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Registered in England, Number 5562158
Procurement policy
Policy objectives
GreySky’s procurement policy is designed to ensure the fairness of all major procurement activities undertaken, and to help maintain value for money for clients of our projects through an efficient approach to procurement. The procurement policy and system are designed to support the aims and requirements of the EU procurement regulations.
GreySky’s procurement aims to achieve its objectives through the following key principles:
- Openness. All major procurement exercises will be open to all and we will take active measures to ensure awareness of the contract opportunities.
- Clarity. We will try hard to be clear about our requirements in all procurement activities, and clear about how we will evaluate all responses.
- Fairness. Responses will be judged against specific criteria that are material to the success of our projects and service to our clients.
Responsibility
Procurement is the overall responsibility of GreySky’s Consulting Director, James Saunby.
Approach
GreySky’s procurement policy is intended to support our overall business effectiveness, and to help support our local North East economy. Purchases are divided into three categories:
Minor supplies
Minor ad-
Routine supplies
Routine purchases should use the preferred or alternative supplier, unless there is a specific operational need to use an alternative supplier. Preferred suppliers:
Preferred suppliers are subject to review. All preferred and alternative suppliers will be reviewed annually. Individual preferred suppliers will be assessed following any failure to meet GreySky’s requirements.
Major supplies
Non-
The ITQ will contain the specific details of the supplies required, including any specific terms, etc. A preferred supplier will be chosen based on a combination of price and ability to meet service requirements. The preferred supplier may then be used as the preferred supplier for all similar purchases for up to one year without review, provided that the total purchase value does not exceed £20,000 in that year.
Strategic supplies
High value supplies (value greater than £20,000) will use a competitive tendering process to ensure fairness and effectiveness of procurement in meeting our corporate and/or client project objectives. All stages of the process will be documented. Documents will be retained for three years, or to meet specific client requirements where this is longer.
The competitive tendering process follows three stages:
Last review of procurement: May 2011
Next scheduled review: May 2012
|
Supply |
Preferred Supplier |
Alternative |
|
IT Hardware |
Dell |
|
|
Web Hosting |
123- |
Webfusion |
|
Stationery |
Viking Direct |
Staples |
|
Stage |
Aims and activities |
|
Preparation |
Clearly identify the detailed requirements of the procurement, the budget available, and confirm the need for procurement. Identify potential suppliers and engage key suppliers to confirm practicality of supply.
|
|
Sourcing |
Determine detailed procedures required to meet current legislation and client requirements. Prepare a detailed Invitation to Tender (ITT) including supply requirements, expected payment schedule, selection criteria, bidding requirements. Publish the ITT. As a minimum publish through the NECC website, plus One NorthEast and other partner sites as appropriate. Select the preferred bidder and provide feedback to bidders.
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|
Delivery |
Agree and issue the contract to the preferred supplier. Monitor delivery performance and manage financial aspects of project delivery. On completion evaluate the contract delivery performance and review the project delivery against objectives. |