Tender Evaluation Fairness Tramline Project in Adelaide

Question: Discuss about the Tender Evaluation Fairness Tramline Project in Adelaide. Answer: The evaluation of the tenders is one of the key process which is involved in the procurement process. The invited contractors in the tendering process are able to quote different sums according to their analysis. The client is able to offer the invitation for the tenders, which the contractors are able to deliver. Each contractor for a specific construction works is expected to express his or her interest through the tenders. The tender document is produced and able to quote each of the different components of the works (Fleming, 2003). The tender evaluation process is able to consider different qualities to ensure that the chosen contractor will be able to undertake the designed project. In each consideration, the tender evaluation must make sure that the different aspects of the projects are met. The contractor who is chosen through this process must meet the cost aspects, the timeline of implementation and the quality of works. In addition, this process ensures that the contractors are able to meet the specified weighed criteria and requirements which are stipulated. The evaluation of tenders ensures that the competition between the contractors is achieved and the best is selected to bed awarded the tender to carry out the construction works (Fleming, 2003). The fairness of the tender evaluation would be able to dominate the process. This will able to guarantee that the contractor who is chosen will be able to carry out the works to the completion without discrepancies. The chosen parties are able to go through the available bids which are submitted to ensure that they meet the specified qualifications. There is a key process and factors which these parties have to consider on each bid to ensure that the process is fair and able to deliver the mandate of the tender evaluatio n process. In addition, the process involves the comparison of the contractors who will be able to perform better in the execution of the specified works. The number of the selected contractors will be able to depend on the nature of the project and the number of contractors needed. According to Derek and Steve, (2008), the tender evaluation process is the key determinant of the success of the projects. This is because the selection of the contractor from this process assures the level of competence and experience which the contractor has on the same execution. Compromising the fairness of this process will in most cases lead to the failure of the projects since it leads to the unqualified contractor being selected to execute the works. The tramline project in Adelaide is a fast tracking project meaning that it has to be executed by a qualified contractor who is conversant with the construction works. This will ensure that the project will be delivered by the required deadline. This is multi-billion project considering the set budget of $50 million for the one kilometer extension. The fairness in the selection of the contractor is therefore a key processes which is need to ensure that the delivery of the project is achieved (Guth, 2009). This project is like upgrade where relocation and alternative routes must be provided to ensure that the services and operations of the residents are not affected. This is one of the key element, which must be considered in the selection of the contractors. In the tender evaluation, the contractor must ensure they provide the way out to solve the problem and ensuring that the operations on this location are not altered. The parties evaluating must ensure that the selection of the contractor has to provide the best strategy to help the operation of the residents will not be affected (Guth, 2009). The cost of the alternative means of ensuring the operations are not altered must be cost effective. In this view, the alternative cost should not be able to take much of the cost from the budget of the project. The contractor must be able to quote the cost of providing the alternative routes and even relocation of some properties. This cost in a fairness way must not be able to take much of the budget otherwise will not be effective. This is one of the key element which the tender evaluators were able to consider in the tender evaluation of the tramline project in Adelaide. The contract for this works involves the design, construction and commi ssioning of the light rail infrastructure without affecting the residents operations within this area of South Australia (Graw, 2015). The fair award of this contract involves the analysis of the strategies which the contractors were able to provide in order to enhance the operations of the residents while the works was underway. This involves the design and proposal of a proper strategic way which the residents will be able to use while the construction is underway. In addition, these strategies had to be cost effective. The alternative way has to be able to meet the specific conditions in terms of the financial cost so that it does not over burden the original project. The evaluation of the tenders was also based on the amount of the quoted sum. The fair way for this is to select the contractor who is reasonable in terms of the cost to carry out the whole project (Bailey et al., 2015). With the set budget, the contractors were able to provide their contract sum which did not have to exceed the mentioned sum which is available for funding. The set budget for the project of about $55 million is the upper limit, which the contractors had to quote. In addition, the procurement laws states that any contractor can quote any amount which is 5 percent above or below the provided amount (Graw, 2015). The selection for the fairness was enhanced I the EastLINK extension whereby York Civil was the winner of the contractor with an amount of $35 million for the one kilometer extension. It is clear that the fairness for the consideration of the cost estimate was used for this project. This was meant to ensure that the public funds is protected from embezzlement b y the different parties. In addition, there were different contractors who were selected for the different parts of the project in order to ensure fairness of the construction and the tender evaluation. Considering the project was a fast tracking project (Morris Pinto, 2007). The need to have the different contractors was selected. For instance, McConnell Dowell was selected for the Glenelg Tram Overpass while York City was selected for the EastLINK construction. It is clear that the process was fair for the different contractors in the enhancing of the construction of the different parts. From this analysis, It is clear that the needs of the project were the driving force on selecting the contractors through the tender evaluation. Moreover, it is clear to ensure that the project need to have it delivered was considered in the selection of the different contractors for the project. In addition, the D C contract was selected for this project. This involved different partnership in ensuring that the fairness was achieved in the execution of the project. For instance, WT partnership was able to create the cost planning services to the KBR especially during the pre-construction phase of the project. This was able to ensure that the project delivery was perfect with the consideration of the needs of the project from the cost perspective and the timeline deadline for the completion (Ward, 2008). The selection of the contractors to collaborate during the pre-construction and the construction stages were able to meet the different specifications which were key to ensure that they will complete the work within the stipulated deadline. In conclusion, these aspects of the needs of the key aspects of the contractor were able to meet the financial specifications and ethical conducts to ensure that they are able to take in the interest the needs of the public to have a prop er alternative means in the construction of this project. In addition, the previous construction experience was a key element on the selection of the contractors in this project. The contractor in their tenders had to specify the different projects which they have been able to deliver on the tramline construction. This was to ensure that the contractors will be able to deliver on the project considering that the fast tracking element of the project. This is a key element which was meant to ensure that the construction will be easy for the contractors to carry out the works. The use of competitive selection of the contractor through the analysis of the tenders was a clear way to ensuring fairness in the project. The contractors had delivered their request for the bids where they had attached they different qualifications to be awarded the tenders and contracts to carry out the construction of these works (Ward, 2008). The analysis of the contractors document with the qualification at each stage is a clear way of ensuring that the correct contractor is selected for the construction of this project. This ensures that the contractors are qualified to deliver the project within the stipulated timeline and within the stipulated cost. References BAILEY et al (2015) Procurement Principles and Management, Eleventh Ed, Pearson DEREK H.T. W. STEVE ROWLINSON (2008) Procurement Systems A cross-industrymanagement perspective, Taylor Francis FLEMING, Q. (2003). Project ProcurementManagement Contracting, Subcontracting, Teaming, 1st edn. FMC Press, California. ISBN 0-9743912-0-4 GRAW, S. (2015). An introduction to the Law of Contract, 8th Edition, Thomson Reuters, Australia (latest edition for Law components) GUTH, S. (2009). Project Procurement Management: A Guide to Structured Procurements, Guth Ventures LLC Eglin I, 2013, Procurement Management, 1st Ed, Egism Ltd MORRIS, P. PINTO J. K. (2007). The wiley Guide to Project Technology, Supply Chain, and Procurement Management, John Wiley Sons Ltd WARD, G. (2008). The Project Managers Guide to Purchasing, Gower Publishing Limited, England, ISBN 13:978-0566086922 https://www.ashgate.com/pdf/SamplePages/Project_Managers_Guide_to_Purchasing_Intro.pdf