Policy

Purchasing - Policy

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1. Purpose and Objectives

This policy outlines the University's obligations to ensure consistent purchasing practices across the organisation and defines UQ's approach to purchasing.

2. Definitions, Terms, Acronyms

Goods and services - All property (except for real estate property) and all types of services, including building and construction services.

Limited offer process - A procurement method where the agency invites a supplier/s of its choice to submit an offer.

Open offer process - A procurement method where all interested suppliers may submit an offer.

Procurement - The process by which all classes of resources (human, material, facilities and services) are obtained. This can include the functions of planning, design, standards determination, specification writing, selection of suppliers, financing, contract administration, disposals and other related functions.

Purchasing - The acquisition process for goods, services and capital projects through purchasing, leasing and licensing, and this expression extends to standing offer or similar arrangements by which terms and conditions of purchase are determined.

Selective offer process - A procurement method where suppliers that have met pre-established criteria are invited to submit an offer.

Standing offer arrangement - An arrangement established between the principal and the successful offeror (including without limitation a standing offer arrangement, a register of pre-qualified suppliers, panel arrangement or preferred supplier arrangement).

Supplier - An enterprise known to be capable of supplying required goods and/or services. It includes manufacturers, stockists, resellers, merchants, distributors, consultants and contractors.

3. Policy Scope/Coverage

This policy applies to the acquisition of all goods and services made by the University (including controlled entities) by staff, students or contractors, either purchased or leased from suppliers external to the University for and on behalf of the University.

4. Policy Statement

The purpose of this policy is to ensure the University complies with the requirements of the State Procurement Policy and advances the objectives contained therein.

The policy reinforces the obligations of accountable officers to manage their organisational units efficiently, effectively and economically, and to be accountable for public resources.

Section 19 of the Financial and Performance Management Standard 2009 mandates requirements applicable to an agency’s expense management system.  

The University’s procurement process must comply with the State Procurement Policy which provides for:

(a) Promptly identifying, approving, managing and recording expenses, and

(b) The timely payment of expenses.

5. Procurement Objectives

The objectives of this procurement policy are based around:

  • Achieving value for money.
  • Ensuring probity and accountability for outcomes.
  • Purchasing appropriate goods and services to satisfy the University’s requirements in the current year and the future.
  • To integrate (where possible) sustainability principles and practices into procurement processes.

In achieving these objectives the University is committed to:

  • Ensuring that competitive local business and industry is given a full, fair and reasonable opportunity to supply to the University.
  • To deal with suppliers who aim to have sustainable practices.

The University will maximize the benefits of procurement based on an understanding of what it actually buys and what it plans to buy.

5.1 Achieving value for money

Value for money is not restricted to price alone. Other factors to consider include:

  • Fitness for purpose, quality, service and support, and sustainability considerations.
  • Cost-related factors including whole of life costs and transaction costs associated with acquisition, use holding, maintenance and disposal.

5.2 Ensuring probity and accountability

The University will conduct its business in a transparent manner which demonstrates probity and accountability. Procurement will be carried out giving consideration to other obligations as contained in the following relevant legislation.

  • Financial Accountability Act 2009
  • Financial and Performance Management Standard 2009
  • Financial Accountability Regulation 2009

6. Operation and Risk

The procurement planning process for the University should include an analysis of the purchasing patterns and supply markets. Planning will be performed at a corporate level and in relation to significant individual procurement projects.

6.1 Procurement analysis

When analysing procurement, two major factors influence any decision:

1. The degree of "business risk": how critical the goods or service is to the business or the extent to which a competitive supply market exists.

2. The expenditure for the goods or service.

The State Procurement Policy categorises purchases based on value and risk as follows:

1.   Routine - Low degree of business risk and low expenditure

2.   Volume - Low degree of business risk and high expenditure (either one off or in aggregate)

3.   Specialised - High degree of business risk and low expenditure

4.   Critical - High degree of business risk and high expenditure.

Procurement of goods and services in categories 2, 3 and 4 are significant purchases.

To be classified above category 1, purchases have the following characteristics:

  • The individual spend amount is in excess of $50,000.
  • The accumulation of spend (where multiple purchases) is in excess of $100,000.
  • Are not related to salary and wages or on-costs.
  • Are not a statutory or council charge (i.e. rates).
  • Are of a specialised nature.

The vast majority of the University’s expenditure has been classified as category 1 - Routine.

