replaced. This should be considered on a case by case basis, taking into account the various circumstances of the procurement exercise. More details on this can be found in the exclusion criteria. Supporting Evidence Bidders are not required to produce supporting documentary evidence at the time of submitting the ESPD (Scotland). . You must, however, request this evidence from the tenderer to which you decide to award the contract before awarding the contract (or before the ITT stage of the Restricted Procedure, Innovation Partnership, Competitive Dialogue and Competitive Procedures with Negotiation procedure) as part of your due diligence process. You may also, where it is necessary to ensure the integrity and proper conduct of the procurement process, request at any time during the procurement process, all or part of the supporting documents from bidders. It is a discretionary ground for exclusion for a bidder not to be able to provide the ESPD supporting documents, or to withhold or misrepresent such information. More details on this can be found in the exclusion stage. Multiple Use of the ESPD (Scotland) Bidders may reuse the information that has been provided in an ESPD (Scotland) which has already been used in a previous procurement procedure, as long as the information remains correct and continues to be pertinent. Bidder Responsibility Bidders may be excluded from the procurement exercise where: there is serious misrepresentation in filling in the ESPD (Scotland), or there is serious misrepresentation of, or withholding, the information required for: the verification of the absence of grounds for exclusion; the fulfillment of the selection criteria; or the bidder is unable to submit the supporting documents. More details on the circumstances when a bidder may be excluded due to the above and the possible justifications by bidders is set out in the exclusion criteria e.g. bidders must not be excluded if they have “self-cleansed”. Shortlisting
(file type: pptx) (file type: ppt) Route 3 - Contract & Supplier Management - Admin & Tools Contract Administration Checklist What you need to do Points to consider Administration of the contract is important Contract administration is concerned with the mechanics of the relationship between the customer and provider. Its importance should not be underestimated. Clear administrative procedures ensure that all parties to the contract understand who does what, when and how. The elements that need managing are likely to include: Contract maintenance and change control Notice periods, contract closure or termination Charges and cost monitoring Ordering procedures Payment procedures Budget procedures Resource management and planning Management reporting Asset management Maintain the contract documentation The contract will have to evolve to reflect changes in arrangements. Contract maintenance means keeping the documentation up to date and relevant to what is happening on the ground. Maintaining contract documentation is an important activity Establish procedures to keep contract documentation up to date and ensure that all documents relating to the contract are consistent and that all parties have the correct version. Changes must be controlled Changes to services, procedures or contracts may have an effect on service delivery, performance, costs and on whether the contract represents value for money. The specification and administration of change control is an important area of contract administration. Appropriate structures need to be in place with representatives of both customer and supplier management for reviewing and authorising change requests Be careful that changes do not fall outside the scope of the original OJEU advertisement and conflict with procurement
option of repeating the “Do” and “Check” phases, incorporating additional improvements until you get the desired result Act: You can implement your solution. However, if you are using the PDCA as part of a continuous improvement initiative, you need to loop back to the Plan Phase (Step 1), and seek out further areas for improvement. Change impact reports Before any change request can be properly considered, the customer and the supplier must understand the implications of the proposed change. To facilitate this, the change management process may require the service provider (who will normally be in the best position to assess the likely impact of a change) to prepare an impact report. Ideally, the impact report will present a full description of the change, including how the change is to be implemented and, to the extent relevant, detail: the feasibility of the change; the likely effect of the change on the ability of the supplierr to meet its obligations under the contract; any cost implications of the change; any consequential impact of the change; where appropriate, acceptance testing procedures and acceptance criteria for the proposed change; and any other information likely to be of relevance. Pricing principles It is useful for the change management process to specify how any costs associated with the change will be allocated between the customer and the supplier. Ordinarily, the customer should be required to pay for a change only to the extent that the change cannot reasonably be considered as within the scope of the existing agreement. Where a change falls outside the scope of the existing agreement, the change management process may detail the principles that will determine the price to be paid by the customer. For example, the change management process may stipulate that the price for any change should be: reasonable; competitive; and no higher than the price at which a customer would be able to procure similar products or services from another supplier. The change management process may enable the customer to request the supplier to provide an auditor's certificate, confirming that the pricing of any change complies with the pricing principles. Supplier's obligation to undertake the change