Procurement - Policy

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1.0   Purpose and Scope

This UQ Procurement Policy provides the overall framework and direction for the sustainable, systematic and disciplined performance, management and governance of procurement at The University of Queensland (UQ or the University).

Procurement encompasses the whole process of obtaining goods and services from the market. It includes assessing and understanding what needs to be acquired and where it can be sourced from; developing and adopting a strategy to engage with the market to meet identified demand; contracting with suppliers; processing purchase transactions; and managing supplier performance and relationships.

UQ has a significant annual procurement spend which supports, services and maintains its operations and a sizeable asset base. A strategically focussed and well-managed procurement function can significantly improve UQ's financial performance and overall value.

In order to meet compliance requirements, governance protocols and good business practices, UQ is required to use its procurement resources and purchasing power effectively, efficiently, fairly and with a high degree of responsibility and accountability.

1.1   Scope

This Policy supports UQ’s Procurement function in the delivery of value for money outcomes across all UQ’s supplier spend. This Policy applies to all acquisitions of goods and services by UQ (including its controlled entities) from the market or third parties, and includes capital works and procurement activities that use research grant funding to purchase goods and services.

This Policy does not apply to transactions between UQ organisational units or between UQ and its controlled entities, and does not apply to payroll expenses, financing expenses including interest on debt, taxes and any regulatory payments such as electricity, land and water rates.

All stakeholders (including staff, students and contractors) who can affect or are affected by procurement decisions at UQ (UQ Procurement Stakeholders) are required to comply with this Policy.

1.2   Procurement Process Exemption

Where full compliance with this Policy is not feasible or not in UQ’s best interests, a written application for exemption from following the procurement process may be submitted by the Procurement Coordinator to Enterprise Procurement for consideration. Such application will be in the prescribed form and in accordance with the conditions outlined in the Procurement Procedure and must adequately demonstrate the business need for the exemption.

1.3   UQ's Procurement Obligations

As a statutory body in Queensland, UQ is required to comply with the Queensland Government’s Queensland Procurement Policy (QPP). This Policy is aligned with the Queensland Government procurement objectives set out in the QPP and implements UQ’s obligations under the QPP.

1.4   UQ's Procurement Framework

The following diagram encapsulates UQ's Procurement Framework:

The UQ Procurement Framework consists of this Policy and related procedures, forms, templates and guidelines. The framework outlines the broad governance and process requirements that UQ Procurement Stakeholders must comply with in order to ensure effective, efficient and consistent procurement activity across UQ.

The framework is founded on the following key objectives (UQ procurement objectives) which are further described in this Policy:

  • Ensuring a strategic focus in procurement.
  • Seeking value for money for UQ.
  • Ensuring responsible purchasing.
  • Engaging with reliable and reputable suppliers.
  • Ensuring effective governance and management of the procurement function.

These objectives are implemented through key procedural requirements to be followed throughout the Plan, Source and Manage stages of the procurement lifecycle. Procedural requirements are set out in the Procurement Procedure and the Probity and Integrity in Procurement Procedure, and reflected in the framework’s forms, templates and guidelines.

1.5   UQ's Procurement Objectives and Strategies

UQ’s procurement objectives are to:

  1. Advance UQ’s strategic and operational objectives, including by pursuing viable sourcing opportunities and ensure that resources are acquired economically, used efficiently and managed effectively.
  2. Deliver value for money from procurement activities and outcomes, whilst ensuring agility in responding to the highly specialised and fast moving, competitive sector that UQ operates in.
  3. Engage in economically, socially, environmentally and ethically responsible procurement (sustainable purchasing).
  4. Purchase only from reliable and reputable suppliers and supply chains that are consistent with UQ’s responsible and sustainable purchasing principles.
  5. Demonstrate effective procurement governance, through:
    1. meeting all applicable compliance obligations relating to purchasing, including compliance with laws, regulations and contracts;
    2. ensuring integrity, probity, fairness, transparency and accountability in all purchasing decisions and activities; and
    3. effective management of procurement related risks.

UQ will achieve its Procurement objectives through the following strategic approaches:

  • Holistic and robust demand planning, including through aggregating UQ-wide procurement demand to identify and optimise procurement efficiency opportunities where feasible.
  • Efficient, flexible and adaptable category-based procurement plans, sourcing strategies and processes. 
  • Effective and efficient category and supplier performance management and monitoring.
  • Adopting procurement practices and appropriate systems that enable efficient and innovative solutions to meet University needs and challenges.

2.0   Principles and Key Requirements

This section outlines the principles and key requirements that apply to the procurement of goods and services across UQ. These principles and key requirements are in addition to the application of UQ’s Values, Code of Conduct, Conflict of Interest Policy, general management controls and other UQ policies that impact procurement.

To deliver effective and efficient procurement of goods and services and advance the identified UQ procurement objectives, UQ will adopt the following procurement actions and approaches.