Items classified as 2, 3 or 4 should be covered by a significant procurement plan.

Reviews may take place to analyse the spend to ensure compliance.

6.2 Risk and internal controls

Risk has been assessed in Section 6.1 by considering the overall business risk and expenditure. Items contained outside category 1 are subject to greater levels of control to minimise potential risks.

Internal control mechanisms include:

  • Expenditures are monitored on a monthly basis against budgets by the Budget Holder.
  • Significant expenditures require a significant procurement plan.
  • Regular purchases are subject to contractual arrangements.

6.3 Significant procurement plan

A significant procurement plan must include (as a minimum):

  • Objectives to be achieved from the procurement activity and how the procurement supports the business objectives.
  • Analysis of internal demand for the procurement.
  • Status of the supply market.
  • Consideration of opportunities for participation by competitive local suppliers.
  • Evaluation of potential buying strategies.
  • Consideration of suppliers with socially responsible practices, including compliance with legislative obligations to employees.
  • Measurements for evaluation of the implementation of the supply strategy.

The University must document each element of the significant procurement planning process. The significant procurement plan process is outlined in PPL 9.40.01b Purchasing – Procedures.

6.4 Sustainable procurement

The University is committed to protecting the environment and doing business with ethical and socially responsible suppliers. The University must integrate the practice of sustainability into the procurement of goods, services and construction.

6.5 Local procurement

The University is required to ensure that competitive local firms that comply with relevant legislation are given a full, fair and reasonable opportunity to supply to the University.

When seeking quotes or supply of goods and services, the University must engage suppliers from the lowest practicable geographical level.

6.6 Transparent procurement

All stages of the procurement decision-making process at the University, from planning to award of contract, should be defensible and documented.

The University must promote accountability and access to government procurement opportunities by publishing and maintaining the following information on the Queensland Government Chief Procurement Office’s eTender website:

  • A Forward Procurement Schedule, outlining anticipated significant procurements.
  • All open invitation opportunities.
  • Publishing basic details of all awarded contracts and standing offer arrangements, where the value of the contract or arrangement over its initial term (excluding extensions) is $10,000 and over on the Queensland Government Chief Procurement Office’s eTender website, within 60 days of contract date.
  • For contracts and standing offer arrangements with a value of $10 million and over prescribed additional contract details must be published on the Queensland Government Chief Procurement Office’s eTender website within 60 days of contract date.
  • An independent probity auditor or advisor must be engaged for goods and services procurements above $10 million, and for construction procurements above $100 million.

6.7 Procurement methods

Purchases may be made by:

Cash

Provided the purchase falls within PPL 9.45.04b Petty Cash - Procedures.

Corporate Credit Card

Provided the purchase falls within procedures contained in PPL 9.40.02b Corporate Credit Cards.

Purchasing Requisition/ Purchase order/ Invoice processing

Purchase requisitions should be presented to FBS along with purchase orders and invoices to allow for payments to be made. All requisitions are to be authorised in accordance with the PPL 1.10.02 Financial Delegations.

6.8 Procurement approvals

The authority to approve purchases is in accordance with PPL 1.10.02 Financial Delegations.

6.9 Training and information

Staff procuring goods and services must follow the procurement procedures as provided in PPL 9.40.01b Purchasing – Procedures.

6.10 Government Information Technology Contracting (GITC) framework

The State Procurement Policy requires that the University use the GITC Framework when procuring information and communication technology (ICT) goods and services.

The GITC contains standard contractual terms and conditions for use in the procurement of ICT goods and services. Suppliers of ICT goods and services to the University must be GITC accredited.

7. Procurement Performance Measurement

The State Procurement Policy requires the University to establish and maintain a framework for procurement measurement and reporting which contains procurement measures and targets as approved by the accountable officer, and an annual comparison of actual results against targets.

The current "UQ Procurement Strategies and Performance Measures" are available via PPL 9.40.01c Purchasing - Guidelines.

8. Complaints about Procurement Activities

In the first instance, complaints about the conduct of procurement activities must be referred to the Associate Director, Integrity and Investigations.

When it is not possible to resolve a complaint with the University, the complainant may seek the assistance of the Queensland Government Chief Procurement Office.

External independent review of a procurement complaint is available through the Queensland Ombudsman.

Allegations of corrupt conduct in relation to procurement must be referred to the Crime and Corruption Commission as required by the Crime and Corruption Act 2001.

