agency a procurement process business process map (future state)

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Agency A Procurement ProcessBusiness Process Map (future state)

Event Analysis and Review of Commonwealth Procurement Processes for procurements under $80,000

Client Department of Finance and Deregulation

Date Version

13 May 2011FINAL 1.0

ThinkPlace Team Linda DeweyMark Thompson

ANALYSIS AND REVIEW OF COMMONWEALTH PROCUREMENT PROCESSES UNDER $80,000 – AGENCY A PROCUREMENT V1.0

This document contains a business process map for procurements under $80,000, which specifies the requirements set out in Agency A’s Chief Executive Instructions (CEIs), operational guidelines and other internal guidance, as well as the overarching requirements of the Commonwealth Procurement Framework.

A current state map was not workshopped since Agency A has already developed this documentation. Rather, this document reflects the process as it is proposed to be conducted in approximately 6 months time

ThinkPlace has worked with a small group of people in Agency A to develop this document.

ContentsIntent Statement 3

Process analysis 4Agency A CEI snapshot – current state 5Summary changes to process 7Process improvements 8

Business process maps 9Role statements 10Map Levelling 12Level 0 map 13Level 1 map 14

Agency A Proposed Procurement Process

About this document



Out of scope The project will not to assess how well agencies implement

the CPGs and relevant FMA legislation when undertaking procurements

The project will not redesign policy

Where are we now?Analysis of ‘2008-09 AUSTENDER statistics indicate 85,000 contracts (over $10,000) were awarded. The total value of these contracts approx. $35bn.Of those contracts, about 65,000 contracts falling under the $80,000 threshold were awarded. The total value of these contracts was about $12.6bn.Over 80% of the total number of contracts correspond to about 4% total value. An APS 5/6 can spend up to 80% their time on low value contractsLow value contracts translate to a high administrative burden Agencies have tailored procurement approaches reflect organisational structure, authority and delegations, approval processes, risk appetite, level of IT maturity, and resourcing, reporting processes and systemsProcurement functions differ in agencies – some functions are centralised, some are decentralisedParticipating agencies have undertaken work to review CEIs, processes and protocolsWhole of Government CEIs are under developmentWork has also been undertaken to simplify the standard short form contract, reducing the number of pages from 80 to 6

Intent

How do we get there?

Analyse and review Commonwealth procurement practices currently employed by selected agencies when conducting procurements under $80,000, identifying issues, pressure points and opportunities for improvement, and on that basis making recommendations for simplifying and streamlining processes.

What do we need to do?

What would success look like?A better practice model for procurements under the threshold that:

− Standardises the process across FMA agencies− Makes it easier for staff to know what to do and how

to conduct procurements − Reduces administrative burden

Finance will be able to use the project findings and recommendations as a basis for presenting a better practice model to FMA agencies, where appropriate. The project will influence agency CEIs and processes

Focussing question

How can we standardise and streamline the process for procurements under the $80,000 threshold, making it less onerous FMA agencies, while also maintaining the integrity of the FMA Act?

A standardised, simple and safe process for all FMA agencies conducting procurements that fall under the $80,000 threshold

What is the problem/ opportunity?Agency procurement processes are complex, confusing, and onerous for staffRequirements vary from agency to agency – processes are not standardised across governmentSuppliers are frustrated

APPROACH FOR BRIDGING THE GAP

April

• Intent, planning and agency engagement

• CPG process modelling

May

• Agency CEI process mapping

• Case study development by agencies

• Case study analysis

June

• Synthesis • Design ‘better

practice model’

Timing

What do we need to consider?Avoid over-engineering or over prescribingAim to set a benchmarkImpact on behavioural change

Who do we need to involve?Finance’s Procurement Policy BranchProcurement Policy Areas and representatives from line areas

Under the FMA Act, 104 FMA agency CEOs have devolved authority to manage public money within their agency.

The FMA Act and Regulations set the framework for the proper management of public money and public property in the custody and control of the Commonwealth.

The Commonwealth Procurement Guidelines (CPGs) articulate the Government’s expectations for all department and agencies conducting procurement.

Agencies have evolved their procurement policies and practices within the context of the agency’s organisational structure, delegations, approval processes etc.

Agency specific policies and procedures are contained with large and complex volumes of CEIs, departmental policy documents and protocols.

SYSTEM IN FOCUS



Process analysis


POLICY STATEMENTAll spending decisions must make efficient, effective and ethical use of all Commonwealth resources and aim to deliver value for money.All spending decisions must be in accordance with the law and not inconsistent with the policies of the Commonwealth.

