Normal Flow of Events :
1. Login as Committee
2. Choose Question Menu
3. All Question will be display
4. Check list the Question that want to be answer
5. The answer form will be show
6. Enter the answer
7. Enter submit button to finish
Sub flows: Alternative/Exceptional Flows : -
19. Use Case Description for List of Complaint
Use case name : List of Complaint
Primary Actor : Committee
ID : 19 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Answer all complaint about procurement procedure
Brief Description – Committee can answer all complaint from vendor who attend the
procurement.
Trigger : Answer complaint
Type : Internal
Relationships :
Association : Committee
Include : Extend : Answer complaint, Detail complaint
Generalization : Normal Flow of Events :
8. Login as Committee
9. Choose complaint Menu
10. All complaint will be display
11. Check list the complaint that want to be answer
12. The answer form will be show
13. Enter the answer
14. Enter submit button to finish
Sub flows: Alternative/Exceptional Flows : -
20. Use Case Description for Generate Winner candidate
Use
case
name
:
Generate
Winner ID : 20 Importance Level : High
Candidate
Primary Actor : Committee, public
Use case type : Detail, essential
Stakeholders and Interest :
Committee – view winner candidate who won the procurement
Public – view winner candidate who won the procurement
Brief Description – The winner candidate automatically calculate by the system. If
today’s date >= winner candidate announcement date, the list of winner candidate
automatically displayed to the e-procurement system.
Trigger : Announce the winner candidate
Type : Internal
Relationships :
Association : Committee, Public
Include : Extend : Generalization : Normal Flow of Events :
1. Login as committee
2. Choose generate winner candidate menu
3. Winner will be display
Sub flows: Alternative/Exceptional Flows : -
21. Use Case Description for View Blacklist vendor
Use case name : View Blacklist Vendor
Primary Actor : Committee
ID : 21 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – View blacklist vendor, and automatically can not attend next
procurement.
Brief Description – Blacklist vendor will be publish in the e-procurement system.
Committee can edit and delete blacklist vendor.
Trigger : view vendor blacklist
Type : Internal
Relationships :
Association : Committee
Include : Extend : Edit Blacklist Vendor, Delete Blacklist Vendor
Generalization : Normal Flow of Events :
1. Committee login the e-procurement system as Committee
2. Choose view Blacklist Vendor menu
3. e-Procurement system will display Blacklisted Vendor
4. click Edit to edit blacklist vendor
5. click delete to delete blacklist vendor
Sub flows: Alternative/Exceptional Flows : -
22. Use Case Description for View Tender Document
Use case name : View Tender Document
Primary Actor : Committee
ID : 22 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – View tender document.
Brief Description – The use case describe committee can view tender document from
the system. Committee also can edit and delete this data.
Trigger : view tender document
Type : Internal
Relationships :
Association : Committee
Include : Extend : Edit tender document, Delete tender document
Generalization : Normal Flow of Events :
1. Committee login the e-procurement system as Committee
2. Choose view tender document menu
3. e-Procurement system will display tender document
4. click Edit to edit tender document
5. click delete to delete tender document
Sub flows: Alternative/Exceptional Flows : -
23. Use Case Description for View Attendance to Tender
Use case name : View Attendance to ID : 23 Importance Level : High
Tender
Primary Actor : Committee
Use case type : Detail, essential
Stakeholders and Interest :
Committee – View attendance to tender
Brief Description – The use case describe committee can view attendance the tender
from the system.
Trigger : view attendance to tender
Type : Internal
Relationships :
Association : Committee
Include : Extend : Edit tender document, Delete tender document
Generalization : Normal Flow of Events :
1. Committee login the e-procurement system as Committee
2. Choose view attendance to tender menu
3. e-Procurement system will display attendance to tender
Sub flows: Alternative/Exceptional Flows : -
24. Use Case Description for Create Vendor Point
Use case name : Create Vendor Point
Primary Actor : Committee
ID : 24 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Each Committee will evaluate each vendor and enter their point
Brief Description –
Each Committee will evaluate the vendor who attend this
procurement, and give point to each vendor.
Trigger : Create vendor point each committee member.
Type : Internal
Relationships :
Association : Committee
Include : Extend : Generalization : Normal Flow of Events :
1. Login as committee
2. Choose create vendor point menu
3. Enter point the vendor
4. Enter submit button to finish this transaction
Sub flows: Alternative/Exceptional Flows : -
25. Use Case Description for View Vendor Point
Use case name : View Vendor Point
Primary Actor : Committee
ID : 25 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Each Committee will view each vendor point.
Brief Description – The system will automatically calculate and display the vendor
list order by high point. If today’s date >=opening document date and < Winner
candidate announcement date, vendor point are allowed to edited and deleted.
Trigger : View vendor point each committee member.
Type : Internal
Relationships :
Association : Committee
Include : Extend : Edit vendor point, Delete vendor point
Generalization : Normal Flow of Events :
1. Login as committee
2. Choose view vendor point menu
3. Enter submit button to finish this transaction
4. e-Procurement system will display vendor point
5. click Edit to edit vendor point
6. click delete to delete vendor point
Sub flows: Alternative/Exceptional Flows : -
26. Use Case Description for View Vote All Committee
Use case name : View Vote All Committee ID : 26 Importance Level : High
Primary Actor : Committee
Use case type : Detail, essential
Stakeholders and Interest :
Committee – Only committee who has position as chairman can enter this system.
Brief Description – The system will automatically calculate and display the vendor
list order by high point.
Trigger : View vote all committee member.
Type : Internal
Relationships :
Association : Committee
Include : Extend : Generalization : Normal Flow of Events :
1. Login as committee (only position as chairman)
2. Choose view vote all committee menu
3. e-Procurement system will display vendor point
Sub flows: Alternative/Exceptional Flows : -
27. Use Case Description for Download Tender document
Use
case
name
:
Download
tender ID : 27 Importance Level : High
document
Primary Actor : Vendor
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – download tender document that uploaded by tender committee.
Brief Description – Vendor who attend this procurement, can download all tender
document that uploaded by tender committee.
Trigger : Download tender document
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Generalization : Normal Flow of Events :
1. Login as vendor
2. Choose Download document
3. Download tender document
Sub flows: Alternative/Exceptional Flows : -
28. Use Case Description for View Company Profile
Use case name : View Company Profile
Primary Actor : Vendor
ID : 28 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – View their company data.
Brief Description – Vendor can view and edit their data.
Trigger : View and Edit vendor data
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Edit Company Profile
Generalization : Normal Flow of Events :
1. Login as Vendor
2. Choose View Company Profile
3. Company profile will be displayed.
4. Choose edit button to update data
5. Enter Submit button to finish update data.
Sub flows: Alternative/Exceptional Flows : -
29. Use Case Description for Create Question
Use case name : Create Question
Primary Actor : Vendor
ID : 29 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – Vendor can create questions to the committee about procurement procedure
Brief Description – Vendor possible create any question about procurement
Trigger : Create Questions
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Generalization : Normal Flow of Events :
1. Login as vendor
2. Choose Create Question menu
3. Enter the question
4. Enter Submit button to finish this transaction
Sub flows: Alternative/Exceptional Flows : -
30. Use Case Description for Create Complaint
Use case name : Create Complaint
Primary Actor : Vendor
ID : 30 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – vendor can complaint with tender result and ask for result.
Brief Description – vendor who involve the procurement, can complaint and ask to
the committee about tender result.
Trigger : if today’s date >= start of complaint date and <= end of complaint date,
vendor can create complaint
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Generalization : Normal Flow of Events :
1. Login as vendor
2. Choose Create Complaint menu
3. Enter the complaint
4. Enter Submit button to finish this transaction
Sub flows: Alternative/Exceptional Flows : -
31. Use Case Description for Register To Tender
Use case name : Register To Tender
Primary Actor : Vendor
ID : 31 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – Vendor can register to attendance to tender
Brief Description – Vendor must register to attendance to tender by e-procurement
system.