Custodians
Chief Financial Officer
Mr Andrew Betts

Procedures

Purchasing - Procedures

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1. Purpose and Objectives

This document defines the processes involved in the procurement of goods and services on behalf of and for the University.

2. Definitions, Terms, Acronyms

Quotation - A formal statement of promise (submitted usually in response to a request for quotation) by a potential supplier to supply the goods or services required by a buyer, at specified prices, and within a specified period.

Needs analysis - To develop a clear and in-depth understanding of the current and predicted demand by the organisational unit for the goods or services.

Market analysis - A technique used to identify market characteristics for specific goods or services. It provides information to assist with developing potential procurement strategies and is particularly useful for projects which are innovative in nature; complex; or are characterised as high risk.

Procurement approach/acquisition strategy - The procurement methods identified as the best way to approach the supply market to achieve the objectives and the supply arrangements best suited to engaging the supply market.

Evaluation criteria - A standard against which accomplishment, conformance, performance and suitability of response to invitation is measured. 

Queensland Government eTender - An electronic tendering tool provided to Queensland Government Offices, Agencies, Cost Centres and Statutory Bodies. 

Request for quote (RFQ) - Document used in soliciting price and delivery quotations that meet minimum quality specifications for a specific quantity of specific goods and/or services.

Internal vendor - Organisation units within the University supplying goods or services via a UniFi catalog.

External vendor - An enterprise, known to be capable of supplying required goods and/or services, which is not owned or operated by the University.

3. Procedures Scope/Coverage

These procedures apply to the acquisition of all supplies, services and capital works made by the University’s (including controlled entities) staff, students or contractors, either purchased or leased from suppliers external to the University for and on behalf of the University.

4. Procedures Statement

These procedures supplement PPL 9.40.01a Purchasing - Policy, PPL 9.40.01c Purchasing - Guidelines and the State Procurement Policy and apply to the acquisition of goods and services from suppliers external to the University.

The acquisition of goods includes the purchasing and leasing of goods.  The acquisition of services includes services provided by contractors and consultants, but excludes payments to staff of the University via payroll.

These procedures do not describe details of expenditure transaction methods including the use of purchases using corporate credit cards, travel cards, petty cash and administering trade-ins.  Refer to the following for further information on those topics:

5. Procurement Approach

The thresholds table within this procedure should be reviewed when identifying the appropriate procurement approach to utilise when procuring goods and services on behalf of the University.

As per the State Procurement Policy, it is of vital importance that organisational units ensure that they:

• advance the priorities of the University and Government;

• achieve value for money;

• ensure probity and accountability for outcomes.

Each organisational unit should use its best endeavours to ensure that competitive local suppliers are given a full, fair and reasonable opportunity to supply to the University and to deal with suppliers which treat their employees fairly.

Further general information is also provided within the PPL Purchasing Guidelines, and should be reviewed to assist with planning procurement. 

6. Purchasing Thresholds

Value of Purchase (ex-GST)

Minimum Requirement [1]

Procurement Approach

$0-$5,000

One quote

At least one written quotation is to be obtained.

Corporate credit card is the preferred method of payment for one-off purchases at this level.

Recurring low value purchases should be consolidated to single purchase order requisition, also known as a blanket purchase order.

Petty cash is to be used for transactions under $100 where corporate credit card cannot be used.

>$5,001 to $9,999

Two quotes

Prepare a brief procurement plan covering the purchasing objectives, a needs analysis, market analysis, evaluation criteria and a sustainability impact assessment.

Invite a minimum of two suppliers to submit a written quotation for supply of the requirement.  Evaluate the offers and select a supplier.

A requisition must be prepared in favour of the successful offeror and the purchase order dispatched to the vendor before the requirement is delivered.

>$10,000 to $25,000

Three quotes

Prepare a brief procurement plan covering the purchasing objectives, a needs analysis, market analysis, evaluation criteria and a sustainability impact assessment.

Invite a minimum of three suppliers to submit a written quotation for supply of the requirement. Evaluate the offers and select a supplier.

>$25,001 to $100,000

Business Risk 1.Routine - Low degree of business risk and low expenditure

Three quotes

Use the low value procurement plan to analyse the procurement, form evaluation criteria, and complete sustainability impact assessment. Obtain authorisation from Head of organisation unit before inviting quotes from at least three suppliers.

Quotes provided in this bracket should be submitted using either the University’s Request for Quote Template or an Invitation to Offer document in either a PDF or edit password protectable format.

