FIDIC Procurement

Procedures Guide

(The attached seminar notes are based on

extracts from FIDIC Procurement
Procedure Guide, 1st Edition 2011.)
The International Federation of Consulting Engineers
(FIDIC) published the First Edition of Tendering Procedure in
1982. This dealt primarily with procedures for awarding
civil engineering contracts.

This new guide is much more than a further edition of

Tendering Procedure.

Third, this guide provides up-to-date detailed guidance on

each step in the tendering processes, complemented by
sample documents covering such matters as
prequalification and instructions to tenderers.
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1.1 Procurement

‘Procurement’ means the processes

from identification of a project up to
receipt of tenders and award of
contracts for its implementation, i.e.,
up to the point of commitment to start
the design and/or manufacture and/or
construction, as the case may be.
The owner is usually called:
-the ‘client’ when he employs a
‘consultant’, and
-the ‘employer’ when he
employs a ‘contractor’.
Generally, procurement activities up to the start of
construction/installation are to:
- establish what is to be procured;
- decide on procurement strategy;
- solicit tender offers;
- evaluate tender offers; and
- award contracts.

Therefore, not covered by this guide are procedures to

administer contracts and confirm compliance with
requirements.
1.2 Organization of the guide

Studies that must be undertaken by an

employer during the initial stages of a project.

Typical projects develop from inception,

through stages of initial and feasibility studies,
through choice of a management structure and
the selection of a contract type, to the
establishment of a project strategy for
consulting services as well as the tendering
processes for works and the subsequent award
of contracts for implementation.
5.11 The appropriate FIDIC form of contract

In answer to the question “Which FIDIC

conditions of contract should be used?” the
considerations listed below should be
examined.
These considerations are also summarised in
Fig. 5.10.
Short Form

Consider using the FIDIC Short Form of Contract

(the Green Book) if:
-the work involved in carrying out the contract is
relatively simple or repetitive; and
- the assessed construction period is short; and
-the estimated final contract price is relatively
small; and
- irrespective of whether:
-the design is to be carried out by the employer or
the contractor; and
-the contract involves construction, electrical,
mechanical or other engineering work.
However, if the work involved in carrying out the
contract is larger and/or more complex than would
be suitable for the use of the FIDIC Short Form of
Contract, the various situations and requirements
described in the paragraphs below should be
considered in order to choose the appropriate
form of contract.
1999 Red Book

Consider using the FIDIC Conditions of Contract for

Construction (the 1999 Red Book) if:
-the work in carrying out the contract comprises
infrastructure works of e.g., roads, bridges,
airports, docks and harbours, railways and
buildings; and
-the employer is to carry out all, or most, of the
design;
and
1999 Red Book

-the engineer is to administer the contract,

monitor the construction work and certify
payment; and
-the employer is to be kept fully informed of all
aspects of progress; and
-the employer can initiate variations to the
works, and
-payment to the contractor will be according to a
bill of quantities or lump-sum payments for
approved work done.
Gold Book

Consider using the FIDIC Conditions of Contract for

Design, Build and Operate Projects (the Gold Book first
published in 2008) if:
- the work involves a design-build obligation with a long
term, say 20 years, operational commitment; and
-the work is to be awarded to a single contracting entity
(which will almost certainly be a consortium or a joint
venture); and
-the contractor has no responsibility either for financing
the project or for its ultimate commercial success; and
-the work is to be based on the traditional Design-Build-
Operate sequence and the operation period will not differ
significantly from 20 years.
1999 Yellow Book

Consider using the FIDIC Conditions of Contract

for Plant and Design-Build (the 1999 Yellow
Book) if:
-the work involves the manufacture of electrical
and/or mechanical works, including installation
and erection on-site, and
-the contractor is to carry out most of the
design including the detailed design of the plant
or equipment, so that the plant meets the
performance specification prepared by the
employer; and
1999 Yellow Book

- the engineer is to administer the contract, to

monitor the manufacture of the plant or
equipment and its erection on-site and to certify
payment; and
-the employer is to be kept fully informed of all
aspects of progress; and
-the employer can initiate variations to the
works; and
-payment to the contractor will be according to
achieved milestones that are generally on a
lump-sum basis.
1999 Yellow Book

Consider using the FIDIC Conditions of

Contract for Plant and Design-Build (the 1999
Yellow Book) if:
- the work involves the construction of
various infrastructure and other types of
works projects, and may include the
manufacture of electrical and/or mechanical
works, including installation and erection
on-site; and
1999 Yellow Book

-the contractor is to carry out the majority of the

design of the infrastructure works and including the
detailed design of the plant or equipment, so that
the project fulfils the requirements of the outline or
performance specification prepared by the
employer; and,
-the engineer is to administer the contract, to
monitor the construction work, to monitor the
manufacture of the plant and equipment (if any)
and its erection on-site, and to certify payment; and
1999 Yellow Book

