Module 9 - Managing Project Procurement - PowerPoint Presentation Rev 2

1

Welcome to Worley Parsons Project Management

Process (WPMP) Training

Module 9 – Managing Project Procurement

2

Managing Project Procurement

Introduction

Overview of Procurement

Responsibilities for Procurement

Commencing the Procurement Process \Procurement Planning

SmartPlant Materials

Procurement Reports

Procurement Initiation

Procurement Execution

Procurement Close-out

About this training session

3

Learning Objectives

On completion of this module, you will be able to:

Identify and understand the procurement methodologies and tools

available to Project Managers for the management of EPCM

projects

4

Learning Outcomes

Early involvement of the Procurement function in project planning

is essential

The project’s procurement strategy and procurement plan must

align with the overall project strategy

Clear definition of the objectives of the Procurement Process is

critical for the project team

On completion of this module, you will be able to demonstrate an

understanding that:

5

Procurement is an integral part of the WorleyParsons’ growth

strategy

Procurement shall support the company to compete more

successfully as a leading provider of professional services

worldwide

Procurement in WorleyParsons

6


Procurement is the process by which materials, equipment and third-party services are acquired for projects

Key procurement interfaces include:

• Project Management

• Engineering

• HSE

• Quality

• Cost Estimation

• Project Controls

• Construction Management

• Legal & Risk

What is procurement?

7


At the best possible total cost of ownership

In the right quantity and quality

At the right time

In the right place

For the direct benefit of the customer

What does procurement involve?

…the acquisition of materials, equipment or third-party services:

8

Procurement and Capex

The Capital Expenditure (Capex) of a Project can be split into a

few elements:

• Engineering and design – approx. 10% of Capex

• Procurement:

− Materials and equipment – approx. 30 to 45% of Capex

− Contracts – approx. 30 to 45% of Capex

• Balance is owners’ costs, insurance, land purchases etc

The above is indicative only and dependent on the type and

location of a project. However, on average the Capex element

managed by procurement ranges between 60% and 90% of the

overall project value

9


Procurement is the bridge between Engineering (design) and

Construction (execution)

What is the role of procurement in a project?

10


Materials Management

• Purchasing, Expediting, Materials Control, Coordination of

Inspection (liaising with Quality), Traffic/Logistics, Warehousing/

Inventory Control etc

• Legal agreement used is a Purchase Order

Contracts

• Acquisition and management of third-party services

• Legal agreement used is a Contract

Both Purchase Orders and Contracts are written and binding legal

agreements between relevant parties to supply either goods or

services against agreed conditions

Procurement is divided into 2 functions

11

Procurement Executive Directive

To minimise risk exposure, procurement services are usually

provided for and on behalf of Customers, in the Customer’s name

or “on Customer paper” – this is the company’s preferred position

However, this does not preclude provision of procurement services

in WorleyParsons’ name or on “WorleyParsons’ paper” – requires

CEO to proceed in any event where additional supplier-related

risks and liabilities are assumed (eg warranty obligations, delivery

commitments, product liability, etc)

In most instances, procurement services are provided on behalf of

the Customer, requiring active interaction with the Customer and

their various approvals to proceed

12

EMS Workflows and Procedures 1/2

Contracts services cover the provision of third-party services such as

construction labor, inspection services, painting and sand blasting

The provision of contract services is governed by the Contracts

Workflow in EMS containing a number of procedures, guidelines,

forms and templates

Preferred Terminology:

• ITT = Invitation to Tender

• Contract = legal agreement for the provision of services

Contracts

13

EMS Workflows and Procedures 2/2

Materials Management includes the purchasing of goods and

equipment, subsequent expediting, inspection and receipt.

The provision of Materials Management services is governed by the

Materials Workflow in EMS containing a number of procedures,

guidelines, forms and templates

Materials Management activities are managed and tracked through

SmartPlant Materials, WorleyParsons’ Materials Management system

which starts from creation of the requisition through to final material

reconciliation on site

Preferred Terminology:

