Unit of competency Outline
Date retreived
23/07/2026 5:33 AM AWST
23/07/2026 5:33 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage procurement
Manage procurement
Unit of competency
National Code
PUAMAN004B
PUAMAN004B
State Code
AVM97
AVM97
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
Field of Education
089901 - Purchasing, Warehousing And Distribution
Original Release Date
Nominal Hours
80
Description
This unit covers the competency to call for tenders and manage the awarding of contracts.
Notes
Elements and Performance Criteria
1. Prepare appropriate documentation
- 1.1 Preparation of documentation is managed.
- 1.2 Conditions of tendering the contract and specifications meet organisation/government policies and guidelines.
- 1.3 Tendering process conforms with tender/supply code.
- 1.4 An appropriately experienced officer is identified to handle all inquiries during the tender process and all tenderers are advised of clarifications.
2. Establish the basis of tendering
- 2.1 The form of tender, public or selective is determined.
- 2.2 Expressions of interest are sought.
- 2.3 Expressions of interest are evaluated and potential tenderers short listed.
3. Receive and assess tenders
- 3.1 Documents are received and opened in accordance with organisational policies and procedures.
- 3.2 Tenders are checked for compliance with conditions set out in request for offers.
- 3.3 Details of tenders are compared with established evaluation criteria.
- 3.4 Checks are made to ensure that principles of probity, fairness and commercial confidentiality are met throughout the tender process.
- 3.5 Issues which may require negotiation are identified.
4. Select successful respondent/s
- 4.1 Selection is based on evaluation criteria and relevant factors affecting the tender.
- 4.2 Selection is ethically sound and does not breach probity principles.
- 4.3 All actual or potential conflicts of interests are disclosed.
- 4.4 Where possible the contractor is selected from a registered panel of contractors who are proven to have the relevant expertise and capacity.
- 4.5 Contractor's price and conditions are examined in order to determine that the offer is clear, calculable and not open to manipulation.
- 4.6 A cost-benefit analysis shows that the selected contractor offers best value for money.
5. Finalise contract details
- 5.1 Letter of acceptance outlines all relevant requirements for signing of documentation and satisfaction of pre-commencement conditions.
- 5.2 Discrepancies and disagreements about proposed supply arrangements are clarified and resolved prior to entering into the agreement.
- 5.3 Contract is properly executed by the successful proponent and is in accordance with legal requirements.
- 5.4 Unsuccessful tenderers are briefed if appropriate.
- 5.5 Contract conditions are read and understood by all personnel involved in contract administration.
- 5.6 Contract documents are prepared, approved and distributed.
- 5.7 Fulfilment of any outstanding requirements is checked and rectified if necessary.
6. Evaluate performance of the contract on completion
- 6.1 Contract conditions and responsibilities are reviewed with relevant personnel to ensure satisfactory completion of contract.
- 6.2 Contract completion is authorised in writing to confirm completed services have been undertaken according to contract objectives and specifications.
- 6.3 Contractor performance/level of service is evaluated against agreed benchmark.
The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.
Forms of tenders may include:
public
selective
Evaluation criteria may include:
project objectives
technical specifications
risk
user requirements
timing resources - staff
supplies
budget
environmental policies
Selection of contractors may be based on:
assessment against evaluation criteria
expertise of contractor
resources allocated to project
contractor’s proven performance record
contractor’s reputation for quality
contractor’s background knowledge of the project
contractor’s understanding of organisational requirements
availability of contractor
estimated cost
Performance of contractors may be evaluated on:
progress towards milestones and objectives
adherence to proposed timelines
adherence to estimated costs
access to resources
staff
supplies
materials
goods
advice
implementation of recommendations
technical specifications
quality assurance
environmental policies
Outstanding requirements may include:
insurance (public liability
professional indemnity
WorkCover
personal accident)
evidence of covers
security deposits/bank guarantees
warranties of equipment performance
Monitoring of contractor performance may include:
site visits
inspections
project management meetings
progress meetings
reports validation of quality systems
partial or full audits
Organisational policy and procedures may vary between sectors and organisations and may include:
legislation relevant to procurement
legislation relevant to the organisation
operational corporate and strategic plans
operational performance standards
organisational personnel practices and guidelines
Forms of tenders may include:
public
selective
Evaluation criteria may include:
project objectives
technical specifications
risk
user requirements
timing resources - staff
supplies
budget
environmental policies
Selection of contractors may be based on:
assessment against evaluation criteria
expertise of contractor
resources allocated to project
contractor’s proven performance record
contractor’s reputation for quality
contractor’s background knowledge of the project
contractor’s understanding of organisational requirements
availability of contractor
estimated cost
Performance of contractors may be evaluated on:
progress towards milestones and objectives
adherence to proposed timelines
adherence to estimated costs
access to resources
staff
supplies
materials
goods
advice
implementation of recommendations
technical specifications
quality assurance
environmental policies
Outstanding requirements may include:
insurance (public liability
professional indemnity
WorkCover
personal accident)
evidence of covers
security deposits/bank guarantees
warranties of equipment performance
Monitoring of contractor performance may include:
site visits
inspections
project management meetings
progress meetings
reports validation of quality systems
partial or full audits
Organisational policy and procedures may vary between sectors and organisations and may include:
legislation relevant to procurement
legislation relevant to the organisation
operational corporate and strategic plans
operational performance standards
organisational personnel practices and guidelines
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Demonstration of knowledge and skills required to award, manage and evaluate a contractor's performance and attend to any variations and difficulties which arise during the course of the contract.
Consistency in performance
Evidence should be gathered over a period of time in a range of actual or simulated contract management environments.
Context of and specific resources for assessment
Context of assessment
Evidence should be gathered over a period of time in a range of actual or simulated contract management environments.
Specific resources for assessment
Evidence of competent performance by observing an individual in a contract management role within the workplace or simulated environment. Knowledge may be assessed through written assignments, project reports, debriefings and action learning projects.
Demonstration of knowledge and skills required to award, manage and evaluate a contractor's performance and attend to any variations and difficulties which arise during the course of the contract.
Consistency in performance
Evidence should be gathered over a period of time in a range of actual or simulated contract management environments.
Context of and specific resources for assessment
Context of assessment
Evidence should be gathered over a period of time in a range of actual or simulated contract management environments.
Specific resources for assessment
Evidence of competent performance by observing an individual in a contract management role within the workplace or simulated environment. Knowledge may be assessed through written assignments, project reports, debriefings and action learning projects.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| OAY24 | PUAMAN004 | Manage procurement | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| BDJ9 | DEF40917 | Certificate IV in Performance Based Contracting | Qualification |