-the employer is to be kept fully informed of

all aspects of progress; and,
-the employer has the right to initiate
variations to the works; and,
-payment to the contractor will be according
to achieved milestones generally on a lump-
sum basis.
Silver Book

Consider using the FIDIC Conditions of Contract for

EPC/Turnkey Projects (the Silver Book) if:
-the work involves the construction of various
infrastructure and other types of projects and may
include the manufacture of electrical and/or
mechanical works, including installation and
erection on-site; and
-the work could, for example, be a Privately
Financed (or Public-Private Financed) project of the
Build-Operate-Transfer or similar type, where the
concessionaire takes total responsibility for
financing (except for any public funds), design,
construction and operation of the project; or
Silver Book

-the work could be a process or power plant, a

factory or an infrastructure project for
roadworks, rail link, bridge, water or sewage
treatment works, transmission line, dam or
hydropower plant or similar where the
employer wishes to implement the project on
a fixed-price turnkey basis; or
-the work could be a building project where
the employer wishes to have his building
constructed on a fixed-price turnkey basis
complete with all furniture, fittings and
equipment; and
Silver Book

- the contractor is to take total

responsibility for the complete design,
manufacture, erection, installation, and
construction of the facility or
infrastructure, as the case may be, and to
hand it over complete and ready to
operate ‘at the turn of a key’ and thereby
fulfilling the requirements of the agreed
outline or performance specification
prepared by the employer; and
Silver Book

-the employer wishes a high degree of

certainty that the agreed contract price
and time will not be exceeded and,
-the employer wishes the contract to
be organised on a strictly two-party
approach, that is to say without an
engineer or intermediary being
involved; and
Silver Book

-the employer does not wish to be involved in

the day-to-day progress of the work, provided
that the end result meets the performance
criteria he has specified; and
-the parties concerned, that is the sponsors,
financial lenders and the employer, are willing
for the contractor to be paid more for the
completion of the project (than would
normally be the case if, say, the FIDIC
Conditions of Contract for Plant and Design-
Build were used) in return for the contractor
bearing the extra risks associated with
enhanced certainty of final price and time.
Silver Book

Although FIDIC cannot prevent

EPCT being used in circumstances
for which it is inappropriate,
FIDIC stresses that EPCT should
not be used (and that P&DB may
be preferable) in the following
circumstances:
Silver Book

1. If there is insufficient time, or insufficient

information, for tenderers to scrutinise and check
the employer’s requirements or for them to carry
out their designs, risk assessment studies and
estimating before submitting their tenders.
Tenderers need to take particular account of EPCT
Sub-Clause 4.12 (under which the contractor is
responsible for the consequences of encountering
unforeseeable ground conditions) and EPCT Sub-
Clause 5.1 (under which the contractor is
responsible for certain aspects of the employer’s
requirements, such as the applicability of ISO
standards). Therefore, tenderers need information
on the matters related to such risks and they need
time to assess it and to evaluate all risks.
Silver Book

2. If construction will involve substantial

work underground or work in other
areas which tenderers cannot inspect.
For these types of works, the risks of
encountering unforeseen conditions
may be considerable and the lowest
tender may be the one submitted by
the least knowledgeable tenderer or
most reckless gambler, rather than the
best tenderer.
Silver Book

3. If the employer intends to

supervise closely or control the
contractor’s work, or to review
most of the construction
drawings. With the greater extent
of contractor’s risks, he needs to
have greater freedom of action
and less interference by the
employer.
Silver Book

4. If the amount of each interim payment is to be

determined by an official or other intermediary.
EPCT does not provide for an engineer to
administer the contract and determine the
amount of each monthly (or other) interim
payment. Therefore, payments should be pre-
determined against clear milestones and defined
in a schedule of payments.

It is to be noted that some contractors may

decline to tender for contracts based on the
Silver Book owing to the increased risk the
contractor will bear under this form of contract.
The above commentary indicates the importance
of selecting the appropriate procurement
strategy, and of then selecting the appropriate
FIDIC conditions of contract, taking account of
the need to ensure that tenderers are provided
with the data necessary for tendering. Selection
of the appropriate form of contract requires
important decisions to be made on procurement
strategy, and it is to be noted that there are
different FIDIC conditions of contract for
contractor-design: P&DB and EPCT (as well as
the DBO contract).
Tender dossiers for contractor-design
contracts must be drafted with care,
particularly in respect to quality, tests and
performance criteria. If tender documents
are deficient, the employer may pay an
exorbitant price for unacceptable works.
He must therefore ensure that adequate
resources are allocated to the skilled tasks
of drafting the technical and commercial
aspects of the tender documents, and of
analysing the tenderers’ proposals.
7.1 General

Unless the owner or promoter of a project has

sufficient suitable, competent staff to undertake the
necessary professional work, he will require
assistance and support to carry out the crucial early
studies described in Chapter 2 and to develop the
project strategy.

