Technical Evaluation Requirements DPM: Tsumeb Training on Tendering Process
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Technical Evaluation
Requirements
DPM: Tsumeb Training on
Tendering Process
TABLE OF CONTENTS
Introduction …3
Interpretation and understanding the Scope of Work …4
Technical qualification …11
Company relevant experience …12
Team/staff composition and relevant experience …13
Completion schedule/ work programme …14
Equipment/resources, software tools and management systems …15
Methodology/ execution logic …16
2
INTRODUCTION
1.1 Key principles governing the process:
▪ Independence: technical evaluation is not influenced by the bidder’s commercial proposal; the
non-price criteria assessment is documented before moving onto the next stage;
▪ Non-discrimination: discrimination based on geographical location or in favor of pre-existing
contractual relations with DPMT is strictly forbidden;
▪ Equal treatment: all tenders are evaluated based on the same terms, conditions and
requirements as set in the tender documents and by applying the same pre-announced
evaluation/award criteria;
▪ Transparency: all decisions taken are sufficiently justified and documented;
▪ Confidentiality: safe keeping of documents and non-disclosure of information to person/s not
officially concerned with the process.
3
INTERPRETATION AND UNDERSTANDING THE SCOPE OF WORK
2.1 Identify key elements of the Scope of Work:
▪ Project overview: a short, concise statement summarizing the project description; lists critical
objectives that must be achieved in order to complete the project successfully;
▪ Project deliverables: details all the expected project goals that need to be reached and
delivered throughout the lifespan of the project;
▪ Project scope: gives essential details regarding the precise tasks and their technical aspects.
Lists specific methods and techniques required for the completion of vendor performance;
▪ Schedule summary: provides the overall anticipated project timeline, delivery dates, and any
relevant completion milestones;
▪ Project management: defines the administrative procedures on the project, along with any
other pertinent contract and legal requirements.
4
INTERPRETATION AND UNDERSTANDING THE SCOPE OF WORK
2.2 Critical self-assessment:
Every opportunity should be assessed objectively, before a decision is made to proceed with
preparing a tender response. This step is critical to ensure you pursue opportunities that:
▪ Are the right strategic fit;
▪ Can be delivered appropriately;
▪ Provide a financial return consistent with the strategic importance.
5
Interpretation and understanding the Scope of Work
2.2.1 Strategic assessment:
Guidance Check
Does this opportunity fit within your organization’s objectives, strategic plan and
purpose?
Is there value (strategic/other) to your organization securing this opportunity?
Is it in an industry you want to service?
6
INTERPRETATION AND UNDERSTANDING THE SCOPE OF WORK
2.2.2 Commercial assessment:
Guidance Check
Is this opportunity going to be financially profitable to your business?
Does the opportunity form part of a larger opportunity?
Is this opportunity likely to lead to further or more profitable business with the
Client later?
Do you have enough information to fully qualify the opportunity?
Is more information required to further assess the situation?
What will it take to win this opportunity and can you achieve this?
What are your chances of winning this business?
7
INTERPRETATION AND UNDERSTANDING THE SCOPE OF WORK
2.2.3 Competition assessment:
Guidance Check
Who are your competitors?
What are the competition’s strengths and weaknesses?
How can you truly differentiate yourselves?
What will your unique selling points be?
What competitor analysis is available to you for this opportunity?
8
INTERPRETATION AND UNDERSTANDING THE SCOPE OF WORK
2.2.4 Practical matters assessment:
Guidance Check
Can you meet the Client’s timeframes, both for tender submission and delivery of
service?
Is the scope of the tender appropriate?
Do you have the best team possible for this opportunity?
Do you have the right skills and resources available to do the work?
Are these resources available at the right time and in the right locations?
What is the opportunity going to “cost” you to win?
What will the tender cost and do you have a budget for this?
9
Interpretation and understanding the Scope of Work
2.2.5 Risk analysis assessment:
Guidance Check
Are there any professional risks associated with taking on this opportunity?
Does this opportunity present any conflict of interest?
