CIVIL & STRUCTURAL ENGINEERING DIVISION

OPERATION GUIDELINES

11. MISCELLANEOUS

CONTENTS

11.1 SPECIFICATION PREPARATION AND INTERACTION WITH

TENDERERS

11.2 ACCOUNTS MANAGERS BY BUSINESS AREAS

11.3 RISK MANAGEMENT CHECKLIST

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11.1 SPECIFICATION PREPARATION AND INTERACTION WITH TENDERERS

AND CONTRACTORS DURING TENDERING PERIOD

1 SPECIFICATION PREP ARATION STAGE

1.1 Gathering of Information

No disclosure of project details or drawings. When seeking information, the engineer

shall not reveal the title of the tender, the estimated cost and other information that
will provide the contractors/suppliers clues to guess the project. No tender drawings
or site plans shall be given to the contractors/suppliers. Information shall be sought
from more than one source so that the performance specified will not favour a
particular brand.

1.2 Use of Brand Names

The Project Architect/Engineer must obtain approval before brand names can be
specified. In general, brand names shall be included only for components that have
visual impacts on the architectural and interior finishes, e.g. light fitting, grilles,
switched, temperature sensors and architects and/or clients agreement on the
selected brands shall be sought. A minimum of 3 brand names shall be specified
and or equivalent shall be included to allow other offer. It will be the tenderers
onus to prove that the equivalent complies with the specification. This proof will not
be required if he offers one of those named.

1.3 Specifying Performance

Minimum strength/performance of material/product shall be specified so that when

the strength/performance of tenderers offer falls short of this minimum value, it can
be discarded as non-compliance without the need to seek clarification.

1.4 Technical Schedule

Tenderers are normally required to provide technical information of their offers in the
Technical Schedules section of the specification. Technical data submitted by the
tenderers are contractually binding on the successful contractor. They shall take
precedent over those in the product catalogues when there is conflict on these two
sets of data. Project Architect/Engineer shall ensure that only information that are

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pertinent to the evaluation of the offer shall be included as items in the Technical
Schedule so that the tenderers will not have to waste time to provide unnecessary
information. On the other hand, tenderers shall be requested to insert markings and
highlight the relevant items that are offered by them in the catalogues and brochures
submitted by them so that the Project Architect/Engineer does not need to scan
through them to look for information. This requirement shall be included in the
specification for the compliance of tenderers

1.5 Vetting & Approval

Project/Engineer shall determine the scope and requirements of the project in

consultation with the Vice President and other project team members for inclusion in
the tender specification. The Project/Engineer shall submit the specification to the
Vice President for vetting and approval. The Vice President shall sign on the
documents when he approves the specification. The PQS is responsible to ensure
all tender documents are vetted and approved by all the approving officers.

2 TENDER CALLING STAGE

2.1 Tender Period

For tenders of goods falling under the ASEAN Preferential Trading Arrangement
(PTA), this shall be indicated in the Instruction to Advertise Tender. The T&C shall
give notice of the tender to the relevant missions of ASEAN countries 3 days before
its publication in the press.

For GPA covered tenders, the tender notice and a summary notice shall also be
published in the Government Gazette.

The minimum tender periods are as follows:-

(a) For Non-GPA covered tenders with tender notices published

in the Government Electronic Business (GeBIZ) - 14 days

(b) For Non-GPA covered tenders NOT published in GeBIZ - 21 days

(c) For GPA-covered tenders - 40 days

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For Government projects, prior approval must be sought from the PS in person of the
client ministry or his delegated officer who should be the DS, if the tender period has
to be less than the stipulated minimum. The reduced period shall not be less than 10
days.
For larger and more complex projects, the tender period should be more than the
stipulated minimum. The QS Division's guidelines on tender periods (Appendix 32/2)
shall be complied with. The office calling the tender shall seek the approval of the
SVP if a tender period shorter than the QS Division's guidelines is to be stipulated.

2.2 Corrigenda/Addenda

We should minimize corrigenda/addenda. Any changes to the tender documents

shall be issued to tenderers in the form of a corrigenda/addenda. These shall be sent
out as early as possible and not later than 7 days before the closing date of tenders.
Where major amendments are issued late, the Engineer shall advise the QS on the
need to extend the tender closing date. Tenderers sh all be required to acknowledge
receipt of corrigenda/addenda before the tender closing date.

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2.3 Extension of Tender Closing Date

Extension of the closing date can be considered under the following circumstances:-

Too few tenderers have collected tender documents. The Project Engineer
may invite other tenderers who are registered in the advertised financial
category/ work head to participate. If the response is still poor, consideration
may be given to open the tenders to contractors who are registered in a lower
financial category or in other work heads. The Project Engineer shall consult
the VP (QS Office) before he takes the latter course of action.