Queensland Government Chief Procurement Office’s eTender tool can also be used to issue invitations and RFQs in this bracket. Access to eTender is provided at no cost to the University.

>$25,001 to $100,000

Level of Business Risk Levels 2-4

Low Value Procurement Plan Process

Procurement approach is determined by the analysis performed.

Use the low value procurement plan to analyse the procurement, form evaluation criteria, and complete sustainability impact assessment.

The outcomes of the research should provide direction to the purchaser as to the best market approach e.g. specialist equipment may be available from a limited number of vendors, so it may not be possible to obtain three quotes.

Articulate the procurement approach within the plan (if necessary provide justification) and obtain authorisation from Head of organisation unit before proceeding.

>$100,001

Significant Procurement Plan Process

Procurement approach is determined by the analysis performed.

A Significant Procurement Plan Process is to be undertaken in line with PPL 9.40.01b Purchasing - Policy.

Wherever appropriate procurements exceeding $100K should be made available to the open market (open tender). The procurement approach identified should be reported within the plan. Significant Procurement Plans must be authorised by the Head of organisational unit.

An independent probity auditor or advisor must be engaged for goods and services procurements above $10 million, and for construction procurements above $100 million.

[1] If seeking quotes from an existing supply arrangement or standing offer arrangement the number of quotes required is dependent upon the number of suppliers on the arrangement and the minimum quote requirements. E.g. If only one supplier on an SOA then regardless of value only one offer can be obtained.

7. External Purchases Process

7.1 Responsibilities

The key responsibilities and accountability regarding the purchasing function are as follows:

Officer

Who

Responsibilities

1. Requestor

  • Any University staff member

 

Identify need for goods or services

Prepare a procurement plan (as required)

Obtain number of quotes (as required)

Evaluate quotes

Prepare requisition

 

2. Requisition Checker

  • Finance Officer (Purchasing)

Check that goods / services are needed

Check that requisition data is accurate and correct vendor has been chosen and that the correct expense distribution has been entered

Ensure that purchase is compliant with UQ policies

3. Project Budget Holder / Organisational Unit Budget Holder

  • Budget holder
  • Commodity approver

Check that goods / services are needed

Checks that funds are available

4. Financial Delegate

  • Individual with authority to approve a purchase order.

Final check of purchase order

Ensure purchase is compliant with UQ policies

Approve purchase order

In order to achieve an appropriate segregation of duties, Officer #2 and Officer #4 MUST NOT be the same person. 

Officer #3 and Officer #4 in the purchasing function may be the same person.

It should be noted that an approved purchase order is effectively a commitment to pay for the goods and services on behalf of the University and is contractually binding.

Approving a purchase order is more than simply approving an order – it is also effectively approval to pay if the vendor delivers according to the order.

7.2 eProcurement requisitions

The first stage in the eProcurement process is the creation of a requisition.  A single requisition can be created for goods and services obtained from each vendor.  Requisitions can be created for both external and internal vendors.  However, the accounting entries generated for external vendors are different to those created for internal vendors.  Requisitions can have multiple line items and multiple cost allocations (using the Chart of Accounts).

Requisitions can be entered in Australian dollars or other currencies such as US dollars.  The system generates a foreign currency conversion so that the transaction can be reported via the General Ledger in Australian dollars.

Once a requisition is created it is routed to a Finance Officer (Purchasing) for checking and approval. 

All University staff are able to create requisitions.

Goods and services are added to a requisition via one of the following three methods:

1. catalogues;

2. favourites list; and

3. special request.

7.2.1 Edit requisition

A requisition can be edited at multiple stages.  A requestor can edit a requisition for various reasons including changing the vendor, changing the quantity and changing the items.  In each case the requisition must be resubmitted for approval.

A Finance Officer (Purchasing) can also edit a requisition – typically for similar reasons to the requestor.  A Finance Officer (Purchasing) may also change the project ChartField distribution lines or remove a project ChartField.  An edited requisition must be resubmitted for approval.

7.2.2 Cancel requisition

A requisition can be cancelled at various stages in the process, including:

1. Purchase order approval stage

2. Organisational unit approval stage

3. Commodity approval stage.

Requisitions can be cancelled by requestors, Finance Officer (Purchasing) and organisational unit Budget Holders.

7.2.3 Rejecting a requisition

A requisition can be denied by the organisational unit Budget Holder/Commodity Approver and returned to the requestor with a note regarding the reasons for the rejection.