• RFQ = Request for Quotation

• Purchase Order (PO) = legal agreement for the supply of goods

Materials Management

14


WorleyParsons procurement process

Pre - award Activities

* Materials Management * Contracts

Obtain quotations

Select the preferred suppliers

Project Procurement Plan Determine procurement

requirements

Procurement Initiation Identify potential

suppliers

Post - award Activities Manage the supplier

Administer POs and contracts

Manage POs / contract variation

Expediting / Inspection

Materials Field Administration

Activities Field Purchasing

Transport / Logistics

Receipt on site

Warehousing

Close - out Activities Conclude the engagement of the

suppliers

Record the performance against

each order & contract

15


As Project Manager, you are responsible for the overall

management of procurement activities associated with the project

You are not responsible for the execution of procurement activities

That is the responsibility of your Project Procurement Manager

To fulfill your responsibilities, you should work closely with the

Procurement Manager

16


Procurement specialists in each region

Detailed procurement procedures, guidelines and associated

documentation

Deployment of SmartPlant Materials as the company-wide materials

control system to record, track and report on procurement activity

Global supplier database for materials, equipment and services

Global Sourcing initiatives

Supply arrangements with key suppliers

WorleyParsons’ procurement capability

17

Procurement staff managing the Materials Management and Contracts activities usually:

• Work either from a core Procurement group in a key company location or

• Form a part of a dedicated project procurement team

Procurement activities on the project are usually led by an experienced Project Procurement Manager

Where warehousing staff are required for specific customers or projects, they are usually located on site

Inspection may involve in-house or third-party inspectors, depending on the location of the inspection activities

Procurement resourcing


18

Procurement Process

Establish exactly what the customer requirements are and what WorleyParsons has committed to do

Establish your procurement team and set out their responsibilities

Procurement to participate in the Project Risk Assessment and ensure that risk mitigation is included in the Procurement Plan to be developed

Procurement to incorporate appropriate flow-down conditions from the Prime contract (the agreement between Customer and WorleyParsons) in the Project Conditions to ensure compliance and alignment (e.g. including customer’s confidentiality requirements, alignment of warranty periods etc.)

Procurement to develop the project procurement procedures, based on EMS but incorporating as appropriate Customer’s requirements (e.g. approval interfaces)

Arrange to have the project set up on SmartPlant Materials

Ensure WBS is established

Commencing the procurement process for a project

19

Procurement Planning

Planning is at the crux of all project activities

Procurement is no exception

The aim of procurement planning is to:

• Know what needs to be procured, when, where and how

• Identify critical long lead items and services

• Establish order and consistency in the way the procurement activities are performed

• Understand the risks involved in the project environment and identify mitigating actions

The Project Procurement Plan is part of the Project Execution Plan

Planning

20

Procurement & Risk Management

Procurement is an integral part of risk management on the project

• Develop appropriate procurement/ contracts/ materials management

strategies, identifying the various risks (market, forex, local content

requirements, taxation and importation issues, logistics complexities,

etc. to be managed)

• Use EMS procurement procedures to the largest extent, however,

recognize Customer requirements in the project specific procedure.

• Ensure that the project specific procurement procedures are

approved by the customer and shared with the project procurement

team

• Develop the procurement schedule early, in line with the overall

project schedule, resulting in correct priorities to achieve the

Required on Site Dates

21


What you need to plan for

22


When planning occurs

Identify Evaluate Define Execute Operate 1 2 3 4

Procurement Strategy

Procurement Plan

Materials Management Plan , if required

Purchasing and Contracts Initiation

Materials Management Plan, if required

Contracts Plan, if required


Contracts Plan , if required

Materials Management and Contracts Close-out

23


Project Procurement Strategy (PPS) is the:

• Process for identifying and documenting the procurement

opportunities applicable to the project

• First step in developing the Project Procurement Plan

Typically, the PPS is first developed during the scoping stages of a

project

Sometimes the customer provides the initial procurement strategy for

further development in the Project Procurement Plan

Project Procurement Strategy

24


Purchasing activities can involve long lead times

Certain materials and equipment may be particularly critical to a

project’s success

Purchasing activities usually involve multiple countries (infrastructure

and logistics, local legislation etc.)

