Emmanuel Bamfo ANSONG Procurement Specialist AAU

slide1. Emmanuel Bamfo ANSONG Procurement Specialist AAU Procurement Implementation Challenges and Mitigation Measures<br>
slide2. Contents Introduction
Challenges and Mitigation Measures
Experiences from some Centres
DLI 6.4 Verification
Questions and Answers<br>
slide3. Challenges usually encountered during implementation of procurement activities and how to address them Delays in commencing procurement processes, obtaining approvals or completing contracts
Disruptions to procurement processes following complaints
Difficulties arising from absence of procurement capacity
Failures such as unsuccessful procedures<br>
slide4. Procurement Planning Stage 1. Failure to Start the Procurement Process on Time Approved procurement plans are not started on schedule due to a variety of reasons both internal and external, politics and capacity not excluded. Not enough time is NOT a justifiable reason to avoid open competitive bidding process
CHALLENGE
Procurement requisitions are not initiated on time e.g., for Centres with central procurement systems
CONSEQUENCE
Procurement process is delayed, and the resources needed are not available on time
MITIGATION MEASURES
BE mindful of the key milestones on the procurement plan and adhere to them e.g., start date, contract signature date.
Use electronic calendar to set reminders of important dates on the procurement schedule.<br>
slide5. Procurement Planning Stage 2. Preparing Technical Specifications, Scope of Work or Terms of Reference Technical specifications, scope of work, and terms of reference are the heart of the RFP / RFQ/ RFB document and should be clear for interested bidders / applicants to prepare bids and for the evaluation panel to evaluate them.
CHALLENGES
Lack of expertise in preparing these documents
Underestimating the extent of the information and research that may be needed to complete them
Skewed, ambiguous or scanty specs, ToR or scope thus restricting fair competition.
CONSEQUENCE
If the specs, ToR or scope are not completed ahead of schedule the procurement process is delayed before it even starts.
MITIGATION MEASURES
DO not to overlook the need for special technical expertise to assist with their preparation
Hire an external person or team if internal capacity constraints exist<br>
slide6. Solicitation Stage3. Using Standard Procurement Documentation Most Centres are using national competitive bidding for the procurement of works and goods
This requires the use of standard procurement documentation Expression of Interest EoI), Specific Procurement Notices(SPNs) Request for Proposal (RFP) Request for Bids (RFB)
These documents are complex and voluminous in nature.
CHALLENGES
Quality of the RFB / RFB documentation relating to filling out the documentation properly e.g., Bid Data Sheet, Evaluation and Qualification Criteria, Technical Specification, Particular Conditions of contract etc.
CONSEQUENCE
Delays arising from Request for Clarifications from interested bidders / applicants and from the Approval Authority
MITIGATION MEASURES
Procurement Officers should involve the relevant experts in preparing the documents.<br>
slide7. Solicitation Stage4. Extension of Bid or Proposal Submission Date The bid or proposal submission period may need extending due to a variety of reasons
CHALLENGES occasioned by
Mistakes in the solicitation (bid or proposal) documents
Prospective bidders request more time for submission
Unforeseen event such as natural disaster, emergency
Request for clarification in the solicitation documents
CONSEQUENCE
Delay in awarding the contract and the resources needed are not available on time
MITIGATION MEASURES
Prepare a comprehensive solicitation document
Allow sufficient time to submit bids / proposals<br>
slide8. Bid or Proposal Evaluation Stage5. Starting or Finishing the Evaluation Process outside planned schedule The Procuring Entity organizes the evaluation process to select the most advantageous bid / proposal for contract award
CHALLENGES
The duration of the evaluation process is not solely under the control of the Procuring Entity
A member is not available to start the evaluation, and when it is started, may be unreliable, unavailable to continue due to other commitments
A member may have a biased position or preference for a bidder
Absence of qualified experts on the evaluation panel to advise on technical issues in the bid / proposal
The evaluation criteria is ambiguous<br>
slide9. Bid or Proposal Evaluation Stage5. Starting or Finishing the Evaluation Process outside planned schedule CONSEQUENCE - delays in starting or finishing the evaluation process
MITIGATION MEASURES
Set clear and measurable evaluation criteria to make evaluation easy
Ensure panel members are temporarily relieved from other duties to focus exclusively on the evaluation process
