18 - Procurement and Tendering

Question 1

709 - What is procurement? (2)

Answer 1

1) The overall ACT of obtaining goods and services for a construction project.
2) There are several routes by which the design and construction of a building can be procured. The selected procurement route should follow a strategy which fits the project criteria and objectives.

Question 2

710 - What are the main factors which typically govern procurement route selection? (2)

Answer 2

1) The key is to identify the clients objectives and key drivers in terms of time, cost and quality. Other factors such as risk allocation should also be considered.
2) It’s unusual to satisfy all these elements with one procurement route. Consideration must be given to the client’s list of priorities to identify the most appropriate procurement route.

Question 3

711 - Which procurement options are you familiar with? (4)

Answer 3

1) Traditional procurement
2) Design & build
3) Management contracting
4) Construction management

Question 4

712 - What is traditional procurement? (1 + 4 key points)

Answer 4

The traditional procurement route involves SEPARATING design from construction. The employer first appoints consultants to design the project in detail, contractors are then invited to submit tenders based on a fully developed scheme.

Key Points;
1) The design is completed by the employer’s design team before competitive tenders are invited. The contractor is then appointed to build what the designers have specified.
2) The contractors tender is based on a complete design produced by the employers consultants (with exception of CDP; Contractor’s Design Portion)
3) Assuming no significant design changes arise, construction costs can be determined with reasonable certainty before work begins.
4) The employer retains the design consultants during construction. The consultants prepare any additional design information and review CDP designs prepared by the contractor.

Question 5

713 - What are the key advantages of traditional procurement? (5)

Answer 5

1) The employer retains control of the design.
2) The design is largely finalised before the contractors tender for the build, this means the employer knows exactly what they are getting.
3) All tenderers produce a submission based on the same information (tender returns are much easier to compare).
4) Assuming the design is robust, reasonable price certainty is achieved at contract award.
5) Minimal built-in contractor risk premium (unlike design and build).

Question 6

714 - What are the key disadvantages of traditional procurement? (4)

Answer 6

1) The overall project duration may be longer than design and build procurement (limited opportunity to overlap design and construction phases).
2) Zero or limited contractor buildability input.
3) Design risk is retained by the employer, any changes post contract will be a variation or compensation event.
4) Dual point of responsibility (employer for design and contractor for construction).

Question 7

715 - When might traditional procurement be appropriate? (3)

Answer 7

1) The employer may have specific or detailed design requirements.
2) Cost certainty is important (traditional has significant advantages over construction management or management contracting procurement routes).
3) The shortest overall programme is not the employers main priority.

Question 8

716 - What is design and build? (1 + 4 key points)

Answer 8

The contractor is responsible for completing the design and executing the construction phase of the project. This is a completely different approach to delivering a project via traditional procurement, where the client appoints consultants to undertake the design and then a contractor is appointed to construct the works.

Key Points;
1) Under JCT contracts, the employers team produce a set of employers requirements (ERs), the contractor then responds to the ERs with their contractors proposals (CPs).
2) The original employers design team may be novated to the contractor for continuity, or the contractor may appoint their own design team.
3) The contractor is responsible for the design, planning, organisation, control and construction of the works.
4) Design risk is transferred to the contractor.

Question 9

717 - What are the key advantages of design and build? (5)

Answer 9

1) Single point of responsibility for design and construction (contractor).
2) Earlier commencement on site is possible (if design and construction can be overlapped).
3) Benefit of contractors experience harnessed during design (buildability input).
4) Design and construction risk rests with the contractor.
5) Provides more cost certainty than traditional procurement.

Question 10

718 - What are the key disadvantages of design and build? (5)

Answer 10

1) The design is only as good as the employers requirements (the employer may find it difficult to prepare a sufficiently comprehensive brief).
2) More complex to compare tender returns.
3) Employer changes can be difficult to value and expensive.
4) The employer may have less control over aesthetics and quality.
5) The contractor will build in risk premiums into their tender return.

Question 11

719 - When might design and build be appropriate? (4)

Answer 11

1) Where there is a need to make an early start on site (D&B has potential to overlap design and construction).
2) Where the employer wishes to minimise their risk profile (design risk is passed onto the contractor).
3) For technically complex projects, the design will benefit from the contractors buildability input.
4) Where retaining control of the design is not a priority.