Market and technology developments can impact on the success of a

project and therefore need to be monitored on an ongoing basis

During the development of the PPS, the following factors need to be

considered:


25


The PPS is a hierarchical matrix covering the entire work scope of a

project, broken down into separate ‘work packages’

Only the major critical items are separately identified as work packages

These packages are created and identified according to:

• Unique technical and commercial attributes of the work activities

they comprise

• Methods by which they are to be executed


26


Example of a PPS matrix

Components

Physical

Discipline

Special

Equipment Item A

Special

Equipment Item B Balance of Plant Civil Works

Project

Management

Project Management Services Contractor – Reimbursable Costs with

Incentives Fee – $ 70m total

Design Design Contract – Lump Sum – $10m Facilities E & P Contract –

Reimbursable Costs with Fixed Fee –

$30m total Procurement Specialist

Supplier A – Lump

Sum Purchase

Order – $200m

total

Specialist

Supplier B –

Lump Sum

Purchase Order –

$100m total

Fabrication Construction Contract –

Reimbursable Cost and Equipment

Rates with Incentives Fee - $100M

total

Materials Control

Construction /

Erection Services

Installation Contract – Lump Sum –

$10m

Quality Inspection Specialist Quality Contract – All-in

rates – $10m

Part of Project Management Services

Commissioning /

Start-up

Assistance

Part of Supplier A

Purchase Order

Part of Supplier B

Purchase Order

Contract

N/A

27


The structure of the PPS depends on the:

• Scope of work

• Nature and complexity of the project

• Requirements of the customer

The PPS assists in:

• Administrative and commercial planning

• Cost/schedule control functions of a project


28


Allows a concise, high-level overview of how procurement activities

relate to the execution strategy of the project

Illustrates alternative ways of executing the project procurement

activities

Identifies where:

• Consolidation (or further break-down) of work scopes can work to

the project’s advantage

• Gaps may occur in hand-offs during execution

A Procurement Strategy is a deliverable that can be provided for

projects in Identify and Evaluate phase

Benefits of a PPS

29


When planning occurs

Identify Evaluate Define Execute Operate 1 2 3 4

Procurement Strategy

Procurement Plan

Materials Management Plan , if required

Purchasing and Contracts Initiation

Materials Management Plan, if required

Contracts Plan, if required


Contracts Plan , if required

Materials Management and Contracts Close-out

30


Projects in Identify and Evaluate phases:

• While you might not be able to fully identify these requirements, you

should be able to identify them in broad scope

Concentrate on Procurement Strategy approach

Projects in Define phase:

• The procurement needs of the project should be sufficiently identified to

support the Customer’s overall project schedule

Full fledged procurement plan can be developed

Projects in Execute phase:

• The procurement needs are clearly identified and a procurement plan

shall be developed to achieve the timely delivery of the project

Full fledged procurement plan must be developed

Planning in the various WMPM project phases

31


Documents the basis for obtaining and managing materials, equipment and third-party services required for project execution

Addresses relevant aspects of both materials management and contracts for the project

Maps out the various anticipated risks and constraints and identified mitigating actions

Identifies critical supplies (see also Procurement Strategy) and outlines general strategy

Ensures that the procurement activities align with the overall project schedule

Project Procurement Plan

32


The Project Procurement Plan:

• Must clearly define the deliverables of the procurement process

• Needs to be ‘fit for its purpose’


33


The Project Procurement Plan

may also include details about

the targeting of procurement

efforts

The Project Procurement

Manager will consider the

assessment in the strategy

development

Criticality-Value Assessment


Bottleneck, e.g. special alloy steel grade

Ensure continuity

Develop alternatives

Revise specifications

Critical, e.g. turbine compressor

Form closer relationships

Direct negotiations

Routine, e.g. piping bulk blanket orders

Simplify procurement process

Automate

Rationalise supplier base

Leverage, e.g. customer’s standard agreement

Maximise commercial advantage

Competitive tender

Standardisation

Criticality

Low

Low High

Value Potential

High

34



Where the complexity and / or size of the project warrant it, the Project

Procurement Plan may be further developed in separate plans:

• A detailed Project Materials Management Plan

• Separate detailed Project Contracts Plan for major contract

packages

• Separate detailed Procurement Plans for key procurement

packages

35


The various elements of the Procurement Plan are further defined in the

Materials Management Plan, including:

Specific strategies for buying materials and equipment

Associated activities for managing the expediting, traffic/logistics etc

The materials control and reporting systems

Prioritization of procurement activities and associated engineering

deliverables in line with the ROS (Required on Site dates) as defined

in the project schedule

Materials Management planning

36


Level of procurement effort based on cost, schedule, criticality, and

other relevant factors

POs/activities already executed and/or underway prior to

engagement of WorleyParsons

Transition of early purchase agreements from the customer

Material control systems

Quality management, verification and inspection, which includes an

outline of inspection to be undertaken

Site materials management plans

Materials Management planning (cont’d)

