E-Tendering in DRDO Directorate of Civil Works & Estate: Overview and Benefits
"Explore the implementation of e-Tendering in DRDO's Directorate of Civil Works & Estate, aimed at reducing cycle time, enhancing supplier access, and increasing transparency in the tendering process. Learn about the organizational structure, managerial responsibilities, and year-wise data on tender issuances."
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PRESENTATION ON E TENDERING DCW&E , DRDO DIRECTORATE OF CIVIL WORKS & ESTATE
INTRODUCTIONN As per Ministry of Finance Department of Expenditure letter No. 10/1/2011-PPC dated 30 November 2011 e-tendering was made as mandatory. Accordingly, Directorate of Civil Works & Estates (DCW&E) DRDO switched Procurement Portal Procurement. Training of personnel of DCW&E-DRDO was carried out by NIC implementation of e-Procurement . e-Procurement started in DCW&E-DRDO on 15 Dec 2015. over carrying to Public out for e- and NIFM before
OBJECTIVEN Reduce cycle time of tendering. Increase supplier access to ensure wider participation. Reduce competitive bidding . costs of procurement through Remove cartelisation by supplier groups. Increase transparency in tendering process. Almost complete elimination of paper work for efficient and speedy functioning.
ORGANISATIONAL STRUCTURE ORGANISATIONAL STRUCTURE 07 Chief Construction Engineer (CCEs) 07 Chief Construction Engineer (CCEs) 12 Estate Management Unit (EMUs) 12 Estate Management Unit (EMUs) Total 19 Establishments CCE (R&D) CENTRAL CCE (R&D) CENTRAL CCE(R&D) ESTATES CCE(R&D) ESTATES CCE (R&D) EAST CCE (R&D) EAST CCE (R&D) WEST CCE (R&D) WEST DCW&E DCW&E CCE (R&D) DELHI CCE (R&D) DELHI CCE (R&D) SOUTH CCE (R&D) SOUTH CCE (R&D) NORTH CCE (R&D) NORTH 12 EMUs 12 EMUs
MANAGERIAL RESPONSIBILITY MANAGERIAL RESPONSIBILITY Nodal Nodal Officer Procurement Officer Admin Procurement Officer Admin Procurement Officer Evaluator Procurement Officer Evaluator --- Procurement Officer Opener Procurement Officer Opener Procurement Officer Publisher Procurement Officer Publisher --- Officer --- --- 01 01 --- --- 112 112 --- 44 44 --- --- 128 128 --- 103 103 ---------- ---------- Total Total --- --- 388 388 --------- ---------
YEAR WISE DATA ON NUMBER OF TENDERS ISSUED Financial Year No of Tenders Value of Tenders (In Cr) Average tenders in a month In Progress 2018-2019 1109 985.79 2017-2018 2016-2017 2015-2016 1326 1846 262 1301.69 1576.94 159.59 111 154 65 No. of tenders & their Value No of Tenders Value of Tenders (In Cr) 1846 1576.94 1326 1301.69 1109 985.79 262 159.59 2015-2016 2016-2017 2017-2018 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 Damage of one DSC of bid opening officers (2 out of 2) resulted in cancellation of tenders (Approx 30nos). 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. 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 Class S.No General Category IV III II I B A 2 Electrical 340 3 HVAC 4 Furniture LIMIT (In Lakhs Rs) CLASS CLASS Class -IV Upto 2500 Class III Upto 1000 Class -II Upto 500 Class -II Upto 120 Class -B Upto 50 Class -A Upto 15
Class II S.No Maintenance Category I III 1 Maintenance of guest House / Transit facility Watch and ward services Conservancy Services Arboriculture/ Landscaping Works Maintenance of Civil infrastructure Maintenance of Electrical Infrastructure Maintenance of Mechanical Infrastructure 2 3 4 520 5 6 7 LIMIT (In Lakhs Rs) Upto 25 Upto 50 Upto 12 CLASS CLASS Class I Class II Class -III
SUGGESTIONS 1. Feedback system after completion of work . 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. 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. on
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 BOQ should have a provision for giving Overall Rebate for the Vendor for ease of quoting in big projects. 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. In case of re-tendering, the entire process of tender publishing has to be repeated. Status of opening of tenders not visible on the Open tenders Home page. (Each tender has to be individually checked by clicking on it) In 2 out of 3 System, even though when two officers have opened the bid , the tender still shows under to be opened Category.
Procurement personality-centric function. The changing expectations and the advent of digitization has given birth to a growing vision of end- to-end procurement. is no more a e-Procurement will make way for an improved innovation level with prime focus on the best life-cycle value. Will be the driving force in supplier-enabled innovation and will be proficient to manage complex realisation in real- time. 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. Will also enable improvement in commodity strategies.