Trigger : Register to Tender
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Generalization : Normal Flow of Events :
1. Login as vendor
2. Choose Register to Tender menu
3. Fill the menu
4. Enter Submit button to finish this transaction
Sub flows: Alternative/Exceptional Flows : -
32. Use Case Description for View Register To Tender
Use case name : View Register To Tender
Primary Actor : Vendor
ID : 32 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Vendor – Vendor can view register to attendance to tender
Brief Description – Vendor view register to attendance to tender by e-procurement
system. And vendor can print and delete the data
Trigger : View Register to Tender
Type : Internal
Relationships :
Association : Vendor
Include : Extend : Delete Register to Tender, Print Attendance Certificate
Generalization : Normal Flow of Events :
5. Login as vendor
6. Choose view Register to Tender menu
7. List of registered tender will be display
8. Delete to cancel attend to tender
9. Print to print attendance certificate
Sub flows: Alternative/Exceptional Flows : -
33. Use Case Description for View Winner candidate
Use case name : View Winner Candidate
Primary Actor : public
ID : 33 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public – view winner candidate who won the procurement
Brief Description – The winner candidate automatically calculate by the system. If
today’s date >= winner candidate announcement date, the list of winner candidate
automatically displayed to the e-procurement system.
Trigger : Announce the winner candidate
Type : Internal
Relationships :
Association : Public
Include : Extend : Generalization : Normal Flow of Events :
1. In Main menu
2. Choose Winner info menu
3. Winner will be display
Sub flows: Alternative/Exceptional Flows : -
34. Use Case Description for View Blacklist vendor
Use case name : View Blacklist Vendor
Primary Actor : Public
ID : 34 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public – View blacklist vendor, and automatically can not attend next procurement.
Brief Description – Blacklist vendor will be publish in the e-procurement system.
Trigger : view vendor blacklist
Type : Internal
Relationships :
Association : Public
Include : Extend : Generalization : Normal Flow of Events :
1. In Main menu
2. Choose Blacklist Vendor menu
3. Blacklisted vendor will be display
Sub flows: Alternative/Exceptional Flows : -
35. Use Case Description for View Complaint
Use case name : View Complaint
Primary Actor : Public
ID : 35 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public - View the complaint and answer
Brief Description – Complaint and answer will be publish in the e-procurement
system, and public can monitor the procurement.
Trigger : view complaint
Type : Internal
Relationships :
Association : Public
Include : Extend : Generalization : Normal Flow of Events :
1. From main page
2. All Complaint will be display
3. user id and password are not required
Sub flows: Alternative/Exceptional Flows : -
36. Use Case Description for View Question
Use case name : View Question
Primary Actor : Public
ID : 36 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public - View the question and answer
Brief Description –
question and answer will be publish in the e-procurement
system, and public can monitor the procurement.
Trigger : view question
Type : Internal
Relationships :
Association : Public
Include : Extend : Generalization : Normal Flow of Events :
1. From main page
2. All question will be display
3. user id and password are not required
Sub flows: Alternative/Exceptional Flows : -
37. Use Case Description for View Announcement
Use case name : View Announcement
Primary Actor : Public
ID : 37 Importance Level : High
Use case type : Detail, essential
Stakeholders and Interest :
Public - view tender information for e-procurement.
Brief Description – tender information for the procurement can be access in the eprocurement system.
Trigger : View Announcement
Type : Internal
Relationships :
Association : Public
Include : Extend :
Generalization : Normal Flow of Events :
1. From main page
2. All question will be display
3. user id and password are not required
Sub flows: Alternative/Exceptional Flows : -
Appendix B :
CRC Card
1. CRC for vendor
Front:
Class Name: vendor
ID: 1
Type: Concrete, Domain
Description: Register to every vendor to Associates Use Cases:
attend
the
procurement
and
record their data in the database
Responsibilities
Collaborators
Register
Question
Update
Blacklist Vendor
View
Block
Back:
Attributes
Company_name
NPWP_number
User_id
Password
Address
Director
Director I/C
PKP_number
Type_of Company
Email
Telp
No_akta_pendirian
Tanggal_pengesahan
No_akta perubahan
Tanggal_perubahan
Tdp_number
SIUP_number
SITU_number
Relationships:
Generalization (a-kind-of): User
Aggregation (has-parts): Other associations: -
2. CRC for Tender Doc
Front:
Class Name: Tender Doc
ID: 2
Type: Concrete, Domain
Description: Provide tender document and all Associates Use Cases:
requisite
Responsibilities
Insert
Delete
Update
view
Back:
Attributes
Tender_id
Tender_document
Relationships:
Generalization (a-kind-of): Tender
Aggregation (has-parts): Other associations: -
Collaborators
3. CRC for Tender
Front:
Class Name: Tender
ID: 3
Type: Concrete, Domain
Description: Provide tender information and Associates Use Cases:
invite
vendor to attend the
procurement
Responsibilities :
Collaborators :
tender_selection
Insert
Delete
Update
view
Back:
Attributes
Tender_id
Tender_name
Description
Start_date
End_date
End_registration_date
Doc_submission_date
Opening_doc_date
Candidate_announcement_date
Complaint_date_start
Complaint_date_end
Method
Relationships:
Generalization (a-kind-of): -
Aggregation (has-parts): Tender_doc, weight_criterion, question, complaint
Other associations: -
4. CRC for Committee
Front:
Class Name: Committee
Description: Committee
ID: 4
that
involve
Type: Concrete, Domain
the Associates Use Cases:
procurement
Responsibilities :
Collaborators :
Tender selection
Insert
Delete
Update
view
Back:
Attributes
Tender_id
NIP
Position
SK_number
Weight_vote
Relationships:
Generalization (a-kind-of): User
Aggregation (has-parts): Other associations: -
5. CRC for Question
Front:
Class Name: Question
ID: 5
Type: Concrete, Domain
Description: Vendor can ask question to Associates Use Cases:
committee
about
tender
document and requirement
Responsibilities :
Collaborators :
Vendor
Insert
Update
view
Back:
Attributes
Tender_id
NPWP_number
Question
Date_question
Answer
Date_answer
Relationships:
Generalization (a-kind-of): Tender
Aggregation (has-parts): Other associations: -
6. CRC for Complaint
Front:
Class Name: Complaint
ID: 6
Type: Concrete, Domain
Description: Vendor can complaint about Associates Use Cases:
result of procurement.
Responsibilities :
Collaborators :
Insert
Tender
Update
Register to tender
view
Back:
Attributes
Tender_id
NPWP_id
Complaint
Date_complaint
Answer
Date_answer
Relationships:
Generalization (a-kind-of): Tender
Aggregation (has-parts): Other associations: -
7. CRC for Blacklist Vendor
Front:
Class Name: Blacklist Vendor
ID: 7
Type: Concrete, Domain
Description: Vendor who has bad record on Associates Use Cases:
procurement will be listed at
blacklist vendor.
Responsibilities :
Collaborators :
Vendor
Insert
Update
Delete
view
Back:
Attributes
NPWP_number
Description
Date_of_banned
End_of_banned
Relationships:
Generalization (a-kind-of): Aggregation (has-parts): Other associations: -
8. CRC for Tender Selection
Front:
Class Name: Tender Selection
ID: 8
Type: Concrete, Domain
Description: Calculate point that given by Associates Use Cases:
committee and generate with
weight criterion and announce
who won the procurement.
Responsibilities :
Collaborators :
Generate
Tender
Insert
Register to tender
Update
committee
Delete
Back:
Attributes
Tender_id
NPWP_number
NIP
Document
Price
Methodology
Expertise_staff
experience
Relationships:
Generalization (a-kind-of): Aggregation (has-parts): Other associations: -
9. CRC for Weight Criterion
Front:
Class Name: Weight Criterion
ID: 9
Type: Concrete, Domain
Description: Calculate point each point with Associates Use Cases:
weight criterion.