10TECHNICAL QUALIFICATION
The technical qualification compliance check consists of identifying the tenders that are compliant
with:
▪ Completeness of Bill of Quantities (BOQs);
▪ Conformity with and/or meeting the Scope of Work (SOW);
Evidence:
❑ Fully priced BOQs;
❑ Original BOQs with missing pages maybe a cause for rejection;
Conformity with the SOW (Consulting Meeting the SOW (Non-Consulting
Services) Services)
Quote for the entire SOW Quote for all items in the package
Proposal should not contradict/conflict the Offer the specified equipment or materials that
given SOW can perform the basic function/s for which it is
intended
11COMPANY RELEVANT EXPERIENCE
The Company’s previous experience is assessed in relation to the fields of expertise required to
achieve the intended outcomes of the project:
▪ Number of similar projects successfully undertaken in the past;
▪ Magnitude/size/value of similar projects successfully undertaken in the past;
▪ Number of similar projects successfully undertaken in a mining environment;
Evidence:
❑ Description and relevance to the tendered project, role of tenderer and project value;
❑ Completion certificates;
❑ Reference letters;
❑ Appointment letters.
12TEAM/STAFF COMPOSITION AND RELEVANT EXPERIENCE
This is evaluated according to the suitability of personal qualifications, experience and capability of each team member.
▪ Academic and where applicable, professional qualifications;
▪ Relevant experience in the subject field of expertise;
▪ Number of available and suitably qualified personnel (and including back-up staff);
Evidence:
❑ Comprehensive CVs of proposed personnel;
❑ Copies of qualifications;
Consulting Services Non-Consulting Services
Management/Senior/Expert level personnel Project Manager/ Site Agent
Junior – Intermediate level personnel Supervisor/ Foreman
Draftsmen/ Technicians Tradesmen/ Artisans
13WORK PROGRAMME/ COMPLETION SCHEDULE
Work programmes are evaluated against the overall anticipated project timeline, delivery dates,
and any relevant completion milestones for the full SOW.
▪ Overall project time frame;
▪ Logical breakdown and adequacy of work tasks/ activities;
▪ Realistic/practical durations for each of the work tasks/ activities;
Evidence:
❑ Level 2 work programme;
❑ Clearly illustrate comprehension of the SOW;
❑ Clearly illustrate the critical path.
14RESOURCES, SOFTWARE TOOLS AND MANAGEMENT SYSTEMS This is evaluated according to the numbers and suitability of equipment/resources for the works involved. ▪ Proposed team resources; ▪ Proposed software tools; ▪ Proposed plant and equipment; Evidence: ❑ List of team resources and/or organogram consistent with team/staff composition; ❑ Adequacy of team resources and consistency with work programme/ completion schedule; ❑ Management systems and their suitability to perform value earned analysis; Consulting Services Non-Consulting Services Proposed software tools Proposed plant and equipment Suitability and adequacy of the proposed software tools Suitability and adequacy of the proposed plant and equipment 15
METHODOLOGY/ EXECUTION LOGIC
The tenderer should be able to demonstrate its capability to bring the project to a satisfactory
conclusion by describing the methodology of approach to accomplish the project’s required
outcomes.
▪ Key performance indicators;
▪ Division of works into subcontracts;
▪ Innovative procedures to be used;
▪ Reporting and recording systems;
Evidence:
❑ Quality Control and Quality Assurance (QA/QC) plan
16DUNDEE PRECIOUS METALS TSUMEB HEALTH SAFETY AND ENVIRONMENT TENDERING REQUIREMENTS
DUNDEE PRECIOUS METALS TSUMEB HSE TENDERING
REQUIREMENTS
HEALTH, SAFETY AND ENVIRONMENT
GUIDE TO A SUCESSFUL BID SUBMISSIONDUNDEE PRECIOUS METALS TSUMEB HSE
REQUIREMENTS
1. Health and Safety Systems
2. Sustainability (social, economic and
environmental)
3. Security and protection
4. Golden Rules DPMT
5. Ethical procurementDUNDEE PRECIOUS METALS TSUMEB
HEALTH SAFETY AND ENVIRONMENT
Health, safety and environmental issues are taken very seriously by DPMT with a commitment to
care for its employees, suppliers and partners. DPMT Supply Chain together with all relevant
stakeholders is on the one hand highly committed to ensuring that all our suppliers of goods and
services adhere to our corporate standards but on the other hand also that our suppliers engage
beyond that point in driving new ideas and concepts as to how continuously improve health and
safety activities in our supply chains.