2.1   Strategic Focus

Direct procurement resources, effort and processes towards advancing UQ’s strategic and operational objectives. This includes:

  • Enabling and ensuring UQ’s interests and strategic objectives take precedence over the interests of other parties in all procurement decisions and activities.
  • Adopting a category-based, centre-led procurement operating model with leadership and governance provided by Enterprise Procurement in collaboration with Category Owners.
  • Aggregating and grouping UQ’s total procurement under meaningful procurement categories to enable better planning and procurement, including achieving better leverage and efficient sourcing from demand and spend consolidation. The Procurement Procedure contains a list of Procurement Categories and Category Owners.
  • Ensuring all procurement sourcing activities are appropriately planned and performed in a disciplined, cost effective and timely manner.
  • Undertaking holistic and robust planning to understand UQ’s demand profile for goods and services and using that information to inform procurement activities, as well as budgeting and financial management. Procurement planning will be undertaken in consultation and collaboration with relevant stakeholders to better inform procurement decisions and activities.
  • Planning and tracking benefits arising from the procurement function and in particular major procurement sourcing activities, decisions and contracts, and monitoring to ensure benefits are realised. 
  • Where feasible, beneficial and legally permissible, collaborating, cooperating and forming alliances with other compatible organisations to further leverage UQ’s buying power to deliver better outcomes for UQ and its primary stakeholders.

2.2   Value for Money

Ensure all procurement decisions and transactions deliver value for money. Value for money includes consideration of: 

  • Advancing UQ’s objectives and priorities.
  • Fitness for purpose as well as compliance with UQ’s specifications for goods and services.
  • Quality of goods and services.
  • Credit worthiness and reliability of suppliers including in relation to warranties, service and support.
  • Opportunities for further value-add benefits including in relation to efficiency, innovation and automation.
  • Whole-of-life costs including transaction costs associated with the acquisition, use, holding, maintenance and disposal of goods and services (also known as Total Cost of Ownership).

2.3   Responsible Purchasing

Ensure all procurement practices reflect a commitment to sustainable procurement principles, including:

  • Not engaging with suppliers who have supply chains that utilise modern slavery, as defined by applicable legislation, or suppliers who are from countries covered by applicable sanctions legislation.
    Refer to https://dfat.gov.au/international-relations/security/sanctions/Pages/consolidated-list.aspx
  • Proactively ensuring that small and medium enterprises, as well as enterprises owned and operated by community groups such as people from culturally and linguistically diverse backgrounds, Aboriginal and Torres Strait Islander persons, and people with disabilities, are provided with a fair and reasonable opportunity to supply to UQ.
  • Giving priority to the acquisition and use of goods and services that have a lower environmental impact over their product life cycle.
  • Not procuring Dumped Goods or goods suspected of being dumped.

2.4   Reputable Suppliers

Purchase only from suppliers who are known to be reputable and reliable and who demonstrate corporate values and commercial practices that are consistent with UQ’s responsible and sustainable purchasing principles. This includes:

  • Prior to contracting, testing the market in a consistent manner without any bias, or perception of bias, so that potential suppliers have confidence in the outcome.
  • Undertaking appropriate due diligence investigation of suppliers before engaging with them, to assess their ability, capacity, reputation and authority required by law to provide the goods or services reliably and professionally. 
  • Proactively managing supplier performance against contractual terms and conditions and agreed key performance indicators. Any significant unfavourable variances in supplier performance will be escalated to higher level management for prompt resolution. 
  • Collaborating with key suppliers for efficiency, innovation and improvements to UQ’s procurement strategies, processes and systems.

2.5   Effective Governance

Establish and maintain effective procurement governance framework, principles and processes at UQ. This includes ensuring:

Authorised purchases

  • Goods and services are purchased for authorised UQ purposes only.
  • Only duly authorised staff, with appropriate financial, contractual and other applicable delegations (as per the UQ Delegations Framework), undertake procurement transactions including negotiating, executing and managing procurement contracts.
  • Procurement plans and activities are not unnecessarily altered to circumvent this Policy or the UQ Delegations Framework. Purchase Orders or contracts will not be split to bypass financial or contractual delegation limits.
  • Only purchasing methods, contracting instruments, procurement systems and processes authorised or endorsed by Enterprise Procurement are used to buy goods and services. Any changes to procurement systems or procurement modules of larger systems, will only be made with the prior approval of Enterprise Procurement. 
  • Full compliance with any Special Conditions applicable to a category. Refer to the Procurement Procedure for these conditions.

Diligent and transparent decisions

  • All procurement decisions are based on relevant and reliable information, reflect sound judgment, are aligned with business strategies, objectives and priorities and are verifiable.
  • All procurement-related commitments are made only after confirmation of the availability of approved budget. In ordinary circumstances, the raising of a Purchase Order will precede the delivery and receipt of goods and services.
  • All suppliers are treated respectfully in a fair and consistent manner and protocols are in place to protect the confidentiality of suppliers’ commercially sensitive information.

Compliance, integrity and ethics 

  • All procurement activities, including decisions and decision-making processes, will be consistent with applicable legal, regulatory, contractual and policy obligations and accountabilities, and demonstrate sound ethical behaviour. In particular, those engaging in procurement transactions will ensure that:
    • All contract documents, including any variations and extensions, are retained and appropriately managed.
    • Integrity and ethical behaviour in accordance with UQ’s Values and Code of Conduct are observed in all procurement activities. 
    • Actual, perceived and/or potential conflicts of interests relating to procurement are declared, recorded and effectively managed.

Risk management

  • Procurement-related risks, including business continuity risks arising from exposure to certain commodities, suppliers and markets, are assessed and effectively managed in accordance with the requirements of the Enterprise Risk Management Framework. Additionally, UQ will ensure:
    • The allocation of risk between UQ and its suppliers is optimised through contract terms and other valid means.
    • All procurement controls, and the level of effort required to give effect to those controls, correspond with and are proportionate to the nature and level of risks to be managed and the expected benefits from having those controls.
    • Risks are formally assessed and demonstrably managed for all procurement with a value greater than $1 Million (at individual activity, transaction or total contract level).  