Responsibilities :
Insert
Collaborators :
Tender
delete
Update
view
Back:
Attributes
Tender_id
Bobot_Document
Bobot_Price
Bobot_Methodology
Bobot_Expertise_staff
Bobot_Experience
Relationships:
Generalization (a-kind-of): Tender
Aggregation (has-parts): Other associations: -
10. CRC for Register To Tender
Front:
Class Name: Register To Tender
Description: Vendor
must
ID: 10
register
Type: Concrete, Domain
to Associates Use Cases:
attendance each tender.
Responsibilities :
Collaborators :
Insert
Complaint
delete
Tender_selection
view
Vendor
Print
Back:
Attributes
Tender_id
Npwp_number
Code_register
Date_register
Relationships:
Generalization (a-kind-of):
Aggregation (has-parts): Other associations: -
11. CRC for User
Front:
Class Name: User
ID: 11
Type: Concrete, Domain
Description: User is the person who have Associates Use Cases:
authentication
to
enter
the
system
Responsibilities :
Collaborators :
Insert
Committee
Delete
Vendor
Update
view
Back:
Attributes
Nip
Nama
User_name
Password
Kode_hak_akses
Date_created
Relationships:
Generalization (a-kind-of):
Aggregation (has-parts): committee, vendor
Other associations: -
Appendix C :
Sequence Diagram
159
1. Sequence Diagram for Create Tender
Login : user
CreateNew
Tender : Tender
: Admin
login ( )
insert ( )
2. Sequence Diagram for Create User
Login : user
: Admin
CreateNewUser : user
login ( )
insert ( )
160
3. Sequence Diagram for Create Weight Criterion
Login : user
: Admin
View : weight_
criterion
login ( )
view()
update ( )
delete ( )
4. Sequence Diagram for Create Committee
Login : user
: Admin
CreateNew :
committee
login ( )
insert ( )
update ( )
delete ( )
161
5. Sequence Diagram for View Committee
Login : user
: Admin
View :
committee
login ( )
view()
6. Sequence Diagram for View Tender
Login : user
: Admin
View : Tender
login ( )
view()
update ( )
delete ( )
162
7. Sequence Diagram for View User
Login : user
: Admin
CreateNew :
user
login ( )
view()
update ( )
delete ( )
8. Sequence Diagram for View Weight Criterion
Login : user
: Admin
View : weight_
criterion
login ( )
view()
update ( )
delete ( )
163
9. Sequence Diagram for View Registered Company
Login : user
: Admin
View : vendor
login ( )
view()
10. Sequence Diagram for Upload Tender Document
Login : user
: Committee_
Upload : tender
_doc
login ( )
insert ( )
11. Sequence Diagram for View Attendance to Tender
Login : user
: Committee_
View : register_
to_tender
login ( )
view()
164
12. Sequence Diagram for Create Vendor Point
Login : user
: Committee_
CreateNew :
tender_selection
login ( )
insert ( )
13. Sequence Diagram for Create Blacklist Vendor
Login : user
: Committee_
CreateNew :
blacklist_vendor
login ( )
insert ( )
14. Sequence Diagram for Generate Winner Candidate
Login : user
: Committee_
: weight_
criterion
: tender_
selection
login ( )
calculate ( )
generate ( )
165
15. Sequence Diagram for View Tender Document
Login : user
: Committee_
View : tender_
doc
login ( )
view()
update ( )
delete ( )
16. Sequence Diagram for View Vendor Point
Login : user
: Committee_
View : tender_
selection
login ( )
view ( )
update ( )
delete ( )
166
17. Sequence Diagram for View Vote All Committee
Login : user
: Committee_
View : tender_
selection
login ( )
view ( )
18. Sequence Diagram for View Blacklist Vendor
Login : user
: Committee_
View : blacklist_
vendor
insert ( )
view ( )
update ( )
delete ( )
167
19. Sequence Diagram for List of Question
Login : user
: Committee_
ListOf : question
login ( )
view()
answer ( )
20. Sequence Diagram for List of Complaint
Login : user
: Committee_
List Of :
complaint
login ( )
view()
answer ( )
168
21. Sequence Diagram for Download Tender Document
Login : user
: Vendor_
View : tender_
doc
login ( )
download ( )
22. Sequence Diagram for Register To Tender
Login : user
: Vendor_
Register : register
_to_tender
login ( )
register ( )
23. Sequence Diagram for View Company Profile
Login : user
: Vendor_
View : vendor
login ( )
view()
update ( )
169
24. Sequence Diagram for View Register to Tender
Login : user
: Vendor_
View : register_
to_tender
login ( )
view()
delete ( )
print ( )
25. Sequence Diagram for Create Question
Login : user
: Vendor_
CreateNew :
question
login ( )
insert ( )
170
26. Sequence Diagram for Create Complaint
Login : user
: Vendor_
CreateNew :
complaint
login ( )
Insert ( )
Appendix D :
User Manual
172
1. Public Page
Open Web Brower and type http:/localhost/eproc/ . The interface is shown in
as the following. Click on the left menu that we want to go :
a. View Announcement
From the left menu, click View Announcement to view detail tender
information tender. The interface is shown as the following.
173
b. View Winner Information
From the left menu, click View Winner Information to view winner detail
candidate. The interface is shown as the following.
c. View Black List Vendor
From the left menu, click View Blacklist Vendor to view blacklisted vendor.
The interface is shown as the following.
174
d. View Question And Answer
From the left menu, click View Question. There are several list of question.
The interface is shown as the following.
To view the answer of each question, click “detail” . The interface is shown as the
following.
175
e. View Complaint
Procedure to view complaint is the same with to view question. Please refer
to View Question procedure.
f. Register New User
Vendors who did not have user id and password, must register to eprocurement system. To register new vendor, they have to fill all correct information
about their company. The interface is shown as following.
176
2. Administrator Page
From the main menu, click “login” and enter User Name and Password. If we
have an authority to enter as administrator, the interface is shown as following.
If the user name and password are accepted, the interface is shown as following.
177
a. Create tender
Click “Create Tender” in the left menu to create new tender information.
Administrator has to fill all tender information. The interface is shown as the
following.
b. Create User
Click “Create User” in the left menu to create new user. Administrator has to
fill all user information. The interface is shown as the following.
178
c. Create Committee
Click “Create Committee” in the left menu to create new committee.
Administrator has to fill all user information. To Add committee click “Add
Committee” button. To delete committee in a tender, click “delete” from the table.
To edit committee data, click “Edit” from the table. The interface is shown as the
following.
d. Create Term and Conditions
Click “Create Term and Conditions” in the left menu to create new term and
condition. Administrator has to fill term and conditions. The interface is shown as the
following.
179
e. Create Weight Criterion
Click “Weight Criterion” in the left menu to create new weight criterion for
each tender. Administrator has to fill each weight criterion for each tender. The
interface is shown as the following.
f. Add News
Click “Add News” in the left menu to create new news. Administrator has to
fill news that will be publishing to public. The interface is shown as the following.
180
g. View Tender
Click “View Tender” in the left menu to view tender information. To edit
each tender data, click “Edit” from the table. To delete each tender, click “delete”
from the table. The interface is shown as the following.
h. View User
Click “View User” in the left menu to view User. To edit each user data, click
“Edit” from the table. To delete user, click “delete” from the table. The interface is
shown as the following.
181
i. View Committee
Click “View Committee” in the left menu to view committee each tender.
The interface is shown as the following.
j. View Weight Criterion
Click “View Weight Criterion” in the left menu to view weight criterion. Edit
and Delete weight criterion are allowed before opening document date. If today’s
date >= opening document date, edit and delete are not allowed. To edit each weight
criterion data, click “Edit” from the table. To delete weight criterion, click “delete”
from the table. The interface is shown as the following.