Health and safety as well as sustainability criteria are critically looked at in all our procurement
activities. This includes:
1. New sourcing projects and tenders
2. Ongoing supplier performance management
3. Onboarding process for new suppliers.
DUNDEE PRECIOUS METALS TSUMEB HSE TENDERING REQUIREMENTS1. HEALTH AND SAFETY
Policies and standards/systems
HSE expects that any business employing more than 5
people, to have a Health & Safety policy and operate
appropriate health and safety systems. Failure to provide
sufficient assurance that the business actively promotes
and manages health and safety (Risk Assessments, HSE
file etc.), may rule out the business from being selected.SUSTAINABILITY (SOCIAL, ECONOMIC
2. AND ENVIRONMENTAL)
Commitment to sustainability
HSE is committed to doing business with suppliers that can
demonstrate their commitment to sustainability. We consider and
score the sustainable policies of bidders during the evaluation
process.
Contract specific environmental considerations will be included in the
ITT specification (as appropriate) and these will form part of the
evaluation criteria and be scored accordingly.3. SECURITY AND PROTECTION
Security assurance
The protection of people, property, assets and information
is of paramount importance to HSE and the appropriate
specific requirements will be articulated in ITTs.4. DPMT GOLDEN RULES
DPMT Safety Management Procedures
For the purpose of saving lives:
1. Sending our employees home safely every day.
2. Improving the quality of life of employees
3. Improving working conditions
4. A happy and safe workforce is a productive workforce
▪ To Achieve this – DPMT has developed Safety Management Procedures – aligned with Local
legislation, Industry Good Practice and ISO 45001 Requirements.
▪ These Procedures cover Roles and Responsibilities of persons associated with and working on high
risk tasks, including management. They cover the who, the how, the what and most importantly, the
safety control measures.
▪ These procedures do not replace Standard Operating Procedures, but act as a guideline to help
manage safety risks within the operations at DPMT – these are known as the GOLDEN RULES for
the critical risk areas.5. ETHICAL PROCUREMENT
Ethical trade
HSE is committed to doing business with suppliers who
take responsibility for the working conditions of the
people who make the products they sell or supply.
Companies with a commitment to ethical trade adopt a
code of labour practice (Labour Act 11 of 2007) that they
expect all suppliers in their supply chain to work towards.
Such codes address issues like wages, exposure hours
of work or overtime and health and safety (Regulations
pertaining to employees at work).THANK YOU
Commercial Evaluation
Requirements: Pricing of Bill of
Quantities
DPM: Tsumeb Training on
Tendering ProcessTABLE OF CONTENTS
Bill of Quantities (BOQ) …3
Functions/Use of the BOQ …4
Format and Contents of Works BOQ …5
Pricing a Works BOQ (Rate built-up) …10
Format and Contents of an Engineering Services BOQ …11
Pricing an Engineering Services BOQ (Rate built-up) …14
Pricing and Estimating Examples …15
Variations and/or Management of Change …17
Pricing of Variations … 20
Standing Time and Extension of Time … 21
Evaluation of Standing Time and Extension of Time Claims … 22
Cost Implications of Standing Time and Extension of Time Claims … 23
Calculation of Standing Time and/or Extension of Time Costs … 24
2BILL OF QUANTITIES (BOQ)
1.1 What is it?
▪ A document compiled for projects execution in which all elements of labour, material, and plant
needed to execute are itemized in detail, quantified, and priced according to Standard Methods
of Measurement;
▪ Lists the various components of project broken down to a logical and practical level.
3FUNCTIONS/USE OF THE BOQ
▪ Cost planning: in the pre-contract phase of the project;
▪ Tendering: provides a fair and uniform basis for tendering as tenderers will be pricing the same
quantities (rather than taking off own quantities from the drawings and specifications);
▪ Interim and final valuation: provides basis to value the progress of work on site (payment
certificates);
▪ Cost benchmarking: for future purposes as cost data.
4FORMAT OF A WORKS BOQ
Sample Works BOQ
5CONTENTS OF A WORKS BOQ
3.1 Preliminary and Generals (P&Gs):
▪ Costs incurred by the Contractor, but which cannot be directly identified with a measured work
item;
▪ Items which are not specific to work sections, but which have an identifiable cost which is
useful to consider separately in tendering;
▪ Items for fixed and time-related costs which derive from the Contractor’s expected method of
carrying out of the works.