Question 12

720 - What additional insurances might be needed under a D&B contract?

Answer 12

The contractor and their design team will have design responsibility, therefore, it is likely additional professional indemnity insurance (PII will be required).

Question 13

721 - What are the employers requirements (ERs)?

Answer 13

The expression Employers Requirements is used to describe the document(s) produced by the employer to set out its requirements in relation to the project (including performance specifications, drawings, initial designs etc.) and this is what the design and construction of the works will be based on.

Question 14

722 - What are contractors proposals (CPs)? (2)

Answer 14

1) CPs are prepared by the contractor which responds to the employers requirements.
2) In this document(s), the contractor will produce detailed design information (based on the employers requirements), which will require further development throughout the course of the project.

Question 15

723 - Which procurement route poses the least risk to the employer?

Answer 15

Design and build, this is because the design risk is transferred to the contractor

Question 16

724 - Why does the employer usually pay a premium for design and build procurement at tender stage?

Answer 16

The contractor will usually factor in an allowance within their tender return in exchange for taking on the design risk.

Question 17

725 - Under design and build, who executes the design for the contractor?

Answer 17

The contractor may use their own in-house designers or they can appoint external consultants. The employers original design team can also be novated to the contractor.

Question 18

726 - What is construction management? (1 + 4 key points)

Answer 18

The employer directly appoints multiple sub contractors (referred to as trade contractors) instead of employing a single main contractor. The single feature that makes construction management unique, particularly from management contracting, is that the employer places individual contracts with separate specialists trade contractors themselves.

Key Points;
1) The employer places a direct contract with each trade contractor and utilise the expertise of a construction manager to coordinate the works
2) The construction manager programmes and coordinates the works.
3) The construction manager has no contractual link with the trade contractors.
4) The construction manager has no vested interest in the financial outcome of the project and, barring professional negligence, carries no risk.

Question 19

727 - What are the key advantages of construction management? (6)

Answer 19

1) Speed to get to site.
2) Overall projects duration reduced by overlapping design and construction.
3) The construction manager can contribute to the design and project planning processes.
4) Changes in design can be accommodated without paying a premium.
5) Prices may be lower due to direct contracts with trade contractors.
6) The employer has means of redress with trade contractors through direct contractual links.

Question 20

728 - What are they key disadvantages of construction management? (3)

Answer 20

1) Price certainty not achieved until the last trade package is let.
2) The procurement route requires an informed, experienced and proactive employer to work.
3) The employer has a lot of consultants and contractors to manage.

Question 21

729 - When might construction management be appropriate? (4)

Answer 21

1) The employer is experienced in construction and has the suitable resources to manage the project.
2) The employer wants to achieve an early start on site.
3) The employer wants the flexibility to make minor changes to the design / specification throughout the process with minimal impact on time or finances.
4) The project is technically complex and requires detailed engagement of specialist consultants and trade contractors.

Question 22

730 - Which is the riskiest procurement route for the employer?

Answer 22

Construction management. This is because the employer places individual contracts direct with each trade contractor and the construction manager carries no risk (barring professional negligence).

Question 23

731 - What is management contracting? (3)

Answer 23

1) The employer appoints a management contractor to manage the entire building process who in turn appoints trade contractors to carry out the construction works.
2) The management contractor is usually paid a fee percentage based on construction costs.
3) The management contractor has a direct contractual link with the trade contractors and is responsible for the overall construction works.

Question 24

732 - What are the key advantages of management contracting? (5)

Answer 24

1) Overall project duration can be reduced by overlapping design and construction.
2) The management contractor will provide buildability input.
3) Single point of responsibility (management contractor).
4) Trade packages are let competitively and transparently.
5) There can be considerable flexibility in the design, with changes being made throughout the construction phase.

Question 25

733 - What are the key disadvantages of management contracting? (3)

Answer 25

1) Price certainty not achieved until the last trade package is let.
2) Requires an informed and proactive employer to be successful.
3) Depending on how the construction manager is remunerated, there may be a built-in disincentive for the construction manager to minimise costs.

