A.

Deciding which suppliers to appraise

The first step is to develop a segmentation approach so
Procurement Manual:
that risk can be assessed. Typically this is done by look-
Good Practice 3 ing at supply risk and supplier importance or criticality.

3. Supplier Appraisal Peter Kraljic stated that the strategic importance of a

given supply item (and in aggregate a contract or sup-
plier) is related to its profit impact and its supply risk.

Profit impact can be volume or value purchased, impact

on supply chain value-add, business growth potential
A. Deciding which suppliers to or dependency. Supply risk can be product availability,
appraise number of suppliers, ease or cost of switching supplier
or the availability of substitute products or services.

Segmenting your supply items can, therefore, be

mapped out using the Kraljic diagram below.

B. What to check?

C. How to use that information

D. Dos and Donts

Using the Kraljic portfolio purchasing model

Such an approach allows planners, procurement officers and contract managers to position each
contract systematically and determine whether appraisal is required. Those falling in the bottleneck
and strategic categories are higher risk so should be properly appraised and checked. Those fall-
ing in the routine and leverage categories may not pose such a risk so may not require the same
approach.

The strategy also informs how existing suppliers should be developed and what performance targets
have been set at a category and supplier level and how these will be achieved and monitored. (see
Procurement Guidance 1: Contract Management: Responsibilities and Duties).

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B. What to check?
As part of planning it is wise to consider key questions for suppliers depending on the nature of the
purchased (seek advice from procurement if required). For major and more complex spends the
Procurement Team will support you through the Pre-qualification Questionnaires (PQQ] and Invita-
tion to Tenders (ITT) stage(s) where many of these issues (along with specific details relating to the
individual project) will be sought. The following are examples of these (not necessarily in this order):

1. Company name and number

This will allow you to identify exactly what company is applying, particularly if it is part of a
group of companies. At the Companies House website (www.companieshouse.gov.uk) you
can find out details of:
The companys financial information and accounts;
The company directors;
How long the company has been in business;
Any company name changes.

2. Financial information
To gauge the suppliers financial health and status, it is important to request information on
annual turnover and profit for the past three years, and their VAT number (if any) and bank
name. If a supplier is in financial difficulty it may have problems sourcing goods and services
for you. If it is at risk of insolvency, your organisation could be left without key goods and ser-
vices and out of pocket. The Procurement Team has access to CreditSafe which can check
the financial status of suppliers.

3. Staff information
It is useful to find out the number of staff in the supplier organisation, how many people work in
each business area, staff turnover rates and details of any staff unions and any recent indus-
trial disputes. This provides some insight into the suppliers staff profile. For example, if the
supplier has a high staff turnover then this may point to more serious underlying issues such
as low staff morale, which can have an adverse affect on the quality and standard of the goods
and services being provided. See also Paragraph 17 (below).
4. Location
The companys location and the location from which goods and services are sourced could be
important and worth investigating. Just because a company has a registered office in the UK
does not mean this is where the company is located or where the goods and services are pro-
vided from. A registered office could be the companys headquarters, but not where the bulk of
staff are based, or it could be the address of its accountant or solicitor. For example, a buyer
organisation may engage a supplier to provide a call centre. Although the supplier may be
based in the UK, it might host the call centre in India.

In the interests of fairness (and subject to EU Procurement Directives) it is not permissible to

exclude bids on geography criteria; rather the meeting of key requirements of the contract e.g.
response time on site, delivery times. If in doubt seek help from the Procurement Team
5. Group companies
It is important to establish whether the supplier is part of a wider group of companies and the
nature of those companies where they are based, their business sector and where the sup-

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 plier fits into the overall group structure. It is important to get a clearer picture of the suppliers
organisation, business objectives and whether or not it will fit in with the culture of your organi-
sation for the following reasons:
Problems or financial difficulties with other members of the group could affect the sup-
plier;
If the supplier is a new company or does not have a good financial track record then a
buyer might ask for a guarantee from the suppliers parent company if it is in better fi-
nancial health;
You may not want to engage a supplier if it is part of a company group or has other as-
sociated group companies that have a poor reputation or are involved in activities that
could adversely affect your organisations reputation.
6. Goods and Services
Ask for details of the companys goods and services and the goods and services it is offering
to provide. This can be particularly useful when technical goods and services such as comput-
er systems are being supplied. It allows you to quickly establish whether the nature of the
goods and services is suitable.
7. Price
The more specific cost details you request the better because you can then compare prices
and payment terms from various suppliers.
8. Sub-contracting
The supplier may want to sub-contract its work for you to third parties. In many instances this
would not be appropriate, but for particularly large, complex or diverse projects a buyer may be
prepared to allow this. In this case, ensure you find out the following:
Who the sub-contractors are;
Where they are based;
The sort of general business information you ascertained about the main supplier;

You would also oblige the supplier to:

Ensure all sub-contractors adhere to the same obligations that the supplier is under;
Take responsibility for all sub-contractors and any problems or defaults that may arise.
9. Quality Assurance
Any quality assurance credentials, such as ISO 9000/9001, or specific awards, such as Inves-
tors in People, or specific qualifications should be requested. This can help to reassure you
that the goods and services provided will be of reasonable quality. Please note that EU rules
state that there must be an opportunity to provide equivalent supporting infor-
mation/certificates other EU member countries may have different standard awarding bodies.
10. Delivery Team
You may want to find out which individual staff members will be responsible for delivering the
goods and services. Sales staff can often over promise on what can be delivered and when,
but it probably wont be them involved once the contract is signed it will be the delivery per-
sonnel. It may be worth checking whether they can deliver what sales promised. Investigate
any discrepancies and request an explanation. See also Paragraph 17 (below).
11. Previous business

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 It is useful to know whether the supplier has done business with your organisation or similar
organisations before and how successful these projects were.
12. Insurance
Establish what insurance the supplier has in place such as professional indemnity insurance,
public liability insurance and employers liability insurance which it is insured with, how long
the insurance has been in place and the nature and terms of that insurance, including the max-
imum amount covered and if there is a maximum amount per claim.