182
k. View Registered Company
Click “View Registered Company” in the left menu to view all vendors that
recorded into database. To view detail of each vendor, click “detail” from the table.
The interface is shown as the following.
183
3. Committee Page
From the main menu, click “login” and enter User Name and Password. If we
have an authority to enter as committee, the interface is shown as following.
If the user name and password are accepted, the interface is shown as following.
184
a. Upload Tender Document
Click “Upload Tender Document” in the left menu to upload tender document
information. Click “Browse” to find out document that want to upload. The interface
is shown as the following.
b. View Attendance to Tender
Click “View Attendance to Tender” in the left menu to view all vendors that
register to attendance the tender. The interface is shown as the following.
185
c. Create Vendor Point
Click “Create Vendor Point” in the left menu to give point to a vendor. The
interface is shown as the following.
d. View Tender Document
Click “View Tender Document” in the left menu to view tender document.
To edit each tender document data, click “Edit” from the table. To delete tender
document, click “delete” from the table. The interface is shown as the following.
186
e. View Vendor Point
Click “View Vendor Point” in the left menu to view vendor point. Edit and
Delete vendor point are allowed between opening document date until winner
candidate announcement date. If today’s date >= winner candidate announcement
date, edit and delete are not allowed. To edit each vendor point data, click “Edit”
from the table. To delete vendor point, click “delete” from the table. The interface is
shown as the following.
f. View Vote All Committee
This menu is only for chairman position in a tender. Click “View Vote All
Committee” in the left menu to view vote all committee. The interface is shown as
the following.
187
g. View Blacklist Vendor
Click “View Blacklist Vendor” in the left menu to view blacklisted vendor.
To edit blacklisted vendor data, click “Edit” from the table. To delete blacklisted
vendor, click “delete” from the table. The interface is shown as the following.
h. Generate Winner Candidate
This menu will be active if today’s date >= winner candidate announcement
date. Click “View Generate Winner Candidate” in the left menu to view the winner
and their point. The interface is shown as the following.
188
i. Answer Question
From the left menu, click Answer Question. There are several list of question.
The interface is shown as the following.
To answer of each question, click “Answer”. The Committee has fill the answer. The
interface is shown as the following.
189
j. Answer Complaint
Procedure to answer complaint is the same with to answer question. Please
refer to Answer Question procedure.
k. Create Blacklist Vendor
Click “Create Blacklist Vendor” in the left menu to create blacklist vendor.
The interface is shown as the following.
190
4. Vendor Page
From the main menu, click “login” and enter User Name and Password. If we
has been registered as vendor, the interface is shown as following.
If the user name and password are accepted, the interface is shown as following.
191
a. Download Tender Document
Click “Download Tender Document” in the left menu to download tender
document. Right Click in the document field and “Save Target As” or “Save Link
As” the document. The interface is shown as the following.
b. Register To Tender
Click “Register To Tender” in the left menu to register to attend the tender.
Vendor have to click “are you agree to register ?” checklist . The interface is shown
as the following.
192
c. View Company Profile
Click “View Company Profile” in the left menu to vendor’s profile. To edit
vendor’s profile, click “Edit” button. The interface is shown as the following.
d. View Register To Tender
Click “View Register To Tender” in the left menu to view registered tender.
To cancel attend the tender, click “Delete” from the table. The interface is shown as
the following.
193
To print certificate of attendance, click “Print” from the table. The interface is shown
as the following.
194
e. Create Question
Click “Create Question” in the left menu to create question about tender. The
interface is shown as the following.
f. Create Complain
Procedure to create complaint is the same with to create question. But, create
complaint menu will be active if today’s date between start of complaint date until
end of complaint date for each tender. Please refer to Create Question procedure.
Appendix E :
Database Design
196
1. Table Tender
!
$
% &
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"#
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'$
&
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& $#
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"#
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& %
$
"#
& %
"#
&
(!
"#
$ #$
# )!)) ) " # ) )
* +,
-. / + 0 + &1 1 2
3
4
"#
0
5
2. Table Register
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& % 7
#$
% $$6 &
$$
&
& 9%
%9% #
7% &" & %
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$ #% #
$ # #
* +,
-.
/+ 0 +
'$
(!
8!
!!
(!
"#
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8!
(!
"#
7
(!
"#
!
"#
' $
#
#
(!
(!
(!
%6 % #
&1 1 2
"#
!
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!
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3
4
0
5
197
3. Table Access List
9 9$ $
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* +,
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9
9
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9$ $
- 9&
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9 9$ $
3
4 0
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4. Table Menu
#
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# ) ))!) " # ) )
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/ + 0 + &1
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08 1 2
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5. Table User
#$
%
(!
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% $$6 &
9&
9 9$ $
* +,
/+
!
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0 + &1 1 2
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198
6. Table Committee
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&
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4
#$
%
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/ + 0 + &1 1 2
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. -
+/
. 4 1
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5
7. Table Tender Document
&
& #
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* +,
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+
2.
2
4
*1
4 1
/ + 0 + &1 1 2
"#
&
2
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8. Table Term and Condition
&
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&
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199
9. Table Weight Criterion
& &
& &
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* +,
4
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& & 2
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5
4
10. Table Register to Attend The Tender
'$
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&
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4 1
4
+
2.
'$
&
2
+/ . %6 % #
2
4
'$
%6 % #
1
4 1
*1
4 1
/ + 0 + &1 1 2
3
4 0
5
1
200
11. Table Selection
$
$
&
&
#&
%
!
%6 % #
& #
%
!!
& & &'7
;%
$ $ ""
;%
. . - 2.
$
&
4
+
2.
2
4
*1
4 1
4
+
2.
%6 % #
2
1
4 1
/ + 0 + &1
3
4 0
5
(!
!!
"#
"#
!!
"#
!!
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!!
"#
%6 % #
& 2
+/
$
$
&
4
*1
+
2
,
. 1
+/ . '$
%6 %
4 1
0 1 2
4
1
#
12. Table Question
:# $ &
:# $ &
#&
%6 % #
(!
:# $ &
& ' ;
:# $ &
"#
$6
& ' ;
$6
"#
$ #$
# )!)) ) " # ) )
* +,
- . - :# $ &
. - 2.
:# $ &
. - 2.
:# $ &
%6 % #
4
+
2.
:# $ &
2
+/ . 2
4
1
4
*1
4 1
4
+
2.
:# $ &
2
+/ . %6 % #
2
4
'$
%6 % #
1
4 1
*1
4 1
/ + 0 + &1 1 2
3
4 0
5
1
201
13. Table Complaint
& %
& %
%6 %
#&
#
& %
(!
"#
& %
$6
& ' ;
& ' ;
$6
"#
$ #$
# )!)) ) " # ) )
* +,
-. & %
. - 2.
& %
. - 2.
& %
%6 % #
4
+
2.
& %
2
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4
1
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4
+
2.
& %
2
+/ . %6 % #
2
4
'$
%6 %
1
4 1
*1
4 1
/ + 0 + &1
+
,
0(1 2
3
4 0
5
#
14. Table Blacklist Vendor
9 $
9 $ &
#&
%6 % #
!
"#
$ % &
!!
"#
&"
"#
&"
"#
$ #$
# )!)) ) " # ) )
* +,
-. 9 $ &
. $ % &
%6 % #
4
+
2.
9 $ 2
%6 % #
2
4
1
4 1
*1
/ + 0 + &1 1 2
3
4
+/ . '$
%6 %
4 1
0
5
#
Appendix F :
Snapshot Functions PHP Code
203
1. Function Connection to MySQL
!"
