Procurement manual

Appendix A: Procurement strategy checklist

Print version: Appendix A: Procurement strategy checklist (PDF, 33 KB)

Overview

This appendix contains a checklist to assist approved organisations to develop a procurement strategy. The checklist is a series of headings against which the approved organisation can assess its existing procurement strategy or develop one in accordance with the guidelines in this manual.

Checklist

1. Executive summary

• 1.1 Summary statements of key issues and opportunities to obtain value for money.
• 1.2 Recommendations (where relevant) that the NZTA:
  • endorses the procurement strategy
  • approves the use of advanced components
  • approves a customised procurement procedure
  • approves a variation or an exemption to a procurement rule
  • approves the use of in-house professional services.
• 1.3 Evidence of corporate ownership or internal endorsement of the procurement strategy.

2. Policy context of the approved organisation

• 2.1 Strategic objectives and outcomes
• 2.2 Objectives and outcomes for the procurement strategy
• 2.3 The NZTA's procurement requirements and what they mean for the approved organisation:
  • value for money
  • competitive and efficient markets
  • fair competition among suppliers.
• 2.4 Other relevant factors, such as organisational policies, wider organisational procurement plans or the regulatory environment.

3. Procurement programme

• 3.1 Procurement programme, segmented by:
  • size, type or duration
  • complexity, scale, timing, innovation potential, risk, and an assessment of the supplier market
  • need for specialised skills.
• 3.2 Identification (where relevant) of any pending high-risk or unusual procurement activities.

4. Procurement environment

• 4.1 Analysis of supplier market
• 4.2 Analysis of the approved organisation's current procurement spend and profile
• 4.3 Analysis of the impact of the procurement programmes of other approved organisations and other entities.

5. Approach to delivering the work programme

• 5.1 Confirmation of specific strategic objectives
• 5.2 The procurement approach. For each segment of the work programme, the procurement strategy should identify the optimal procurement options as they relate to the strategic objectives. Consider:
  • key attributes and value for money strategy
  • the nature of the activities for each segment of work (eg complexity, scale, timing, innovation potential, risk, and an assessment of the supplier market)
  • aggregation, bundling and the term of term service contracts
  • proposed delivery model(s) and supplier selection method(s)
  • impact of the preferred approach on value for money, fair competition, and competitive and efficient markets
  • risk identification and management
  • approach to contract management.
• 5.3 Analysis of whether advanced components, customised procurement procedures or variations to procurement rules are required and why.

6. Implementation

• 6.1 Capability and capacity:
  • description of the current and desired state, including current structure, roles and responsibilities within the wider organisational structure
  • identification of any capability or capacity gaps
  • plan to fill the gaps.
• 6.2 Internal procurement processes
• 6.3 Performance measurement and monitoring:
  • NZTA KPIs
  • additional KPIs
  • internal reporting, review and feedback process.
• 6.4 Communication plan:
  • internal stakeholders
  • other approved organisations and entities
  • supplier market
  • the NZTA.
• 6.5 Implementation plan
• 6.6 Corporate ownership and internal endorsement.