EVALUATING TENDERS IN PUBLIC SECTOR PROCUREMENT

EVALUATING TENDERS IN PUBLIC SECTOR PROCUREMENT

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BACKGROUND OF THE STUDY

A layperson's conception of tenderness encompasses a wide range of concepts, such as doting on a kid or something young. In this context, however, tender is defined as "an offer made in writing by one party to another to execute a specific supply contract/commodity at a specified cost" (European Commission 2021).

The act of submitting an offer, bid, or proposal or showing interest in response to an invitation or request for tender is known as tendering.

The dictionary of purchasing and supply management defines tender and tendering as bids from without callous, typically in a sealed envelope, delivered by the date and time specified in the invitation to tender for the supply of goods and services (Fadhil, & Hong 2022). According to Uzor (2004:440) in CIPS, tendering is the public publication by an organisation of the requirements for products or services for a project in order to solicit formal bids for the goods or services. Lyson (1996) further characterised tendering as a purchasing procedure in which prospective suppliers are encouraged to submit a formal and unambiguous offer of the price and terms that, if accepted, will serve as the basis for the future contract. According to Chilaka o. and Amanze c., a tender is an offer to sell at the specified price, which can be converted into a contract by acceptance in the form of a buyer's order (Jodie, 2022).

Accepting the offer in the form of a buyer's order transforms the proposal into a legally binding contract.

Possibly, tendering is the first opportunity for buyers to obtain comprehensive supplier information, and the most significant factor for suppliers is to enhance their service quality. The public sector management has made numerous contributions to the public sector's successful and efficient contract administration (European Commission 2021). Several constraints have been imposed to ensure that tenders and the tendering process are followed properly. For instance, no building contract work shall be evaluated by the tender's board unless for the following reasons:

(a) The land has been bought and the topography map on the soil has been tested, unless the Architect has approved it and it is unnecessary. The document pertaining to the land, the survey map, the soil, test report or example certificate by the architect should then be used to pay off the contract document to be provided to the board. See recently revised financial rules (2000)

i. Architectural design

ii. Structure design

iii.   Mechanical design

iv. List of attributes

In addition, chapter 32 of the financial regulation (2000) outlines the requirements controlling the local purchase of supplies, and subject to these conditions, all local purchases of supplies, etc., and all work and services costing more than N500,000 must be procured by contract following public bid. The fact that tendering has been misapplied, mismanaged, or otherwise misunderstood must be documented.

This single cause of insufficient contract collection of mobilisation fees is thoroughly examined. The purpose of this study is to evaluate the use of effective and efficient tendering in enhancing contract management and administration in the public sector.

1.2 STATEMENT OF THE STUDY

(a) A greater number of problem have bedeviled public sector tender which has had great affection on public sector procurement. The quality of contract entered by the public sector organization. The entire contract system has gone sour as a result of mis-management, corruption, misapplication of rule and regulation set to be adhered to in contracting for goods and services.

(b) Another problem facing public sector tendering is the issue of Nigeria factor where the nation suffer while the individual grows, selfishness, political consideration, godfatherism, embezzlement of public fund, contract abandonment, etc. all these have in no small measure affected the quality of tendering which in turn affect the quality of public sector.

(c) The out date nature of our financial or stores regulation which guides the operations of public procurement as well as public sector tendering gin the greatest problem of our public sector tendering and therefore has serious implication on the efficiency and effectiveness of public sector contract management and administration.

Objectives of the study

This study was guided by the following objectives

1. To establish the extent to which  duration taken in tendering  influence effectiveness of tendering Process in Public Sector in Enugu state.
2. To examine the extent to which ethical practices influence the effectiveness of tendering process in Public Sector in Enugu state
3. To establish how training of employees influence the effectiveness of tendering process in Public Sector Enugu state.
4. To examine the extent to which record management influence the effectiveness of tendering process in Public Procurement in Enugu state
5. To determine the extent to which ICT usages in tendering influence effectiveness of tendering process in Public Sector in Enugu state.

Research Questions

The study sought to answer the following questions:

1. To what extent does the duration taken in tendering influence effectiveness of tendering Process in public Sector in Enugu state?
2.  Do ethical practices influence the effectiveness of tendering process in Public sector in Enugu state?
3.  How does training of employees influence the effectiveness of tendering Process in Public Sector Enugu state?
4.  What is the extent to which record management influence the effectiveness of tendering process in Public Procurement in Enugu state?
5. Does ICT usage in tendering influence effectiveness of tendering process in Public Sector in Enugu state?

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