BPM213 Procurement Management Tutor Makred Assignment 01 (TMA01) | SUSS

Tutor-Marked Assignment One (TMA01)

This assignment is worth 10% of the final mark for BPM213 Procurement Management. The cut-off date for this assignment is 23 February 2025, 2355 hrs.

Note to Students:

You are to include the following particulars in your submission: Course Code, Title of the TMA, SUSS PI No., Your Name and Submission Date.
Submit your solution document in the form of a single MS Word file on or before the cut-off date shown above.

This TMA covers materials studied in Study Units 1, 2 and 3. You should review these materials in both your textbook and the unit notes before beginning the assignment. In addition, you will find it necessary to perform additional research to provide better answers to the questions.

Based on the three case situations provided under Appendix A, answer the following questions:

Question 1 – Contractual Arrangements

(a) In each case, recommend and justify to the client an appropriate type of contractual arrangement for the projects and describe the procedures.
(b) Discuss, only in Case 2, the advantages and disadvantages of your recommendation.

Question 2– Tendering Procedures, Prequalification of Contractor, Tender Evaluation and Award

(a) Recommend, only in Case 2 (construction of MRT station and viaducts), a suitable method of tendering, justify your choice of selection, and describe its procedures.
(b) Indicate the merits and demerits of your recommended tendering system for Case 2.
(c) The public housing authority has received five tenders for architectural design services for a residential development at Bukit Panjang. The Quality Fee Method (QFM), based on the QFM framework dated 1 March 2024, will be used to evaluate the tenders.

The tenderers were informed of the following (refer also to Table Q2) during the tender stage:

• QFM Configuration: Quality (Q): Fee (F) weightage = 80:20, with Consultants’ performance weightage at 10% of overall QFM weightage
• Format of fee proposal: Percentage of final construction cost

Examine and evaluate the tender result on Table Q2 by:

(i) Calculating their Consultants’ Performance score (CP‐score), Other Quality score (Q sub‐score) and the Quality score (Q-score), the Fee score (F-score)
and the Total QFM score.
(ii) Showing clearly your calculations on the average fee computation and checks on any outlier bids to prevent price-diving.
(iii) Ranking their overall submission based on their Total QFM scores

Question 3 – Public-Private Partnership

New perspectives on structuring the Public public-private partnerships (PPP) are emerging following the failure of the Sports Hub PPP arrangement. Outline these perspectives and describe the skills that are required by the public sector to develop an effective PPP.

In attempting to answer this question, candidates are advised to read up the following article: Qiu, P. ‘Making Public Private Partnerships Work: Implications for Singapore and the Region’. ETHOS Issue 13, May 2014, Civil Service College. Retrieved from:
https://knowledge.csc.gov.sg/ethos-issue-13/making-public-private-partnerships-workimplications-for-singapore-and-the-region/

Appendix A

Case 1 – Private office development

Solitaire Development (SD), an established international development organisation, intends to call for tender to build a 20-storey Grade A office building with restaurants at the first storey and a three-storey basement car park. The building will be located within the Central Business District. The contract sum is estimated at S$150 million and the contract period is 32 months.

The company’s past projects were renowned for their high-quality work. SD intends to build this reputation into this project even though cost is an important consideration. SD has decided to award separate contracts to consultancy firms for architectural, structural, mechanical and electrical design and quantity surveying services.

Case 2 – Construction of MRT station and viaducts

A local transport authority is calling for a tender for the construction of a Mass Rapid Transit (MRT) station and associated viaducts under an extension located in the western part of Singapore.

The combined length of the elevated viaducts is 700 meters. The station is located within the campus of an autonomous university. When completed, the station aims to enhance connectivity to its existing research and teaching facilities of its School of Communication and Information, the School of Medicine, and halls of residences. The contract is valued at around $150 million. Tenders for this contract will only be considered from a pre-qualification of tenderers who have suitably extensive experience in similar major projects. Safety measures, such as ground improvement works, will be implemented before the construction of the earth retaining structure and excavation works start at the worksite. To facilitate the construction works, traffic diversions will be carried out in phases to minimise any inconvenience to residents and motorists. The authority intends to simplify contractual links and leave the project coordination to the contractor due to the tight schedule and the project's complexity.

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Case 3 – Integrated facilities management services for media authority

A public authority dealing with information communications and media development intends to call for tenders to provide integrated facilities management services at its headquarters. The contract period is three years with an option to renew for another two years. Tenderers are required to quote a plus or minus rate off a fixed schedule of rates provided in the tender documents. The scope of the contracts includes maintenance of building works, mechanical, electrical, air-conditioning, lift, security, car-parking, cleaning and environmental control services