When a tender corrigendum which has a time impact on the tender period is
issued.

Written requests from the tenderers to extend the tender period. Extension is
allowed only if there are two or more such requests and approval must be
sought from the Client for such extension.

2.4 Tender Query by Tenderers

All queries from tenderers shall be in writing. The questions and answers shall
subsequently be issued to all tenderers as corrigendum/addendum as far in advance
of the closing date of tenders as possible. Project Engineer shall advise tenderers
courteously to write in if they call to inquire.

3.0 TENDER EVALUATION STAGE

3.1 Criteria for Tender Evaluation

The criteria for evaluation should be stipulated in the tender documents and the
evaluation strictly based on the criteria set forth. The selected tender should be the
one most advantageous to the Client. The usual criteria include:-

Tender price - Everything else being equal, the lowest tenderer shall be
recommended for acceptance.

Compliance with Specifications - A tender would only be considered if it

complies fully or very substantially with the tende r specifications, ie it must

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meet the tender specifications without material deviation. If a tender is

rejected on this ground, the deviations shall be clearly explained in the tender
evaluation report. It is the responsibility of the tenderer to demonstra te
compliance by providing evidence and data. An overall statement of full-
compliance by the tenderer shall not be accepted as global coverage for
omission of necessary information.

Life Cycle Costing - In M&E tenders, life cycle costing and other cost
effectiveness techniques may be used in evaluating the offers. However the
evaluation system and criteria must be clearly defined before tenders are
called.

Subjective Criteria - As far as possible, the use of subjective criteria shall be

avoided. However, in some tenders where this cannot be avoided, an
evaluation team comprising senior officers shall be formed to consider the
offers. For example, in design-and-build tenders, the design is an important
criterion for selection.

Registration Head and Financial Grade - A tenderer who does not meet the
specified registration head and financial grade with the appropriate
Government Registration Authority shall be rejected unless it has submitted
an application for certification with the Government Registration Authority on
or before the tender closing date.

Debarment or Suspension Status - Debarred or suspended tenderers shall

not be recommended for acceptance of tender. The PROJECT ENGINEER
shall check the debarment or suspension status of the tenderer in Debarment
Enquiry System at Government Intranet
http://wwwdb1.gov.sg /gitis/owa/gmain.login.

Maintenance cost (if specified).

Alternative offer (if any).

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3.2 Process to be Confidential

The Project Engineer shall treat all tender documents and evaluation reports
confidential and lock up all related documents in cabinets. Information relating to the
examination, evaluation and comparison of bids and the recommendation for award
shall not be disclosed to the tenderers or other persons not officially concerned with
such process. There shall be no communication with tenderers until LA is signed by
successful tenderer. When tenderers call and ask the Project Engineer, standard
answers shall be: The tender is still under evaluation and any information related to
this are confidential.

3.3 Clarifications with Tenderer

Technical clarification shall be in writing and the Project Engineer shall compile a list
of questions based on the tender submission and forwarded to the te nderers for
clarification. Adequate time be given to tenderers to respond. In general, 5-7 working
days shall be allowed depending on the extent of information to be supplied. Any
shorter period of time will require SVP approval.

The Project Engineer shall arrange a meeting (tender interview) with the lowest three
tenderers. Where necessary, the Project Architect, Project Manager and the Client's
representative shall also be invited to the tender interview meetings. All the
clarification and agreements made in the meeting with the tenderer's representative
must be followed up in written form from the tenderer himself.

Direct contact with tenderers shall be avoided. If face to face meeting other than the
tender view is unavoidable, the Project Engineer shall always be accompanied by
another staff from the Division to serve as witness on all issues discussed. A meeting
record detailing the issued discussed shall be made and forwarded to the tenderer
within 3 days.

The Project Engineer shall not indicate to tenderers in whatever form whether their
offer complies with specification. The Project Engineer shall not suggest or hint to
any tenderer that certain brand is better or can comply with the specification at any
time.

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Not more than 2 rounds of clarification shall be made. Additional round of clarification
will require the approval of the SVP.

3.4 Negotiations

No negotiation with tenderers is allowed. If changes to the specifications will result in

a re -quote of the original tender, the tenders shall be voided and fresh tenders
invited.

Pre-tender omission may be considered on condition that it is the lowest tender and
it does not disadvantage the next nearest tenderer.