For the University (mainly in more complex, specialist and / or high value contracts) a supplier
may be required to have additional or minimum levels of insurance.
13. Health and safety
Establish whether or not the supplier has health and safety policies in place, whether or not it
has adhered to them in the past (and if and where it has had problems) and how it would up-
hold health and safety requirements when working for your organisation. See also paragraph 9
above re equivalent status.
14. Environmental policies
Now that organisations are keen to promote their environmental credentials, suppliers are
more frequently being questioned about their environmental policies, such as whether they
have a sustainability or environmental policy and if they recycle. Any environmental assurance
credentials, such as ISO 14001, or specific awards can help to reassure you that the goods
and services provided will be subject to environmental considerations.
15. Equality policy
What is the suppliers equality policy and is it followed? You can request further details on
whether or not a supplier has been involved in any recent employment tribunal cases, been
subject to any equality related investigations (for example by the Equality and Human Rights
Commission) or had any awards made against it. It is also worth checking how a supplier im-
plements its equality policies in areas such as recruitment or training and whether it can pro-
vide documentary evidence of this.
16. Litigation
Ask the supplier about any litigation (whether past, pending, anticipated or threatened) and the
nature of it. You can also request information on any investigations the supplier may have
been subject to, such as by the Information Commissioner, the Financial Services Authority or
the Health & Safety Executive, etc. This is important because it could:
Highlight defects or problems with the suppliers goods and services;
Show how the supplier has dealt with problems when they have arisen before, whether
collaborative or adversarial;
Indicate that the supplier might still be in the middle of that litigation or investigation,
which could adversely affect the amount of time, effort and resources (including staff re-
sources) that it can dedicate to your project.

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 17. Contact names
It is usual to request contact names at the supplier from, for example, financial, operations and
sales departments, so that as and when further information is required it can be requested
from a named individual. Check if there is an individual responsible for your project.
18. References
You can ask the supplier to provide referees for you to consult regarding the suppliers busi-
ness and its ability to provide the goods and services you need. You can ask the supplier
whether you can visit any sites where it is providing similar services so that you can talk to the
individuals and organisations about the nature of the services and their delivery. In doing this
you must ensure that there is fairness of opportunity for all suppliers.
19. Other information
There are a wide range of research materials available for finding out more about the supplier.
The internet is particularly useful for checking information provided by the supplier and for re-
searching whether the company has been involved in any litigation or has made the news for
any other reason.
20. Industry or sector-specific information
This should form part of your due diligence regarding the supplier. For example, public-sector
bodies would normally want to ensure that:
any procurement directives regarding supplier selection are complied with, such as EU
legislation on the co-ordination of procedures for the award of public works contracts,
public supply contracts and public service contracts;
suppliers will co-operate with any particular legislation that affects that public sector
body, such as the Freedom of Information Act 2000;
the supplier consults with and co-operates with the public-sector body as much as pos-
sible and is completely transparent and open in relation to goods and services provided
particularly in relation to price, standards and delivery timetables. Public-sector organi-
sations will want to avoid being criticised by third parties such as government bodies or
the media, or be subject to any inspection or investigation.
Public-sector bodies should show that the relevant rules, regulations and laws have been fol-
lowed. They should also document a proper audit trail regarding the appointment of the suppli-
er and its provision of goods and services.
If in doubt contact the Procurement Team

C. How to use that information

The tender document should help you to form a general picture of the supplier, its business
and its offering. This form should not be a tick-box exercise that is simply filed and never con-
sulted again. Instead, the completed form should provide a platform for you to ask further
questions and match what the supplier is saying with reality. A formal evaluation process, per-
haps with a set of scoring criteria, increases the objectivity of appraisal conclusions and is
mandatory for EU procurements).

The output from both the tender form and the due diligence process are usually encapsulated
within, and superseded by, a formal written contract between your organisation and the suppli-
er. The final contract usually has a so-called entire agreement clause, which means that:

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 Everything said or done before entry into the contract (including tender processes and
answers) will not apply (apart from if a party has been fraudulent, in which case that par-
ty cannot exclude their fraudulent actions pre-contract by using an entire agreement
clause in the contract itself);
Only the written terms and conditions in the final contract will apply. This means that
any assurances given to your organisation that dont find their way into the final contract
will not apply.
It is very important, therefore, to remember that any assurances obtained from the supplier during
the tender process, as well as any subsequent enquiries, should be incorporated into the terms and
conditions of the final contract otherwise the entire agreement clause in the final contract will mean
that such assurances will not apply.

D. Dos and Don'ts

Do appraise suppliers when the contracts involved are high value, long term
and business critical
Do check the suppliers statistical details with Companies House
Do request referees or supplier site visits
Do remember that supplier assurances only apply if they are included in the fi-
nal written contract

Dont assume that delivery personnel can fulfill what sales has promised
Don't forget to check that the supplier has rigorous policies in place on equality,
environmental issues and health and safety.

Other useful references

Procurement Manual: Good Practice 1: Contract Management Responsibilities and Duties

Procurement Manual: Good Practice 2: Risk Management and Handling Change
Procurement Manual: Good Practice 4: Assessing Supplier Performance

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