'
"*
,
(
/ 0(
#$% & #
# () #
# #
#+#
# - (#
$% & (
(
1
() ( 23
5
6
$% &
( 78
'
.
.
"*
4
,
2. Function Login Process
( 7
( 7
( #9
9
: ; 789
-)-#
( #9
9
:/ (
4 8 9
-)-#
7
&
&9
&9
&9
&9
&9
7
=
5
/
"
"
&<7
&" =7
# >
(
?
#
#@$. 9
; 7 ) ; ; .89
/4 4 . 9
$ #
#A
8
#
#> A B < 8 $
8
9
;7 ); ;
897 $
#* '
9
$
7#
#,
9
- = 7 - C
" ! D#
$% & & % &
$% & / ()
%
7
@$
(; 8 (;
4
= E + FF 5
+ 1
) 7 # (
G
9
9
: 7 59
-)-H
5
7
4
+#
6
1
<
7
<
/4 4
7
<
7
) 7 # (
G
9
9
: 7 59
-)-#
I
6
$
/4 4
;7 ); ;
#
204
3. Function Block Blacklist Vendor Login
/ (
4 8
(; 8 (;
4
71
(
& # >
(
?
& 9 #* '
9-=& 9 #,
9
7
@$ A
8
$8
89-=7,
89
$% & & % &
$% & / ()
%
8 (;
%
%- )
8 (;.
5
8 (; I @$
4
. 8 8 (;
$8 #
+#
=
=
5
6
4. Function Format Date to Database
/ (
/ $
4 ) 1
/ 4 )
FF 4 )
::
4 )
IIII2II2II
1
5
- :. 4 )
4
5I
8
5+
)
5D
4 )
)9
#2#98 9
#2#9 4
/ 4 )
22
4 )
6
4 )
6
5. Function Format Date From Database
/ (
/ $
A $
4 ) 1
5
- 2. 4 )
4
5D
8
5+
)
5I
4 )
49
#:#98 9
#:#9 )
/ 4 )
:: FF 4 )
II:II:IIII
4 )
4 )
6
8#
205
6. Function List Tender ID
/ (
4 8
7
7 1
(
&
# >
?A
8
$% & & % &
= $% & / ()
7
=
=)
7 *'
(
+#
1
7
7
6
7
6
7. Function List Tender ID for Winner Candidate Form
/ (
4 8
7
7=
( 77
1
(
4
7 #!2$27#
& # >
?A
8
7
& 9 #* '
4 3 ( 77
7
=)
=
$% & &
%
#
($
7 #
% &
$% & / ()
7
=
(
1
7
7
6
7
6
8. Function List Tender ID for Insert Point Form
/ (
4 8
7
7
-
4
7 #!2$27#
& # >
?A
8
& 9 #* '
4 3 & 9 #,
4 E ( 77
7
=)
=
$% & &
%
7
7 #
4 7 (7
($
% &
$% & / ()
7
=
6
6
1
(
(
1
7
7
#
7 #
206
9. Function List Tender ID For Insert Weight Criterion Form
/ (
4 8
4
&
7
7
88
1
(
7
#
#!2$27#
>
?A
$% & &
%
7
=)
=
8
7 *'
4 E -
4 7 (7
% &
$% & / ()
7
=
(
1
7
7
6
7
6
10. Function List Tender Name
/ (
4 8
7
$
7
71
(
& # >
& 9 #* '
7
7
$ A
7
7
8
7
7#
#
$% & & % &
$% & / ()
%
7
7
7
$
6
11. Function List NIP
/ (
4 8
- 1
(
&
# >
?A
$% & &
=)
=
6
=)
;7 ); ;
% &
$% & / ()
=
6
8
(
-
1
E3 J #
#
207
12. Function List Name
/ (
4 8
$
-1
(
&
# >
$ A
8
*'
-
-#
$% & & % &
$% & / ()
%
7
7
$
6
13. Function List NPWP Number
/ (
4 8
-=- 1
(
&
# >
?A
$% & &
=)
=
8
4
#
% &
$% & / ()
-==
(
-=-
1
$8
6
-=6
14. Function List Company Name
/ (
4 8
( $- %
& # >
& 9 #* '
( $- % $ .7 ( A
-=- $8
-=- #
$% & & % &
$% & / ()
%
7
7
6
-=- 1
(
( $- %
$
8
4
#
208
15. Function List NPWP Number That Register To Attend The Tender
/ (
4 8
-=-
4
/4
7
1
(
& # >
9-=- $8 A
8 4
& 9 #8 4
7 8#
& 9 #* '
9-=- $8 89-=- $8
& 9 #,
89 7 7 / 4
7 #
$% & & % &
= $% & / ()
-==
=)
(
-=-
.#
#
1
$8
6
-=6
16. Function Update Blacklist Vendor Status
function update_status_blacklist() {
global $conn,$_POST;
$tgl
$cek_status
(;
= date("Y-m-d");
= "UPDATE tbl_blacklist SET status ='0' #
9 #WHERE end_of_banned <= '$tgl' ";
$hasil
}
= mysql_query($cek_status);
17. Function Check Before Insert Into Table Register
/ (
4 8
&
&
7
(; 8 /
( . "
# >
9 #* '
@$
-=- 1
(
? @$ A
8
-=- $8
-=- #
$% & & % &
$% & / ()
%
7
6
4
4
#
209
18. Function Insert Into Table Register
/ (
4 8
4
(
.
1
"
( $- %
-=$
- = 7
77
7 (
7 ( ;-;- $8
( %- ( $- %
$
; - 7
44 - 4 )
/ $
; - 8)
44 - 8 )
/ $
$8
- $8
7- $8
"
"
"
"
"
"
"
"
"
"
"
"
( $- %
-=$
- = 7
77
7 (
7 ( ;-;- $8
( %- ( $- %
$
; - 7
"
"
;
"
"
"
"
-
44 - 4
8)
44
$8
- $8
7- $8
-
8)
(; (; 8 /
4
-=/ (;
I 1
& #<
<
8 4
( $- % $ . -=- $8
& 9 #- = 7. 77 .7 ( .7 ( ; -.-;- $8 . #
& 9 #%- /( $- %. $ . -.
; - 7
.#
& 9 # 44 - 4 ) .
; - 8 ) . 44 - 8 )
&9#
$8 . - $8 . 7- $8 #
& 9 # ,>
( $- %. -=-.
$ . - = 7. #
& 9 # 77
. 7 ( . 7 ( ; -. -;- $8 . #
&9#
( %- ( $- %.
$ .
-.
; - 7
&9#
44 - 4 ) .
; - 8) .
44 &9#
$8 .
- $8 . 7- $8 #
$% & &
)
.
7. #
.#
.#
8) . #
% &
4 7 #!2$27#
& #<
<
8
-. $ .
& 9 #; 7 ) ; ; .7 (
7#
& 9 # ,>
-=-. ( $- %.
&9# 4 #
$% & & % &
6
(;
6
$ .- = 7. #
$ . - = 7. J. #
210
19. Function Check Before Insert Into Table Tender
/ (
4 8
(; 8 /
( . "
& # >
& 9 #* '
7
7
(
7
7
? @$ A
7
7
71
8
7#
7 #
$% & & % &
$% & / ()
%
7
@$
6
20. Function Insert Into Table Tender
/ (
4 8
7
(
.
1
"
7 7
7
$
7 (7
/ $
7
/ $
- 4 7 (7
/ $
( 77
($
/ $
( $7
/ $
( $7
7
/ $
77
/ $
( $ )7
7(
"
"
"
7 7
7
$
7 (-
"
7
8$
(; (; 8 /
/ (;
I 1
& #<
<
&9#
7 .7 (
& 9 #( 77
& 9 #( $7
"
7(
"
-
8$
7
4 7 (7
7
"
( 77
"
( $-
7
"
( $-
7
"
7
7
77
"
7
($
7
( $ )7
7
8
7
7 7. 7
$ .7 ( 8$
7 . 4 7 (7 . #
($
7 .( $7
.#
7. 7 7 .$ ) 7 #
.#
211
&
&
&
&
9
9
9
9
# ,>
#
7
# ( 77
# ( $-
$% & &
7 7.