3.0   Roles, Responsibilities and Accountabilities

The following responsibilities and accountabilities assigned under this Policy are in addition to any other responsibilities and accountabilities the relevant parties may have.

Any assignment of roles and responsibilities to an organisational unit is an assignment of roles and responsibilities to the Head of that organisational unit, who may be assisted in the execution of the relevant responsibility by appropriate Procurement Stakeholders.

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4.0   Monitoring, Review and Assurance

Monitoring, review and management assurance activities in relation to procurement are undertaken at several different levels across UQ to provide confidence that all procurement activities and transactions are undertaken and managed in accordance with this Policy and other applicable governance requirements.

Managers and supervisors, including budget holders, Financial and Contract Delegates and Category Owners, will ensure all procurement activities in their areas of responsibility meet the principles and key requirements of this Policy. Actual or suspected breaches of this Policy must be promptly reported to Enterprise Procurement.

Enterprise Procurement will review and provide annual assurance on the adequacy, efficiency and effectiveness of this Policy.

5.0   Recording and Reporting

5.1   Records

In addition to keeping records of sourcing activities and purchasing transactions, the following specific records will be maintained under this Policy:

  • All executed procurement contracts (including any extensions or variations to these).
  • Procurement Contracts Register.
  • Procurement Conflict of Interest Register.
  • Copies of all procurement related Conflict of Interest Declaration Forms.

Responsibilities for maintaining these records are as specified in section 3.0.

5.2   Reports

Quarterly reports will be produced for the University Senior Management Group by Enterprise Procurement, with input from Category Owners and other UQ Procurement Stakeholders, showing:

  • Reporting on performance measures prescribed in the Procurement Procedure.
  • Significant risks and challenges, and plans to manage them including:
    • Material breaches of this Policy.
    • Systemic process or efficiency issues.
    • Significant supplier performance issues.
    • Significant business reliance on critical suppliers (e.g. sole suppliers) i.e. business continuity risks.
  • Other applicable reporting as required.

6.0   Appendix - Definitions

Category Owner means the role nominated in the Procurement Procedure to be responsible for overseeing all procurement undertaken within a defined category of goods and services.

Category Management means the strategic aggregation of an organisation’s requirements for goods and services into broad classes to identify and achieve additional savings, process efficiencies and other benefits.

Dumped goods means goods exported to Australia that are priced lower than their “normal value” (the comparable price in the ordinary course of trade in the exporter’s domestic market) and which if purchased by Australian consumers, would cause, or threaten to cause material injury to an Australian industry.

Enterprise Procurement means the Enterprise Procurement team within the Finance and Business Services Division.

Procurement Coordinator means the UQ representative responsible for undertaking the procurement process, including seeking and evaluating quotes and documenting and presenting a recommendation for endorsement and approval of the purchase.  

Procurement Plan means a document which describes the proposed sourcing approach to be undertaken to meet a given need for goods and/or services which includes documentation of business objectives, strategies, approximate budget, demand and supply analysis, risks, high level business requirements and other relevant information, which is considered prior to issuing a formal invitation to the market to supply the required goods or services.

Purchase Order means an official UQ purchase order issued from UQ’s finance system that serves the following important functions:

  • generates a general ledger commitment in UQ’s finance system;
  • provides the supplier with UQ's terms and conditions of contract;
  • details the goods and services that UQ is purchasing; and
  • provides the supplier with UQ contact and delivery information.

Small and medium enterprise means a business employing less than 200 people as defined in the Queensland Procurement Policy.

Sustainable purchasing/ Sustainability means purchasing goods or services in a way that meets UQ’s current requirements and promotes and protects economic, environmental, ethical and social outcomes.

Total Cost of Ownership (whole of life cost) means the end to end all inclusive cost of the planning, buying, managing (including disposal) of a specific good or service.

UQ Delegations Framework includes the Delegations Policy and various instruments of delegation and associated procedures.

UQ Procurement Stakeholders means all stakeholders (including staff, students and contractors) who can affect or are affected by procurement decisions at UQ.

Value for money means the most advantageous combination of cost, quality and sustainability to meet UQ’s requirements.

Chief Financial Officer Mr Andrew Flannery


Probity and Integrity in Procurement - Procedure

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1.0   Purpose and Scope

This Procedure outlines the probity and integrity requirements for procuring goods and services from the market on behalf of The University of Queensland (UQ or the University). This Procedure should be read in conjunction with the Procurement Policy, UQ Procurement Procedure and the UQ Code of Conduct. References to other relevant policies and procedures are provided in the Appendix.

All stakeholders (including staff, students and contractors) who can affect or are affected by procurement decisions at UQ (UQ Procurement Stakeholders) are required to comply with this Procedure.

Probity and integrity in procurement helps to ensure that UQ Procurement Stakeholders:

  • meet UQ’s procurement objectives;
  • comply with mandatory or legislative obligations;
  • preserve and enhance public and supplier confidence in UQ’s procurement processes;
  • minimise potential conflicts and the potential for litigation and complaints and damage to UQ’s reputation; and
  • avoid the potential for, and do not engage in, misconduct, fraud and corruption.

2.0   Process and Key Controls

Probity relates to integrity, uprightness and honesty – the evidence of ethical behaviour in a process. In relation to procurement, it requires UQ Procurement Stakeholders to respect the trust placed in UQ by the community by:

  • being accountable for delivering planned and timely outcomes using public resources;
  • ensuring all decisions are fair, impartial, transparent and defensible; and
  • voluntarily disclosing and ensuring any conflicts of interest are effectively managed.

