Checklist-of-Potential-Risks---goods-and-services-procurement-process
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CHECKLIST OF POTENTIAL RISKS - GOODS AND SERVICES PROCUREMENT PROCESS (Version 3.1 – April 2017) 1. Identifying the need and planning the purchase 2. Developing the specification 3. Selecting the purchasing method 4. Purchasing documentation 5. Inviting, clarifying and closing offers 6. Evaluating offers 7. Selecting the successful tenderer 8. Negotiations 9. Contract management 10. Evaluating the procurement process 11. Disposals 1. Identifying the need and planning the purchase Risk Likely consequences Action Understatement of the need Purchase of unsuitable product or service Analyse need accurately Money wasted Need not satisfied Overstatement of the need Misinterpretation of user needs Greater expense Analyse need accurately Poor competition Use functional and performance requirements Totally unacceptable purchase or not most suitable product or service Improve consultation with users Time lost Obtain clear statement of work and definition of need Increased costs Possible downtime Insufficient funding Delay in making the purchase Additional costs for re-tender Obtain appropriate approvals before undertaking process Improve planning Impractical timeframe Inadequate responses from tenderers Improve forecasting, planning and consultation with users Reduced competition Improve communication with potential tenderers Delivery schedule not met Probity issues Increased procurement costs Misuse of resources Implement best practice policies, guidelines and Risk Likely consequences Action Most suitable product not obtained practices Unethical conduct Improve training of personnel Maintain ethical environment Put suitable controls and reviews in place Consider using a probity adviser Improve communication with potential tenderers 2. Developing the specification Risk Likely consequences Action Narrow definition or commercial specification (eg. use of brand name) Fewer alternatives Define the specification in terms of required outputs Most suitable product or service may not be obtained Increased costs Definition of inappropriate product or service Need not satisfied Time lost Increased costs Biased specification Inadequate statement of requirements Ensure specification is consistent with needs analysis Improve market knowledge Possible downtime Use functional and performance specifications Inadequate responses from tenderers Use functional and performance specifications Claims of unfair dealings Implement a control mechanism to review specification before release Variety of offers Be familiar with requirements Insufficient responses Use functional and performance specifications Products offered not meeting needs Difficult to evaluate 3. Use functional and performance specifications Use an Expression of Interest or Request for Information to clarify requirements (be careful not to infringe intellectual property rights or copyright) Selecting the purchasing method Risk Likely consequences Action Failure to identify potential sources Lack of offers from suitable tenderers Improve procurement planning processes Risk Likely consequences Action Improve market knowledge Seek industry participation Selecting inappropriate method Need to seek offers again Possible cost variations Failure to obtain value for money Improve implementation of procurement policies, guidelines and practices Improve tender documentation and clearly identify the evaluation criteria in Request for Tenders Provide staff with appropriate training and experience 4. Purchasing documentation Risk Likely consequences Action Terms and conditions unacceptable to tenderers Loading of costs in offers Use standard documentation prepared by Crown Law Having to modify tender terms and conditions Disruption Low response Select appropriate documentation for purchase type (ie. goods, services, goods and services, or information technology related) Improve tender planning Assess and allocate risks appropriately Consult with Crown Law Use commercially acceptable terms Provide staff with appropriate tender planning and procurement skills Providing inadequate information Loading of costs in offers Variations in offers Having to provide clarifying information, causing delays in tender closing Additional costs Ensure staff have appropriate tender planning and documentation training and experience Improve tender planning and preparation Review tender documents before issuing them and ensure evaluation criteria contain the critical factors on which assessment of tenders will be based 5. Inviting, clarifying and closing offers Risk Likely consequences Action Failure to adequately address enquiries from tenderers Claims of unfair practices Implement standardised procedures for responding to enquiries Offers with qualifications by tenderers Withdrawal of offers Provide staff with appropriate tender management training and experience Respond in a timely manner to enquiries Allow adequate time for tenderers to respond Actual or perceived favouritism in providing information Complaints from tenderers As above Withdrawal of offers Answer queries in writing and provide copies to all potential tenderers Ensure that all potential tenderers are provided with any addenda Actual or perceived breach of confidentiality Complaints from tenderers Mistrust by tenderers Establish formal security procedures Train staff in their obligations Perform regular audits and reviews of security processes Advise tenderers of security measures Insufficient number of responses Need to undertake process again Increased costs Delayed delivery to the client Poor value for money due to limited competition Use appropriate tender advertisement strategy to increase competition (eg. consider advertising tenders in other publications as well as the local paper) Provide potential tenderers with advance notice of tender requests Improve tender documentation and specifications Allow sufficient time for tenderers to respond No response from known quality suppliers Reduced competition Increased costs of products or services Actions as above for insufficient number of responses Improve your market Risk Likely consequences Action knowledge Review specifications or conditions Seek feedback from known suppliers on their nonresponse 6. Evaluating offers Risk Likely consequences Action Failure to follow effective evaluation procedures Inconsistent evaluations Provide staff with appropriate tender assessment and evaluation training and experience Possible complaints from tenderers Subjective not objective evaluation of offers Improve tender assessment and evaluation processes Maintain, audit and review evaluation procedures Ensure that Evaluation Committee members declare any conflicts of interest Breaches of security Claims of unethical or unfair practices Maintain, audit and review security procedures Loss of faith with tenderers Provide staff with appropriate training and experience and monitor performance Ensure that Evaluation Committee members understand and sign Confidentiality Agreements Offers fail to meet needs Need to call tenders again Improve market knowledge Additional costs Improve tender documentation Delay in delivery Conduct market research Develop functional and performance specifications Failure to identify a clear winner Claims of unethical and unfair behaviour Decision made on subjective grounds Complaints from tenderers Ensure