37


Subsets of the Material Management Plan

Engineered equipment planning

Bulk materials planning

Prefabrication planning and modularization

Materials Management planning

38


The primary objective is to ensure that items are acquired and

released in time to meet the overall project schedule

The dates on which items are required on site to meet construction

needs drive the engineering and procurement planning and activity

for engineered equipment

A major equipment list for the project needs to be developed early

Engineered equipment planning

39


Planning for bulk materials can be more complex than planning for

engineered equipment

Bulk materials control starts with an examination of the project

schedule to assess:

• What bulk materials are required over time

• Critical required on site (ROS) dates

Bulk material planning

40


Procurement planning:

• Is usually very complex for extensive prefabrication

• modularization often involving multiple sites

An extensive prefabrication program demands an early procurement

planning effort that addresses the interfaces between vendors,

fabricators and site construction

Prefabrication planning and modularization

41


The Contracts Plan can be:

• Subset of the Project Procurement Plan or

• Separate plans—complex projects

The main focus of project contracts planning is the selection the best

contractor under the best available terms and conditions

Needs to:

• Analyze the options and the marketplace for the required

services

• Define the number, type, scope, timing, interfaces, compensation

basis, etc of major contracts to be developed for the project from

early planning through start-up

Contracts planning

42


For Projects in the Define phase the Project Contracts Plan needs to

document:

• Critical contracting issues (e.g. labour resource constraints,

market constraints) for the major contracts

• How will the impact be managed and the risk mitigated?

• What is the schedule to meet timely completion of the Project?

Contracts Planning in Define Phase

43


For Projects in the Execute phase, the Project Contracts Plan

review the constraints and identify mitigation measures similar to

the Define phase projects but not just for major contracts.

• All anticipated contracts are identified.

• If the project is a continuation of a Define phase project, the

Contracts Plan developed for the Define phase will be

reviewed and updated by the Project Procurement Manager to

reflect project progress and significant new developments

A list of matters that typically need to be considered are listed on

page 32 of the participants manual

Contracts Planning in Execute Phase

44


The customer must approve the Project Procurement Plan as part of

the Project Execution Plan

Approving the Project Procurement Plan

45


WorleyParsons uses a suite of project management systems to

record, track, control and report on projects

46


SmartPlant Materials is used to:

• Identify

• Record

• Track

materials and equipment required and purchased for a project

47


SmartPlant Materials has four integrated modules, which are described on

page 36 of the workbook

48


Maintains the Material Stock Code catalogue

Generates bulk requisitions via interface to design systems (e.g. PDS)

Generates equipment and services requisitions

Preparation of RFQs

Supports bid evaluations

Creates and, if required, amends POs

Facilitates expediting

Facilitates Traffic/Logistics

Facilitates stores management

Can undertake invoice reconciliation via Invoice Matching Interface module

49


SmartPlant Materials imports bills of materials from 2-D/3-D engineering design software and other sources

SmartPlant Materials supports better material planning on site and material reconciliation through the ability to track imported bills of materials from Requisition to Material Issue

Materials are identified as being in any of the following phases:

• Requisition

• RFQ

• Purchasing

• Expediting

• Shipping

• Warehouse receipt

• Storage

• Material Issue

50


SmartPlant Materials was designed as a system for controlling

materials and equipment, not for administering contracts

SmartPlant Materials can, however, be used to record basic

information about contracts

Using SmartPlant Materials for recording and tracking contracts

51


Each individual project needs to be set up in SmartPlant Materials so

that its procurement activities can be recorded, monitored and

reported

SmartPlant Materials should be set up as soon as the Project

Procurement Plan or Materials Management Plan has been approved

You are responsible for ensuring that SmartPlant Materials is set up

properly

You work with the project Procurement Manager to identify and

obtain the information for the set up

Setting up SmartPlant Materials for a project

52

SmartPlant Materials—Training

When you need to start using SmartPlant Materials, you will receive

specific training on how to use it

Contact the Business Systems Group to arrange the training

Training in SmartPlant Materials

53

Procurement Reports

Procurement activities are monitored and reviewed regularly

SmartPlant Materials generates a range of reports which you use to

monitor progress and identify actions to be taken to address issues

Two particularly important reports for the management of

procurement activities are the:

• Procurement Status Report

• Procurement Expediting Report

Procurement reports

54


The Project Procurement Manager is responsible for completing the activities

that enable purchasing and contracts to be initiated

The initiation activities should be completed during the early stages of the

project

The initiation activities are:

• Purchasing initiation

• Contracts initiation and formulation

Part of the initiation activities is the development of the Project terms and

conditions for purchase orders and contracts.