Ensure the panel members are available and committed to the evaluation schedule e.g., preferably undertake the assignment outside office environment
Ensure that experts with relevant knowledge are part of the evaluation panel
Hire independent panel members and ensure they meet the agreed evaluation deadline
Sign confidentiality, impartiality statements.<br>
slide10. Pre-solicitation, Evaluation and Award Stages 6. Unusually long Approval Processes and Times Approvals to proceed with procurement activities are required at various stages in the procurement process and are sometimes difficult to control from within. Approvals to launch document, use restricted tendering, evaluation reports, negotiations and contract documents
CHALLENGES
The approving authority may be different levels of approvals such as Central, Ministerial and Departmental
Approval levels depend on the financial threshold and complexity of the procurement requirement
Approval authorities usually meet on specific dates and so procurements need to be scheduled accordingly
CONSEQUENCE
If the approving authority meeting is cancelled or there isn’t enough time to address all issues, approvals are delayed until the subsequent meeting
MITIGATION MEASURES
Anticipate and consider long approval times during procurement planning and scheduling.<br>
slide11. Contract Award stage 7. Contract Negotiations Not all contracts are negotiated e.g., small valued contracts for goods and works.
For more complex goods and works, consulting services (individual and firm) negotiations are necessary before contract award.
Negotiations aim to come to an agreement between the parties to a contract on issues relating to contract implementation and ensure a win-win situation
CHALLENGE
Duration of contract negotiations is beyond the control of the Procuring Entity
Protracted negotiations when no party wants to give in
CONSEQUENCE - delays result if negotiations take longer than anticipated
MITIGATION MEASURES
Due considerations should be given this during procurement planning and scheduling stage
Qualified personnel should participate in the negotiation process<br>
slide12. Solicitation, Evaluation and Award stages8. Procurement-related complaints by interested parties Participants in the procurement process reserve the right to challenge the procurement documents, award or exclusion decisions
CHALLENGES
Complaint may not be submitted in a timely manner
Complaint may be unsubstantiated or ambiguous
CONSEQUENCES
Delays occur as the process must halt until the complaint has been investigated and resolved
Loss of trust in the Procuring Entity
MITIGATION MEASURES
Prepare solicitation documents that are clear and comprehensive
Ensure the procurement rules and stipulations of the solicitation documents are followed<br>
slide13. Contract Implementation Stage9. Contract Management Contract agreements outline the responsibilities and rights of both parties to the contract namely the Client pays, and the vendor performs obligations under the contract.
They also specify the conditions (general and specific) under which the contract must be performed
They contain clauses that protect both Parties to the contract when the other party defaults
CHALLENGES
Vendor - compliance with Quality, Costs and Time
Client - failure to pay on time
CONSEQUENCES
Increased project cost, delayed implementation period or poor quality of services, works or goods delivered
MITIGATION MEASURES
Client engages the services of external Parties esp. works and goods
Arbitration if disputes are not resolved amicably<br>
slide14. Experiences from Some Impact Centres<br>
slide15. WACCICHALLENGES SPECIFICATIONS
Delays in providing specifications
Wrong item description
No detailed specification
Ambiguous specification
APPROVING AUTHORITIES
The underlisted have been identified as some of the sources that increases the procurement Leadtime under the project.
The Vice Chancellor signs and then the Registrar Witness
Entity Tender Committee Meeting (monthly)
(Formally Administration approvals are given prior to ETC Meeting for project items)
Central Tender Review Committee Approvals (CTRC)
Sole Source Approvals<br>
slide16. WACCIMITIGATION MEASURES MITIGATIONS FOR (DIFFICULTIES)
The World Bank should consider the possibility of paying contract amounts directly to foreign companies

The World Bank should create a data base of foreign company where we can source for potential suppliers to cater for the various categories of the project items.<br>
slide17. WACCBIPCHALLENGES SPECIFICATIONS
Same as WACCI
APPROVING AUTHORITIES
Same as WACCI
DIFFICULTIES
The Institution is no longer pre-financing foreign companies with any percentile payment
Claim made before the delivery of items for any contract awarded.