3.0   Key Requirements

3.1   Fairness and impartiality

UQ Procurement Stakeholders procuring goods and services on behalf of UQ must:

  • ensure the specifications for goods and services are consistent with UQ’s needs, objectively stated and clearly documented;
  • ensure the procurement method, process and decision making criteria, including evaluation criteria, are appropriately competitive, fair, reasonable and defensible;
  • treat and evaluate all suppliers, including prospective suppliers, fairly and without bias;
  • be attentive to any attempts from suppliers (current and prospective) to improperly influence the procurement process through collusion (with other suppliers or UQ Procurement Stakeholders), price-fixing or anti-competitive behaviour;
  • document all procurement activities (including scoping, specifications, evaluation and decisions) in a form that is clear and easy to understand; and
  • seek required approvals from the relevant delegate as defined in the Procurement Procedure.

3.2   Accountability and transparency

UQ Procurement Stakeholders procuring goods and services on behalf of UQ must:

  • Maintain appropriate records throughout the procurement process including:
    • scoping and specification considerations supported by appropriate demand analysis ;
    • evaluations and assessments including requisite justifications;
    • decision criteria and outcomes; and
    • communications with suppliers and other relevant parties, including internal stakeholders associated with procurement, and the purpose and subject matter of the communications.
  • Ensure the procurement objectives, process and decision-making criteria are sufficiently transparent to suppliers and other relevant stakeholders, subject to any commercial sensitivity or confidentiality obligations.
  • Communicate with suppliers clearly and consistently, and ensure that negotiated agreements are confirmed in writing by both parties and appropriately documented.
  • Establish appropriate segregation of duties and decision-making protocols throughout the procurement process.
  • Verify that delivery of goods and services, or achievement of contract milestones, are consistent with agreed contract terms prior to payment.
  • Include appropriate probity advice and audit into the procurement process, where required by statutory regulation and/or where recommended by Enterprise Procurement, to ascertain whether the procedures followed and underlying behaviour are consistent with appropriate regulations, guidelines and best practice principles of openness and transparency, especially where the procurement is sensitive or of high value, high risk or subject to a high degree of public scrutiny.

3.3   Conflict of Interest management

A conflict of interest may exist when an individual’s duties and responsibilities to UQ conflict with a competing interest or obligation. UQ’s Conflict of Interest Policy requires any actual, potential, or perceived conflict of interest to be identified, declared, and managed transparently and effectively.

All UQ Procurement Stakeholders are required to comply with UQ’s Conflict of Interest Policy and Procedures which contain further details on what constitutes a Conflict of Interest.

In addition to declaring any actual, potential, or perceived conflict of interest, UQ Procurement Stakeholders, including Evaluation Panel members, are required to provide a written ‘No Conflict of Interest’ declaration for procurements over the $200,000 value threshold. Please consult with Enterprise Procurement for advice in specific circumstances.

Helpful guidance on Conflict of Interest in a procurement context can be found here:



3.4   Confidentialty security

UQ Procurement Stakeholders must exercise appropriate care and diligence when handling confidential and commercially sensitive information associated with a procurement process, in accordance with the Information Management Policy, Cyber Security Policy, and other applicable policies and procedures. UQ Procurement Stakeholders must only share confidential and commercially sensitive information with individuals who require access to the information to perform their role in the procurement process and for legitimate purposes associated with that role.

3.5   Ethical conduct

The UQ Values and the UQ Code of Conduct provide the following ethical principles that all UQ staff must uphold in the performance of their duties at UQ, including when undertaking procurement:

  • integrity and impartiality;
  • promoting the public good;
  • a commitment to the system of government; and
  • accountability and transparency.

UQ Procurement Stakeholders are prohibited from:

  • Soliciting or accepting gifts or benefits from suppliers (whether tangible or intangible, including promises of job opportunities with suppliers, personal bonuses or incentive payments).
  • Taking actions, including making direct or indirect statements that could lead suppliers to believe they will be given preferential treatment by UQ.
  • Favouring suppliers to give them an unfair advantage over others.
  • Colluding with suppliers, directly or indirectly.

Please refer to UQs Code of Conduct for details on consequences of non-compliance.

Any UQ Procurement Stakeholder that is offered or accepts a gift, benefit, bonus or incentive payment from a current or prospective supplier must declare it without delay as a Conflict of Interest, whether actual or perceived, depending on the case.  

4.0   Roles, Responsibilities and Accountabilities

Compliance with this Procedure includes declaring any conflicts of interest as necessary and ensuring that any procurement-related conflict of interest (including where “no” conflict of interest is declared) declarations are emailed to Enterprise Procurement (procurement@uq.edu.au) for noting.

Procurement at UQ should be able to withstand public scrutiny and instil confidence that all potential suppliers are given fair and equitable treatment. Depending on the procurement at hand, Enterprise Procurement may recommend and/or mandate appointing an independent third party as:

  • a probity advisor to oversee and provide advice on probity matters arising during the course of the procurement activity or action and any relevant decision making processes; or
  • a probity auditor to review and provide assurance on probity matters relating to the procurement activity or action and any relevant decision making-processes.

5.0   Monitoring, Review and Assurance

Enterprise Procurement will review and provide annual assurance on the adequacy, efficiency and effectiveness of this Procedure.

Managers and supervisors including budget holders, delegates (as defined in the Procurement Procedure) and Category Owners will ensure all procurement activities in their areas of responsibility are undertaken in accordance with this Procedure. Staff must report actual or suspected breaches of this Procedure to Enterprise Procurement and to UQ’s Integrity and Investigations Unit.