PRINCIPLES/ OUTCOMES All proposals to spend public money must be approved by an

Approver. The Commissioner is responsible for implementing and maintaining

the legal requirements for spending public money in Agency A. The Commissioner has delegated the power to approve spending

proposals to certain officials only. Only those officials who have been delegated the power to approve

(Approvers) may approve spending proposals. Delegated Approvers are responsible and accountable for the

decisions they make in approving spending proposals.. Approvers must not approve spending proposals, thereby

committing the Commonwealth to make payments, unless they know there are funds available to meet that commitment.

Approvers have to follow the principles, rules and instructions in Agency A’s CEI and all related CEIs, Corporate Management Practice Statements (CMPS) and Corporate Management Procedures and Instructions (CMPI).

Section 14 of the FMA Act contains a specific penalty for misapplication or improper disposal, or the improper use, of public money.

The benefits of dealing with small and medium enterprises should be considered when assessing value for money.

All potential suppliers should be given the same opportunity to compete for Agency A’s business, be treated equitably and not discriminated against on the basis of ownership, foreign affiliation, location or size.

ROLES & RESPONSIBLITIESResponsibilities are specified for the following roles: Chief Executive Officer

The Chief Executive Officer is responsible for implementing and maintaining the legal requirements for spending of public money in Agency A.

Chief Finance OfficerThe Chief Executive Officer has given the Chief Finance Officer responsibility for managing the financial affairs and reporting requirements of Agency A.

Agency A Finance (Financial Framework Team)Responsible for developing the financial management framework, the assurance of the financial control environment and the interpretation and application of financial legislation to Agency A business activities.

SES Band 1 (Corporate Procurement)The SES Band 1 (Corporate Procurement) is also Agency A’s Head of Procurement and is responsible for formulating directions and policies, and providing probity advice regarding procurement. Corporate Procurement supports the SES Band 1 and is staffed by personnel required to meet formal procurement competency standards.

Consultancy gatekeeperAssesses proposals for consultancy services against the Department of Finance and Deregulation guidelines.

Business line clientUndertakes the client role in the procurement process.

ApproverDelegated power to approve procurements. FMA Regulation 3 defines an Approver as a person (including a Minister or the Commissioner of Taxation) who is authorised to exercise the function of approving proposals to spend public money. The power to approve proposals to spend public money comes from various legislative sources. Approvers are therefore required to identify and record the particular legislative source of their delegation at all times when exercising their spending power. Corporate Procurement

Corporate Procurement within Agency A Finance area is responsible for procurement activity and Agency A procurement policies and procedures. Simple procurement functions are devolved to the business lines. Corporate Procurement manages complex procurement (over $30,000 in value) in addition to any Information and Communications Technology (ICT) goods and services and consultancy services including individual contractors.

−Procurement officerProvides advice or direction on all aspects of the procurement cycle and the interaction of the procurement function with Agency A project management life cycle.

Direct sourcing is only permitted under the Conditions of Direct Sourcing listed in Division 2 "Mandatory Procurement Procedures" of the Commonwealth Procurement Guidelines. Direct sourcing requires approval by either the Chief Finance Officer, the SES Band 1 Corporate Procurement or an authorised officer. The authorising officer must have written authorisation from the Chief Financial Officer or the SES Band 1 of Corporate Procurement.

RULES FOR APPROVERSA spending approver must not approve a proposal to spend Agency A money unless they are satisfied that the proposal:

− will make efficient and effective use of Agency A’s money

− is in accordance with the policies of the Commonwealth

− is within their delegation limits and within their own line unless they have a special delegation for the whole Agency A, and

− will not have the effect of exceeding Agency A’s approved budget.

The approver must make their decision free of coercion and accept full responsibility for the decision they make. Agency A’s Procurement policy and practice requires spending approvers to follow all procurement policies, and, if an item is on a Agency A contract, to use Agency A’s contracted supplier.Approvers need to ensure funds are available before giving their approval to any spending proposal. This means that:

− for departmental items, the approver must ensure departmental funds are available from an internal budget allocation

− for administered items, the approver must ensure funds are available from a special appropriation for that purpose

− if the proposal is one to spend special public money, the approver must ensure it is consistent with the terms under which the money is held by the Commonwealth, and

− Approvers must not approve spending from a special account unless it is for a purpose permitted by the determination of that special account.