• These may be provided by the Customer as we will typically be acting on

their behalf.

• The conditions shall be checked for alignment with the Prime contract.

Overview of procurement initiation

55

Purchasing initiation involves setting up the project base for the

Purchasing documentation and databases

The main activities are:

• Identifying PO provisions (including standard Terms and

Conditions)

• Preparing standard documentation, including Instructions to

Bidders, master Request for Quotation, master purchase order

document

• Carrying out vendor pre-qualification

• Establishing a project vendor list

Overview of purchasing initiation (Materials Management)


56

Contract initiation and formulation involves:

• Setting up the project base for contracts documentation (including standard Terms and Conditions)

• Establishing the contracts system for the project


• Establishing the contract types, sites conditions, HSE etc

• Preparing common enquiry requirements and special contract provisions

• Carrying out contractor pre-qualifications

• Establishing the contractor list

Overview of Contracts initiation and formulation


57


All procurement execution activities are undertaken by the Project

Procurement Manager and the Procurement team

You are responsible for ensuring that the procurement activities are

executed in accordance with the Project Procurement Plan

You and your Project Procurement Manager need to hold regular

meetings to:

• Review the status of procurement activities

• Identify issues early and determine the action required to

minimize any adverse impact

Overview of procurement execution

58


The purpose of the Purchasing Pre-award Process is to award the POs under

which the project’s materials and equipment are obtained

The pre-award process ensures that all bidders are treated fairly and

equitable, that the confidentiality of the information is maintained and that the

recommendation to award is in accordance with the agreed evaluation criteria

• Agreed evaluation criteria may be as simple as ‘Technically acceptable,

lowest cost’ or more complex ‘Total Cost of Ownership’ (TCO). Consider

that TCO often requires Customer input as well.

• Competitive bidding is indicated. However, if single source is considered

for purchase orders, justification must be provided. This may include

proprietary technology or customer’s standardisation preference.

Project Purchasing pre-award activities occur predominantly during the

Execution phase

For long-lead items some activities may occur in the Define phase

Materials Management execution—purchasing pre-award process

59


Preparing enquiry packages, including special terms and requirements (for example, supplier data, support, spares)

Issuing the enquiry packages and managing bid preparation and receipt process

Managing all communications with bidders during bidding and evaluation

Evaluating the bids

Preparing recommendations for award, conducting post-bid negotiation and facilitating final issue

Entering all data related to the purchases into SmartPlant Materials


60


Maintains the required level of confidentiality of information

Ensures that engineering deliverables are aligned to support timely procurement activities

Maintains the interfaces between Engineering, Quality and Construction

Involves the Project Procurement Manager in the regular team progress meetings

Undertakes and completes procurement activities in accordance with the Project Procurement Plan


As Project Manager, you will need to ensure that the procurement

team:

61


Purchase Order documents are to be prepared by Engineering and

Procurement on receipt of the approved Award Recommendation

Kick-off meetings are arranged as required

Post-award activities are initiated by the project procurement team

Once internal and other approvals have been obtained to place a

contract or a PO the Procurement Manager is the only person with

the authority to confirm the commitment for the contract or PO with

the supplier on behalf of WorleyParsons and/or our customers

Materials Management execution—purchasing award process

62


Confirm that the cost of the awarded POs is within the project budget

Provide relevant information to the project’s Cost Controls Manager

Materials Management execution—purchasing award process

You are responsible for ensuring that the award process is

properly undertaken

You need to:

63


This process covers award of a PO through to receipt at site and financial close-out

The purpose of the Purchasing Post-award Process is to:

• Administer the POs to obtain the project’s materials and equipment on schedule and in accordance with specifications

• Provide cost and schedule information to Project Services

• Identify PO issues for Risk Management activities

• Liaise with Inspection to ensure compliance to specifications

The Purchasing Post-award Process covers the technical and commercial activities in the manufacture and delivery of materials and equipment

Ensure all meetings and vendor contact are coordinated by Procurement.