6.0   Recording and Reporting

Enterprise Procurement will maintain:

  • A Procurement Conflict of Interest Register with appropriate details and ensure that the register is current, complete and reliable at all times
  • Copies of all completed procurement related Conflict of Interest Declaration Forms.

7.0   Appendix 

7.1   Associated policies and procedures

Procurement Policy

UQ Procurement Procedure

UQ Code of Conduct Policy

UQ Cyber Security Policy

Conflict of Interest Policy

Information Management Policy

The University of Queensland Enterprise Agreement

Chief Financial Officer Mr Andrew Flannery


Procurement - Procedure

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1.0   Purpose and Scope

This Procedure outlines the process for undertaking procurement at The University of Queensland (UQ) and should be read in conjunction with the Procurement Policy and the Probity and Integrity in Procurement Procedure which make up the UQ Procurement Framework. Other UQ policies and procedures relevant to the UQ Procurement Framework are listed in the appendix (refer section 7.3).

This Procedure applies to all acquisitions of goods and services by UQ (including its controlled entities) from the market or from third parties, including capital works and all procurement activities that use research grant funding to purchase goods and services.

This Procedure does not apply to transactions between UQ organisational units or between UQ and its controlled entities. Also, it does not apply to the payment of payroll expenses, financing expenses including interest on debt, taxes and all regulatory payments.

All stakeholders (including staff, students and contractors) who can affect or are affected by procurement decisions at UQ (UQ Procurement Stakeholders) are required to comply with this Procedure.

2.0   Process and Key Controls

The following diagram provides an overview of the process and key controls of the UQ Procurement Procedure.

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2.1   Application of the Procurement Procedure

The following provisions apply to the application of this Procedure:

  • The Procedure sets out the minimum requirements for procurement at UQ, subject to any approved exemption. Each procurement activity should be assessed in relation to risk, complexity and impact (financial and operational) to determine if a more robust process should be used. If in doubt, seek guidance from the Category Owner and Enterprise Procurement as to the most appropriate approach.
  • Reference to the risk and impact profile of a procurement, includes consideration of its complexity, criticality, sustainability and impact (organisational and financial).
  • The value thresholds referred to in this Procedure are to be applied on the anticipated total expenditure, over the total term of the contract, are in Australian Dollars and are exclusive of GST.
  • Splitting a procurement or purchase transaction to avoid or weaken controls, such as delegation limits, is not permitted and identified cases will be referred to UQs Integrity and Investigations Unit for investigation.
  • Risk Management is an integral part of all procurement decision making. Refer to UQ’s Enterprise Risk Management Framework’ (ERMF)  for details.
  • Compliance with UQ’s Probity and Integrity in Procurement Procedure is mandatory for all procurement regardless of value.
  • Where procurement is for goods or services covered by a managed category, the requirements of this Procedure are to be read in conjunction with the category specific conditions, if any.
  • There may be circumstances where an exemption to the Procurement Policy or Procedures is justified. Refer to Section 3.7 for the process to be followed in seeking a Procurement Process Exemption.
  • Any assignment of roles and responsibilities to an organisational unit is an assignment of roles and responsibilities to the Head of that organisational unit, who may be assisted in the execution of the relevant responsibility by appropriate UQ Procurement Stakeholders.

3.0   Key Requirements

3.1   Enterprise Procurement

Enterprise Procurement provides overall leadership and governance of the procurement function and processes across UQ. Enterprise Procurement’s level of involvement in a given procurement activity will vary based on the value, risk and impact profile of the procurement activity.

For procurements below the $1 Million value threshold, Enterprise Procurement will:

  • Review transactions (generally after the fact) based on their risk and impact profile and identify, analyse and address any trends or patterns of concern.

For procurements between $1 Million and $5 Million value thresholds, Enterprise Procurement will:

  • Review and endorse the associated Procurement Plan before its implementation.
  • Review and endorse the Procurement Recommendation Report and proposed contract terms, before any supplier offers are accepted or contracts signed to provide assurance that the procurement process and recommendation conform to the UQ Procurement Framework requirements and the approved Procurement Plan and Evaluation Plan.
  • Throughout the procurement process, and in consultation with the Category Owners, undertake additional reviews of the procurement activity and underlying processes as necessary, with regard to the risk and impact profile. 

For procurements above the $5 Million value threshold, Enterprise Procurement must be engaged in the early procurement planning stages and will:

  • Provide advice in relation to the procurement planning process in consultation with the Category Owners, which may include reviewing and endorsing the procurement objectives and strategy, the planning process, including key planning activities, milestones and evaluation criteria, and proposed contract conditions.
  • Review and endorse the Procurement Plan before its implementation.
  • Monitor the implementation of the approved Procurement Plan, including by undertaking reviews to assess and provide assurance that the nature and strength of controls applied to the procurement activity are commensurate with the risk and impact profile of the procurement.
  • Review and endorse the following, before any supplier offers are accepted or contracts signed:
  • Procurement Recommendation Report.
  • Contract terms including any significant departures from UQ’s preferred terms and conditions.
  • Certification from the Contract Delegate confirming the extent to which the procurement activity and recommendations comply with the UQ Procurement Framework.

Advice, guidance, forms and templates relevant to each phase of the procurement process are available from Enterprise Procurement via the Current Staff website.

3.2   Planning

3.2.1   Procurement Planning Documentation and Approvals

Procurement planning documentation is prepared before approaching the market to record the business need for the good or service and plan the approach to market.

