FOA-vurdering
Diversifisering av leverandører i anskaffelsesprosessen
Kilden beskriver en praktisk anskaffelsesstrategi for å redusere risiko for leveransebrudd gjennom bredere leverandørgrunnlag. Den viser hvilke faser i prosessen som brukes: markedsundersøkelser, leverandørkvalifisering, forespørsler om informasjon, tilbudsinnhenting, evaluering, forhandling og kontraktsinngåelse. Teksten peker også på hvilke aktører som typisk må involveres, blant annet anskaffelsesteam, jurister, kvalitetssikring, compliance, økonomi og fagmiljøer. Poenget er at leverandørdiversifisering ikke bare skjer ved valg av leverandør, men må bygges inn i hele prosessen. For leseren betyr dette at kilden brukes som bakgrunn for hvordan en konkurranse kan utformes for å få flere kvalifiserte tilbydere, vurdere dem mot tydelige kriterier og følge opp leverandørytelsen i kontrakten.
Betydning for anskaffelser
Kilden er relevant når anskafferen vil begrunne eller strukturere tiltak for å spre leveranser på flere leverandører, åpne markedet for nye eller små leverandører og redusere sårbarhet for forsyningssvikt. Den er særlig nyttig ved valg av markedsundersøkelse, leverandørkrav, kvalifikasjonsvurdering, utforming av RFI/RFP, tildeling, forhandling og kontraktsoppfølging.
Sentrale kildepunkter
- Markedsresearch brukes for å identifisere nye leverandører og nye markeder.
- Leverandørkvalifisering bygger på kriterier som økonomisk stabilitet og kvalitetssertifiseringer.
- Potensielle leverandører skal screenes mot krav om regulatoriske og etiske standarder.
- RFI og RFP brukes som operative verktøy i prosessen.
- Tilbud skal vurderes mot kostnad, kvalitet og diversifikasjonsfordeler.
- Forhandling brukes for å avklare vilkår og gjenstående spørsmål før kontrakt.
- Kontrakten bør inneholde bestemmelser om overvåking av leverandørens ytelse.
- Prosessen forutsetter samspill mellom anskaffelse, juridisk støtte, økonomi og tekniske miljøer.
Fulltekst
Existing Guidance 3. Market Research Phase 4. Supplier Qualification and Frameworks Phase Actors Image Credits Government agencies, procurement Actors team, supply chain experts, market Procurement team, legal advisors, research analysts, industry experts. quality assurance experts, compliance officers. Activities — Conduct market research Activities to identify new suppliers. — Develop supplier qualification — Explore emerging markets and criteria (e.g., financial stability, niche suppliers. quality certifications). — Use databases and directories — Review potential suppliers to gather information on against criteria and conduct potential new suppliers. screenings. Toolkit for — Verify compliance with regulatory Resilient Public and ethical standards. Procurement Strategies to Minimise Risks of Supply Disruption © OECD 2024 24 STRATEGY 2. DIVERSIFICATION OF SUPPLIERS Foreword Acknowledgments 5. Request for 6. Request for Proposals Phase Information Phase About the Toolkit Actors Actors Procurement team, legal Reinforcing Resilience through Innovative Procurement team, inventory department (for contract terms), Procurement Strategies control specialists, technical finance department (for budget experts, stakeholders from user alignment). departments. Activities Resilient Public Activities — Prepare and issue calls Procurement Strategies — Prepare and issue RFIs to to selected suppliers. shortlisted suppliers. — Clearly define submission
7. Evaluation and 8. Negotiation and
Selection Phase Contracting Phase Existing Guidance and Frameworks Actors Actors Procurement team, monitoring Procurement team, legal Image Credits team, evaluation committee, department, finance department, managemen, relevant supplier representatives. government agencies. Activities Activities — Negotiations with selected — Evaluate proposals against suppliers to finalise terms criteria such as cost- and pricing. effectiveness, quality, and — Address any outstanding issues diversity benefits. or concerns related to contracts. — Negotiate with top candidates — Draft and review contract to clarify terms and conditions. agreements, including provisions — Select suppliers based on for monitoring supplier Toolkit for evaluation outcomes. performance. Sign contracts Resilient Public with suppliers. Procurement Strategies — Set up supplier performance to Minimise assessment mechanisms. Risks of Supply Disruption © OECD 2024 25 STRATEGY 2. DIVERSIFICATION OF SUPPLIERS Foreword Examples Acknowledgments About the Toolkit Small Business Subcontracting Reinforcing Resilience through Innovative Program Procurement Strategies Program / Diversification of Suppliers / United States Link Resilient Public Any contractor receiving a contract with a value greater than Procurement Strategies the simplified acquisition threshold (700.000 USD, 1.500.000 USD for constructions) must agree in the contract that small business, in the Japanese Public Procurement Strategy Strategy / Diversification of Suppliers / Japan Existing Guidance and Frameworks Link Image Credits Japan uses supplier diversification as a part of its public procurement strategy by supporting local SMEs and encouraging the participation of a wide range of suppliers. The Japanese government has initiatives in place to facilitate easier access for smaller companies to bid on public contracts, thereby ensuring a diverse and competitive supplier base. Additionally, Japan does not preclude the diversification of international suppliers by treating the participation of foreign companies in public tenders in the same way as domestic companies. Toolkit for Resilient Public Procurement Strategies to Minimise Risks of Supply Disruption © OECD 2024 26 STRATEGY 2. DIVERSIFICATION OF SUPPLIERS Foreword Acknowledgments About the Toolkit Handbook on Supplier Diversity in Europe Reinforcing Resilience through Innovative Handbook / Diversification Procurement Strategies of Suppliers / European Union Link This Handbook aims to summarise the years of learning so far and to Resilient Public provide a platform from which to move forward. It seeks to answer the Procurement Strategies questions that the authors are so often asked, such as “Why should we care about supplier diversity?”, “What can we do to implement it?”