− Approvers are not to exceed the limitations put on their spending power in the delegation schedules, and must follow any directions to delegates included in those schedules.

If approval of a proposal to spend public money is not given in writing, the approver needs to record the terms of the approval in a document, or in a suitable electronic record, as soon as practical after giving the approval.Approvers need to also ensure that sufficient records, including complying tax invoices, are kept to allow Agency A to meet its obligations as a model taxpayer.


Agency A snapshot – current state


COMPLEX PROCUREMENT All complex procurements must be undertaken through

Corporate Procurement. Corporate Procurement will assist staff to develop business cases, undertake market research, prepare documents, perform evaluation and contract negotiation, and process purchase orders.

Business Lines will be required to participate in the procurement process and are responsible for a number of elements within it.

It is essential that Corporate Procurement be consulted as early in the process as possible. Time must be factored in for document preparation, evaluation and negotiation since mandatory time limits apply, as described in the CPGs.

SIMPLE PROCUREMENT A large number of commonly used goods and services can be

ordered through existing arrangements without the need to conduct a procurement process as outlined above.

In conducting simple procurement, lines should: −clearly identify the need −seek approval from the Delegate for the proposed expenditure −ensure that funds are available −seek offers - the number of quotations to obtain will depend on risks, type of goods or services and the nature of the market (at least two should be recorded for requirements of $5,000 or more) −select the offer that represents the best value for money −place the order and record the details on SAP −ensure that a goods receipt is done on SAP when goods are received, and −ensure that invoices are processed correctly within the agreed terms of trade. The Simple Procurement Cell can assist with the procurement

process, including assisting with raising purchase orders.

PROCESS RULES – workflow Regulation 9 states that an approver must not

approve a spending proposal without being satisfied that the expenditure accords with Commonwealth policies and is efficient and effective.

The procurement process includes but is not limited to: −the identification of need −committing funds for the requirement −choosing and planning the appropriate method of procurement −using the correct request and contractual documentation −the selection of suppliers −entering into contracts and placing purchase orders −ensuring delivery of property1 and services, and −making payments and managing contractual aspects for the term of the arrangement All spending proposals must be approved by the

Delegate under section 44 of the FMA Act before a contract is entered into.

Approval by the Delegate of the proposal must be in writing, or details must be recorded as soon as possible after giving the approval.

Commitments are captured in SAP when recorded against a Purchase Order.

Commitments via Credit Card are to be captured using iCMS (integrated creditor management system) where ever possible.

Other small value ad hoc purchases are, for practical purposes, captured at the payment processing stage.

TOOLS Corporate Accounting System (SAP)Integrated Creditor Management SystemSpending Delegations DatabaseProcedural instructions support ApproversPurchase Ordersdelegation schedulesSpending recordAgency A procurement database (TOPR) AusTender

CONDITIONSAgency A employees must not approve expenditure of public money or engage in procurement activities unless they have the appropriate delegations or authority. Delegates must comply with the terms of their financial delegation and not exceed the limitations put on their spending power in the delegations schedules. All complex procurements (those over $30,000, all consultancies, all ICT and any engagement of an individual contractor) must be arranged through Corporate ProcurementConsultancy services require Gatekeeper approval in writing before an arrangement to engage a consultant is agreed. Corporate Procurement must be contacted to gain this approval. Confirmation of available funds and budget holder approval must be sought prior to placing an order or entering into any contract, agreement or arrangement. It is possible for the budget holder to also be the spending approver for a particular transaction. When the goods or services are received, or other conditions are met, which require the payment to be made, Agency A must account for that liability in Agency A’s corporate accounting system.A Commonwealth credit cardholder who is a delegated spending approver may use the credit card to purchase goods and services for business use only. Adequate documentation providing a record of procurement action and contract management activities must be maintained. There must be sufficient documentation to provide reasons for the procurement, a record of the approval process and justification of decisions takenPayment is made on satisfactory delivery and in accordance with the contracted terms of trade. It is Commonwealth policy that agencies use payment terms ‘not exceeding 30 days from the date of receipt of the specified property and services and a correctly rendered invoice’. Shorter terms can be negotiated, but should be in the interests of the Commonwealth.The estimated value of procurements should include GST and any extensions, options or other fees or expenses.