Denying a requisition does not necessarily mean the requisition will be cancelled.  The organisational unit Budget Holder/Commodity Approver may simply ask for the requisition to be edited in some way or for additional information to be gathered regarding the proposed purchase.

7.2.4 Approve requisition

A requisition must be approved before it moves to the next stage in the purchasing process.  The organisational unit Budget Holder/Commodity Approver can deny or approve a requisition.  Once a requisition has been approved, a purchase order is automatically created by the system.

7.3 Purchase orders

It is University of Queensland practice to ensure probity is applied to the management of purchase orders.  No purchase order can be duplicated or provided to a UQ staff member. 

All original and/or copies of purchase orders must and will be supplied solely to the vendor.

This practice reduces the risk of misuse of purchase order information and the potential of fraudulent misuse of the vendor’s details.

*Note: UQ staff members who need purchase order information can also run a Purchase Order Summary Report.  This report gives the user all the information that appears on the official purchase order.  It can be run for a single purchase order or a group of purchase orders.

7.3.1 Overseas orders

The University has entered into an agreement with Cargo Network (International) Pty Ltd for the provision of all customs brokering services.  Contact the Customs Supervisor, Cargo Network International (www.cargonetwork.com.au/links.php) for assistance with all matters in relation to the import (and export) of goods.  Cargo Network International will invoice organisational units directly for the cost of the services provided.

7.3.2 Cancelling orders

A purchase order can be denied by a financial delegate.  The purchase order could be either cancelled or edited by the financial delegate and resubmitted by the Finance Officer (Purchasing).

Where an order that has already been sent to the vendor has to be cancelled, legal considerations must be examined. Clarification on any matter should be directed in the first instance to the Legal Office.

7.4 Checking and receipting

Receipting involves the process of physically receiving goods and services and ensuring that they are in accordance with the purchase order.  Goods that are clearly defective should not be receipted – refer to the vendor's terms and conditions for returning goods and ensure they are returned to vendor. Alternative supply arrangements need to be made with the vendor.  Where an order is incomplete – i.e. some items are missing, a partial receipting process should be followed as per section 7.4.1 Partial Receipting.

When goods or services are received, they must be receipted in the UniFi system – preferably by the requestor.  The receipting process allows the three way matching process to operate – i.e. purchase order must match the receipt which must also match the invoice.  If the three components do not match, the payment of an invoice cannot be effected.

7.4.1 Partial receipting

A partial receipt is completed where there has been a partial delivery of goods or services.  The details of the partial receipt should be entered into UniFi.  When the balance of goods or services are provided, a further partial receipt should be processed.

7.4.2 Rejecting an item

If an item is faulty or is not consistent with the original purchase order, it should be rejected.  It is important that the University does not take delivery of goods or services that are defective in some way.

If goods are found to be defective after they have been receipted, they should be returned to the vendor and a credit note requested.  The receipting process cannot be reversed. Refer to the vendor's terms and conditions for instructions on returning goods.

7.5 Annual orders

Regular or periodic orders for the same goods or services should be processed as an annual order or a standing order.  Annual orders are processed in the same way as a normal requisition.

Annual orders should only be created to cover the period from January to December.  If a greater period is required, a second annual order should be created in the following year.

Annual orders with transactions exceeding 100 should be split to make them easier to manage.  This can be done by providing separate lines within a singular order e.g. one line for each quarter or by having multiple orders e.g. one order for each quarter.

7.6 Trade-in

Where trade-in of an existing item is included in the acquisition of a new item, the requisition and purchase order must only show details of the new item and its cost. 

The cost of the new item being purchased should be charged to the appropriate expenditure account.

Refer to PPL 9.40.03 Trade-Ins for further information.

7.7 Purchase of specific types of goods

7.7.1 Portable and attractive items

Portable and attractive items are specifically covered in PPL 9.50.03  Portable and Attractive Items.

In order for portable and attractive items to be tracked they must be purchased via a purchase order.  Item categories beginning with “PORT” are used to identify Portable and Attractive items.

7.7.2 Assets $5,000 or greater

Assets with a value of $5,000 or more are capitalised and are specifically covered in PPL 9.50.02 Property Plant and Equipment.

Assets MUST NOT be acquired using a corporate credit card.