7
$ . 7 (.#
. 7 ( 8$
7 . - 4 7 (7 . #
($
7 . ( $7
.#
7
7.
77 .
( $ )7 #
% &
&
# " ,
&9#
7
& 9 #* '
$% & &
8
4
7
7 #
7
,
7
7 7#
,
7 .K #
% &
6
(;
6
21. Function Check Before Insert Into Table User
/ (
4 8
&
7
(; 8 /
( . "
# >
(
?
$% & & % &
$% & / ()
%
7
6
-1
@$
@$ A
8
*'
-
-#
212
22. Function Insert Into Table User
/ (
4 8
1
(
.
"
$
"
"
"
"
"
/ $
$
- = 7
( ((
7
$
$
- = 7
( ((
"
7
(
7
(; (; 8 /
/ (;
I 1
& #<
<
8
-. $ .
$ .- = 7. #
& 9 #; 7 ) ; ; .7 (
7#
& 9 # ,>
-.
$ .
$ . - = 7. #
&9#
( (( . 7
#
$% & & % &
6
(;
6
23. Function Insert Into Table Committee
/ (
4 8
(
7
;
.
( $$
"
7
"
"
"
"
$8
& #<
& 9 # ,>
$% & &
6
1
% &
<
7
(
(
;
8 ( $$
7. -. -
7
-
7
$8
7
.
7. -.; $8
. ;
#
$8
#
213
24. Function Check Before Insert Into Table Bobot
/ (
4 8
(; 8 /
( . "
& # >
& 9 #* '
7
7
(
7
= 4)
? @$ A
7
7
7
71
8 88 #
7#
$% & & % &
$% & / ()
%
7
@$
6
25. Function Insert Into Table Bobot
function insert_tender_weight() {
global $conn,$_POST;
$tender_id
$bobot_doc
$bobot_price
$bobot_methodology
$bobot_staff
$bobot_experience
=
=
=
=
=
=
$_POST['select_tender_id'];
$_POST['bobot_doc'];
$_POST['bobot_price'];
$_POST['bobot_methodology'];
$_POST['bobot_staff'];
$_POST['bobot_experience'];
$cek = cek_before_insert_tender_weight($tender_id);
if ($cek == '0') {
$sql = "INSERT INTO tbl_bobot(tender_id,bobot_doc,bobot_price, #
& 9 #bobot_methodology,bobot_staff,bobot_experience) #
& 9 #VALUES('$tender_id','$bobot_doc','$bobot_price', #
& 9 #'$bobot_methodology','$bobot_staff','$bobot_experience') ";
mysql_query($sql);
}
return $cek;
}
214
26. Function Check Before Insert Into Table Selection
/ (
4 8
(; 8 /
( . "
& # >
& 9 #* '
7
7
(
7
(
? @$ A
7
7
7
8
7
7.
-=- 1
(
#
7 -=- $8
-=- #
$% & & % &
$% & / ()
%
7
@$
6
27. Function Insert Into Table Selection
/ (
4 8
7
(
.
(
1
"
7 7
-=7 ($
- (
$ ) 7 4%
// 5(
( $- % 5(; (; 8 /
/ (;
I 1
"
"
"
"
"
"
"
(
7
(
7 7
( -=7 ($
- (
$ ) 7 4%
// 5(
( $- % 5(
(
7
7.
-=-
& #<
<
8
(
7 7. -=- $8 .7 ( $
& 9 #- ( .$ ) 7 4%. 5//. 5( #
& 9 # ,>
7 7. -=-. 7 ( $ . - ( . #
& 9 # $ ) 7 4%.
// 5( . ( $- % 5( #
$% & & % &
6
(;
6
.#
215
28. Function Insert Into Table Blacklist
/ (
4 8
(
.
-=7 (7
/8
7 /8
8 (;
"
L 7
1
"
"
/ $
/ $
7
7
( -=7 ("
"
& #<
<
8 8 (;
-=& 9 #7
/8
7. 7 /8
7#
& 9 # ,>
-=-. 7 ( . 7
& 9 # 7 /8
7 #
$% & &
7
/8
7 /8
$8 .7 ( /8
7. #
% &
6
29. Function Check Before Insert Into Table Tender Document
/ (
4 8
(; 5
47(
( . "
& # >
& 9 #* '
7
7
@$
71
? @$ A
7
7
$% & & % &
$% & / ()
%
7
6
(
7
8
7#
7
7 (#
.#
7
7
216
30. Function Insert Into Table Tender Document
function upload_dok() {
global $conn,$_POST,$_FILE;
$pict = $_FILES['userfile_1']['name'];
$uploaddir = $_SERVER['DOCUMENT_ROOT']."/eproc/file/";
$uploadfile = $uploaddir.$pict;
if (move_uploaded_file($_FILES['userfile_1']['tmp_name'], $uploadfile)) {
$tender_id
= $_POST['select_tender_id'];
$sql = "INSERT INTO tbl_tender_doc(tender_id,document) ";
$sql .= "VALUES('$tender_id','$pict') ";
mysql_query($sql);
}
else {
print "Possible file upload attack! Here's some debugging info:\n";
print_r($_FILES);
}
}
31. Function For Generate Winner Candidate
include_once "function.php";
if (!isset($_POST['flag_tender']))
$_POST['flag_tender'] = '';
if (!isset($tender_name))
$tender_name ='';
$flag_tender =
$_POST['flag_tender'];
$arr_tender = list_tender_id_winner_candidate();
if ($flag_tender != '')
$tender_name = list_tender_name($flag_tender);
217
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
= "SELECT d.company_name, ";
.= "ROUND(sum( ((a.document * b.bobot_doc) / 100) * ";
.= " (c.weight_vote) /100 ),2) as company_doc,";
.= "ROUND(sum( ((a.price*b.bobot_price) / 100) * ";
.= " (c.weight_vote) /100 ),2) as company_price,";
.= "ROUND(sum( ((a.methodology*b.bobot_methodology) / ";
.= "100) * (c.weight_vote) /100 ),2) as company_method,";
.= "ROUND(sum( ((a.expertise_staff*b.bobot_staff) / 100) * ";
.= " (c.weight_vote) /100 ),2) as company_staff,";
.= "ROUND(sum( ((a.experience*b.bobot_experience) / 100) * ";
.= " (c.weight_vote) /100 ),2) as company_experience, ";
.= "ROUND(sum( ((a.document * b.bobot_doc) / 100) * ";
.= " (c.weight_vote) /100 ) +";
.= "sum( ((a.price*b.bobot_price) / 100) * (c.weight_vote) /";
.= "100 ) +sum( ((a.methodology*b.bobot_methodology) / ";
.= "100) * (c.weight_vote) /100 ) + ";
.= "sum( ((a.expertise_staff*b.bobot_staff) / 100) * ";
.= " (c.weight_vote) /100 ) +";
.= "sum( ((a.experience*b.bobot_experience) / 100) * ";
.= " (c.weight_vote) /100 ),2) as company_total ";
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
.= "FROM tbl_selection a ";
.= "LEFT JOIN tbl_bobot b ON a.tender_id = b.tender_id ";
.= "LEFT JOIN tbl_committee c ON ";
.= " (a.tender_id = c.tender_id) AND (a.nip = c.nip) ";
.= "LEFT JOIN tbl_register d ON ";
.= "a.npwp_number=d.npwp_number ";
.= "WHERE a.tender_id = '$flag_tender' GROUP BY ";
.= "a.npwp_number ORDER BY company_total DESC";
$hasil
= mysql_query ($sql_tampil) or die ("Invalid query!");
218
32. Function View Vote All Committee
include_once "function.php";
if (!isset($_POST['flag_tender']))
$_POST['flag_tender'] = '';
if (!isset($_POST['flag_npwp']))
$_POST['flag_npwp'] ='';
if (!isset($tender_name))
$tender_name ='';
if (!isset($company_name))
$company_name ='';
$flag_npwp = $_POST['flag_npwp'];
$flag_tender = $_POST['flag_tender'];
$arr_tender = list_tender_id_view_point_all();
if ($flag_tender != '') {
$tender_name = list_tender_name($flag_tender);
$arr_npwp = list_npwp_register($flag_tender);
if ($flag_npwp != '')
$company_name = list_company($flag_npwp);
}
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
$sql_tampil
";
$sql_tampil
$sql_tampil
= "SELECT d.nama,e.position_name,c.weight_vote, ";
.= "ROUND(((a.document * b.bobot_doc) /100),2) as doc, ";
.= "ROUND(((a.price * b.bobot_price) /100),2) as price, ";
.= "ROUND(((a.methodology * b.bobot_methodology) /100), ";
.= "2) as method, ";
.= "ROUND(((a.experience * b.bobot_experience) /100), ";
.= "2) as experience, ";
.= "ROUND(((a.expertise_staff * b.bobot_staff) /100), ";
.= "2) as staff ";
.= "FROM tbl_selection a ";
.= "LEFT JOIN tbl_bobot b ON a.tender_id = b.tender_id ";
.= "LEFT JOIN tbl_committee c ON ";
.= " (a.tender_id = c.tender_id) AND a.nip = c.nip ";