▪ Examples:
Site facilities (office, storage, etc.) Health and safety (welfare provision)
Site security and protection Insurance, bonds and guarantees
Construction management (site supervision) Services (electricity, water, telephone, etc.)
6CONTENTS OF A WORKS BOQ
3.2 Measured works:
▪ Provides measured quantities of the items of work identified by the drawings and specifications;
▪ Quantities may be measured in number, linear metres, area, volume, weight or time
Examples Number Length Area Volume Weight
Civil & Concrete Formwork, Excavations, Bar
Earthworks joints, etc. mesh ref, earth filling reinforcement
etc.
Mechanical Equipmen Painting
t
Electrical & Fittings, Cables, wires,
Instrumentation equipment conduits, etc.
Piping Fittings Pipes
7 Structural & Bolts Cladding, Concrete Platework,
Platework sheeting, etc. work, etc. steel, etc.CONTENTS OF A WORKS BOQ
3.3 Day work schedule:
▪ Generally used when work cannot be easily quantified and/or priced in the normal way;
▪ A collection of all possible items of labour and plant that may or may not be required;
▪ Quantities, if present, are only indicative and not possible to estimate due to lack of details;
▪ Provides means by which a Contractor is paid for specifically instructed work.
▪ Examples:
Plant and Excavator, TLB, Tipper truck, LDV, Grader, Scaffolding
equipment
Labour Site Agent, Foreman, SHE Officer, Skilled worker/Artisan, Semi-Skilled
worker, Unskilled worker/Assistant/General worker
8FORMAT OF A DAY WORK SCHEDULE
Sample Day work schedule
9COMPONENTS OF UNIT RATE (RATE BUILT-UP)
Component Inclusions
Cost of material Cost at source, taxes, shrinkage, wastage, haulage, loading and
unloading, etc.
Cost of labour Wages inclusive of benefits and other statutory levies, etc.
Cost of plant and Hire charge with driver/ operator, fuel and oil, spares, transportation,
equipment depreciation, etc.
Escalations Fluctuations in market prices/inflation, rate of exchange, etc.
Overhead costs Site overheads and head office overheads, etc.
Profit Investment, retained earnings, shareholder equity, etc.
10FORMAT OF AN ENGINEERING SERVICES BOQ
Sample Engineering Services BOQ
11CONTENTS OF AN ENGINEERING SERVICES BOQ
4.1 Time-based professional fees
▪ Feasibility studies
▪ Design development (Basic and Detail Engineering)
▪ Documentation (tender and construction)
▪ Supervision
12CONTENTS OF AN ENGINEERING SERVICES BOQ
4.2 Disbursements:
▪ Travel mileage costs
▪ Airfare costs
▪ Rental car costs
▪ Accommodation and subsistence expenses
▪ Production, copying and/or reproduction expenses
▪ Telephone and communication costs
13COMPONENTS OF HOURLY RATE (RATE BUILT-UP)
▪ Time-based fees are calculated by multiplying the hourly rate applicable to the Professional, by
the time the Professional estimates to spent in rendering the Services required by the Client;
▪ The Professional/Consultant assumes the risk of performing the work within the fixed time
offered;
Component Inclusions
Salaries and wages Professional and support staff
Employee benefits Bonuses, pension, medical aid, statutory levies, etc.
Overhead costs Computers, office rentals, insurances, registrations, etc.
Profit Investment, retained earnings, shareholder equity, etc.
14PRICING AND ESTIMATING EXAMPLES
Example 1:
A welder works 10hrs/day, 6 days/week. A base wage of N$21.30 is paid for all straight-time work,
8hrs/day, 5 days/week. An overtime rate of one time and one half is paid for all hours over
8hrs/day, Monday through Friday, and double time is paid for all Saturday work. The social
security tax is 7.65% and the unemployment tax is 3% of actual wages. The rate for worker’s
compensation insurance is N$12.50 per N$100.00 of base wage.
Calculate the average hourly cost to hire the welder.
15PRICING AND ESTIMATING EXAMPLES
Example 2:
What is the duration of an excavation activity with a quantity of 3000m3 using an excavation crew
consisting of an excavator with a production rate of 200 m3/day, a loader of 250 m3/day and 3-
trucks of 150 m3/day (meaning 1 truck has a capacity of 50 m3/day).
Comment on this crew formation.
16VARIATIONS AND/OR MANAGEMENT OF CHANGE
▪ An alteration to the scope of works in the form of an addition, substitution or omission from the
original scope of works.
