Civil Engineering Reference
In-Depth Information
Project Delivery
Project 1
Project 2
Project 3
Project
n
Draft Programme
Procurement Strategy &
Assure Project/Package
Strategies
Procurement Strategy
(Procurement Strategy
Leader)
Raise Market Awareness &
Provide Feedback to
Procurement Strategies (e.g.
Market Soundings)
Market Intelligence
(Programme Supply
Chain Team)
Procurement
Production
(Programme
Procurement Team)
Draft & Prepare Standard
Procurement Documentation
Templates(e.g.
OJEUs, PQQs, ITTs etc.)
Review, Amend & Draft
Client/Procurement Specific
Clauses (works information
etc.)
Contracts Specialist
Advice
(Contract Advisor)
Manage eEvaluation
Process and Ensure
Consistency of Approach
Evaluation
Management
(Evaluation Team)
Figure 7.6
An example of a Schools of Excellence structure.
public-sector procurement regulatory framework, none has met with
any official challenge at the time of writing. This is especially important
on large programmes, where the impact of a challenge will not only
delay the individual project in question, but is likely to have a knock-on
impact on other projects in the programme and so multiply the negative
effects of an individual challenge.
Governance
The checks and balances built into the procurement process are largely
determined by the regulatory framework and necessary legal and third-
party scrutiny. These checks and balances take the form of standing
orders and delegations within the client organisation. The formal pro-
curement process therefore needs to be underpinned by a robust process,
which requires that each step in the process meets the obligations of
good governance.
The level of scrutiny required for sign-off depends on the price of a
particular procurement and the level of risk accepted by the client