Such assistance may be obtained by the owner, as

the client, entering into a consultancy services
agreement with a suitable consulting engineer or
other consultant to provide the services required.
Selecting a consultant is one of the most important
decisions to be made by a client. The success of any
project often depends upon obtaining the most
able, experienced and reputable expertise available.
There are two key issues to consider when deciding
the method of selection to apply.

1. It is very difficult, if not impossible, to write a

precise professional performance specification for a
consultant for the equitable application of
competitive selection.

This difficulty arises because factors such as the

extent of investigations, the consideration of
alternatives, the quality of design and level of
innovation cannot be quantified.
2. Successful and satisfactory consulting
services depend on sufficient time being
spent on the project by properly
qualified and suitably experienced
people. The method of selection should
not force consultancy fees down to the
point where consultants cannot afford to
allocate properly qualified staff for
sufficient periods of time.
The most important criteria on which to judge a
prospective consultant’s suitability to carry out
services for a particular project are:
- professional competence and reputation
- managerial ability
- availability of suitable experienced staff
- impartiality
- fairness of fee structure
- professional integrity
- quality assurance system.
7.2 Selection methods

Considering that the total cost of consulting fees for a project

is typically only a small percentage of the total
implementation costs.

A small increase in the cost of consulting services can lead to

large savings in the overall construction costs.

The method that best serves the client’s interests is known as

‘quality-based selection’. That is, the client chooses the
consultant on the basis of professional competence,
managerial ability, availability of resources, professional
independence, fairness of fee structure, professional
integrity, and quality assurance systems.
Detailed guidance on the selection of
consulting engineers together with the
advantages to be gained in the adoption of
the quality-based selection procedure is to be
found in the FIDIC publication Quality-Based
Selection for the Procurement of Consulting
Services and also in the FIDIC Guidelines for
the Selection of Consultants.
Procedures and basic methods of selection in which
price plays a part in the decision-taking process are
described in Chapter 9 – Consultancy Appointments.

Whichever method is adopted it will be necessary to

prepare a list of consultants considered to be
qualified for the project as described in the section
below.
7.3 Preparation of prequalification documents for
consultancy services

The prequalification documents for consultancy

services appointments are prepared by or on behalf
of the client and will normally include:
- letter of invitation to apply for prequalification;
- information about the prequalification procedure;
-project information, and information about the
scope of services to be tendered; and
-prequalification application forms and
prequalification questionnaires.
If the project involves or may involve the
exchange of confidential information or the
client wishes to control the release of
information about the project into the public
domain, the client should require the
consultant to enter into a confidentiality
agreement.
7.4 Invitation to prequalify

The client would normally publish a

notice inviting interested consultants to
apply for prequalification documents.
7.4 Invitation to prequalify

The notice should be published in appropriate

newspapers, official publications, technical journals
and on the internet, to give sufficient publicity
according to the particular circumstances of the
project. The notice may also be issued to financing
institution representatives, if relevant, and to
government agencies responsible for foreign trade
so that the international community receives timely
notification of the proposed project and
instructions on how to apply.
7.4 Invitation to prequalify

The notice would need to be in accordance with any

government regulations and should be reasonably brief
and contain:
- name of the client;
-description and location of the project and scope of
the consultancy services;
- estimated cost range or budget for the services;
- sources of finance;
-anticipated time programme dates (i.e., for entering
into consultancy services agreement, completion and
any other key dates);
-planned dates for quality-based selection negotiation
or for issue of proposal dossiers and submission, as
appropriate;
-criteria for quality-based selection or for
prequalification;
- criteria for selection of short-listed applicants;
- criteria for evaluation of proposals;
-instructions for applying for prequalification
documents;
-date by which applications to prequalify must be
submitted; and
-minimum qualification requirements and any
particular aspects which could be of concern to
prospective applicants.

The period between the notice of invitation to

prequalify and the latest date for the return of
completed applications should not be less than four
weeks.
7.5 Issue and return of prequalification documents

On receipt of requests from applicants, the client

should issue the prequalification documents. These
documents should state how an application is to be
packaged and submitted.

The client should acknowledge receipt of the

completed prequalification applications.
7.6 Assessment of prequalification applications

The evaluation analysis can conveniently be

described in two stages.

The first stage requires the committee to check the

completeness of applications and the eligibility of
applicants to prequalify.
The outcome of the subsequent assessment of the
second stage of the evaluation process for
prequalification for the quality-based selection, as
compared with prequalification for the submission of
proposals in which price will be a subject of
comparison, will differ.
7.6.1 Assessment for quality-based selection

It is recommended that the second stage of the quality-

based selection analysis uses a numerical comparison
between applicants for each of the criteria.