Variations may include: Variations may not (without the Service
Provider’s consent):
Alterations to the design Change the fundamental nature of the works
Alterations to quantities Omit work so that it can be carried out by
another Contractor
Alterations to quality/ specifications Be instructed after final completion
Alterations to working conditions
Alterations to the sequence and/or progression
of work
17MANAGEMENT OF CHANGE PROCESS
▪ Legally, a Variation is an agreement supported by consideration to alter some terms of the
contract;
▪ Variations are initiated by a Work Change Request (WCR, for Works) or Engineering Change
Request (ECR, for Engineering Services);
▪ WCRs/ECRs must be clear as to what is and is not included in the Variation; scope and
quantities verified by both Parties; priced by the Service Provider and accepted by DPM;
▪ Variations are effected by a Variation Order (where there is a Contract) or by an Amended
Purchase Order (where there is no Contract);
▪ Variations may give rise to additions or deduction from the Contract/PO value, and may also
require adjustment of the completion date.
18WORK CHANGE REQUEST (WCR)
Sample WCR
19PRICING OF VARIATIONS
DPMT adopt two quite different approaches to the pricing of Variations:
❑ Using tendered rates or rates derived from a breakdown of the Contract Sum;
▪ When the work is of similar nature and carried out in similar conditions;
▪ This is valid, even if it becomes apparent that the tendered rates were higher or lower than
otherwise available commercial rates;
▪ Contractual rates do not become reasonable or unreasonable by the execution of Variations.
❑ Using a separate day work schedule of rates;
▪ When the work is not of similar nature and/or cannot be carried out under similar conditions;
▪ DPMT reserves the right to inspect the Service Providers’ own supplier quotations.
20STANDING TIME AND EXTENSION OF TIME (EOT)
When there are delays that are not the Contractor’s fault, DPMT may grant an EOT and adjust the
completion date provided such delay/s impact critical path.
▪ Relevant events may include:
Variations; Exceptional adverse weather;
Civil commotion or terrorism; Failure to provide information;
Statutory undertaker’s work; Industrial strikes;
Non-supply of goods and materials by DPMT; Changes in statutory requirements;
Force majeure (such as epidemic or an “act of A delay in giving the Contractor possession of the
God”; Site;
Delays in receiving permissions that the Contractor Suspension of works other than as a result of a
has taken reasonable steps to avoid; breach by the Contractor of its Contractual
obligations.
21EVALUATION OF STANDING TIME AND EOT CLAIMS
Claims for EOT can be with or without costs. The EOT application should consider:
▪ The event/ circumstance which has given rise to EOT request;
▪ Liability for the event;
▪ Contractual entitlement referring to provisions entitling the Service Provider to a claim;
▪ Contractual compliance such as notices and detailed particulars the Service Provider is
obligated to submit;
▪ Statement of claim containing a succinct statement of what the Service Provider is claiming;
▪ Substantiation showing documentary evidence in support of the assertions made within the
claim submission;
▪ Recommendation as to the way forward.
22COST IMPLICATIONS OF STANDING TIME AND EOT CLAIMS
▪ Only amounts or items of time-related P&Gs shall be adjusted to take account of the financial
effect which the standing time and extension of time have on P&Gs;
▪ The adjustment of time-related P&Gs shall be based on the contractual rates provided by the
Contractor at the time of tender in the Priced BOQs;
▪ The tendered time-related P&Gs shall be varied in proportion to the standing time or extension
of time as compared to the initial Contract Period.
23Practical Example on Calculation of Standing Time Costs
Sample Priced Works BOQ
24PRACTICAL EXAMPLE ON CALCULATION OF STANDING TIME COSTS
Original Contract Duration 6 months (183 Calendar Days)
Start Date 01 April 2000
Original Completion Date 30 September 2000
Original time-related P&Gs NAD 366,000.00
Event 1: The Contractor encountered unforeseen site conditions that resulted in complete work
stoppage whilst DPM sought for solution. DPM managed to resolve the problem and the
Contractor was able to resume the works after 4 Calendar Days.
Discussion: Does the Contractor deserve EOT and why?
Decision: How many days EOT granted?