If the schedules of rates are found to be unrealistically high, the Project Engineer
shall request the tenderers to review them reasonable level. This is not considered
negotiation as it is in the interest of the client. In the event that the tenderer refuses
to reduce the rate to a reasonable price for a particular item, it shall be struck off
from the schedule of rates. It will then be up to the SO to decide on the reasonable
unit price for that item when variation is required. A statement shall be included at
the beginning of the section on Schedule of Unit Rates that When there is no unit
rate for certain item, the SO will decide the reasonable unit of that item. The Project
Engineer shall describe the event of schedules of rates review by the tenderer in the
tender recommendation report.

Changes to tender price that is reflected in the form of tender are strictly prohibited.

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11.2 LIST OF "ACCOUNT MANAGER"

A. LIST OF "ACCOUNT MANAGER" BY BUSINESS AREA

Roles of Account Manager:
1. Point of contact with clients for business / projects
2. Maintain and upkeep good relationship with clients
3. Prepare list of pipeline projects
4. Set target on secured fees
Business Area Name Division Facilitators for
Client Relation
Teng Wai Man / Rohani
Airport ADD Chua Hua Meng
Baharin
Peter How / Khew Sin
Arts / Culture / Heritage A&DS
Khoon
Chua Hua Meng / Tan
Commercial / Residential Chee Wee / Peter How / A&PD / A&Ds / Teo Pin
HUSP
Hoong Bee Lok
Peter How / Khew Sin
Conservation and Adaptive Reuse Khoon A&Ds
Environmental Engineering (Water Kok King Min / Ng Chee
Lim Keng Kuok ENVD
Treatment, Water Supply, Yoong
Environmental Planning & Management)
Civil & Structural Engineering (Including
L Somkiat C&S Kok King Min
Geotechnical, Structural Inspection)
Peter How / Nirmal
Green Design A&Ds
Kishnani
Hoong Bee Lok / Chua
Healthcare & Homes Ruby Lai HUSP Hua Meng / Teo Pin
Industrial Ong -Koh Wee Nah HUSP Hoong Bee Lok
ITE Tan Chee Wee A&PD
Landscape & Design Nina Yang A&DS Peter How
Masterplanning Nina Yang A&DS Peter How
M&E Services Chue Fook Chee M&E Kok King Min
QS Services Ng Chee Yoong/Teo Pin QSSD Kok King Min
Schools Phan Pit Li A&PD Tan Chee Wee
Security / Law Enforcement Mok Kwong Wah A&DS Peter How
Chua Hua Meng / Tan
Sports & Recreational (Including A&PD, HUSP,
Chee Wee / Hoong Bee
Racecourse) Lok / Peter How A&Ds
Transportation (Roads & Rail System,
Lim Peng Hong Tpt Kok King Min / Ng Chee
Transportation Planning, Traffic Impact
Assessment) Yoong

Universities Ong -Koh Wee Nah HUSP Hoong Bee Lok

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B. LIST OF "ACCOUNT MANAGER" BY CLIENT MINISTRIES

Roles of Account Manager:
1. Point of contact with clients for business / projects
2. Maintain and upkeep good relationship with clients
3. Prepare list of pipeline projects
4. Set target on secured fees

Facilitators for
Ministry Name Division
Client Relations
Judiciary (Supreme & Subordinate
Khew Sin Khoon A&DS Peter How
Courts)
Ministry of Community Development Tan Chee Wee / Ong
A&PD Teo Pin
(Homes) Hong Kee

Ministry of Education Phan Pit Li A&PD Tan Chee Wee

Ministry of Environment (Bldg.) Khew Sin Khoon A&DS Peter How / Ng

Chee Yoong
Ministry of Foreign Affairs (Overseas & Peter How / Tan Chee A&Ds / A&PD Teo Pin
Local) Wee
Hoong Bee Lok /
Ministry of Health Ruby Lai HUSP
Teo Pin

Ministry of Home Affairs Mok Kwong Wah / Khew A&DS Peter How
Sin Khoon

Ministry of Information and the Arts Khew Sin Khoon A&DS Chua Hua Meng

Ministry of National Development Ng Chee Yoong QS Chua Hua Meng

Prime Minister's Office Mok Kwong Wah A&DS Peter How

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C. LIST OF "ACCOUNT MANAGER" BY STATUTORY BOARD / DEPARTMENTS

Roles of Account Manager:

1. Point of contact with clients for business / projects
2. Maintain and upkeep good relationship with clients
3. Prepare list of pipeline projects
4. Set target on secured fees

