The Procurement Journey is a structured process which illustrates each step taken from the identification of a need or requirement to the management of the contract and supplier. Its purpose is to provide stakeholders, customers, and suppliers with a chronological guide of all levels of procurement activity. Following this journey will allow you to develop a procurement strategy, manage the process and reduce potential risks.
STEP 1 – Engage Procurement Team in first instance for support.
Route 1
Procurement Journey Route 1 is applicable for low value, low risk and non-repetitive contracts. An existing contract or framework agreement will be in place to meet the need or requirement. It is not necessary for staff using these processes to have extensive purchasing training; however, it is assumed that individuals who are authorised to procure for their organisation have an awareness of Procurement Regulations and any applicable local procurement policies, guidelines, and governance arrangements.
Route 2 & 3
Journey Route 2 provides guidance for the procurement of goods, services, or works of moderate value and risk while Route 3 guides high value and risk purchases. Contracts of this type are often unique and will not have a standardised framework or existing contract in place. Staff will need to be well trained and experienced to deal with these high-end contracts and ensure each step of the journey is completed effectively. Click the link to view the toolkits for Routes 2 and 3.
Procurement Scorings
The objective of any procurement exercise should be to achieve best Value for Money for the taxpayer. Public bodies can award contracts based on the most economically advantageous tender or the lowest price. In determining the criteria for the award of contracts, purchasers should rarely rely on price alone. This is because awarding contracts based on the most economically advantageous tender allows public bodies to balance the quality of the goods, services and works they are procuring against price and to frame specifications in a way which encourages innovation rather than defining the solution. As part of value for money, due regard to other relevant organisational policies is important, for example, policies in relation to corporate social responsibility/sustainability and Quality/Technical Merit – Is the product or service proposed fit for purpose? How well does it perform?
Lowest price is based on the lowest priced tender which meets the user’s requirements.
Some examples of award criteria are given below:
- Quality/Technical Merit – Is the product or service proposed fit for purpose? How well does it perform?
- Design, functional characteristics, and aesthetics – How should the product look and feel? How easy is it to use?
- Sustainability – e.g., social, economic, and environmental considerations and workforce matters, see Scottish Procurement Policy Notes
- Innovation, where appropriate – e.g., new, or novel concept?
- Maintenance, ongoing technical support or after sales service – What support is required and available?
- Delivery or period of completion- the guaranteed turnaround time from order to delivery or provision of service
- Price – The whole life cost including the initial purchase price, operating costs, consumables, and disposal costs. How cost effective will the goods/service prove to be?