.= "LEFT JOIN tbl_user d ON c.nip=d.nip ";
.= "LEFT JOIN tbl_position e ON c.position_id=e.position_id
$hasil
= mysql_query ($sql_tampil) or die ("Invalid query!");
.= "WHERE a.tender_id = '$flag_tender' AND ";
.= "a.npwp_number='$flag_npwp' ";
219
33. Function Insert Into Table Question
/ (
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220
35. Function Get User Date From User Login
/ (
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/ (
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37. Function Insert Into Table Register To Tender
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222
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Appendix G :
User Acceptance Test Questionnaires
User Acceptance Test
Application Name
:
E-Procurement System
Company Name
:
Regional Planning and Development of Riau Agency
Category User
:
1.
Administrator
2.
Committee
3.
Vendor
4.
Public
System Performance Rating :
5 – Very Good
4 – Good
3 – Fair
2 – Poor
1 – Very Poor
No
Questions
1.
Is the e-Procurement system interface interesting?
2.
Is the e-Procurement system easy to use?
3.
Does the e-Procurement system produce the valid information
for each process?
4.
Does the error message that is produced by the system can help
the user?
5.
Does the interface of e-Procurement system fulfill the user
requirement ?
Answer
6.
Does the database system up-to-date?
7.
Is the system security performance good?
8
Has the overall database system manipulated by the authority
user?
9
Does this system help the overall management to conduct
procurement processes ?
10
Has the overall system processes give priority to transparency ?
11
Has the overall system processes give priority to accountability ?
12
Has the overall system processes give priority to integrity ?
13
Has the overall system processes give priority to open and fair
competition ?
Base on survey, there are fiftheen respondend that answer the quistionaries. The
result from respondend for each question are :
1.
Is the e-Procurement system interface interesting?
Interface
9
8
Total Responden
8
7
7
6
5
4
3
2
1
0
0
very poor
0
poor
0
fair
Criteria
2.
Is the e-Procurement system easy to use?
good
very good
Total Responden
Easy to Use
10
9
8
7
6
5
4
3
2
1
0
9
5
1
0
0
very poor
poor
fair
good
very good
Criteria
Does the e-Procurement system produce the valid information for each process?
Valid Information
8
7
7
Total Responden
3.
6
6
5
4
3
2
2
1
0
0
very poor
0
poor
fair
Criteria
good
very good
4.
Does the error message that is produced by the system can help the user?
Total Responden
Error Message
10
9
8
7
6
5
4
3
2
1
0
9
6
0
0
very poor
poor
0
fair
good
very good
Criteria
Does the interface of e-Procurement system fulfill the user requirement ?
Fullfil Requirement
Total Responden
5.
10
9
8
7
6
5
4
3
2
1
0
9
5
1
0
0
very poor
poor
fair
Criteria
good
very good
6.
Does the database system up-to-date?
Up-to-date Data
9
8
Total Responden
8
7
7
6
5
4
3
2
1
0
0
very poor
0
poor
0
fair
good
very good
Criteria
Is the system security performance good?
Security performance
9
8
8
Total Responden
7.
7
7
6
5
4
3
2
1
0
0
very poor
0
poor
0
fair
Criteria
good
very good
8
Has the overall database system manipulated by the authority user?
Total Responden
User Authority
10
9
8
7
6
5
4
3
2
1
0
9
5
1
0
0
very poor
poor
fair
good
very good
Criteria
Does this system help the overall management to conduct procurement
processes ?
Management
12
10
10
Total Responden
9
8
6
4
2
0
0
very poor
2
1
poor
fair
Criteria
good
2
very good
10
Has the overall system processes give priority to transparency ?
Total Responden
Transperancy
10
9
8
7
6
5
4
3
2
1
0
9
5
1
0
0
very poor
poor
fair
good
very good
Criteria
Has the overall system processes give priority to accountability ?
Accountability
12
11
10
Total Responden
11
8
6
4
4
2
0
0
0
very poor
poor
0
fair
Criteria
good
very good
12
Has the overall system processes give priority to integrity ?
Integrity
12
10
Total Responden
10
8
6
5
4
2
0
0
0
very poor
poor
0
fair
good
very good
Criteria
Has the overall system processes give priority to open and fair competition ?
Open Fair Competition
Total Responden
13
10
9
8
7
6
5
4
3
2
1
0
9
5
1
0
0
very poor
poor
fair
Criteria
good
very good
Appendix H :
Technical Documentation
233
1. Introduction
This technical documentation will show the administrator how to install Apache and
PHP and MySQL on Windows XP, as well as how to set up a nice working
environment.
2. Install Apache
Double-click on the installer. Read the agreements and information, clicking
next to move through each screen. On the fourth screen, we will see the following:
The explanation of each of these settings directly from the Apache
documentation:
•
Network Domain. Enter the DNS domain in which your server is or will be
registered in. For example, if your server's full DNS name is
server.mydomain.net, you would type mydomain.net here.
•
Server Name. Your server's full DNS name. From the example above, you
would type server.mydomain.net here.
234
•
Administrator's Email Address. Enter the server administrator's or
webmaster's email address here. This address will be displayed along with
error messages to the client by default.
•
For whom to install Apache Select for All Users, on Port 80, as a Service Recommended if you'd like your new Apache to listen at port 80 for
incoming traffic. It will run as a service (that is, Apache will run even if no
one is logged in on the server at the moment) Select only for the Current
User, on Port 8080, when started Manually if you'd like to install Apache for
your personal experimenting or if you already have another WWW server
running on port 80.
Here you have a few options:
•
If we are going to be using Apache only for testing scripts on your own
machine, you can enter localhost for the first two values and anything you'd
like for the email address (e.g. admin@localhost). If you're only going to be
using Apache sometimes and only when you are logged on, it does not make
sense to run it as a service, because it will eat up system resources and
potentially pose a security risk. Select "only for the Current User, on Port
8080, when started Manually". Press "Next" and skip ahead.