Statutory Board / Facilitators for

Name Division
Departments Client Relations
Tan Chee Wee / Ong Hong
Agri-Food and Veterinary Authority A&PD Ng Chee Yoong
Kee
Kok King Min / Ng
Building & Construction Authority Lim Peng Hong Tpt Chee Yoong
Central Narcotics Bureau Mok Kwong Wah A&DS Peter How
Teng Wai Man / Rohani
Civil Aviation Au thority of Singapore ADD
Baharin
Tan Chee Wee / Ong Hong
Civil Service College Kee A&PD

Corrupt Practices Investigation

Mok Kwong Wah A&DS Peter How
Bureau
Khew Sin Khoon / Mok
Internal Security Department A&DS Peter How
Kwong Wah
Kok King Min / Ng
Land Transport Authority Lim Peng Hong Tpt
Chee Yoong
L Somkiat (Engineering) C&S Kok King Min
Maritime Port Authority Khew Sin Khoon (Building) A&Ds Peter How
Monetary Authority of Singapore Chua Hua Meng PM
National Arts Council Khew Sin Khoon A&Ds Peter How
Lim Keng Kuok Kok King Min / Ng
National Environment Agency ENVD
(Engineering) Chee Yoong
Khew Sin Khoon (Building) A&Ds Peter How
Peter How / Khew Sin
National Heritage Board Khoon A&Ds

Peter How / Ng Chee

Nparks Khew Sin Khoon A&Ds
Yoong
PA (Community Clubs) Mok Kwong Wah A&Ds Peter How

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D. LIST OF "ACCOUNT MANAGER" BY STATUTORY BOARD / DEPARTMENTS

Roles of Account Manager:
1. Point of contact with clients for business / projects
2. Maintain and upkeep good relationship with clients
3. Prepare list of pipeline projects
4. Set target on secured fees

Statutory Board / Facilitators for

Name Division
Departments Client Relations
Tan Chee Wee / Robin
Polytechnics / ITE Wong A&PD Teo Pin

Prisons Department Mok Kwong Wah A&DS Peter How

Lim Keng Kuok ENVD Kok King Min / Ng

Public Utilities Board (Engineering) Khew Sin A&Ds Chee Yoong / Peter
Khoon How
SCORE Khew Sin Khoon A&DS Peter How
Singapore Civil Defence Force Mok Kwong Wah A&DS Peter How
Singapore Immigration &
Mok Kwong Wah A&DS Peter How
Registration
Singapore Police Force Mok Kwong Wah A&DS Peter How
Singapore Sports Council Khew Sin Khoon A&DS Peter How
Singapore Tourism Board Khew Sin Kh oon A&DS Peter How
Universities Ong-Koh Wee Nah HUSP Hoong Bee Lok
Wildlife Reserves Singapore -
Tan Chee Wee A&PD Chua Hua Meng
Jurong Bird Park
Wildlife Reserves Singapore - Tan Chee Wee A&PD Chua Hua Meng
Singapore Zoological Gardens

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E) LIST OF "ACCOUNT MANAGER" BY PRIVATE CLIENTS

Roles of Account Manager:
1. Point of contact with clients for business / projects
2. Maintain and upkeep good relationship with clients
3. Prepare list of pipeline projects
4. Set target on secured fees

Statutory Board / Facilitators for Client

Departments Name Division Relations

UOL Tan Chee Wee A&PD

Parkway Group Teo Pin BD
Robinson Group Teo Pin BD

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11.3 RISK MANAGEMENT CHECK LIST

1. Introduction

1.1 Risk can be broadly defined as the risk of loss resulting from inadequate or failed
internal processes, people and systems or from external events.

1.2 We are required to identify, evaluate and properly manage risks in our business. In
general, we should minimize, avoid, transfer or assume risks identified. We should
be fully aware of our professional indemnity/liability, commercial/legal liability,
occupational health and safety liability, Public liability and liability in the employment
of staff.

1.3 Each EVP/SVP is accountable in assessing the risk in their projects and operation.
You are urged to ensure that this check list is widely used in your operation.

1.4 Risk Management is a process of inquiry. The following questions will be helpful :

What can go wrong ?

What are the causes
How bad can it get ?
How likely is it to happen ?
What can/should we do about it ?

1.5 Risk Management Flow Chart

Please see Annex A at the end of this check list.

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2. RISK MANAGEMENT CHECK LIST

1. The Client

Do you know the client?

Is the client solvent?
Is the client capable of executing the project?
What is the clients financially standing ?
Is the client a good pay master?
Any legal suit against the client?
Overseas tax considered?
With-holding tax considered?
Did you clarify the roles and responsibilities of the client in the project?
Do you regularly brief client and get his approval on the status of the project?