  • The primary procurement planning document for the engagement of Contractors (including consultants and contractors for professional services, see definition for details)  is the Contractor Procurement Plan.
  • The primary procurement planning document for goods and services other than engagement of Contractors is the Procurement Plan.

The table below sets out the planning documentation required at different value thresholds and the endorsement and approval required before the market is approached.

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Where the procurement is part of a project governed by a steering committee, the terms of reference for the steering committee may require the steering committee's endorsement of Procurement Plans.

3.3   Sourcing

3.3.1   Sourcing Documentation

Sourcing documentation sets out UQ’s objectives and requirements, and the goods or services required, and invites suppliers to provide a quote / offer to meet UQ’s needs.

The primary sourcing documents are:

  • Informal request for quote (phone or email)
  • eQuotes (UQeMarket)
  • Request for Quote (RFQ)
  • Expression of Interest (EOI)
  • Invitation to Offer (ITO)

The table below shows the sourcing documentation and supplier selection requirements at different value thresholds.

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3.3.2   QTenders

UQ uses the Queensland Government’s QTenders service to publish sourcing documents to potential suppliers and enable suppliers to submit quotes / offers. Enterprise Procurement maintain access to, and provide assistance in the use of the QTenders portal.

Use of QTenders is recommended for procurements that exceed $50,000 and is required for procurements that exceed $200,000, unless Enterprise Procurement advises otherwise.

Where use of QTenders is not required, the Procurement Coordinator may distribute sourcing documents via email and will be responsible for maintaining records of communications with suppliers, ensuring fair treatment of suppliers, and ensuring probity is maintained at all times.

3.3.3   Evaluation Documentation and Approvals

Evaluation documentation captures and records the outcome of UQ’s evaluation of supplier quotes / offers and the recommendation of the preferred supplier and products and services.

The primary evaluation documents are:

  • Procurement Brief
  • Procurement Recommendation Report

The table below shows the evaluation documentation required at different value thresholds and the required endorsement / approval before negotiations commence or the transaction is progressed.

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3.3.4   Sourcing Requirements Exceptions

In the following circumstances, the specified sourcing documentation and supplier selection method are not required and a Procurement Brief will satisfy the Procurement Planning and Evaluation Documentation requirements for all value thresholds above $10,000.

  • The procurement is for the supply of preventative maintenance, service and/or repair of equipment where the original equipment manufacturer (OEM) (or their appointed service agent) is the only supplier authorised to undertake the relevant services.
  • There is an existing contractual obligation to use a specified supplier to provide the goods or services, e.g. equipment under warranty and use of an alternative supplier would void that warranty.
  • An ongoing service provision by the supplier which was contemplated and approved in the original procurement documentation for the goods or services.
  • An annual (or other periodic) payment under an existing contract, where the original approved procurement documentation contemplated the payment.
  • The procurement is for the supply of a membership that has been approved in accordance with UQ Special Payments Procedure.
  • An emergency requirement exists and expedited procurement has been approved by Enterprise Procurement or in accordance with the process set out in the relevant Category Management Plan. 

Appropriate evidence to support the presence of one of more of the above conditions (e.g. executed contract, warranty provisions), must be attached to the UniFi requisition to support the Purchase Order.

Some sourcing requirement exceptions may also apply where:

  • The procurement uses an Approved Supply Arrangement (see section 3.3.5).
  • The procurement has been made through UQeMarket (see section 3.3.6).

3.3.5   Approved Supply Arrangements

Enterprise Procurement maintains a list of Approved Supply Arrangements along with the conditions of use for each. These may include supply arrangements established by UQ and other supply arrangements that UQ is entitled to use, such as those established by the Queensland Government.

Where Approved Supply Arrangements have been established, UQ Procurement Stakeholders must purchase through those supply arrangements (subject to arrangement conditions of use) unless there is a genuine and documented business requirement to do otherwise.

Where an Approved Supply Arrangement is used, the UQ Procurement Stakeholders remain responsible for comparing selected products and services with alternatives available through the relevant arrangement and making procurement decisions that deliver best value for money for UQ.

Approved Supply Arrangement Sourcing Requirements Exceptions

The table below shows exceptions to sourcing requirements that apply to use of Approved Supply Arrangements.

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3.3.6   UQeMarket

UQeMarket is an electronic marketplace that is integrated with UQ’s finance system. Through UQeMarket, UQ Procurement Stakeholders can purchase a wide range of commodity items from the digital catalogues of a number of approved suppliers.

UQeMarket Sourcing Requirements Exceptions

For purchases under the $200,000 value threshold made through UQeMarket for catalogue items:

  • a written quote or RFQ is not required
  • the requirement to obtain multiple quotes is satisfied 
  • justification for the procurement can be provided in the UniFi requisition instead of a Procurement Brief.

Subject to category specific conditions, these exceptions do not apply to UQeMarket purchases that are not for catalogue items or where the catalogue item is listed as ‘Price on application’ (POA).

3.3.7   Contract Terms

The Procurement Coordinator is responsible for reviewing the terms and conditions that apply to their procurement and ensuring that the terms of the purchase accurately reflect the commercial arrangement and do not contain any unacceptable legal risks, seeking legal advice if necessary. The Delegate may require a brief outlining this information before accepting the terms for UQ and progressing the purchase.

UQ Standard Agreements must be used in accordance with their accompanying guidelines and where:

  • there are no category or supply arrangement specific contract templates that are required to be used
  • use is appropriate given the nature of the procurement
  • the risk profile of the procurement is low
  • the supplier does not need to maintain significant or special licences, registrations, insurance or certifications that are not covered by the UQ Standard Agreement.

