Example of Procedure for Purchasing

1. SCOPE

Applicable for Purchasing activity carried out as well as carried out at HO, all location as well as carried out at all sites.

2. PURPOSE

To ensure that the Purchase product confirmed to specified requirements and suppliers are evaluated and selected on the basis of their ability to meet purchase product requirements.

3. REFERENCE DOCUMENTS

3.1 XXX Quality Manual,
3.2 Procedure for Correction and Corrective Action.
3.3 Procedure for Manufacturing.
3.4 Procedure for QA
3.5 Procedure for Contract.

4.TERMS & DEFINITIONS

4.1 Supplier Evaluation:

Supplier evaluation is the process to access new or existing suppliers base on their delivery, price, production, and quality of management, technical, and services. A standard supplier evaluation framework shall be used in all cases for the existing and potential suppliers.

5.0 RESPONSIBILITY AND AUTHORITY

The purchase Manager is responsible for the review, establish and maintain this procedure and CE is responsible for the approval of this procedure.
The project Manager and other concerned Managers are responsible for compliance with this procedure.

6.0 DETAILS OF PROCEDURE

6.1 Conducting Materials research and development

6.1.1  Purchase Executive must scan the domestic as well as international markets for the latest and cost-effective material used in the construction industry through sources like references from existing suppliers, in-house staff, competitor database, industry referrals, and Industry magazines.
6.1.2 The research findings will be collated by the purchase department personnel into a summary sheet and the same will be forwarded to the Purchase Manager for review.
6.1.3 In case the Purchase Manager selects a material profile that interests him, he will issue instructions to obtain further information on the same. Demonstration for the same will be called for from the concerned vendor
6.1.4 The material sample will be analyzed on the following parameters:
i. Impact on the P/C (Performance to Cost)
ii. Quality Implications
iii. Adequate availability
iv. Logistic Constraints (if any)
v. Ease of incorporation in the construction process
vi. Special Conditions other than existing (if any)
6.1.5 Report comprising of the analysis of the material sample and the recommendations will be forwarded to the Purchase Manager for a final decision. The report of the above findings will be retained in the database for future reference.

6.2 Vendor Registration

6.2.1 The need for identifying a new vendor will arise in the following cases:

• The current number of approved vendors is lower than the acceptable norm
• Item is critical to the business operations of XXX
• Lead time for an item is high and there is a need to reduce it for reducing inventory holding costs.
• There has been no change in the vendor profile over the last 1 year.

6.2.2 The company will endeavor to procure mainly from approved vendors. Based on the market research conducted and other sources i.e. reference from the third party, business associates, the procurement department will invite the identified vendors for registration with the company.
6.2.3 Vendors will be approached and requested to submit their profiles and product details. The purchase department will screen the vendors on the basis of the following parameters:

• Product- type, grade, specification,
• Current & potential manufacturing capacity,
• Market reputation,
• Creditworthiness,
• Financial background,
• Legal entity status,
• Experience in the industry

An initial vendor inquiry report will be prepared for capturing the above information. In case the Head of the procurement department is not satisfied with the findings, the vendor is rejected and the reason for rejection will be captured and attached along with the vendor profile in a separate rejected vendor file for future reference. If the procurement department is satisfied, then a joint factory visit will be carried out by a team comprising of the procurement and quality assurance department personnel respectively.
The joint team will submit a factory visit report. In case the factory visit report is satisfactory, additional details (if any) are called for. All the relevant vendor information will be captured in the vendor database and the same will be updated on a continuous basis.
A monthly report on new vendors identified will be forwarded to the Purchase Manager for review. Approved vendors will then be classified into different categories based on the type of order to be awarded. An entry for approved vendors will be made in the system along with an entry-level rating. After approval vendor code is allotted to approve the vendor and is registered in the vendor database. Rejected Vendors are informed and the same is updated in the vendor database along with reasons for rejection.
The vendor database will contain the following information:

• Vendor’s name, address, telephone, telex & fax numbers
• Main group codes of items supplied
• Key contact person
• Legal entity status
• Status – whether manufacturer, dealer or trader
• Vendor rating
• Permanent Account Number

6.3 Procurement Planning

6.3.1 Arrive at an enterprise-wide procurement plan

The purchase department will receive the BOQ comprising of a schedule of materials needed for the entire project from the estimation department as well as a final project schedule suggesting the timelines based on milestones defined. Based on the BOQ and final project schedule, the Purchase Manager will make an enterprise-wide procurement plan consisting of a quantum of consolidated material over a period of time (yearly/ monthly/ quarterly) for all projects. The enterprise-wide Purchase plan will be forwarded to the HOD for approval. If the plan is approved, the same will be documented, circulated, and monitored in the department. Changes suggested (if any) will be incorporated and resent to Purchase for approval.