25PRACTICAL EXAMPLE ON CALCULATION OF STANDING TIME COSTS
Original Contract Duration 6 months (183 Calendar Days)
Start Date 01 April 2000
Original Completion Date 30 September 2000
Original time-related P&Gs NAD 366,000.00
Event 2: Contractor submitted an Invoice and Payment Certificate (PC) for approval on 31 May 2000 (both Invoice
and PC were dated 31 May 2000). On 05 June, DPMT detected an arithmetic error on the payment certificate and
sent it back to the Contractor for rectification. The Contractor revised both the PC and the Invoice and re-submitted
on 15 June 2000 (both Invoice and PC still dated 31 May 2000). Upon receiving no payment on 30 June 2000, the
Contractor decided to suspend the works immediately. The Contractor finally received payment on 10 July 2000
and resumed the works on 11 July 2000.
Discussion: Does the Contractor deserve EOT and why?
Decision: How many days EOT granted?
26PRACTICAL EXAMPLE ON CALCULATION OF STANDING TIME COSTS
Original Contract Duration 6 months (183 Calendar Days)
Start Date 01 April 2000
Original Completion Date 30 September 2000
Original time-related P&Gs NAD 366,000.00
Event 3: According to the original delivery schedule, installation of free issue items (2 No. x Air
Valves, 20 July 2000) was not on the critical path. However, supply and installation of pipework
(15 July 2000 – 25 July 2000), and testing of pipework complete with all fittings (26 July 2000)
were on the critical path. DPMT Warehouse employees embarked on an industrial action from 20
July 2000 – 31 July 2000. As a result, the Contractor was only able to receive the Air Valves on 01
August 2000 thereby paving way for the testing of pipework complete with all fittings on 02 August
2000.
Discussion: Does the Contractor deserve EOT and why?
Decision: How many days EOT granted?
27CALCULATION OF STANDING TIME AND EOT COSTS
Original Contract Duration 6 months (183 Calendar Days)
Start Date 01 April 2000
Original Completion Date 30 September 2000
Original time-related P&Gs NAD 366,000.00
Standing time/EOT granted: Event 1 + Event 2 + Event 3 = “A” Calendar Days
Standing time/EOT cost per day: Original time-related P&Gs/Original Contract Duration
= NAD “B”/day
Standing time/EOT costs granted: “A” Calendar Days x NAD “B”/day
• Revised Contractual Completion Date: ?
• Actual Completion Date: 21 October 2000
• Significance of the difference between the two dates?
28SUCCESSFUL TENDERING 2021-05-21
HOUSE RULES ❑ Be punctual ❑ Cellphones on silence ❑ Cameras off ❑ Always mute when not speaking ❑ Use the chat to pose questions or wait for the Q & A session ❑ Take notes, slides will not be distributed ❑ No certificates will be issued
PROGRAMME
THIS SEMINAR ❑ Purpose – to communicate how the DPMT tender process works and thereby improve the quality of responses to tenders ❑ Risk management ❑ Resilience and agility in the face of worldwide challenges ❑ Expected Outcome: Suppliers and potential suppliers understand the DPMT tendering process and are in a better position to submit quality responses to ITTs ❑ Local procurement
COMMERCIAL
❑ Price of the product or material, including
overheads, transport, etc.
❑ Delivery lead time
❑ What is excluded
❑ Evaluation criteria
✓ Mandatory: Pass/Fail - Documentation, general terms and
conditions, certifications, quality, BOQ completeness, etc.
✓ Technical: 40-80%
✓ HSE: 20%
✓ Commercial: Price 30%, Local Supplier 5%, PDN Supplier
5%FAQs ❑ Details of why tenders were not successful are not revealed ❑ How a supplier can become a registered supplier of DPMT ❑ How to participate in maintenance shut works ❑ Webportunities
Issues with Suppliers ❑ Relaxation of payment terms ❑ Contractor employees not paid (on time) ❑ Registration as a supplier is not automatic ❑ Quality of goods/services supplied and on time delivery
Future Opportunities ❑ Shut works ❑ Services – professional (consultancy) and non- consultancy services ❑ Skilled/Non-skilled labour ❑ Various technical/non-technical goods/materials * Always monitor the local dailies and Webportunities for opportunities
CONTACT INFORMATION Commercial Contracts Office: +26467223400 contractsnam@dundeeprecious.com
SUCCESSFUL TENDERING 2021-05-21
HOUSE RULES ❑ Be punctual ❑ Cellphones on silence ❑ Cameras off ❑ Always mute when not speaking ❑ Use the chat to pose questions or wait for the Q & A session ❑ Take notes, slides will not be distributed ❑ No certificates will be issued
PROGRAMME
THIS SEMINAR ❑ Purpose – to communicate how the DPMT tender process works and thereby improve the quality of responses to tenders ❑ Risk management ❑ Resilience and agility in the face of worldwide challenges ❑ Expected Outcome: Suppliers and potential suppliers understand the DPMT tendering process and are in a better position to submit quality responses to ITTs ❑ Local procurement
COMMERCIAL
❑ Price of the product or material, including
overheads, transport, etc.