Agency A snapshot – current state cont…



Summary of proposed changes to process

From To

Value threshold Process Value threshold Process

$ 0 – 5,000 Paid by credit card Value threshold $0 – 10,000

Paid by credit card

$ 5,000 – 30,000 Simple

Run by Business Line with support from Corporate Procurement

$10,000 - 80,000 Simple (low value / low risk)

Run by Business Line with support from Corporate Procurement

> $ 30,000 Complex

Run by Corporate Procurement > $80,000 Complex

Run by Corporate Procurement

Engagement of individual contractor, consultancy services, ICT

Run by Corporate Procurement As this is a proposed process, Agency A still need to make the decision as to where certain types of procurements would fall. This includes procurements where there are indemnities and liabilities and things such as licences for online subscriptions which are likely to have licence agreements.


What pain points are yet to be fixed? What suggestions would fix these issues?Work registers (spreadsheets that record the work of procurement officers) are disparate

‒ Amalgamate work registers

‒ Record in SAP (being looked at as part of Agency A’s Better Practices program)

‒ Implement a better practice programRequirement of Finance contracts for contractors to indemnify the Commonwealth – This almost always results in negotiations

‒ The new Finance < $80K contract could be made more efficient be removing the indemnity clause and relying on common

‒ Finance documentation focusses on dollars and not risk. A focus on managing risk will help us to simplify the process

Short form contract (that addresses the issues of unlimited liability, indemnities etc.)Interaction and compliance with other policiesMultiple and frequent policy updates (e.g. open source software, fair work principles)Client training is required with Line Finance Team engagementDelegation thresholds and different appetites for risk will always mean people will do things differentlyWe need to clarify when a purchase order will sufficeCPGs contain mandatory requirements and are not just guidelines

‒ Finance is working to simplify guidanceThree quotes are still required

‒ The number of quotes can vary from procurement subject to risk, value and/ or market availability

‒ Should it be quote/s instead?Need complete, simple and easy support documentation to help clients through the processTemplates need to be suited to the level of complexityFinance templates may still be too complex for the ‘simple’ process

‒ We need to engage and consult during the development of the Finance templates

We need to develop guidance material and templates to support Business Lines in undertaking their procurements At this stage we have not made a decision as to whether the requirement for ICT, consultancies and individual contractors procurement will have to come through Corporate Procurement. We will also need to consider other factors such as liabilities and indemnities and process for procurements which have these elements.


Proposed Process Improvements

What are the pain points that have been fixed by moving to this process – and how have we fixed them?Agency A thresholds did not previously match CPG thresholds. This has been fixed by changing our thresholds for simple and complex (i.e. Simple moved from < $30,000 to < $80,000 and complex moved from > $30,000 to > $80,000)Corporate Procurement staff have been freed up to focus on complex procurements (i.e. > $80,000)Eliminated the need for endorsement from Corporate Procurement – This responsibility has been devolved to the Business Line, and providing additional supporting tools and documentation on the intranet to help Business Lines undertake procurementDuplication in regards to reporting (e.g. AusTender) has been streamlined. This has been achieved by moving to the SAP system which captures information onceThe process has been simplified and aligned with the requirements of the FMA Act, Regs and CPGsProcess is documented and available on the intranet along with tools and templates to aid Business Lines when undertaking procurement activities, ensuring a consistent and complete process



Business process maps


Budget HolderWhat are my obligations under the Commonwealth Procurement Framework?No specific obligations

What is my role? What are my responsibilities? Confirm that budget is available Ensure we stay within budget

What are my concerns?That we meet the budget

Approver (Delegate)What are my obligations under the Commonwealth Procurement Framework?My obligations are set out in the FMA Act and internal policy

I must not approve a proposal to spend Agency A money unless I am satisfied that the proposal: −will make efficient and effective use of the Agency A’s money −is in accordance with the policies of the Commonwealth −is within their delegation limits and within their own line unless they have a special delegation for the whole Agency A, and −will not have the effect of exceeding Agency A approved budget. Ensuring that a proper procurement process is followed

Refer CEI snapshot p. 5 – 6

What is my role? What are my responsibilities?I need to understand my responsibilities under the FMA Act s. 44 and under internal policyI need to know the powers of my delegationUnderstand procurement – i.e. what they want to buy/ achieve through procurement

What are my concerns?A procurement process that is simple to comply withThat the procurement contract is delivered within specified timeframes, budget, resources and risk is managed throughout

Client (Business Line)What are my obligations under the Commonwealth Procurement Framework?Be aware of procurement policy and follow itActively participate in the procurement processObtain appropriate approvals

