Framework agreements can either be

awarded to a singe supplier or multi

supplier.
 Open arrangement under which a buyer can (at his or her
discretion) ask a seller to supply contracted goods or
services under prices, terms, and conditions specified in
the contract. Used usually for the purchase of spare parts.
 The contracting authority calling off a contract under a
framework agreement must be able to justify why they have
called off from a particular supplier.
 Can either be by “Direct Award” or “Mini-competition”
 Direct awards (calling off ■ Direct awards are used
without re-opening where the terms laid
competition) are down in the framework
reasonable where there agreement are
is an objective and ‘sufficiently precise’ to
transparent process in cover all the terms of
the framework agreement the call-off. .`
for determining which
supplier offers the best
value for money or other
relevant determining
factors.`
 A process you need to carry out to place a
call-off contract under a framework
agreement where the best value supplier
has not been specified. It allows you to
further refine your requirement whilst
retaining the benefits offered under the
collaborative agreement.
 Invite bids in writing from all suppliers on the framework
that are capable of delivering the particular requirement
 Clearly state their call-off requirements;
 Set an appropriate time limit for responses;
 Request bids are returned from suppliers in writing and
treat them confidentially until after the deadline has
passed;
 Use MEAT (most economically advantageous tender) to
evaluate the tenders and award the call-off.
 The period for which contracting authorities ‘call off’ from a
framework is a decision for them, based on value for
money considerations and the nature of goods or services
being bought
 Call-off contracts based on framework agreements may
be longer than four years, and may extend beyond the
expiry date of the framework (Recital 62 Public
Procurement Directive).
Multi-supplier frameworks
subject to mini competition
 Weightings for award criteria
can be varied slightly however
this intention must have been
notified to suppliers in advance,
along with ranges for each
criterion. Award criteria for
mini-competitions can also be
altered however any new
criteria must be related to ie
derive from the original
criteria.
Multi-supplier frameworks
subject to direct award
■ Weightings at call off can be
varied slightly in line with
changes in requirement
however some flexibility should
have been included in the
specification to reflect this.
 In establishing the framework agreement, the lead
contracting authority should issue instructions to all those
utilizing the framework. As well as providing the necessary
information on duration, supplier information and pricing,
for multi-supplier frameworks, it should also set out clearly
the ranking of suppliers (if any) and how end-users should
go about identifying which arrangement offers best value
for money.
 Supplier debriefing is the process by which the buyer
provides feedback to unsuccessful suppliers regarding their
bid so they know why there were unsuccessful and how they
can improve their bid for the future
 It is important that this is carried out as it is an integral part of
an effective procurement process and something which
suppliers are entitled to
 Demonstrates to the market that procurement processes
in the Welsh public sector are carried out in a fair, open
and transparent way, in accordance with the legislative
and regulatory framework;
 Valuable feedback gleaned from bidders on how the
procurement process could be improved in future;
 Increased likelihood that a well debriefed supplier will
tender for future contracts, increasing competition to
ensure maximum value for the Welsh pound;
 Reduces risk of challenge from suppliers.
 Increased confidence that procurement in the Welsh
public sector is being undertaken fairly and in compliance
with the legal and regulatory framework, and in
accordance with the published evaluation criteria and
scoring system;
 Recognition of the time, effort and resources they have
invested in the process, which may encourage them to bid
in future;
 Keener understanding of why they were unsuccessful, the
strengths and weaknesses of their bid and the areas for
improvement; and
 Less likely to challenge the process.