Sourcing from foreign companies.<br>
slide18. WACCBIPMITIGATION MEASURES MITIGATIONS FOR (DIFFICULTIES)
The World Bank should pay directly to foreign companies
The World Bank should provide a data base for foreign company to cater for the various
categories of the project items.<br>
slide19. RWESCKCHALLENGES Long bureaucratic procurement processes of the university.
Unavailability of dedicated procurement focal person.
Logistical transfer and delays of procured but yet to be supplied equipment on the part of the suppliers.
Reconciliation of minimum documentation requirement relating to procurement process, contract award, and contract management under world bank-funded projects.<br>
slide20. RWESCKMITIGATION MEASURES Direct correspondence has been established with the Director of the Works and Physical Development to expedite action on completion of the Phase II of RWESCK building.
Appointment of dedicated focal persons to handle specific roles.<br>
slide21. EMIG NIGERDEFIS Du retard accusé dans par les contrôleurs des marchés publics dans le traitement des dossiers avant de donner leur avis de conformité ou de non objection [delay in the processing files by public procurement controllers before giving their opinion of compliance or no objection]
Souvent de la lenteur ou du retard accuser par les fournisseurs dans la fourniture du matériel et par les entrepreneurs dans l’exécution des travaux. [delay by suppliers in the supply of equipment and by contractors in carrying out the work] Cette situation nous amène parfois à leur faire une mise en demeure et leur appliquer des pénalités. [This situation sometimes leads us to give them a formal notice and apply penalties] 
La transmission des lettres d’information aux candidats malheureux dans le cas d’un marché. [The transmission of information letters to unsuccessful candidates in the event of a contract award]<br>
slide22. EMIG ACTION MENEES / APPROCHES DE SOLUTIONS Delay in the processing files by public procurement controllers before giving their opinion of compliance or no objection
Anticipate and consider long approval times during procurement planning and scheduling.
Delay by suppliers in the supply of equipment and by contractors in carrying out the work
Demand performance guarantees and invoke them when necessary
The transmission of information letters to unsuccessful candidates in the event of a contract award
Ensure reliable channels for communication with bidders e.g., email and telephone<br>
slide23. CEA IMPACT et COE de l’Institut 2IE Burkina FasoDEFIS Lenteur dans le traitement des dossiers de marché
Delays in processing contract files
Several contracts are not launched due to the lack of a technical file. And even if they are launched, the analysis of the offers is done very late despite the multiple reminders of the purchasing and markets department; sometimes leading to an extension of the validity of the offers
Mauvaise qualité des spécifications techniques
Poorly written technical specifications lead to unsuccessful competitive bidding and thus delay the procurement process.
Non-respect des délais d’exécution par les fournisseurs. Most markets have experienced an extension of execution time due to the COVID crisis<br>
slide24. CEA IMPACT et COE de l’Institut 2IE  ACTION MENEES / APPROCHES DE SOLUTIONS Obtenir des spécifications techniques claires et précises
More speed in the validation of technical specifications for timely assembly of tender documents
Motivation of Technical Committees
The motivation of ST writers and tender analysis committees is recommended so that cases are processed on time
Prévoir un délai conséquent pour l’exécution des contrats
In view of the delays caused by the health situation, it is recommended in the future to provide for a longer contract execution period in order to consider the constraints linked to the COVID crisis
Renforcement des capacités
Regular training of the procurement and contracts department team<br>
slide25. CERViDA-DOUNEDON TOGODEFIS et ACTION MENEES / APPROCHES DE SOLUTIONS Retard dans l’évaluation des soumissions (offres) des marchés, dû à l’indisponibilité des membres de la commission de passation des marchés publics (CPMP) de l’Université de Lomé qui ne sont pas uniquement dédiés à la passation des marchés.
[Delay in the evaluation of contract bids, due to the unavailability of members of the Public Procurement Commission of the University who are not only dedicated to procurement].