Question 26

734 - When might management contracting be appropriate? (4)

Answer 26

1) When an early start on site is a priority.
2) Flexibility in design is required.
3) Buildability input from the management contractor is required.
4) Where cost certainty is not a priority for the employer.

Question 27

735 - What is the key difference between management contracting and construction management? (2)

Answer 27

1) Construction management - the employer directly appoints multiple trade contractors to execute the works.
2) Management contracting - The employer appoints a management contractor who in turn appoints the works contractors.

Question 28

736 - What is a framework agreement? (2)

Answer 28

1) A framework agreement is an umbrella agreement that a party enters with one or more suppliers (who may be contractors, subcontractors, suppliers or consultants) to establish governing terms.
2) A framework usually sets a strategic partnering relationship for the procurement of goods, works or services.

Question 29

737 - How long can a framework be?

Answer 29

Typically, a framework agreement lasts for 4 years. However, this is determined by the buyer. They can range between 2-10 years.

Question 30

738 - What are the key advantages of framework agreements? (4)

Answer 30

1) Framework agreements can help to develop stronger relationships between the parties involved and encourage long term collaboration and co-operation.
2) Time saving (can speed up the procurement of goods and services).
3) Repeat work and continuity of delivery.
4) Rates and prices are usually agreed upfront.

Question 31

739 - What are the key disadvantages of framework agreements? (3)

Answer 31

1) The contractors, suppliers or consultants can become complacent.
2) Bidders will invest time and money to be awarded onto a framework and then potentially not receive any work through them.
3) May be restrictive to new suppliers who offer innovative, new solutions with the changing and evolving nature of technologies for example.

Question 32

740 - Why might the employer choose a framework agreement to procure goods and services? (2)

Answer 32

1) Employers that are continuously commissioning construction work might want to reduce procurement timescales, learning curves and other risks by using framework agreements.
2) A framework allows the employer to invite tenders from suppliers of goods and services on a call-off basis as and when required.

Question 33

741 - What’s the difference between a framework agreement and a contract? (2)

Answer 33

1) A framework agreement rarely provides any specific commitment in terms of project and value of works. It is more focused around being an approved supplier.
2) A contract is usually a specific fee, with project scope and timelines allowing you to quote and tailor your product / service for the specific job at hand.

Question 34

742 - What is project partnering? (3)

Answer 34

1) Partnering is a broad term used to describe a collaborative management approach that encourages openness and trust between the contracting parties.
2) There is more opportunity for building working relationships, finding improvements and planning investment.
3) Ownership of risk is spread between the parties and a collaborative approach is encouraged to delivering the suction and overcoming problems.

Question 35

743 - What are the key advantages of partnering? (7)

Answer 35

1) The overall construction and design programme can be shortened.
2) The likelihood of conflict is reduced.
3) Improved communication and mutual objectives.
4) Improved customer satisfaction.
5) Improved value for the employer.
6) Improved buildability (early involvement of contractors for example).
7) Better predictability of time and cost.

Question 36

744 - What are the key disadvantages of partnering? (2)

Answer 36

1) Less opportunity to understand what other contractors / potential partners have to offer.
2) Difficult to find strong partners which have the same objectives, ethics, attitude etc.

Question 37

745 - What is tendering?

Answer 37

Tendering is the process by which the employer invites contractors to place a bid for work on a construction project. The overall objective is to obtain a price for the works.

Question 38

746 - What is the difference between procurement and tendering? (2)

Answer 38

1) Procurement is the overall act of obtaining goods and services from external sources and deciding the strategy on how these goods are to be acquired.
2) Tendering is a phase in the procurement strategy and deals with obtaining a price through a bidding process and deciding how a contractor is appointed.