evaluation criteria contain the critical factors on which the assessment of tenders will be based and that they are clearly identifiable to tenderers in tender documents Risk Likely consequences Action Ensure evaluation criteria are appropriate and measurable Ensure that Evaluation Committee members sign Declaration of Conflict and Confidentiality Agreements 7. Selecting the successful tenderer Risk Likely consequences Action Selecting an inappropriate supplier Failure to fulfil the contract Provide staff with appropriate tender evaluation, financial and technical skills training and commercial expertise Improve evaluation procedures Improve evaluation criteria and clearly identify them to tenderers in tender documents Reject unacceptable offers Perform financial, technical and company evaluations before awarding contract Procurement Review Committee to review tender and selection process prior to awarding contract Selecting inappropriate product Failure to meet the client’s need Ensure users are involved in the evaluation/selection process Improve technical evaluation procedures and train staff as appropriate Procurement Review Committee to review tender and selection process prior to awarding contract 8. Negotiations Risk Likely consequences Action Not matching the expectations of buyer and tenderer Contract disputes Improve communication, including ensuring that Conditions of Contract form Delivery delays Risk Likely consequences Action Cost variations part of the Request for Tender Reduction in value for money Purchase of less suitable product Provide staff with training in contract planning and management Inefficient use of resources Define terms carefully Record each party’s obligations Clarify all ambiguities before signing the contract Deadlock on details of agreement Delays in delivery Need to restart procurement Possible cost of legal action Failure to secure mandatory conditions Inability to finalise contract Delays in delivery Variations in cost Inefficient use of resources Look at alternatives to share risk Distinguish between essential and non-essential goals and requirements Establish baseline before negotiations Distinguish essential goals from others Consider variations to contract Provide negotiators with adequate training Failure to secure agreement in relation to Crown Contracts Confidentiality Policy Inability to finalise contract Delays in delivery Inefficient use of resources Requirement to negotiate with other ranked suppliers Unfair or onerous requirements on the tenderer in the contract conditions Contract disputes Invalidity of contract Legal action Poor supplier/customer relationship Failure to reflect the terms offered and agreed in the contract Contract disputes Legal action Poor supplier/customer relationship Inadvertently creating a contract without the delegate’s prior approval Ensure potential suppliers aware of Policy requirements before submitting responses Seek exemption from Crown Contracts Confidentiality Standing Committee Provide negotiators with adequate training and support Negotiate commercial terms Terms should be fair and reasonable Check final draft of contract with successful tenderer Keep records of all negotiations and agreements Expense of negotiating out of the contract and paying damages Procedure in place to ensure delegate’s approval obtained first Committing to other associated work prior to main Provide negotiators with adequate training Risk Likely consequences Action contract existing 9. Contract management Risk Likely consequences Action Variations in price and foreign exchange Cost overruns Agree on prices and the basis of prices Agree on a formula for calculating variations Unwillingness of the supplier to accept the contract Delays in delivery Need to restart procurement Seek legal redress if nonacceptance causes loss Negotiate but retain integrity of the contract Failure of either party to fulfil the conditions of the contract Contract disputes Failure to satisfy needs Delays in delivery Downtime Legal action Ensure good contract administration and performance management Hold regular inspections / meetings and ensure progress reports Ensure all staff know responsibilities and conditions Ensure good record keeping and documentation Inadequately administering the contract Cost increases Failure of contract Full benefits not achieved Delivery of unsatisfactory product Maintain up-to-date agency procedures and practices Ensure all staff are suitably trained and experienced in contract planning and management Contract/supply disputes Commencement of work by the supplier before contract is exchanged or letter of acceptance issued Unauthorised increase in scope of work Potential liability to pay for unauthorised work Confirm verbal acceptance of contract with written advice Possibility of legal action for perceived breach of contract Accept all contracts in writing Unanticipated cost increases Ensure all contract amendments are issued in writing Contract disputes Ensure approvals are received before allowing work to start Record all discussions and negotiations Confirm instructions in writing Loss of intellectual property Loss of commercial Ensure suitable clauses are Risk Likely consequences Action opportunity included in the contract Unwarranted reliance on supplier for product support Failure to meet liabilities of third parties (eg. royalties or third party property insurance) Legal action Damage to the agency’s professional reputation Check that all obligations are covered in the contract Agree on responsibilities Implement appropriate safety standards and programs Loss or damage to goods in transit Delays in delivery Downtime Liability disputes Include appropriate packaging instructions in specification Agree on insurance cover for supplier to provide Accept delivery only after inspection Know when title of goods is transferred to buyer Fraud Misuse of resources Legal action Disruption to procurement activities Key personnel not available Progress on project disrupted Less expertise Maintain an ethical environment Follow and maintain fraud control procedures Include requirement in specification and ensure compliance in post-tender negotiation Know the market Accept risk and manage possible delay 10. Evaluating the procurement process Risk Likely consequences Action Failure to evaluate procurement and management processes Failure to improve procurement and management processes Develop systematic evaluation methods, techniques and evaluation criteria Failure to identify and address problems Procurement objectives not achieved Agree on performance criteria (with supplier and customer) Possible failure in the future Develop good relationships with suppliers Include evaluation clause in the contract Implement performance Risk Likely consequences Action management strategies 11. Disposals Risk Likely consequences Action Collusive bidding at auction Not achieving best return Set reserve prices Claims of unethical and unfair practices Deal with reputable firms Include disposal clause in initial contract Maintain ethical environment Inadequate tender management Claims of bias and favouritism to organisations or individuals Reduction in value for money Sell by open tender Document reasons for decision Provide staff with appropriate training Acknowledgment: This checklist is based on a checklist developed by, and has been reproduced with the permission of, the NSW Department of Public Works and Services.