•
If we would like to install Apache to be used as a local area network server,
you should set your router to assign the computer you are installing Apache
on to have a static LAN ip address (if it does not already have one. This issue
is beyond the scope of this article; refer to your router's documentation, or
consult the person in charge of your network). Enter either this IP address, or
a network name that you will use to access the server from within your
network in the first two boxes (if you choose a name, you will need to update
the Hosts file of the users on your network so that when they type the name in
a browser, it maps to your computer's IP address). Enter an appropriate email
address in the third box, and choose "for All Users, on Port 80, as a Service Recommended". Press "Next" and skip ahead.
•
If we would like your server to be accessible through the internet, you will
need your computer to either have a static internet IP address and set up a
domain name server (DNS) to point your domain name to your computer's IP
235
(this is beyond the scope of this article). If you do not have a static IP, you
can set up your computer to have a static local IP as described in the last
paragraph, and use a dynamic DNS service such as dyndns.com to keep your
current IP up to date on the DNS. A good router will allow you to
automatically update the dynamic DNS when the router acquires an IP
address. You will also need to set up port forwarding so that all incoming
traffic on port 80 is forwarded to your computers static local IP address. Enter
the dynamic DNS domain name, e.g. mysite.dnydns.org, for the first two
entries, and an appropriate email address for the third. choose "for All Users,
on Port 80, as a Service - Recommended". Press "Next" and skip ahead.
The next screen is following:
Choose "Custom" and press "Next". On the following screen we will see the default
path Apache installs to:
236
Click the "Change..." button (boxed in red in the picture), and choose the WebServer
folder (or whatever other name you chose) you made when you created the directory
structure above. Click "Next".
On the next screen click "Install". After it installs click "Finish". we just installed
Apache. It is located in WebServer folder in the Apache2 directory.
Let's make sure it worked. Go to your programs folder in the Start menu and find the
Apache HTTP Server folder. Go to the Control Apache Server folder, and start
Apache
If you installed Apache as a service, we can also start it by double-clicking on the
Apache Service Monitor tray icon (which looks like:
) and pressing the "Start"
button in the window that appears. If we did not install it as a service, you will see a
blank command prompt window appear while Apache is running. This is normal.
The first time we run Apache, you will probably see a security warning pop up:
237
This is because windows has detected that Apache is opening a port on your
computer, and it is checking with you about whether it should let Apache continue.
Click the "Unblock" button to allow Apache to function.
Now, let's open up a web browser and make sure Apache is running. Type in the
name of your server (e.g. localhost, or your domain name or IP address) in the
location bar of the browser. Apache is working, we should see a page that looks like
238
3. Download and Install PHP 5
Place PHP files in folder WebServer\PHP directory. For PHP to work with
Apache and to make the CLI available from any command prompt window, we need
to add the PHP folder to the PATH environment variable. To do this, right click on
your "My Computer" icon (either on your desktop or the start menu) and select
"Properties." In the window that pops up, select the advanced tab, and click on the
"Environment Variables" button.
In the window that appears, select the "Path" variable line from the "System
Variables" menu, and click edit:
239
At the end of the "Variable Value" field, type a semicolon (;) and the type in
the full path to your PHP folder. For me, this means typing the following at the end
of the "Variable Value" field ;D:\Web\WebServer\PHP.
Hit OK in each window until they have all closed, and restart your computer. Pick up
back here when you've restarted.
Now open PHP folder, and change the name of the file php.inirecommended to php.ini. The settings in this file are all pretty much exactly as they
should be.
240
Make the following changes to the file:
Line 512: doc_root = D:\Web\WebServer\Apache2\htdocs
Line 519: extension_dir = D:\Web\WebServer\PHP\ext
Save the php.ini file and close it.
4. Configuring Apache
Now we have got PHP and Apache working separately, we need to get them
to work together. Go to your Apache2/conf folder, and open up the httpd.conf file
in a text editor. You can get Apache to run PHP as either a CGI binary, or an Apache
Module. Generally speaking, it is faster and more secure to do the latter, which you
do by adding the following to your httpd.conf file:
a. At the top of the LoadModule section, starting around line 130, add
the line
LoadModule php5_module "D:/Web/WebServer/PHP/php5apache2.dll"
b. In the AddType section around line 754, add the following line:
AddType application/x-httpd-php .php
You can add other extensions besides .php if you want PHP to parse other
file types as well. For example, if you want to be able to include PHP in
.html documents:
AddType application/x-httpd-php .php .html
c. Add the following line, somewhere that seems sensible to you:
PHPIniDir "D:/Web/WebServer/PHP/"
Save the httpd.conf file, and start Apache as discussed above (or restart it if it is
running).
241
Open your Apache2 htdocs folder. This is the root folder for all of your web server
documents that you will view in your web browser. Make a file called phpinfo.php
that contains the following:
<?php phpinfo(); ?>
and save it in your htdocs folder. Now open a web browser and go to
http://localhost/phpinfo.php. You should see a page that looks like
242
5. Setting up a development environment and installing MySQL
Open up your php.ini file again, and go to about line 620. There are a whole
bunch of lines that look like :
;extension=php_mbstring.dll
;extension=php_bz2.dll
;extension=php_curl.dll
;extension=php_dba.dll
;extension=php_dbase.dll
;extension=php_exif.dll
;extension=php_fdf.dll
;extension=php_filepro.dll
;extension=php_gd2.dll
;extension=php_gettext.dll
;extension=php_ifx.dll
;extension=php_imap.dll
;extension=php_interbase.dll
;extension=php_ldap.dll
;extension=php_mcrypt.dll
;extension=php_mhash.dll
The semicolon (;) is the comment symbol in the php.ini (don't confuse it with the # in
the httpd.conf), and thus these lines are commented-out, and the extensions are not
running. To enable any extensions, just remove the semicolon at the beginning of the
line.
6. Installing MySQL Server
Make a MySQL folder in your WebServer directory. Run Setup.exe. Click
"Next" at the first screen. At the second screen, choose "Custom" for the installation
type and click "Next". Click on the "Change" button in the lower left to change the
installation directory, and point it to the MySQL folder you just created:
243
Then click "Install" and let it do its thing. When it's done, you can sign up for a
MySQL.com account if you want to. Otherwise, choose "Skip Sign-Up" in the
bottom left and press Next, and then press Finish on the next screen.
The MySQL Server Instance Configuration Wizard will pop up. Click
"Next". Choose "Detailed Configuration" and click "Next". Answer the questions
according to what kind of machine your computer is. The instructions are fairly
straight forward. On the Windows Options Page, you may want to un-check the
"Launch MySQL Server automatically" option, and check the Include Bin Directory
in Windows PATH so that you can use the MySQL server from the windows
command line. It is easiest to Run MySQL as a Windows service.
244
On the next screen, pick a root password. This is the main "superuser" password for
your server:
Finally, click the "Execute" button to configure your MySQL server:
245
Have a look at phpinfo.php file. If you sucessfully set up MySQL, it should have a
section that looks like this:
246
7. Installing e-Procurement System
Copy e-procurement system (eproc) folder to Apache2 httdoc folder. The
following show the folder.
After copying eproc folder, open web browser to check the system :
Type : http://localhost/eproc/
Appendix I :
Activity Diagram
248
1. Activity Diagram for Conducting New Tender
Head Department
Administrator
Committee
Vendor
Public
Start
Create Tender
Instruction
List of
Committee
Create New
Tender
Tender
Announcement
Create
Committee
Set Weight
Criterion
Download Tender
Document
Upload Tender
Document
Register To Attendance
The Tender
Give Mark each
Vendor
Print Certificate
of Attendance
Submit Physical
Document
Winner Candidate
Announcement
List of Winner
Candidate
End
249
2. Activity Diagram For Question
Vendor
Committee
Public
Start
Create
Question
List of Question
Answer
Question
View Question
End
250
3. Activity Diagram For Complaint
Vendor
Committee
Public
Start
No
Today's Date >= Complaint date
AND <= end of complaint date
Yes
Create
Complaint
List of
Complaint
Answer
Complaint
View Complaint
End