6.3.2 Yearly materials requirement planning

Based on the enterprise-wide procurement plan and the material requirements of all the Project sites, Purchase Executive will consolidate the requirements and then prepare a schedule of the requirement for the quantities required for monthly and annual consumption. The material requirement is consolidated to arrive at the quantity for each construction material and the schedule of material requirements.

6.3.3 Monthly Categorization and Deciding Purchase Mode

The Purchase Executive will carry out an analysis of criticality v/s quantum and accordingly categorize the materials. Based on the categorization, materials are classified for the decisions like direct purchase, rate contract, and strategic alliance. If the material is critical and the quantity is high and the rate of the material seems to be fluctuating, the procurement department will decide to get into a rate contract. If the material requires standardization, the Purchase Manager can go in for a strategic alliance with the vendors.  Materials covered under this model can be decided by the Purchase Manager. If either rate contracts or strategic alliance is not feasible then decided to go in for direct purchase can be taken.

 6.4 Identification and Selection of Vendor

Details of the materials requirements received from the estimation department will be identified and studied by the Purchase Executive. Vendors will be identified for strategic alliance and inquiries will be floated. The vendors will be identified based on market research and other details available with the purchasing department. Based on the offers received from vendors, quoted prices will be compared with the budgeted cost. If the cost doesn’t exceed the budgeted cost, the agreement will be prepared and forwarded to the Purchase Manager for approval. If the cost exceeds the budgeted cost, approvals shall be obtained from the BU head or Managing Director (as the case may be) for the appropriate reasons. Intimation regarding the same shall be sent to the purchase departments across all locations.

6.5 Rate Contract

Identify materials and enter into a contract. Based on the material requirement plans received from the estimation department, the quantum of materials for the rate contract will be identified by the purchasing department. A detailed cost analysis of the materials will be carried out by Purchase Executive. A cost analysis will be done taking into account the past prices, present rates and fluctuations in the rates of the material, etc. The purchasing executive will constantly scan the industry for price movements in the domestic and international sectors.
The purchasing executive will then identify the vendors and invite them to discuss the quantum and rates of the materials. Negotiations will be carried out to arrive at the pre-decided rate. A vendor approval note will be generated and forwarded to the Purchase Manager for approval. A list of approved vendors is maintained in the database.  After the final approval from the Purchase Department, contract conditions shall be formulated and documented. This contract document will be approved by the legal department. Contract conditions will include clauses like material specification, agreed price, delivery time, price fluctuations, payment terms and considerations, quality parameters, etc.  Intimations regarding the same will be forwarded to all purchase departments across all levels.

6.6 Select Vendor

Based on the indent received from the site, the Purchase executive shall ascertain whether the material indented is covered under rate contracts or strategic alliance. If the material is not covered under any of the above, the purchase executive will prepare inquiry letters and forward them to the purchase manager for approval. After approval, the inquiries will be floated along with the material list to at least three approved vendors from the vendor database.
Vendors will be requested to send their quotations to the purchasing department. The same will be opened by the purchase manager. The purchasing executive will prepare a comparative rate chart highlighting the vendors offering the second-lowest and lowest quote. The purchase Manager will then renegotiate with both of these vendors to arrive at the most competitive quote.
A verbal quote may be accepted at this level provided the vendor follows up with a written (revised) quotation within 24 hours. The comparative rate chart will be updated with the revised quotes to determine the least quote vendor. The comparative rate chart will be signed by the Purchase executive who made it and also by the Purchase Manager. Only in a certain exceptional case, the MD will be consulted and approval will be obtained. In certain cases where the vendor offering the lowest quote is not given the contract, the MD should be informed and reasons for the same should be formally documented.