Each criterion is given a maximum score of 100. To avoid

possible distortion in scoring values, which might be caused
by different evaluators marking

Relatively high or low, the scoring against each criterion for

all applicants should be made by the same evaluators, who
should be not less than four, and the scores averaged. To
assist in the comparison of applicants, it is also
recommended that all applicants are scored for a particular
criterion before considering the next criterion.
7.6.1 Assessment for quality-based selection

It is suggested and recommended that the criteria

to be considered for comparison between
applicants should include all, but need not be
limited to, the following factors:
-Organisation and management; administration;
location of offices.
-Available resources in terms of management
capability and experience of professional and
technical staff.
-Extent to which any consultancy services would be
likely to be subcontracted.
7.6.1 Assessment for quality-based selection

-Relevant projects completed; capacity to complete the

work; project performance skills; past performance for
other clients; methodology; innovation; efficiency.
- Relevant projects in progress.
-Experience in both the type of consultancy services
required and the country or region in which the
relevant works contracts are to be undertaken.
-Relationships with local consultants, taking into
account any potential language difficulties.
-Quality assurance procedures, health and safety plan
and environmental policy.
In Tables 7.2 and 7.3 it is considered for this
example that the subcontracting of services
would be a detriment to the quality of services
to be provided it is of advantage to interview
each applicant’s management and key
personnel, to visit their offices and work places,
to examine systems and methods of work, to
hold discussions with their past clients and to
inspect their completed projects.
7.6.2 Assessment for subsequent selection with
price comparisons

The second stage of the analysis for selection with

price comparison will determine, for each of the
applicants remaining at the end of the first stage,
their suitability based on criteria for comparison
between applications and may include but need not
be limited to the following:
7.6.2 Assessment for subsequent selection with
price comparisons

For the procurement of consulting services in which

price is to play a part in the selection process, it
would normally be satisfactory to carefully select not
more than three to five applicants from the
prequalification analysis who have been described as
‘suitable’ as, for example, three to five applicants
from numbers 1, 2, 3, 6, 7, and 10 shown in Table
7.4.
7.6.2 Assessment for subsequent selection with price
comparisons

A review may be supplemented by previous experience

of the client and by confidential enquiries made to
previous clients, trade associations and directories or
national company registers. The committee may also
wish to visit some of the firms, to meet with senior staff,
to examine systems and methods of work, and to
enquire as to computer hardware and software
capabilities.

If the number of prequalified applicants is less than

three, the client may invite additional applications for
prequalification analysis.
7.7 Notification to prequalification applicants

When the recommended quality-based

selection method is adopted, it is advised that a
minimum of three and not more than five of
the highest ranked applicants are held in
reserve in the event that negotiations with the
initially identified, highest ranked applicant
founder.
7.7 Notification to prequalification applicants

When price is a factor in the subsequent

evaluation process and the list of selected and
prequalified applicants has been prepared,
successful applicants should be notified and
requested to confirm their intention to submit a
proposal.

Following this, all applicants should be notified

of the list of selected prequalified consultants
without their being given an explanation of the
decisions.
7.8 Financing agencies' guidelines

Many projects in developing countries are financed by

the International Financing Agencies (IFI’s) or bilateral
financing agencies. These financing institutions and
agencies generally require that the works contracts and
consultancy services agreements are procured under
their own guidelines. Whilst there are many similarities
between the procurement guidelines of the various
institutions and agencies, they differ significantly as
regards selection methods, prequalification procedures,
instructions to tenderers, standard bidding documents,
standard contracts, evaluation criteria, etc.
7.8 Financing agencies' guidelines

In view of the great variety of procurement

guidelines, and as they are generally well
documented, further details are not presented here,
but readers are referred to the various websites of
these financing institutions or agencies for
information about their specific requirements. In
general, the guidelines of these bodies correspond
well to FIDIC’s guidelines.
8.1 General

Prequalification of tenderers is strongly

recommended to ensure that tenders are sought
only from contractors for works whom the
employer has established as having the necessary
resources and experience to perform the intended
work satisfactorily and as meeting any eligibility
criteria that may be required by the applicable laws
and regulations.
8.2 Tendering methods

The method to be adopted will be influenced by the

size, complexity and anticipated cost of the contract
and should be clearly stated in the prequalification
invitation documents.

Descriptions of four of the more usual methods,

generally known as the ‘open’, ‘selective’,
‘negotiated’ and ‘competitive dialogue’ methods,
are given below.
8.2.1 Open

Notices advertising the call for tenders from

contractors for works are given wide publicity through
appropriate media. The number of responses and
subsequent tenders is unlimited. Each respondent to
the call for tenders is sent both a prequalification
questionnaire and a tender dossier.
8.2.1 Open

A completed prequalification questionnaire is then

submitted with the tender to the employer. This
method is not generally recommended by FIDIC as it is
clearly wasteful of tenderers’ and employers’
resources. However, the procurement regulations in
the country must be checked because the open
method may be obligatory for public works projects
under the regulations of some jurisdictions. The
method is more frequently used for contracts of small
value.
8.2.2 Selective

This method is also known as the ‘restricted’ method.