Question 39

747 - What are the 3 main tendering options for construction projects? (3)

Answer 39

1) Single stage tender
2) Two stage tender
3) Negotiated

Question 40

748 - What documents were included within your tender pack? (10)

Answer 40

1) Invitation to tender (ITT), including cover letter with tender return information
2) Form of tender
3) Contract conditions and employer’s amendments
4) Instructions to bidders including how errors will be dealt with
5) Tender scoring matrix
6) Project information, drawings, specifications, surveys, planning conditions etc.
7) Pricing document
8) PCI (pre construction information)
9) Quality questions (such as experience and methodology)
10) Receipt of tender

Question 41

749 - What is a bona fide tender? (2)

Answer 41

1) A bid submitted in good faith, complete and in prescribed form which meets the conditions of the bidding requirements.
2) Confirmation that the supplier has not colluded with another party when compiling the tender.

Question 42

750 - What is OJEU? (2)

Answer 42

1) The Official Journal of the European Union.
2) An online portal that houses public sector contracts that are over the stated procurement threshold.

Question 43

751 - What happens to OJEU now the UK has left the EU? (2)

Answer 43

1) From the 1st January 2021, the UK is not subject to EU procurement regulations and therefore no longer follow rules outlined for OJEU tenders.
2) Tenders will now be published on a new e-tendering portal, called Find a Tender Service (FTS).

Question 44

752 - Are you aware of any guidance issued by RICS associated with tendering strategies?

Answer 44

Tendering Strategies, 1st Edition

(See book for QR code link to document)

Question 45

753 - What is a PQQ (pre-qualification questionnaire)?

Answer 45

A pre-qualification questionnaire sets out a series of questions for potential tenderers to answer regarding their level of experience, capacity and financial standing etc. prior to being invited to tender.

Question 46

754 - What is the purpose of a PQQ?

Answer 46

The pre-qualification questionnaire has the effect of reducing the number of potential tenderers to those that are genuinely appropriate for the project. This saves a great deal of time for potential tenderers who would not have any realistic chance of winning the contract.

Question 47

755 - What might the PQQ ask for? (11)

Answer 47

1) Company details (including legal status)
2) Details of insurance cover
3) Financial information (such as company accounts)
4) Relevant experience
5) Information about technical and professional ability
6) Information about capability and capacity
7) Health and safety policy and records
8) Quality assurance policy
9) Environmental management policy
10) Equal opportunities policy
11) References

Question 48

756 - A credit check is usually part of the PQQ process, where could you get a credit check from? (2)

Answer 48

1) Dun & Bradstreet report
2) Credit agency such as Experian

Question 49

757 - What is single stage tendering?

Answer 49

Invitation to tender documents are issued to a number of competing contractors who are all given the chance to bid for the project based on identical tender documentation. This is usually done at RIBA Stage 4 so that the tendering contractors receive the most detailed information to base their bid on.

Question 50

758 - What are the key advantages of single stage tendering? (2)

Answer 50

1) The employer benefits from a competitive tendering process which can lead to more competitive pricing.
2) The employer can benefit from a fixed price through this tendering process.

Question 51

759 - What are the key disadvantages of single stage tendering? (3)

Answer 51

1) No buildability input from contractor (at point of tender).
2) The price is only as good as the design information.
3) Contractors may be unwilling to tender in a good economic climate (too much competition).

Question 52

760 - If you have a £25M new build project under design and build procurement (single stage tender), how long would you allow for the tender period?

Answer 52

The tender period is largely dependent on the complexity of the project, however, 10-12 weeks would be reasonable as it will take some time to interpret the employer’s requirements.

Question 53

761 - What is two stage tendering? (2)

Answer 53

1) Stage 1 - The employer provides an outline project design and contractors then compete for preferred contractor status. The preferred contractor is usually chosen based on the quality of their bid, the quality of their team, preliminaries and OH&P allowances. The preferred contractor then joins the design team on a consultancy basis using a pre-construction services agreement (PCSA).

2) Stage 2 - Once the design has sufficiently progressed, the contractor enters into a detailed contract negotiation with the employer to agree the final price, contract conditions and programme.

Question 54

762 - What are they key advantages of two stage tendering? (6)

Answer 54

1) Early appointment of the contractor to work in parallel with the design team.
2) Early involvement of the contractor to benefit from buildability input.
3) Earlier start on site is possible.
4) Employer involvement in subcontractor selection.
5) Increase opportunity to value engineer with the contractor’s input.
6) Improved opportunity to identify project risk.