Where there is no suitable UQ Standard Agreement in a given circumstance, UQ Procurement Stakeholders may request that Legal Services prepare a bespoke agreement or review supplier terms.

For Contractor engagements, an executed contract is required for purchases of $10,000 and over. For other goods and services, an executed contract is required for all purchases above $200,000.

3.3.8   Contract Execution and Recording

Contracts to procure goods and services on behalf of UQ must only be executed in accordance with UQ’s Financial and Contract Delegations and Sub-delegations Procedures and the associated Schedules.

UQ has obligations under the Queensland Procurement Policy (QPP) to report on Procurement Contracts that are entered into. All executed Procurement Contracts (including any variations and extensions) must be recorded in UQ’s electronic document and records management system (‘eDRMS’, known internally as TRIM) and marked as a ‘Procurement Contract’, or otherwise provided to Enterprise Procurement (procurementcontracts@uq.edu.au). Contracts, including any variations / extensions, must be recorded within two weeks of their execution.

3.4   Managing

3.4.1   Purchase / Transaction

The purchasing method is dependent upon the nature of the acquisition and its value, risk and complexity. Available methods:

  • Requisitions/ Purchase orders raised via UQeMarket catalogue order.
  • Requisitions/ Purchase orders raised via UQeMarket free format order.
  • Requisitions/ Purchase orders raised via UniFi Special Request / Fixed Cost Service in accordance with the contract, if any.
  • UQ Corporate Credit Card (subject to UQ Corporate Credit Card Procedure).

3.4.2   Contract and Supplier Management

All executed contracts must have a nominated Contract Manager to oversee the life of the contract. The Contract Manager may be the Contract Delegate, the Procurement Coordinator or another appropriate nominated staff member.

Contract Managers must actively monitor the supplier’s performance throughout the contract and ensure that any failures by the supplier to comply with the terms and conditions of the contract are promptly addressed and appropriate measures put in place to ensure they are not repeated.

3.4.3   Contract and Supplier Management Documentation

For procurements that exceed $1 Million, the contract and supplier management approach should be documented in a Contract Management Plan and outcomes should be periodically documented in a Contract Performance Report. For engagements of Contractors that exceed $50,000 outcomes should be documented in a Contractor Performance Report.

3.4.4   Monitoring and Benefits Realisation

For procurements that exceed $5 Million, a Benefits Management Plan should be documented and outcomes tracked and reported in a Benefits Realisation Report.

Prior to the renewal of any existing procurement arrangement, the Contract Manager should assess whether expected benefits were realised under the current arrangement.

Contract Managers must also perform appropriate contract closure activities when a contract comes to an end, including ensuring the return of UQ data and property, revoking supplier privileges on UQ systems, closing open purchase orders, reviewing benefits realisation and advising stakeholders.

3.5   Procurement under Research Grants

The UQ Procurement Framework specifically includes procurement activities that use research grant funding to purchase goods and services. UQ Procurement Stakeholders procuring goods and services on behalf of UQ using research grant funding must be aware that:

  • approval of a grant submission by a UQ delegate is not a procurement approval;
  • obtaining quotes for a research grant application may not be a substitute for the procurement process once the grant application is successful and is being implemented.

Grant funded projects expend funds through UQ and therefore are required to follow UQ’s Procurement Policy and associated Procedures. Quotes obtained for a research grant application may not satisfy the requirements of the UQ Procurement Framework as they will often have been obtained for indicative budgetary purposes only and not through an appropriate procurement process. In some cases the quotes provided during a grant application process may be out of date by the time the purchase is organised.

The grant body may require UQ to utilise the services of a particular supplier and/or purchase a specific piece of equipment or may prohibit some forms of expenditure as a condition of the funding provided. In these cases, if the grant body conditions are in conflict with the UQ Procurement Framework, an application for Procurement Process Exemption can be submitted to Enterprise Procurement.

When obtaining quotes for a research grant application, UQ Procurement Stakeholders should clearly inform suppliers that:

  • there is no intention to award a contract unless the grant application is successful; and
  • the UQ Procurement Procedure would apply to any potential acquisitions.

3.6   Procurement in Collaboration with External Parties

When a third party is conducting procurement activities on behalf of UQ or with UQ’s funds under an overarching governing agreement, the University’s relevant Delegates or representatives must satisfy themselves that the third party has sound procurement policies, procedures and practices in place that meet or exceed requirements under the UQ Procurement Framework.

3.7   Procurement Process Exemptions

Where full compliance with the Procurement Policy and/or Procurement Procedure is not feasible or not in UQ’s best interests, a written application for exemption may be submitted by the Procurement Coordinator to Enterprise Procurement for consideration. Such application will be in the form prescribed by Enterprise Procurement which includes the Procurement Exemption Form or the exemption section of the Procurement Plan or Contractor Procurement Plan.

An application for exemption must adequately demonstrate the business need for the exemption and be based on appropriate reasons, including but not limited to, genuine urgency, criticality, recency and security / confidentiality (refer to the Appendix 2 for definitions) and demonstrate how the proposed approach is able to meet UQ’s Procurement Objectives. Where appropriate, the relevant Category Owner will be consulted in relation to the assessment of the application for exemption.

Enterprise Procurement will send quarterly reports to Category Owners with respect to Procurement Process Exemptions approved under their managed category.