❑ Delivery lead time
❑ What is excluded
❑ Evaluation criteria
✓ Mandatory: Pass/Fail - Documentation, general terms and
conditions, certifications, quality, BOQ completeness, etc.
✓ Technical: 40-80%
✓ HSE: 20%
✓ Commercial: Price 30%, Local Supplier 5%, PDN Supplier
5%FAQs ❑ Details of why tenders were not successful are not revealed ❑ How a supplier can become a registered supplier of DPMT ❑ How to participate in maintenance shut works ❑ Webportunities
Issues with Suppliers ❑ Relaxation of payment terms ❑ Contractor employees not paid (on time) ❑ Registration as a supplier is not automatic ❑ Quality of goods/services supplied and on time delivery
Future Opportunities ❑ Shut works ❑ Services – professional (consultancy) and non- consultancy services ❑ Skilled/Non-skilled labour ❑ Various technical/non-technical goods/materials * Always monitor the local dailies and Webportunities for opportunities
CONTACT INFORMATION Commercial Contracts Office: +26467223400 contractsnam@dundeeprecious.com
e-Procurement Portal
Suppliers are requested to register their companies
on www.webportunities.net at no cost. Also ensure to register with
Dundee on the same website at no cost.
Supplier Benefits After Registration
❑Unrestricted Access To:
➢Dundee’s daily RFQ’s (requests for
quotations).
➢Dundee’s tenders for goods and
services.
➢Dundee’s open purchase orders.
❑Improved Business Opportunities
➢ Link to product/service categories on
the portal – buyers can easily search for
potential suppliers.
➢ Advertise on the portal’s Business
Directory (NAD 1 200 for 395 days) –
Supplier profile visible to any visitor.Supplier Information Required On The Portal
This information will only be visible to Buyer Organisations that you are registered
with on the portal.
➢Percent Local Ownership
➢Percent Owned By Black Male
➢Percent Owned By Black Female
➢Percent Owned By Black Youth
➢Percent Owned By White Female
➢Percent Owned By Disabled Persons
➢Number Of Full Time Employed Staff
➢Percent Of Full Time Staff With Local Citizenship
➢Percent Of Historic Disadvantaged Employees With
Local Citizenship
➢Annual Turnover
➢Asset Value (excluding fixed property)
➢Company Is Registered For VAT
➢VAT Registration Number
➢Tax Reference NumberMandatory Documents Required On The
Portal
The documents will only be visible to Buyer Organisations that you are registered
with on the portal, or at your choice, it can be visible to the public.
1. Bank Details
2. Company Letter Head
3. Company Registration Certificate
4. Financial Statements
5. Good Standing Tax Certificate
6. Good Standing With Social Security
Commission Certificate
7. Questionnaire Supplier
8. Vendor Application|Registration Form
Absence of the above documents on the portal my lead to supplier
disqualification on RFQ’s and TendersRecommended Supplier On-Line Training
(Teams or Zoom)
Topics covered during a 3-hour training session
1. Website & Buyer registration processes.
2. Managing your company’s profile on the website for maximum
advertising exposure.
3. Upload process of supplier documentation on the website.
4. Link to Material Groups of interest.
5. Link to brand names you provide.
6. Add additional branches’ information to your profile.
7. Add additional users to your profile.
8. Responding to RFQ’s and Tenders via the website.
9. Search features to find items of interest.
10. Managing outstanding purchase orders on the website as well
as providing feedback.
Training cost is NAD 1 200 per person. This includes
supplier profile activation on portal’s Business Directory for
at least 395 days.
Contact Tara Nawa for details via email from the Contact
Us page on the website or call on Tel: +264 (0)64 402 403.You can also read