In the first stage of this method invitations to
prequalify for submission of tenders are issued
through appropriate media to contractors for works.
Subject to any regulations governing tendering
procedures applicable in the country, invitations may
also be made by direct approaches to suitable firms.
8.2.2 Selective

In the second stage of this method a limited number

of prequalified firms or joint ventures is then asked
whether they wish to tender for the specific contract.

Whereas a maximum of six to eight tenderers might

be appropriate for an uncomplicated employer
designed construction contract, five might be
preferable for contractor-designed works, while three
might be sufficient for complex turnkey works.
8.2.3 Negotiated

This method is typically used only in situations where:

- there is urgency in getting work done, or
-a satisfactory tender is not expected from a repeat of
a tender enquiry from which no award was made, or
-minor work cannot be separated without disadvantage
from larger work already awarded, or
8.2.3 Negotiated

-specialised equipment can only be supplied by one

firm, or
- the work is subject to secrecy regulations

A minimum of three tenderers may be required under

some jurisdictions and circumstances. If negotiations
take place with more than one tenderer, the
confidentiality of each of the negotiations must be
strictly maintained.
8.2.4 Competitive dialogue

This is a relatively new method which is being

progressively used for large and complex
infrastructure projects. It is adopted where the
employing authority is not readily able to finalise the
technical requirements of the project by itself and
identifies a need to discuss in detail all aspects of the
proposed project with tenderers.
8.2.4 Competitive dialogue

Discussions or ‘dialogues’ with tenderers prior to

tender submission will cover all technical and
environmental aspects and specifications, as well as
financial, legal and commercial issues including
payment terms.
8.2.4 Competitive dialogue

The main features of the method are:

-define solutions to meet the needs and requirements of
the employing authority;
-discussion may be conducted in successive stages with
the aim of reducing the number of tenders;
- there are explicit rules on post-tender discussion;
-contract award is made on the most economically
advantageous tender complying with the award criteria.
8.3 Prequalification documents: contract for
works

Prequalification documents should give

information about the project/contract, the
prequalification procedure, the tendering
procedure and the contract award criteria. They
should set out the dates for return of the
completed prequalification documents and for
issue of the tender dossier, the tendering period
and the programmed contract award date. The
documents must also specify what data is
required from contractors wishing to prequalify.
8.3 Prequalification documents: contract for works

The prequalification documents are prepared by or on

behalf of the employer and will normally include:
- letter of invitation to apply for prequalification;
- information about the prequalification procedure;
-project information, and information about the
scope of the contract to be tendered;
-prequalification application forms and
questionnaires
8.3 Prequalification documents: contract for works

In order to ensure orderly and easily appraised

responses, the FIDIC Standard Prequalification Form
for Contractors, reproduced in Appendix 8.3.1, is
recommended. However, applicable laws and
regulations may prescribe detailed procedures for the
prequalification of tenderers, in which case due
regard must be taken of these requirements.
8.4 Invitation to prequalify

The employer should publish a notice inviting

interested contractors to apply for prequalification
documents. Except when a call for open tenders is
made (when the tender dossier will be issued with
the prequalification documentation) the notice
should state that tender documents will be issued
only to a limited number of companies/joint
ventures selected by or on behalf of the employer as
having the necessary qualifications to perform the
work satisfactorily.
8.4 Invitation to prequalify

The notice should be published in appropriate

newspapers, official publications, technical journals,
and on the internet, to give sufficient publicity
according to the particular circumstances of the
project/contract. The notice may also be issued to
financing institution representatives, if relevant, and
to government agencies responsible for foreign trade
so that the international community receives timely
notification of the proposed project and instructions
on how to apply.
8.4 Invitation to prequalify

The period between the notice of invitation to

prequalify and the latest date for the return of
completed applications should not be less than four
weeks. For most contracts, the notice of invitation
should be published between ten to fifteen weeks
before the planned date for issue of tender dossiers,
and completed prequalification applications should
be submitted to the employer four to eight weeks
before that date.
8.5 Issue and return of prequalification documents

On receipt of requests from respondents, the

employer should issue the prequalification
documents. As mentioned in Section 8.3, the FIDIC
standard prequalification form is shown in
Appendix 8.3.1.
8.5 Issue and return of prequalification documents

The documents should state how the application is to

be packaged and returned.

The employer should acknowledge receipt of the

completed prequalification applications from the
respondents.