2. The Consultancy Contract

Consultancy contract signed ?

Similar to CPG standard consultancy contract?
Any additional conditions?
Risk of additional conditions acceptable?
Sought legal advice on additional conditions?
Risks covered by CPG PII?
Comply with Corporate Finances Limits of Authority to commit tender and
contracts?
All milestones achievable?
Does the service meet company/divisional profit margin?
Have you been receiving regular payment for the service?
Do you regularly submit invoice to the clien t and track accounts receivable?
Are you familiar with the SOP Act?
Have you compile a list of commercial viability risks (that affect CPGs profit
margin) of the project and have a system to manage the risk regularly?

3. Design

Clients brief de veloped and endorsed ?

Do you have competen t staff for the specific design?
Do you have adequate resources, including manpower for the project?
Do you need specialists support for the design?
Comply with ISO QMS procedure in the design?
Design reviews by senior staff and by a Design Review Committee?
Comply with Design Standards and BCA requirements
Comply with all other building codes?
Drawings che cks comply with QMS?
Design and drawings approved by the client?
Project Coordination Discussion among various divisions carried out regularly?

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4. Contract Documentation

Check buildability and correctness of drawing and specification?

Accuracy of quantity checked?
Do you have proper record of a ll changes issued by the client?
Comply with QMS procedure?
Any gaps in documentation that can result in large claims?
Likely disputes from contractor?

5. Construction

Have you compiled a list of risks and taking action regularly to manage the
risk?
Do you have competent supervisory staff?
Do you have adequate supervisory staff?
Have you assess the risk of construction?
Has the contractor submitted works method to address the risk?
Has the contractor complied with the risk management measures required by
authorities such as the BCA and MOM?
Have you read the CPG Crisis Management Plan?

6. DLP

Project officially taken over by client?

Have you assigned adequate staff for the DLP period?
All defects identified?
Is there an action plan for the rectification of the defects?
Are there regular meetings to monitor defects rectification?
Final handing over to the client completed?
All Variation Order Cleared?
Final Accounts settled?

7. Teaming, Joint Venture and Equity Partnership

Partner firm has skills, resources and experience in delivering their

responsibilities?
Is the partner financially viable ?
Is the division of responsibility for services and resources well defined?
Is there suitable management agreement?
Is CPG liable fo r the non-performance of the partner?

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8. Design and Build Contract

(Note : in addition to this section, all other items in this checklist also apply to
D&B Contract)

Any fit for purpose risk?

Is the contractor financially strong?
Is the contractor a good pay master?
Beyond limits of safe design?
Design and construction period too short?
Insufficient information for design?
Unreasonable transfer of risk from contractor to CPG?

9. PPP Project

Aware of the complex contractual and legal issues?

Aware of the political issue of the project?
Are the risk allocated to CPG acceptable?
Noted different factors affecting design, cost estimate and construction and
how to deal with them?

10. Overseas Project

Is there a possibility of a change of government/political climate ?

What is the risk on the project on a change of government ?
Any change of policies/officials to be announced soon ?
What is the risk on the project from the above change ?
What is our assessment of the risk on reneging of contract for the
project ?
What is our assessment of the risk from lack of transparency or corruption
on the project ?
What is our assessment of the risk of civil unrest, strike, labour problem on
the project ?
What is our assessment of the risk from security, health and environmental
issues on the project ?
Have we addressed the financial risk from inflation or exchange rate ?
Is the project covered by CPGs PII ?

11. In the event of an Incident or Claim

Advise insurer in writing

Advise and brief legal representative
Do not admit liability
Initiate contact with client
Negotiate with client to implement correction to limit further financial loss

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4. Concluding Remark

This is a simple check list for possible risks in consultancy contract. In addition to the
items in this check list, staff should be conscious of risk at all time and take adequate
measures to minimize the risk, transfer the risk to another suitable party and ensure
that the risk is covered by the PII.

Reference

1. Australian Standard AS/NZS 4360: 1999

2. ACEA Risk Management Guidelines for Consulting Engineers
3. Risk Management Course Notes by ACVM, Aug 2003
4. CPG QMS (Quality Management System)
5. CPG Consultants Excellence in Project Delivery Handbook

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Annex A

Risk Management Flow Chart

Identify Risks

Analyse Risks
Frequency x Consequence = Risk

Rank and Screen Risks

Monitor and Review

Risk Management
(Treatment)
Identify and Select Preventative and
Corrective Actions

Re-Rank Risks & Prepare Risk Plan

Implement Plan

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