The UniFi system allows the user to choose a particular item category (a category beginning with “ASSET” should be selected) and the system then automatically capitalises the asset and adds it to the appropriate asset group within the Asset Register. Appropriate depreciation rates are also automatically applied.

As the capitalisation process is driven from the purchase order data, it is essential that the purchase order data is checked and is correct.

If a purchase order for the purchase of a capital item is receipted twice, a second asset may be created. If this occurs, the person who receipted the goods must email the details to assets@fbs.uq.edu.au to arrange for the Asset Register to be adjusted accordingly.

It should be noted that the return of goods after the goods have been receipted and the asset created does not lead to an automatic reversal of the asset. The organisational unit must initiate the reversal of an asset by completing an Asset Disposal Form and forwarding it to Assets Unit within FBS.

7.7.3 Dangerous goods and hazardous substances

The purchase of dangerous goods and hazardous substances are governed by specific UQ Occupational Health and Safety requirements.

University procurement cards CANNOT be used for purchasing dangerous goods or hazardous substances.

8. Internal Purchases Process

An Internal Service Charge (ISC) relates to transactions that occur between organisational units within UQ.  Internal Service Charges typically relate to services such as printing, audio visual and other fee for service type services.

Internal Service Charges:

  • Are not generated for transactions with external parties or associated organisations that have their own Australian Business Number (ABN).  These transactions should be processed by raising a requisition purchase order or raising a bill/invoice.
  • Do not relate to transactions which are ordered via an internal catalogue.  Whilst purchases from an internal catalogue follow the same requisition/purchase order process, accounting entries for internal catalogue purchases are generated automatically (and eliminated automatically) via the UniFi system.

The University uses the ISC process to affect the cost recovery between organisational units. The typical lifecycle of the ISC is:

  • Revenue Entry
  • Expense Entry
  • Approval
  • Journal Generation.

8.1 Service provision

The provision of services within UQ typically involves the following steps:

  • Organisational unit requests service from another organisational unit via a Request for Internal Services Quote.
  • Terms are agreed – including price, timeframes, deliverables etc.  The terms would usually be agreed in writing and approved by a Head of the organisational unit.
  • Service is provided.

The UniFi system is not involved in any of the above steps.  The generation of accounting entries does not commence until the service provision process has been completed.

8.2 Generating Internal Service Charges

The Internal Service Charge process is summarised as follows:

The key steps in generating ISCs are as follows:

  • Service Provider raises accounting entries.
  • ISC reference is added.
  • Service description is added.
  • Transaction details are completed and automated email link is sent to the Service Receiver.
  • The Service Receiver reviews the transaction details.  If they are correct, the Service Receiver enters the General Ledger account string to which the charge is to be allocated.
  • If the transaction details are not correct, the Service Receiver can reject the transaction and it will be returned to the Service Provider.
  • The Approver is then selected and an automated email is forwarded.
  • If the transaction is approved by the Approver, the general ledger is automatically updated by the system. 
  • If the transaction is rejected, it is automatically recycled so that amendments can be made.

The process is relatively automated, but it is incumbent of the Service Provider and Service Receiver to ensure that all the documentation is correct.

8.3 Internal stores

Buying from an internal store is the same as buying from an external vendor catalogue except that there is no invoice for the internal transaction.  Once internal goods or services have been receipted, the system generates the relevant accounting entries.

Internal Stores transactions are flagged for elimination purposes.

Internal stores contain a wide range of goods and services – they are not exclusively used for goods.

Purchases from the internal stores are not required to be disclosed to the Queensland Government Chief Procurement Office (QGCPO) for reporting purposes as outline in PPL 9.40.01a Purchasing - Policy.

Custodians
Chief Financial Officer
Mr Andrew Betts

Forms

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Available Foreign Currencies - Form

Available Foreign Currencies - Form

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Description: 

This document identifies the currencies The University of Queensland is able to trade with.

Custodians
Chief Financial Officer
Mr Andrew Betts
Conditions of Contract and Conditions of Offer - Form

Conditions of Contract and Conditions of Offer - Form

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Description: 

The Conditions of Contract and Conditions of Offer are to apply to the purchase of goods and services by The University of Queensland.

Please be advised that more complex purchases may need supplementary or amended conditions. In these situations legal services should be consulted to provide this assistance.

Custodians
Chief Financial Officer
Mr Andrew Betts
Contract Management Plan - Form

Contract Management Plan - Form

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Description: 

This contract management plan can be used to determine the best way to manage contracts that have been awarded by UQ.