If it is intended to charge for the issue of the tender

dossier, details should be given in the prequalification
documents.
8.6 Assessment of prequalification applications

The employer should evaluate the

prequalification applications to identify those
companies/firms/joint ventures considered to be
suitably qualified and experienced to undertake
the intended contract. For this task it is usual for
the employer to appoint a committee of suitably
experienced persons to evaluate the applications
and prepare a shortlist of suitable contractors.
Evaluation of the capacity and suitability of potential
contractors should be made on the basis of the
prequalification application. This may be
supplemented by previous experience of the employer
and by confidential enquiries made to previous
employers or clients, and from trade associations and
directories or national company registers. In the case
of joint ventures, for which each member will have
been given separate subjective scores under each
criterion, it is suggested that averages of the members’
scores under each criterion are calculated and then
entered on a new matrix sheet to represent the score
of the joint venture. Alternatively, the scores of each
member could be weighted in proportion to its stated
financial percentage commitment to the joint venture.
In this regard it will be noticed that no provision has been made
in the examples given to show the effect of prequalification
submission for training of the employer’s personnel or for
ongoing operation and maintenance of a completed facility
(Forms Q and R of Appendix 8.1). If such information is required
from the applicants, it is then necessary to take account of this
by the introduction of additional criteria to Tables 8.3 and 8.4
and by suitable adjustment of the weighting percentages to
ensure that the maximum total score remains at 100.

Any information provided by prequalification applicants on

Form U – Additional Information of the standard
prequalification form should be taken into account by the
shortlist committee in the assessment of Forms E to T, as may
be appropriate.
Any information provided by prequalification
applicants on Form U – Additional Information of the
standard prequalification form should be taken into
account by the shortlist committee in the assessment
of Forms E to T, as may be appropriate.
8.7 Selection of tenderers

Contractors considered ineligible from the

assessments above, and those who do not meet the
satisfactory financial requirements, should be excluded
from the final stage of the selection process.
8.7 Selection of tenderers

Contractors considered ineligible from the assessments above, and

those who do not meet the satisfactory financial requirements,
should be excluded from the final stage of the selection process.

It is recommended that the selection of tenderers is made from those

with the highest percentages assessed in the analysis procedure
described above in order to arrive at:
-no more than eight for an uncomplicated employer – designed
construction project; or
- no more than five for contractor-designed works; or
-no more than three for a complex turnkey contract or for tenderers
selected under the competitive dialogue method; or
- usually one but not more than three for negotiated tenders.
8.7 Selection of tenderers

Where the tenderer is a subsidiary in a group of companies, it

needs to be appreciated that the only security for the
performance of the subsidiary is the subsidiary’s assets and that
it would be wholly imprudent and unwise to rely on the fact
that the subsidiary is part of a larger and/or well-known group
of companies. In such a case the employer should consider
insisting on receiving a guarantee from the parent company
which would have the assets and resources necessary to assure
good performance of the construction contract.
8.8 Notification for prequalification applicants

When the list of selected and prequalified

tenderers has been prepared, successful
applicants (except in the case of the open
tendering method, where tenders will have
already been submitted) should be notified and
requested to confirm their intention to submit a
tender.
8.8 Notification for prequalification applicants

Following this, all applicants should be notified

of the list of selected tenderers without giving
explanation of the decisions.

The employer should advise successful

applicants when they can expect to receive the
tender dossier, and should notify unsuccessful
applicants that they have not been prequalified.
19.1 Letter of acceptance

A contract for works will be created when the employer

accepts, without reservation, a letter of tender.

The employer will normally seek to award the contract to the

tenderer who appears to have the capability and resources to
carry out the contract effectively, whose tender has been
determined to be responsive to the tender dossier and who
has offered (all aspects taken into consideration) the most
favourable and economically advantageous tender. The award
must be made during the period of tender validity or any
extension thereto accepted by the tenderers.
19.1 Letter of acceptance

If the tender does not require any clarification then the

employer may simply award the contract by a signed letter of
formal acceptance of the tender.

The agreements to the FIDIC Short Form of Contract and the

FIDIC Form of Contract for Dredging and Reclamation Works
envisage this simple procedure and set out a printed form for
the offer and acceptance within the agreement.
19.1 Letter of acceptance

In respect of the other FIDIC forms of contract, the format of

the acceptance is not specified as it is often necessary for the
employer/engineer to require clarification of aspects of
tenders before a tender can be accepted.

For contracts based on the FIDIC Conditions of Contract for

EPC/Turnkey Projects, a letter of acceptance is not issued as it
is envisaged that following receipt of tenders.
19.1 Letter of acceptance

For contracts based on the FIDIC Conditions of

Contract for EPC/Turnkey Projects, a letter of
acceptance is not issued as it is envisaged that
following receipt of tenders.
There is a period of negotiation to select the
most favourable tender with the contract only
coming into full force and effect on the date
stated in the contract agreement.
When a letter of acceptance is required it should:
- refer to the contract and the works to be executed;
- acknowledge receipt of the letter of tender;
-refer to and attach any agreed memorandum of understanding (or
memorandum of pre-award clarifications);
-accept the tender as clarified/amended by the agreed
memorandum of understanding;
-state the accepted contract price that the employer will pay to the
contractor in accordance with the terms of the contract;
- list the documents that constitute the contract;
-require the submission by the contractor of the various documents
required to be submitted under the contract, such as performance
security, the advance payment guarantee, and insurance
documentation.