What is my role? What are my responsibilities? I define the procurement requirementI find out about the procurement process and contact Corporate Procurement if I am unsure or there is no existing procurement arrangementI find out if there is budget availableI obtain quotes, evaluate responses, select a supplier and enter into an arrangement

What are my concerns?Knowing where to start and what to do can be confusing I can be nervous about the processKnowing requirements for timeframes is confusing I want to know that there is support for me in the process


Role statements


Other (Specialist Advice)What are my obligations under the Commonwealth Procurement Framework?No specific obligations

What is my role? What are my responsibilities?This role includes the role of Legal, Tax Management Unit and Finance, or subject matter experts Comply with relevant legislation and internal policyProvide advice and guidance – subject matter expertiseRecord info on procurement

What are my concerns?That we have all the facts when providing advice on procurements

SupplierWhat are my obligations under the Commonwealth Procurement Framework?No specific obligations

What is my role? What are my responsibilities? Seek and supply advice and information Provide a response to RFQ/ RFO Negotiate, agree and sign contract I must provide accurate information, comply with the

procurement process and stand by my quote If successful I must abide by the terms and conditions

set out in the contract

What are my concerns?The process is complicated and time consuming

Procurement OfficerWhat are my obligations under the Commonwealth Procurement Framework?No specific obligations for simple procurements (defined as < $80,000 in this map)

What is my role? What are my responsibilities? Complying with internal policies and procedures To ensure that policy is followed I must know the

policies Educate clients on policies and appropriate timeframes Guide clients through the process providing advice

and support when needed Ensure appropriate record keeping and reporting is

undertaken

What are my concerns?Changing policiesTimeframesReportingEnsuring correct policies are followedEnsuring delegate is fully informedMeeting and managing client expectations


Role statements


Level 0 – Process phases

This map provides an overview of the entire process end to end, including the process triggers, process phases, and main workflows.

Level 1 – Process activities

These maps drills down into each of the Level 0 process phases, detailing the activities that occur.

Level 2 – Procedural tasks, support products and systems

Level 2 is not generally documented as a map, but rather references guidelines, operational instructions, instruments and / or business systems such as databases. These things underpin the delivery of a process.

Symbols

ActivityActivity

DecisionDecision

Database/ Storage

Workflow

DocumentDocument Off page connector

Ongoing Activity

Ongoing Activity

Level 0Level 0

Level 1Level 1

Level 2Level 2

TriggerTrigger


Map Levelling

EndEnd


ClientBusiness Line

Budget Holder

Approver Delegate

Procurement OfficerCorporate

Procurement

Other RolesSpecialist Advice

Supplier

Identify needIdentify need

Agency A Proposed Procurement ProcessLevel 0 – Process Phases

Plan procurement

Plan procurement

Undertakeapproach

Undertakeapproach

Evaluate responses

Evaluate responses

Develop and finalise

arrangement

Develop and finalise

arrangement

Respond to RFQRespond to RFQ Negotiate arrangement

Negotiate arrangement

Enter into and fulfil arrangement

Enter into and fulfil arrangement

Provide advice regarding budget


Provide advice (as req’d)

Provide advice (as req’d)

Provide in-principle approval

Provide in-principle approval

Provide advice and support

(as req’d)

Provide advice and support

(as req’d)

Provide advice and support(as req’d)

Provide advice and support(as req’d)

Provide approvalProvide approval


ClientBusiness Line

Budget Holder

Approver Delegate


Procurement


Supplier

Determine if budget is available

Determine if budget is available

Agency A Proposed Procurement ProcessLevel 1 – Identify need

❷❷

Confirm that budget is available

Confirm that budget is available

Identify procurement

need

Identify procurement

need

ConsiderationsProcurement has been identified as the method

to obtain the good(s)/ service(s)

ConsiderationsProcurement has been identified as the method

to obtain the good(s)/ service(s)


ClientBusiness Line

Budget Holder

Approver Delegate


Procurement


Supplier

Create appropriate procurement file

Create appropriate procurement file

Is there an existing

arrangement?

Agency A Proposed Procurement ProcessLevel 1 – Plan procurement

Seek in principle approval

Seek in principle approval

Develop procurement plan

Develop procurement plan

Value of procurement

?

Credit Card Process

Credit Card Process

Complex Procurement

Process

Complex Procurement

Process

< $10,000

Procurement Plan

Procurement Plan

Seek advice and support

(as req’d)

Seek advice and support

(as req’d)

Approve(in-principle)

?