6.7 Receive Material Requisition

6.7.1 Receiving a requisition
The project manager/Concerned department Manager will identify the requirement of material and verify the quantity against the procurement budget. The Project Manager/ Concerned Manager will enter the following details in the system: items required, specifications, quantity, desired delivery date. The Project Manager has to approve the requisition online and only then can it be viewed by the Purchase Manager. The indent raised by the site shall be received by the purchase executive. The purchasing executive shall determine whether the delivery date mentioned in the intent is as per the ‘Lead Time Schedule’. If the delivery date does not meet the lead time schedule, the project manager will be required to provide justification for the same.
6.7.2 Inter-Site Transfer of Material
If the delivery date meets the lead time schedule, the store coordinator will check the availability of stock at the central warehouse or other sites in the vicinity for the same material and inform the purchase executive accordingly. If the stock is available at the central warehouse or other sites, a material transfer note will be prepared through the system and the same will be forwarded to the project manager. If the required quantity is not available at a central warehouse or other sites, a purchase order shall be raised for the required material.

6.8 Preparation of Purchase Order

A purchase requisition will be prepared by the Concerned Manager and shall be forwarded to the Purchase Manager/Executive with the prior approval of the project manager through the system. Based on the requisition received from the site, the Purchase Manager/Executive will prepare the purchase order which will be system generated. The purchase order for direct materials shall be raised on the basis of the rate contract as entered into. The purchase order for finished materials will be raised on the basis of the long-term contract with the strategic partner. The purchase order for regular material shall be raised on the basis of the monthly ‘base rate’ determined. The project manager will ensure that the cost is within the budgeted cost. In case the cost exceeds the budgeted cost, the Purchase Manager will provide reasons for the same and obtain approval from the CEO. The purchase order will be approved as per limits specified in the authority matrix. The PO will then be sent/ emailed to the vendor.

6.9 Vendor performance evaluation

A vendor evaluation policy will include
i. Criteria for vendor evaluation
ii. Parameters for evaluation
iii. Frequency of evaluation
Vendors will be evaluated once in a quarter, semi-annually, or annually as decided by the management. The evaluation shall be carried out by filling up the vendor evaluation form & vendor rating.
The form is to be filled in by the sites; purchase department; quality assurance team. An average score is to be worked out of scores given by sites; purchase department; quality assurance department & accounts departments
Vendors will be evaluated on four key parameters on a weighted average scale (totaling to 100 points)

• Price – preferential price treatment,
• Efficiency in delivery – ability to supply within a short notice apart from the normal lead time delivery,
• Ease in dealings – Responsiveness to XXX issues, complaints, proactiveness in dealings, billing errors
• Consistent quality

The evaluation will be carried out based on consignments received during the applicable half financial year. Vendors to be stratified as Grade A; Grade B, Grade C vendors respectively

Vendor Grades	Decision	Action
Grade A	Retain	Give bulk of business
Grade B	Retain	Ask for further improvement
Grade C	Discontinue	De list

Discussions will be held with Grade B vendors by the Purchase Manager on a proactive basis to determine the root cause and initiate corrective action. Based on vendor ratings, management may decide to re-allocate business shares to vendors with high-performance levels. No vendor (for an item) will be de-listed without prior intimation to the respective user department Manager/Purchase and vendor itself.  The vendors delisted will need to follow the vendor registration process for being re-considered as approved vendors if they so desire. The purchase Manager shall forward the rating report to the Project Manager and MD.

6.10 Material Bill Passing

The  Purchase/QA engineer will receive the 1st copy of the PO from the vendor for the material supplied. He will verify it against the Purchase materials. This will be entered in the GRIN entry module of the system to work out the bill amount to be paid to the vendor.  The vendor will send the bill. Bill passing department will verify the bill. After verification of the bill according to the PO qty & rate, invoice entry will be made in the system. Once the bill is passed, it will be forwarded to the accounts department for releasing payment. The accounts department will review the invoice and release the payment.

7.0 RETAINED DOCUMENTED INFORMATION

7.1 Purchase Order ( QMS F 075)
7.2 Vendor Registration Form ( QMS F 076)
7.3 Vendor Rating Form ( QMS F 077)
7.4 Vendor Evaluation Form ( QMS F 078)
7.5 Comparative Rate Chart ( QMS F 079)
7.6 Project Procurement Schedule ( QMS F 080)
7.7 Corporate Procurement Plan ( QMS F 081)
7.8 Lead Time Chart( QMS F 082)
7.9 Receipt and verification/ raw material( QMS F 083)