Job Book 9th Edition - Book - Page 353
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Contractor Engagement: Supplementary Material: P/SM3
At this initial stage the tenderers should be informed of:
• the job name and location
• nature, scope and approximate value of the works
• the proposed dates and duration of the works
• the procurement method and contract form
• any contractor responsibility for design or other particular skills or
experience sought
• the selection process and criteria to be used
• details of the tender procedure to be followed; e.g. whether any particular
code or principles will be followed, the numbers of tenders to be invited, the
anticipated dates and period of tendering.
The completed questionnaire should be signed by a director of the company.
On larger projects the questionnaire might also be followed by an interview. It
should then be possible to finalise the tender list. It may be wise to identify one
or two contractors as reserves, in the event that, nearer the tender date, one of
those on the list can no longer tender. Those on the list and reserves should be
informed and any changes to the list notified to them immediately.
List of contractors for small projects
On smaller projects, contractors are generally selected by reputation or from
previous experience and after consulting the client, office records, other
consultants and other sources. It would still be good practice to write to all
potential contractors requesting up-to-date information about their firm and a
reference, and enquiring as to their current availability and anticipated workload.
This would help to ensure that the tender process runs smoothly and that only
suitable contractors are invited.
Standing list of approved contractors
It is often a good idea to develop a ‘standing list’ of approved contractors that can
be drawn on at the preliminary stage of a new project. This may be particularly
helpful where the office is often involved in repeat – or very similar – projects.
The list could be compiled once responses to a questionnaire sent to potential
tenderers have been received. Shortlists of tenderers for future particular projects
can then be drawn up as and when required.
The questionnaire might be expected to include the information shown
above, with additional entries to indicate the type of work in which the firm
is experienced and whether they would be interested in tendering for nontraditional procurement contracts.
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