Procurement plan contains:Market researchBusiness CaseIdentified procurement methodConflict of interestRisk assessmentEvaluation methodology (criteria/ process)Draft statement of requirement

Procurement plan contains:Market researchBusiness CaseIdentified procurement methodConflict of interestRisk assessmentEvaluation methodology (criteria/ process)Draft statement of requirement

Use existing arrangement

Use existing arrangement

No

Yes

Provide advice regarding current

arrangements

Provide advice regarding current

arrangements

Prepare RFQ / RFO

Prepare RFQ / RFO

No

Yes

>$80,000

> $10,000;< $80,000 ❸❸❶❶

TRIM FileTRIM FileElectronic File

Electronic File

CPG7.10

CPG7.10

Provide advice and support (as req’d)

Provide advice and support (as req’d)

NoteThis includes providing information on roles and responsibilities and also

tools and templates

NoteThis includes providing information on roles and responsibilities and also

tools and templates

Note:RFQ contains Statement

of Requirement.Guidance material

available on intranet

Note:RFQ contains Statement

of Requirement.Guidance material

available on intranet

Draft RFQ/ RFO

Draft RFQ/ RFO

CPG6.12

CPG6.12



Refer to relevant business process





ClientBusiness Line

Budget Holder

Approver Delegate


Procurement


Supplier

Seek quotesSeek quotes

Provide quoteProvide quote

Receive quotesReceive quotesProvide clarification (as req’d)

Provide clarification (as req’d)

Seek clarification (as req’d)

Seek clarification (as req’d)

Become aware of RFQ/ RFO

Become aware of RFQ/ RFO



Agency A Proposed Procurement ProcessLevel 1 – Undertake approach

❹❹❷❷

Response to RFQ/ RFO

Response to RFQ/ RFO

RFQ/ RFORFQ/ RFO

AusTender(as req’d)





ClientBusiness Line

Budget Holder

Approver Delegate


Procurement


Supplier

Evaluate responses and develop

evaluation report

Evaluate responses and develop

evaluation report

Recommend supplier

Recommend supplier

Are negotiations

req’d?

Undertake negotiations




Provide advice to Business Line

(as req’d)


(as req’d)Advice regarding:IndemnityCapped liabilitiesCompany structureComcoverIntellectual property

Advice regarding:IndemnityCapped liabilitiesCompany structureComcoverIntellectual property


(as req’d)


(as req’d)

Seek delegate approval

Seek delegate approval

Approve procurement

?

Receive approvalReceive approval

EndEnd

Reg 9, 10

Reg 9, 10

No

Yes

Reg 9, 10

Reg 9, 10

No

Yes

Agency A Proposed Procurement ProcessLevel 1 – Evaluate responses

❺❺❸❸

Evaluation report

Evaluation report

NoteTheses documents

form part of the evaluation report

NoteTheses documents

form part of the evaluation report

Negotiation strategy

Negotiation strategy

Negotiation report

Negotiation report


Electronic File


ClientBusiness Line

Budget Holder

Approver Delegate


Procurement


Supplier

Notify suppliers of decision

Notify suppliers of decision Draft contractDraft contract

Send contract to successful

supplier

Send contract to successful

supplier

Receive notification of

decision

Receive notification of

decisionRead contractRead contract Sign

contract

Sign contract

Sign contract

Sign contract

Is gazettal req’d?

Gazette outcome of

procurement

Gazette outcome of

procurement

Raise purchase

order

Raise purchase

order

Yes

No

Receive good(s) / service(s)

Receive good(s) / service(s)

Receive invoice

Receive invoice

Confirm accuracy of good(s) / service(s)

and invoice

Confirm accuracy of good(s) / service(s)

and invoice

Supply good(s)/

service(s)

Supply good(s)/

service(s)

Send invoice

Send invoice

Receive payment

Receive payment

Pay invoice &

record

Pay invoice &

record

Agency A Proposed Procurement ProcessLevel 1 – Develop and finalise arrangement

❹❹

CPG7.17

CPG7.17

CPG7.22, 7.23

CPG7.22, 7.23

Template:Successful tenderer

Template:Successful tenderer

Template Unsuccessful

tenderer

Template Unsuccessful

tenderer

Short form contract

Short form contract


Electronic File

CPG7.10

CPG7.10

SAPSAP

SAP will be used to raise purchase orders and automatically generate reports for AusTenderThe Purchase Order on SAP is used as the means to record the arrangement and facilitate the recording of the goods receipt and payment of invoice.

SAPSAP


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