Question 55

763 - What are they key disadvantages of two stage tendering? (3)

Answer 55

1) The contractor has less incentive to price the second stage competitively, negotiations may therefore be difficult.
2) Additional cost of the contractors pre-construction fee.
3) Potential for the negotiation stage to fail (contract sum not agreed).

Question 56

764 - What is a negotiated tender?

Answer 56

A negotiated tender is effectively a single stage tender carried out between the client employer and just one contractor. Negotiated tenders are obtained by the client, inviting one contractor of their choice to submit a tender response for the project.

Question 57

765 - What are the key advantages of negotiated tendering? (5)

Answer 57

1) Simplicity.
2) Speed; a negotiated process can have programme advantages if undertaken in good faith.
3) The employer has flexibility in terms of choosing their preferred contractor.
4) Time and cost savings involved in comparing and analysing multiple tender submissions.
5) The process can allow early contractor involvement.

Question 58

766 - What are the key disadvantages of negotiated tendering? (4)

Answer 58

1) Possibility of delay if contract negotiations are protracted.
2) Potential cost premium due to lack of competition.
3) There is a heavy reliance on trust between the parties.
4) It can be seen as anti-competitive and exclusive.

Question 59

767 - How could you justify value for money in a negotiated tender?

Answer 59

Insist on an open book approach when agreeing subcontract packages and a minimum of 3 quotes to be provided for each element of the works (this would need to be agreed upfront with the contractor).

Question 60

768 - What is a form of tender? (2)

Answer 60

1) The contractor usually signs and returns with their proposed tender submission.
2) It is formal acknowledgement that the tenderer understands and accepts the terms of conditions of the tender documents and any other requirements that are stipulated. The document also includes the contractors price and programme.

Question 61

769 - What information is typically included in the form of tender? (6)

Answer 61

1) Tender sum.
2) The date until which the price remains valid.
3) Construction period.
4) Confirmation of the tender being genuine and bona fide.
5) Tenderer details and signature.
6) Acceptance of terms and conditions.

Question 62

770 - When seeking tenders for construction work, in addition to the actual price for the work, what additional information might be requested from the contractor? (10)

Answer 62

1) Track record of previous experience (for example, case studies)
2) Proposed team and hierarchy
3) Methodology or approach
4) References
5) Programme
6) H&S information
7) Value engineering proposals
8) Logistics plans
9) Social value strategy
10) Diversity and inclusion policy

Question 63

771 - Once tenders have been submitted, what should be examined for compliance with the invitation to tender and tender instructions? (

Answer 63

1) Arithmetical errors
2) Pricing errors (items not priced)
3) Pricing methods (front loading)
4) Compare the contractors proposals against the employers requirements for compliance (D&B procurement)
5) Check the form of tender is complete and signed
6) Resolve any qualifications

Question 64

772 - What happens if a tender is submitted late? (2)

Answer 64

1) Public sector project - the documents should be accepted.
2) Private sector project - the matter should be discussed with the employer to understand if they would like to accept. The safest option is not to consider (potential fraud, collusion, bid-rigging risk etc.).

Question 65

773 - Would you open a late tender submission for a school project?

Answer 65

The tender should be discarded on the basis the project is funded by the public sector.

Question 66

774 - What is the danger of accepting a very low tender submission? (3)

Answer 66

1) The contractor may be trying to “buy” the project with a view to recover their costs with variations and / or claims.
2) It could indicate the contractor is in a poor financial or cash flow position and they are eager to win the work at any cost.
3) Areas of the project may not be priced accurately, potential for an adversarial relationship to develop post contract.

Question 67

775 - How do you deal with qualifications within the tender submission? (3)

Answer 67

1) Procedures associated with qualifications should be outlined in the tender instructions.
2) If the qualifications are unauthorised, it might invalidate the tender (leading to disqualification).
3) The employer team and contractor should look to resolve the qualifications prior to signing the contract. Any outstanding matters should be clearly documented in the contract to avoid any future disputes.