4.0   Roles, Responsibilities and Accountabilities

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5.0   Monitoring, Review and Assurance

Enterprise Procurement will review and provide annual assurance on the adequacy, efficiency and effectiveness of this Procedure. Managers and supervisors including Budget holders, Delegates and Category Owners will ensure all procurement activities in their areas of responsibility are undertaken in accordance with this Procedure. Staff must report actual or suspected breaches of this Procedure to Enterprise Procurement.

5.1   Complaints

UQ takes complaints about procurement activities seriously. Staff who have a complaint about a procurement activity or receive a complaint from a supplier, potential supplier or a member of the public, must refer the complaint to the Investigations and Integrity Unit  who will determine the appropriate course of action.

6.0   Recording and Reporting

6.1   Records

Enterprise Procurement will:

  • Retain records of UQ procurement activities as prescribed in the Procurement Policy, including all executed Procurement Contracts (and any extensions or variations to these).
  • Maintain the UQ Procurement Contracts Register described in the Procurement Policy.

6.2   Reports

Enterprise Procurement will:

  • Provide contract disclosure reporting to the Queensland Government as required under the QPP.
  • Report quarterly to the University Senior Management Group, with input from Category Owners and other UQ Procurement Stakeholders, on the following measures:
    • Total spend by category and budget holder (at USMG level).
    • Total spend by category for major suppliers.
    • Benefits realised against benefit management plans for procurement initiatives greater than $5M.

7.0   Appendix

7.1   Appendix 1 - Procurement Categories, Category Owners and Special Conditions

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7.2   Appendix 2 - Definitions

In addition to the definitions provided in the Procurement Policy, the following definitions apply to this Procedure:

Approved Supply Arrangement means an ongoing arrangement established with successful supplier/s designated by Enterprise Procurement for use by UQ (including without limitation a standing offer arrangement, a register of pre-qualified suppliers, panel arrangement or preferred supplier arrangement).

Benefits Management Plan means a document outlining the objective/s and roadmap for benefits realisation and activities necessary for achieving the planned benefits from a procurement activity including the timelines and the tools and resources necessary to ensure the benefits are fully realised over time.

Benefits Realisation Report means a document detailing the definition, planning, structuring and actual realisation of the benefits of a procurement activity. This report may be produced when all planned benefits are realised or progressively when specified benefit milestones are achieved.

Contract Management Plan means a document that contains all the key information about how a contract will be managed including establishing systems and processes to ensure that the contractor complies with the terms and conditions during the performance of the contract.

Contract Performance Report means a progressive document prepared during the contract term as a means of documenting performance of the contractor for UQ’s internal use or as justification for the extension or termination of the contract, if identified issues are unable to be resolved.

Contractor means an individual or organisation engaged under a contract (other than as an employee) to provide services to UQ. Contractors can be classified as follows:

  • Consultants (engaged to provide recommendations and specialist or professional advice to assist or influence University decision making)
  • Contractors for non-professional services
  • Contractors for professional services
  • Contingent labour

Helpful guidance can be found here

For the purposes of this Procedure (excluding Appendix 1), the term ‘Contractor’ does not include contractors for non-professional services.

Contractor Performance Report means a written report that evaluates the Contractor’s performance which should be completed before final payment to the Contractor to ensure that all elements of the specification have been met. This Report can be used when considering the Contractor for future work or for similar projects.

Criticality means where securing the goods or services from a nominated proven supplier is critical to ensure uninterrupted provision of UQ and/or a partner organisation’s services. Under this scenario, the engagement of an alternative supplier would present significant risk and additional cost to delivering business outcomes.

Delegate means Financial and/or Contract Delegate or Sub-delegate as per UQs Delegations Policy and Procedures.

Evaluation Panel means the UQ representatives nominated to evaluate supplier quotes / offers against defined evaluation criteria and determine a preferred supplier for a given procurement need.

Evaluation Plan means a documented approach for conducting the evaluation of offers received in response to either an Invitation to Offer or a Request for Quotation mainly outlining the conditions of participation, evaluation criteria, process, methodology and evaluation panel member identities, roles and responsibilities.

Genuine Urgency means where circumstances dictate that the purchase could not have been reasonably foreseen or planned and there is insufficient time to complete the required procurement process.

Procurement Contract means a document detailing the legally binding agreement between a supplier of goods/services and UQ. The term ‘Contract’ is defined in the Schedule of Contract Delegations and Sub-Delegations.

Recency means where a purchase for the same or very similar goods or services has been previously undertaken with the same supplier as the result of a full procurement process within the previous twelve (12) months. 

Security / Confidentiality means where the procurement involves a high level of sensitivity and there are risks associated with divulging the requirement to multiple suppliers. Procurements falling within this category will require potential suppliers to complete a Confidentiality Agreement prior to the release of any Request for Quote or Invitation to Offer.

Value Threshold means the procurement spend level at which specified requirements, process or exceptions apply. The relevant value is the anticipated total expenditure in Australian Dollars, accumulated over the total term of the Procurement Contract, exclusive of GST.

7.3   Associated policies and procedures

  • Procurement Policy.
  • Probity and Integrity in Procurement Procedures.
  • Research Contracts and Grants Procedures.
  • Purchasing Procedures.
  • Delegations Policy.
  • Financial and Contract Sub-delegations Procedures.
  • Suppliers Procedures.
  • Special Payments procedure.
Chief Financial Officer Mr Andrew Flannery


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Procurement - Forms

Procurement - Forms

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Forms relating to this policy are currently under review and in consultation.  New pilot forms and existing templates are available from:


Chief Financial Officer Mr Andrew Flannery
Chief Financial Officer Mr Andrew Flannery
Chief Financial Officer Mr Andrew Flannery