The letter of acceptance will constitute the formation of the contract

that may subsequently be formalised by a contract agreement.
19.2 Memorandum of understanding

The process of tender clarification and/or

negotiation may involve several meetings and
may result in information that is additional to
that set out in the tender dossier and
submitted as part of the tender. Great care is
required during the process of tender
clarification and/or negotiation to ensure that
fair competition rules are not contravened and
that it does not result in a counter offer being
made by the employer.
19.2 Memorandum of understanding

When all issues have been adequately clarified

and/or negotiations concluded, the
employer/engineer should prepare a
memorandum of understanding or a
memorandum of pre-award clarifications
recording details of all the matters that have
been clarified and agreed. Either of these two
documents may include details of the agreed
arrangements for the appointment of the
Dispute Adjudication Board (DAB).
19.2 Memorandum of understanding

The memorandum of understanding should be submitted to the

tenderer for his agreement and signature and will constitute the
agreed basis upon which a contract could be concluded. The agreed
memorandum of understanding should incorporate statements that
it:
-shall be binding on the tenderer as an acceptable clarification or
amendment of his tender until its validity period expires;
- shall be wholly subject to a subsequent contract agreement; and
-shall not bind the employer nor commit him to entering into any
contract under any terms.

When the tenderer has agreed the memorandum of understanding

then the employer may award the contract to the tenderer by a letter
of formal acceptance, signed by the employer.
19.3 Letter of intent

Where it is not immediately possible for the employer to

award the contract and issue a formal letter of
acceptance, the employer may wish to advise the
tenderer of his intention to award the contract.
However this does not normally establish any binding
obligation on the employer to carry out his intentions.
But to eliminate any uncertainty on this point, FIDIC
recommends to stipulate in the letter that it does not
establish any legally binding obligation on the employer.
19.3 Letter of intent

A letter of intent should not be used to require

tenderers to carry out preparatory work in
expectation of a contract award. If the employer
requires preparatory work to be commenced, but is
not able to issue a formal letter of acceptance, then
the employer and tenderer should agree specific
terms and conditions for any precontract work.
19.4 Pre-contract work agreement

Where it is not immediately possible for the employer

to award the contract and issue a formal letter of
acceptance, the employer may wish the tenderer to
commence work in anticipation of the issue of a formal
letter of acceptance.

In such situations the employer and tenderer should

agree specific terms and conditions for any precontract
work. Care should be exercised in formulating
an agreement for any pre-contract work so that it is
not construed as being the letter of acceptance. Any
pre-contract work agreement should normally contain:
19.4 Pre-contract work agreement

-a clear statement that the employer intends to award the

contract and to issue a formal letter of acceptance to the
tenderer;
-details of such parts of the works (e.g., mobilisation, ordering
of materials, letting of subcontracts, etc.) that the tenderer is to
commence and execute;
-the basis of payment for work authorised and a limit (if any) to
the financial liability which may be incurred before formal
acceptance of the tender; and
-a statement that if the contract is subsequently not awarded
to the tenderer, the properly audited costs incurred by him in
performing work authorised will be paid by the employer, but
otherwise the employer shall have no other obligation to the
tenderer.
19.5 Performance security

It is normally a requirement of the contract

that the contractor shall furnish a performance
security within the time, and in the amount,
currency and form, prescribed in the contract.
Where the employer is relying on project
funding from external financial institutions, he
should confirm the form of performance
security to be used with that institution.
19.5 Performance security

The performance security should be furnished before

the expiry of the validity period of the tender.
Tenderers should be informed in the tender dossier of
the consequences of failing to produce a performance
security according to the stated requirements. Such
consequences would normally be that the contract is
declared null and void and the contractor forfeits his
tender security.
19.5 Performance security
The employer is then free to award the contract to the next
most favourable tenderer.

If the timing is such that it will be impossible for the contractor

to provide the performance security before the validity period
of the tenders has expired, and in compliance with the terms of
the contract, the employer should protect himself by asking the
other tenderers to extend the validity period of their tenders
accordingly. Refusal by any tenderer to extend the validity
period of his tender for this reason would not entitle the
employer to call his tender security.