Custodians
Chief Financial Officer
Mr Andrew Betts
Contract Performance Report - Form

Contract Performance Report - Form

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Description: 

This report can be used to evaluate a supplier's performance over the life of the contract UQ has with them.

Custodians
Chief Financial Officer
Mr Andrew Betts
Contractor Checklist - Form

Contractor Checklist - Form

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Description: 

Checklist developed by the ATO to assist organisations to determine if a service payment should either be made to an employee or to a contractor/consultant.

Custodians
Chief Financial Officer
Mr Andrew Betts
Create New Ship-to UQ Location - Form

Create New Ship-to UQ Location - Form

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Description: 

Complete this form to request creation of a new ship-to UQ location in UniFi.

Custodians
Chief Financial Officer
Mr Andrew Betts
DHL-linked New Account - Form

DHL-linked New Account - Form

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Description: 

Complete this form to open your own DHL account for freight or courier services that will link to the University's primary DHL account.

Custodians
Chief Financial Officer
Mr Andrew Betts
FedEx Linked New Account - Form

FedEx Linked New Account - Form

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Description: 

Complete this form to open a local FedEx account for freight or courier services.  This account will be linked to the University's primary FedEx account.

Custodians
Chief Financial Officer
Mr Andrew Betts
Importing Goods Application - Form

Importing Goods Application - Form

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Description: 

Complete this form when importing goods to The University of Queensland.

Custodians
Chief Financial Officer
Mr Andrew Betts
Procurement Letter of Acceptance - Form

Procurement Letter of Acceptance - Form

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Description: 

Sample letter that can be issued to a supplier informing them of their successful bid.

The letter includes instructions on signing and administration of the contract documents.

Custodians
Chief Financial Officer
Mr Andrew Betts
Procurement Unsuccessful Supplier - Form

Procurement Unsuccessful Supplier - Form

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Description: 

Sample letter that can be issued to tenderers who submitted unsuccessful bids or proposals.

Custodians
Chief Financial Officer
Mr Andrew Betts
Request for Internal Services Quote - Form

Request for Internal Services Quote - Form

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Description: 

This form is used to request a quote before any goods are supplied or services performed on behalf of the purchasing Business Unit.

Custodians
Chief Financial Officer
Mr Andrew Betts
Request for Quotation Specification Sample - Form

Request for Quotation Specification Sample - Form

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Description: 

This two page example may assist with preparing specifications for complex procurements.  This information is not required for simple, easy to describe procurements. 

Custodians
Chief Financial Officer
Mr Andrew Betts
Request for Quotation Template - Form

Request for Quotation Template - Form

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Description: 

This Request for Quotation template can be used to invite quotes for low value/low risk procurement activity i.e. purchases < $100K and where the purchase has been assessed as low risk, or for purchases from existing Supply Arrangements.

Custodians
Chief Financial Officer
Mr Andrew Betts
Tender Evaluation Collaborative Matrix - Form

Tender Evaluation Collaborative Matrix - Form

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Description: 

This matrix tool can be used by tender evaluation panels to quantify, qualify and record panel members' scores.  Agreed ratings and weightings must be applied equitably to all suppliers that submit complying offers.

Custodians
Chief Financial Officer
Mr Andrew Betts
Tender Evaluation Panel Declaration - Form

Tender Evaluation Panel Declaration - Form

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Description: 

This form must be completed by all members of a tender evaluation team prior to commencing an evaluation of offers submitted by suppliers in response to a UQ invitation.

Custodians
Chief Financial Officer
Mr Andrew Betts
Tender Evaluation Plan and Guide - Form

Tender Evaluation Plan and Guide - Form

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Description: 

The tender evaluation plan is required to be completed prior to receiving the offers of a tender and conducting an evaluation process. In preparing the plan, the author can use the tender evaluation guide to determine their evaluation process and to assist them in conducting said process.

Custodians
Chief Financial Officer
Mr Andrew Betts
UQ Procurement Plan - Form

UQ Procurement Plan - Form

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Description: 

The procurement plan must provide an overview of the procurement from a business, management and technical perspective. In preparing the plan, the author must follow the applicable instructions in the document, together with the University’s procurement procedures and the Queensland Procurement Policy.

Custodians
Chief Financial Officer
Mr Andrew Betts
Custodians
Chief Financial Officer
Mr Andrew Betts
Custodians
Chief Financial Officer
Mr Andrew Betts