Materials Management execution—purchasing post-award process

64


The main activities in the Purchasing Post-award Process are:

Expediting (including Supplier documentation)

Inspection coordination

Traffic/Logistics

Receiving on site, warehousing and preservation

Change/Claim administration

Invoice payment


65


Effective procurement performance requires:

Use of SmartPlant Materials

Monitoring the vendor’s engineering and manufacturing processes

Meeting documentation obligations

Measuring and assuring conformance to the technical specification

Administering delivery of the materials and equipment

Managing any changes to the PO technical and commercial

provisions

Managing any claims by the vendor for additional payment or

schedule time


66


The Construction Manager involves the Project Procurement Manager in construction progress review meeting


As Project Manager you are responsible for ensuring that:

For most items, weekly status meetings are sufficient

For critical items, daily review meetings between the Construction and Procurement Managers may be required

67


The Materials Field Administration Process governs the day-to-day

procurement activities on site

The actual administration is the responsibility of your Project

Procurement Manager

Materials Field Administration may include site administration,

purchasing and contracting

Materials Management execution—purchasing materials field

administration process

You are responsible for ensuring that the requirements for

materials field administration are included in the Project

Procurement Plan

68


The purpose of the Contracts Pre-award Process is the contracting of

third-party services

Project Contracts pre-award activities predominantly occur during the

Execution phase

For early contracts, some activities may occur in the Define phase

The deliverables of the Contracts Pre-award Process are:

• Bidders lists

• Enquiry packages

• Approved recommendations for award

• Contract documents

Cost and schedule information provided to Project Services and

contracts issues input into Risk Management activities

Contracts execution—contract pre-award process

69


Contractor selection

A thorough prequalification process will normally be executed for major contracts, e.g. fabrication contracts. This will involve multiple disciplines to prepare the questionnaire for the relevant work scope, typically including construction, engineering, quality, HSE as well as project controls and procurement.

Competitive, sealed bids are indicated for major contracts

If single source is considered for service contracts, justification must be provided. This may include proprietary technology (e.g. software) or customer’s preference.

Once internal and other approvals have been obtained to place a contract or a PO the Procurement Manager is the only person with the authority to confirm the commitment for the contract or PO with the supplier on behalf of WorleyParsons and/or our customers

Contracts execution—contract award process

70


The Contracts Post-award Process covers the technical and

commercial activities


• Awarding contracts

• Administering and monitoring the contractors

• Managing any changes to the contract

• Managing any claims

• Processing any payments and back charges, reconciling

quantities and finalizing all contract obligations

• Providing cost and schedule information to Project Services

• Identifying any contracts issues for Risk Management activities

Contracts execution—contracts post-award process

71


PO and contract variation must be processed in accordance with the

Management of Project Change Process

You and the Procurement Manager must sign-off any variances

before they can take effect

Purchase order and contracts variation

72

The scenario for the case study is on page 55 of your workbooks

Discussion topics:

What would you say are the key procurement issues on the project?

What can be done to remedy the situation?

Case study—group discussion

73


The Procurement team completes the procurement close-out tasks

You are responsible for ensuring that the Project Procurement

Manager and the procurement team do this

Responsibilities for procurement close-out

74


Project Materials Management close-out activities generally occur

late in the Execution phase

Close-out must follow the requirements for finalization of supply as

set out in the Project Procurement Plan

The main objectives of materials close-out are:

• Materials reconciliation

• Surplus management

• Final inspection (this is a Quality activity)

• Receipt Final Vendor Documentation

• Claims resolution

• Closing out of all PDs

Materials Management close-out

75


Close-out must follow the requirements for finalization of supply as

set out in the Project Procurement Plan

The main objectives of contracts close-out are:

• Provision of acceptance certificates

• Confirmation of warranties

• Handover of documentation

• Final inspections (Quality activity)

• Claims resolution and payment reconciliation

Demobilization of the site by WorleyParsons and the contractor does

not necessarily indicate final close-out of the project

Contracts close-out

76

Summary and Feedback

Review learning objectives and outcomes

Summary

• Overview of Procurement

• Responsibilities for Procurement

• Commencing the Procurement Process \Procurement Planning

• SmartPlant Materials

• Procurement Reports

• Procurement Initiation

• Procurement Execution

• Procurement Close-out

Questions

Evaluation

77

Module 9 Managing Project Procurement

Thank you for your participation

Date post:	19-Jan-2016
Category:	Documents
Upload:	sayafrands6252
View:	31 times
Download:	2 times