Question 68

776 - How would you deal with errors identified in the tender submissions? (Statement + 2)

Answer 68

JCT have produced a tendering practice note where two options are suggested to deal with errors, one of these options is usually drafted into the tender pack;

1) ALTERNATIVE 1 - The tenderer should be given the details of the errors and afforded the opportunity of confirming or withdrawing their tender. If they withdraw, the next lowest bid is considered.

2) ALTERNATIVE 2 - The tenderer should be given the opportunity of confirming their offer or amending it to correct genuine errors.

Question 69

777 - What would you do if you considered a contractor submitting the lowest tender to be in financial difficulty? (3)

Answer 69

1) As part of the evaluation process, the company accounts would be reviewed to assess the financial stability of the contractor (if not already complete at PQQ stage). This could lead to disqualification if the contractor is having financial difficulty.
2) Consider a performance bond. In the event the contractor fell insolvent, the employer would be able to call on the bond and appoint another contractor to complete the project.
3) Consider a parent company guarantee.

Question 70

778 - On what grounds would you advise the client to re-tender? (4)

Answer 70

1) Not enough tenderers returned tenders.
2) The tendering procedure is compromised for some reason.
3) If tenders were not at the cost level required and it was believed that re-tendering to different tenderers would provide a different result.
4) Design changes or VE has been carried out that has significantly changed the design that was originally tendered on.

Question 71

779 - How would you deal with a front-loaded tender? (2)

Answer 71

1) Front loading is generally not a pricing error.
2) Request contractor removes front loading, if the contractor refuses, this may be grounds for disqualification.

Question 72

780 - How could you reduce the risk of contractors pulling out during the tender process? (4)

Answer 72

1) Ensuring the tender information is as accurate as possible.
2) Ensure tender period is long enough (extend if required).
3) Go through the PQQ (pre-qualification questionnaire) to ensure the correct tenders are selected.
4) Check the contractor have time capacity to complete the tender.

Question 73

781 - On what grounds would you advise your client to re-tender the project? (3)

Answer 73

1) Not enough tenders returned.
2) The tender procedure was compromised in some way (potential fraud, collusion, bid-rigging etc.)
3) Significant design, methodology or programme changes after issuing the tender documents.

Question 74

782 - What is the contract sum analysis document under design and build procurement?

Answer 74

A contract sum analysis (CSA) is an alternative pricing document to a schedule of works (SoW) or bill of quantities (BoQ). It’s often prepared in a standard format by the employer’s team to support the tender analysis. The employer’s team usually request that all tenders are returned on the same CSA format.

Question 75

783 - What information is typically included within a tender analysis report? (9)

Answer 75

1) List of tenders received
2) Initial tender return totals
3) Any qualifications identified
4) Post-tender adjustments
5) Revised tender sum
6) Issues to be resolved
7) Comparison of tender returns
8) Comparison with pre-tender estimate
9) Recommendation

Question 76

784 - If the tender was received on time, but the works were delayed and did not commence until a few months later, what would you need to check?

Answer 76

Check the form of tender, this would show how long the price (the offer) was valid for (for example, 60 or 90 days after the tender return date).

Question 77

785 - If the contractor (in their tender return) put a cost against an item and marked it provisional. what would you do?

Answer 77

I would seek further information from the contractor and request this to be removed, subject to the tender instructions, this may invalidate the submission.

Question 78

786 - If you think the delivery programme is tight, how can you give comfort to the contractor regarding liquidated damages (to avoid them excessively pricing in their tender sum)?

Answer 78

The contract can be amended to include a liquidated damages free period. For example, damages would not be levied for the first 3 weeks or levied at 50% for a defined period.

Question 79

787 - What is the purpose of a pre-tender estimate? (2)

Answer 79

1) A pre-tender estimate (PTE) is the last cost check of the project before it is issued to tender. The design should be sufficiently developed at this stage; therefore, the PTE should be an accurate reflection of the works.
2) The estimate can then be used to compare against the tender submissions.

Question 80

788 - What happens if the tender prices are higher than the pre-tender estimate? (3)

Answer 80

1) This could be down to market conditions or some other external factor such as COVID-19 or Brexit.
2) The employer’s team should reconcile the tenders against the pre-tender estimate to identify where the major differences are.
3) The team could look to value engineer the project if the prices are over budget.