SOLID WASTE MANAGEMENT IN MOYALE ZONE C-1

negotiations, administration, financial services, marketing, etc. for ensuring that the operations of the other
Partyarecarriedoutasenvisagedtoenablethepartyachieveitsgoalsandobjectives.“Serviceprovider”and
“Party” refers to a company, organization, institution, or individual, operating as a business or as a service
provider. Management Service is a blend (in the same contract) between a consulting service and a non-
consulting service since in some cases no actual physical outputs are delivered while in some cases actual
physical outputs are delivered. Management Service can be described as a process for economical and
effective planning and regulation of operations of an enterprise in the fulfillment of given purposes. It is a
dynamic process consisting of various elements and activities. There are four fundamental functions of
Management Service i.e.planning, organizing, actuating, controllingandproducing. It may be convenient to
separatethese functionsof management but practicallythese functions are overlappinginnaturei.e.theyare
highly separable. Each function blends into the other and each affects the performance of others. So, when
procuring Management Service Contracts, the Procuring Entity must prepare clear descriptions of service
requirements that include human resource, equipment and tools, systems and financial capacity. This
document will include only procurement of Management Services.Procuring Entities will need to be guided
very carefully to identify services that are for Consulting, Management, Non-Consulting and Maintenance,
giventhesearesubjectofseparateStandardTenderDocuments.
3. The STD consists of the parts indicated on the Table of Contents. Before using this STD, the Users are
advised to familiarize themselves with the Act and the Public Procurement and Asset Disposal Regulations,
2020(theRegulations),CircularsandmanualspreparedandissuedbyPPRAandothergovernmentagencies
toguidePublicEntitiesintheconductofthepublicprocurementprocess.
4. This document willbe usedforNationalTenderingProcedures, but insome cases,services may be procured
from foreign sources. Service providers may be prequalified or shortlisted following a due process. The
document can be used for a Lump sum contractor a Time-Based contract. In the event that the service
requires foreign service providers, the document will be amended to accommodate them, by allowing use of
foreign currency and, if so required, allowing margin of domestic preference, and international dispute
resolutionmechanisms.
5. Duringpreparationofthetenderdocument,theProcuringEntityshouldspecifywhethertoallowthefollowing:
i) InternationalTender,
ii) MarginofPreference,
iii) Reservations
iv) Prequalification
v) Alternativetenders
vi) RequirementonForeigntendererstosourceatleast40%oftheirsuppliesfromcitizencontractors
6. This document will be customized to suit the needs of the Procuring Entity. No changes should be madeto
Instructions to Consultants (ITC) and to the General Conditions of Contract (GCC). These two sections will
be modified tosuit the Procuring Entity's requirement in the Data Sheets (DS) and in the Special Conditions
of Contract (SCC), respectively. The Cover Page of this document, the Preface, Guidelines or notes to users
andtheInvitationtoTendershouldnotbepartofthetenderDocumenttobeissuedtoTenderers.
7. Regarding Joint Ventures (JVs), the Procuring Entity should allow not too high a number of JV members, a
number above 5 is considered an unmanageable crowd, perhaps of small tenderers gathered to meet the
qualificationcriteria;twoorthreeJVMembersareconsideredreasonablenumbers.
8. Regarding cases being considered for abnormally low or high tenders, the benchmark should be the
Procuring Entity's estimate in the Procurement Plan or other estimate based on commercial rates. It is
expected that a Procuring Entity should call for Tenders with a clear idea of what to expect as a reasonable
tender price. In case of abnormally low or high tenders, the Procurement Entity should (a) review the
specifications, and conditions of tender, or correctness of the estimate or (b) possibility of a collusion,
formation of cartels, or other form of fraudulent and corrupt activity in the tendering process or (c)
perceptionofthe firms onthecredibilityof theProcuringEntity.TheProcuringEntityshalltreatabnormally
lowandhightendersinaccordancewithproceduresprovidedforinthistenderdocument.
9. Abnormally low tenders should be rejected to avoid the inherent risk of a low tenderer not performing the
contract.Onabnormallyhightenders(inveryrarecases)acontractcouldbenegotiateddownwiththelowest
evaluated tenderer if the cause of the abnormally high tender was the specifications, conditions of tender, or
correctness of the estimate, otherwise a retender would be more rational based on revised specifications and
conditions of contract. In case the abnormally high tender is found to be result of a possibility of a collusion
or cartels in the tendering process, or perception of the firms on the credibility of the Procuring Entity the

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