Organisation des retraites en dehors de Lomé afin de mobiliser les membres de la CPMP. Ce qui oblige le regroupement des soumissions d’au moins 2 marchés avant d’organiser ces retraites
[Organization of retreats outside Lomé in order to mobilize the members of the PPC. This requires the grouping of bids from at least 2 markets before organizing these retreats]<br>
slide26. CERViDA-DOUNEDON TOGODEFIS et ACTION MENEES / APPROCHES DE SOLUTIONS La plupart des contrats sont confrontés à des difficultés dans l’approbation au niveau du contrôle financier pour des raisons parfois mineures et qui retarde l’avancement des marchés. .
[Most contracts face difficulties in approval at the financial control level for sometimes minor reasons that delay the progress of contracts]

Plusieurs échanges tenus avec le Contrôleur Financier Délégué de l’Université de Lomé pour faire avancer le traitement de certains contrats
[Several discussions held with the Delegate Financial Controller of the University of Lomé to advance the processing of certain contracts]<br>
slide27. CERViDA-DOUNEDON TOGODEFIS et ACTION MENEES / APPROCHES DE SOLUTIONS Le CERVIDA-DOUNEDON prévoit la construction de son siège à partir de l’année prochaine. Vu la complexité des travaux de ce bâtiment (réalisation des études techniques, EIES et différents suivis-contrôles nécessaires) et connaissant les retards habituels rencontrés dans les constructions des ouvrages, il est judicieux de répertorier et d’analyser les risques inhérents en vue de chercher les solutions pour les minimiser.
[CERVIDA-DOUNEDON plans to build its headquarters from next year. Given the complexity of the work on this building (carrying out technical studies, ESIA and various necessary monitoring-controls) and knowing the usual delays encountered in the construction of structures, it is wise to list and analyze the inherent risks in order to seek solutions to minimize them]
Organization of an international competition to select the best project and contract with the winner for architectural monitoring;
Selection of a firm to carry out technical studies, ESIA and control of the execution of works;
Ensure during the assessment that contracts are awarded to companies that perform their contracts on time.
Close monitoring of the work by the Center.<br>
slide28. CERViDA-DOUNEDON TOGODEFIS et ACTION MENEES / APPROCHES DE SOLUTIONS Deux marchés inscrits dans le PPM 2021, prévus pour des installations et les équipements de certains locaux n’ont pas pu être déroulés. En effet il était prévu la réhabilitation et l’équipement d’un laboratoire et d’une salle multimédia pour le CERViDA-DOUNEDON. Mais après la validation du PPM, ces locaux n’étaient plus indisponibles
[Two contracts included in the PPM 2021, planned for installations and equipment of certain premises could not be carried out. In fact, the rehabilitation and equipment of a laboratory and a multimedia room were planned for CERViDA-DOUNEDON. But after the validation of the PPM, these premises were no longer unavailable]
Report de ces marchés dans le PPM 2022.
[Report of these contracts in the PPM 2022]<br>
slide29. CERViDA-DOUNEDON TOGODEFIS et ACTION MENEES / APPROCHES DE SOLUTIONS L’application systématique de la mercuriale des prix du ministère de l’économie et des finances du Togo entraine le désistement des attributaires pour l’exécution de certains marchés (cas du marché d’acquisition des fournitures de bureau pour le CERViDA-DOUNEDON où les 3 attributaires en lice se sont désistés
[The systematic application of the price list of the Ministry of Economy and Finance of Togo leads to the withdrawal of the beneficiaries for the execution of certain contracts (case of the procurement of office supplies for CERViDA-DOUNEDON where 3 candidates in the running withdrew]

Intention de reprendre le marché en procédant par 3 pro-forma
Intention to take over the market by proceeding with 3 pro-forma<br>
slide30. Verification: Fiduciary Management (DLR 6.4) 30 SUMMARY OF VERIFICATION ACHIEVEMENT
(% of yearly earnings)<br>
slide31. Thank you…
questions welcome Merci… questions bienvenue<br>