As soon as the successful tenderer has furnished the

performance security, the tender security provided by each
tenderer should be returned.
19.6 Contract agreement

In order to promote clarity of the conditions

of contract, the employer/engineer should
prepare the contract agreement, which
should be signed by the employer and
contractor This should specify all the
documents that form the contract, such that
each page is identified by a document
reference or title and each page is numbered
in the format “page x of y”.
19.6 Contract agreement

The documents to be incorporated in the

signed contract agreement will be those
required by the particular form of contract
being used and will also need to incorporate
any clarification/amendments that have been
agreed following submission of the tender.
19.6 Contract agreement

Table 19.1 gives a checklist of the documents which

would be included and which would form part of a
contract. This formalisation of the contract by a
contract agreement may be a legal or procedural
requirement for the contract to be effective. For
contracts based on the FIDIC Conditions of Contract
for EPC/Turnkey Projects form it is envisaged that
the contract will only come into full force and effect
on the date stated in the contract agreement.
19.6 Contract agreement

The letter of invitation to tender and the instructions

to tenderers issued by the employer to tenderers
should not normally be included in the contract.
Table 19.1 – Checklist of documents forming part of the contract

Contract Agreement with Memorandum (if any)

Letter of Acceptance dated ………
Letter of Tender dated ………
Appendix to Tender (as may be amended and agreed after tender submission)
Addenda to the Tender Dossier Nos. ………
General Conditions of Contract
Particular Conditions of Contract
Specification(s)/Employer’s Requirements
Drawings
Bill of Quantities with Method of Measurementand
Payment, if appropriate
Schedules of Rates or Prices
Other Schedules completed by Tenderer
Forms of Security
- Parent Company Guarantee
- Performance Security – Demand Guarantee or Surety Bond
- Advance Payment Guarantee
- Retention Money Guarantee
- Payment Guarantee by Employer
- Dispute Adjudication Agreement
- General Conditions
- Procedural Rules
19.7 Notification to unsuccessful tenderers

Upon the furnishing of the performance security by

the successful tenderer in accordance with the
provisions of the contract, the employer/engineer
should promptly notify the other tenderers in
writing that their tenders have been unsuccessful.

At the same time, if tender securities have been

provided by tenderers, the employer/engineer
must arrange for the return of such securities to
the unsuccessful tenderers.
 Examples of Real-Life Tender
Invitations as Officially Published in
UAE
Gulf News, 15th January2013
Gulf News, 15th January2013
Gulf News, 17th January2013
Al Khaleej, 20th January2013
Gulf News, 23rd January2013
Gulf News, 27th January2013
Al Bayan, 19th February2013
Gulf News, 24th February2013
Gulf News, 24th February2013
Al Bayan, 7th March2013
Al Bayan, 7th March2013
Al Bayan, 7th March2013
Al Bayan, 7th March2013
Gulf News, 18th March2013
Gulf News, 21st March2013
Al Bayan, 21st March2013
Al Bayan, 21st March2013
Al Bayan, 21st March2013
Al Bayan, 21st March2013
Gulf News, 27th March2013
Al Bayan, 28th March2013
The National, 13th April2013
Gulf News, 15th April2013
Al Bayan, 15th April2013
Gulf News, 20th April2013
Gulf News, 1st October2013
Gulf News, 1st October2013
References

FIDIC Client/Consultant Model Services Agreement, 4th Edition, FIDIC, 2006.

FIDIC Joint Venture (Consortium) Agreement, 1st Edition, 1992.
FIDIC Sub-Consultancy Agreement, 1st Edition, FIDIC, 1994.
FIDIC Model Representative Agreement, Test Edition, FIDIC, 2004.
FIDIC Guide to the Joint Venture and Sub-Consultancy Agreements, 1st Edition, 1994.
FIDIC Definition of Services Guidelines – Building Construction, 2009.
FIDC Conditions of Contract for Construction, 1st Edition, 1999.
FIDIC Construction Subcontract, 1st Edition, 2011.
FIDIC Conditions of Contract for Plant and Design-Build Projects, 1st Edition, 1999.
FIDIC Conditions of Contract for EPC/Turnkey Projects, 1st Edition, 1999.
FIDIC Conditions of Contract for Design, Build and Operate Projects, 1st Edition, 2008.
FIDIC Short Form of Contract, 1st Edition, 1999.
Form of Contract for Dredging and Reclamation Works, 1st Edition, 2004.
FIDIC Tendering Procedure, 1st Edition, 1982.
FIDIC Tendering Procedure, 2nd Edition, 1994.
FIDIC Conditions of Contract for Works of Civil Engineering Construction, 4th Edition, 1987.
FIDIC Conditions of Contract for Electrical and Mechanical Works, 3rd Edition, 1987.
The FIDIC Contracts Guide, 2000.
FIDIC DBO Contract Guide, 2011.
Contact Details
IDRAAC International FZE LLC

P.O.BOX 51161, Dubai, UAE

Tel: +971 4 3807402

Fax: +971 4 3807403

Mobile: +971 50 6228783, +971 55 2421555

idraac@eim.ae

imad53pn@hotmail.com
Thank you.