PRESENTATION ON E TENDERING DCWE DRDO DIRECTORATE OF

PRESENTATION ON E – TENDERING DCW&E , DRDO DIRECTORATE OF CIVIL WORKS & ESTATE

INTRODUCTIONN Ø As per Ministry of Finance Department of Expenditure letter No. 10/1/2011 -PPC dated 30 November 2011 e-tendering was made as mandatory. Ø Accordingly, Directorate of Civil Works & Estates (DCW&E) DRDO switched over to Public Procurement Portal for carrying out e. Procurement. Ø Training of personnel of DCW&E-DRDO was carried out by NIC and NIFM before implementation of e-Procurement. Ø e-Procurement started in DCW&E-DRDO on 15 Dec 2015.

OBJECTIVEN Ø Reduce cycle time of tendering. Ø Increase supplier access to ensure wider participation. Ø Reduce costs of procurement through competitive bidding. Ø Remove cartelisation by supplier groups. Ø Increase transparency in tendering process. Ø Almost complete elimination of paper work for efficient and speedy functioning.

ORGANISATIONAL STRUCTURE Ø 07 Chief Construction Engineer (CCEs) Ø 12 Estate Management Unit (EMUs) CCE (R&D) CENTRAL CCE(R&D) ESTATES CCE (R&D) EAST DCW&E CCE (R&D) WEST CCE (R&D) DELHI CCE (R&D) SOUTH CCE (R&D) NORTH 12 EMUs Total 19 Establishment s

MANAGERIAL RESPONSIBILITY Ø Nodal Officer --- Ø Procurement Officer Admin 01 --- 112 Ø Procurement Officer Evaluator --- 44 Ø Procurement Officer Opener --- 128 Ø Procurement Officer Publisher --- 103 ----- Total --- 388 -----

YEAR WISE DATA ON NUMBER OF TENDERS ISSUED Financial Year No of Tenders Value of Average tenders Tenders (In Cr) in a month 2018 -2019 1109 985. 79 In Progress 2017 -2018 1326 1301. 69 111 2016 -2017 1846 1576. 94 154 2015 -2016 262 159. 59 65 No. of tenders & their Value No of Tenders 1846 Value of Tenders (In Cr) 1576, 94 13261301, 69 985, 79000000 1109 0001 262 159, 59 2015 -2016 -2017 -2018 -2019

Award Received • DRDO was selected as one of the best performers based on e-tendering for the year 2016 -2017 under Central Procuring Entities Category.

CHALLENGES FACED ü Damage of one DSC of bid opening officers (2 out of 2) resulted in cancellation of tenders (Approx 30 nos). ü NIC template on CPP Portal for Enlistment of Categories (Limited Tendering) is not matching with the DCW&E requirements. Because of this all the vendors need to be selected every time for every tender and it is resulting in unnecessary delay and inconsistency in selection of vendor while publication of limited tender. ü So NIC is requested to make a provision on NIC portal for the following categories as per DCW&E requirement : -

Requirement of DCW&E – DRDO Grouping/Enlistment of contractors in CPP S. No Class General Category IV 2 Electrical 3 HVAC 4 Furniture CLASS III II I B 340 LIMIT (In Lakhs Rs) Class -IV Upto 2500 Class –III Upto 1000 Class -II Upto 500 Class -II Upto 120 Class -B Upto 50 Class -A Upto 15 A

S. No Maintenance Category Class I 1 Maintenance of guest House / Transit facility 2 Watch and ward services 3 Conservancy Services 4 Arboriculture/ Landscaping Works 5 Maintenance of Civil infrastructure 6 Maintenance of Electrical Infrastructure 7 Maintenance of Mechanical Infrastructure CLASS II III 520 LIMIT (In Lakhs Rs) Class –I Upto 25 Class –II Upto 50 Class -III Upto 12

SUGGESTIONS

SUGGESTIONS 1. Feedback system after completion of work. Ø Rating of Vendor to be done by the Department for each work on the following parameters : § Quality of work. § Adherence to timelines. § Mobilization of Tools and Plants. 2. Mandatory updating of details of the Vendor NIC Portal. Ø on After registration of the vendor on NIC Portal, the vendor should give a self declaration every year on the following: § Whether the company is in profit/loss. § Turnover. § Data of 10 Major Projects completed in last 5 years. § Major Projects in Hand.

SUGGESTIONS 3. Additional data to be given by the vendor on NIC Portal as mandatory requirement : § Data regarding Financial Restructuring, if any. § Blacklisting by any Govt Department. § Details registered in Registrar of Companies (ROC ) website.

SUGGESTIONS Ø BOQ should have a provision for giving Overall Rebate for the Vendor for ease of quoting in big projects. Ø In BOQ, Schedule of Credit is added to the total amount in CST generated by the portal rather than being subtracted thus requiring manual calculation by the Department. Ø In case of re-tendering, the entire process of tender publishing has to be repeated. Ø Status of opening of tenders not visible on the Open tenders Home page. (Each tender has to be individually checked by clicking on it) Ø In 2 out of 3 System, even though when two officers have opened the bid , the tender still shows under to be opened Category.

CONCLUSION

ü Procurement is no more a personality-centric function. The changing expectations and the advent of digitization has given birth to a growing vision of ‘endto-end’ procurement. ü e-Procurement will make way for an improved innovation level with prime focus on the best life-cycle value. ü Will be the driving force in supplier-enabled innovation and will be proficient to manage complex realisation in real-time. ü Big data analysis will be a major element in Procurement. Big data analytics will prove vital in detection of nation wide suppliers and thus help in breaking down monopolistic markets. ü Will also enable improvement in commodity strategies.

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