04 - Contracting For EPC Phase

 

Management of Medium-Size / Revamping Projects Oill & Ga Oi Gass Do Down wnst stre ream am Pr Proj ojec ects ts 4. Contracting for EPC phase

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Management of Medium-Size / Revamping Projects: course content I.   Introduction II.   Preliminary Studies III.   Basic Engineering (or FEED) IV.   EPC Contracting V.   Organization and Engineering VI.   Procurement VII.   HSE, Quality Quality and Risk Management VIII. Project VIII.  Project Control (cost/schedule) IX.   Construction and Fabrication Management X.   Completion / Commissioning / Start-up / Closure

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Contracting Objectives / Strategy

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Objectives

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  Once the FEED is complete and the project approved: •

  Confirm the expected contract scope − − −

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 Engineering Services  Equipment supplies  Fabrication, Construction, Installation

•

  Confirm Engineering contract type (Lump Sum or Reimbursable)

•

 Select the Engineering Contractor(s)

•

  Select LLI suppliers and place early orders if any

  Process should comply with Owner Owner requirements •

  Tendering policy, standard standard contractual terms, legal reviews

•

  Authority approval levels, exception/waiver rules

•

 Project cost/schedule constraints

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Owner level

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  What does does that mean for Owner ? •

 How many contracts ?

•

  How to separate separate the Project into sub-projects ?

•

  Where to place interfaces ? how to minimize them?

•

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  Owner has to take into account: •

  His own contracting rules and Project Management standards

•

  His internal resources resources available (or not)

•

  The overall project size: Revamping projects may not need splitting

•



  What type of contracts contracts to be be used used ?

  Av Ava ail ila abi bili lity ty,, contractors

qual qu alif ific icat atio ion, n,

expe ex peri rien ence ce

and an d

man ma nag agem emen entt

of 

  Co C ontra racct Strategy is crit itiical for pro rojject cost and schedule performance

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Contracting Objectives / Strategy

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  commit Contr Co ntrac act: t: agree ag reeme ment nt betwe ween en tw two o orobligations more mor e par partie ties, s, by wh whic ich h th they ey themselves to bet fulfil pre-defined   EPC contract for a Medium-Size / Revamping project: •

•

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



  Typical agreement agreement between Owner and one Engineering Contractor   Typical Scope: Engineering, Procurement, Construction, till handover

  EPC Contract: the tool by which, under certain conditions: •

  Contractor agrees to carry out the execution of the approved project

•

  Owner agrees to compensate Contractor, according to contract contract terms

  There are many subtle differences between a contract and a PO Pay attention to:   plac placin ing g an ord order er for a con contra tract ct is fu funda ndame ment ntal ally ly different to place an order for materials or equipments ... see next page

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Contracting Objectives / Strategy

CONTRACT In ge gene nerral wil illl in incclu lud de se sev ver eral al engineering … fabrication, construction

PURCHASE ORDER dis isci cip pli line nes: s: For an equipment or materials issued from  “standard” fabrication

May be performed at several sites including the final project site

Fabrication will take place at  supplier’s  and /or subsupplier’s premises

The con contr tract act doc docume uments nts are bas based ed on   Company’s detailed requirement

The purchase order is based on  supplier’s  definition as agreed by buyer

The result of the work will be checked at the Owner Site

The result of the supply will be agreed at delivery (with a warranty period)

Overall responsibility of the Work, liability could be very large. i.e 100%

Responsibility limited to the supply and the compliance with the specification.

Payment can be by unit rates, time rates, progress, milestones

Payment through milestones is the normal procedur procedure e

May Ma y en endo dors rse e se seve vera rall or orde ders rs fr from om th the e Co Comp mpan any y

May Ma y be be us used ed fo forr  “packages”,  several equipment for a

 ©

specific speci fic pro process cess

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New LPG tank + compressor LPG Rundown storage & loading Battery limits

LPG Loading & circulation pump

Boil off gas compressor LPG Storage tank  © 2   0  1  1   I    F   P   T 

How many contracts would you go for? What scope? Which type?

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Interfaces Examples of Interfaces Management,… Interconnecting Intercon necting Piping, Electricals, Controls…

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A few key questions

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  Are there any preferred Vendors for specific equipment ? Why ?   Do you you ha have ve an any y bl blac ackk-li list sted ed su supp ppli lier erss ? Ho How w sh shou ould ld Co Cont ntra ract ctor orss manage this ?

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  How is Cost important vs Schedule ? Is there a schedule window ?

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  What qualified resources does Owner have now ? And in the future ?

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  What What ca can n be th the e im impa pact ct of th the e pr proj oje ect co cons nstr truc ucti tion on on Fa Faci cili lity ty performance ?   What is the level of knowledge of the plant by each Contractor ?   Have Have Co Cont ntra ract ctor orss go good od re rela lati tion onsh ship ip wi with th lo loca call au auth thor orit itie iess ? Is it important ?   Which Contractors do you really trust ? Why ?

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EPC Contract scopes and types

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Possible scopes 

  Separate contracts • •

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  Not too common in Revamping projects (too many interfaces)   Owner keeps better control of activities, activities, but needs resources

  Combined contracts •

•

• •

  EP: Engineering, Procurement (transportation may be included or not), and usually construction & commissioning assistance   EPC: Engine neer eriing, Procure rem ment nt,, Con onsstru rucction on//Installa lattion (Operations taking care of Commissioning/Startup). Common for Revamp projects  EPCC: E.P.C. + Commissioning   EPC EPCCS CS:: E.P .P.C .C.. + Co Comm mmis issi sion onin ing g an and d St Sta art rtu up (ve very ry se seld ldom om fo forr Revamps, but possible for Medium-Size grassroots projects, with Owner-loaned team)  ©

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  Alt Althou hough gh Procurem Procurement ent is alw always ays included included in the scope, scope, the EPC co cont ntra ract may y ha have ve li limi mite ted d de deci cisi sion on au auth thor orit ity y (s (som omet etim imes es none …ctor ) or ma

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Possible scopes SEPARATE CONTRACTS

Pre-FEED, FEED, EPCI

Pre-FEED, FEED, EPCC

TURN-KEY

PRE-FEED

PRE-FEED

PRE-FEED

PRE-FEED

BASIC or FEED

BASIC or FEED DESIGN

BASIC or FEED DESIGN PROCUREMENT SERVICES FOR LONG LEAD ITEMS

BASIC or FEED DESIGN

PROCUREMENT

PROCUREMENT SERVICES FOR

LONG LEAD ITEMS

LONG LEAD ITEMS

DETAIL ENGINEERING

DETAIL ENGINEERING

DETAIL ENGINEERING PROCUREMENT

PROCUREMENT

PROCUREMENT

ASSIGNMENT

DETAIL ENGINEERING

PROCUREMENT

LONG LEAD ITEMS SUPPLY OTHER EQUIPMENT BULK MATERIALS

CONSTRUCTION

SUPPLY  

 

SUPPLY

 

LONG LEAD ITEMS

ASSIGNED L.L. ITEMS

OTHER EQUIPMENT

OTHER EQUIPMENT

OTHER EQUIPMENT

BULK MATERIALS CONSTRUCTION INSTALLATION

BULK MATERIALS

BULK MATERIALS

CONSTRUCTION

CONSTRUCTION

COMMISSIONING

COMMISSIONING

COMMISSIONING

COMMISSIONING AND START UP

OPERATING TESTS PERFORMANCE TESTS

OPERATING TESTS PERFORMANCE TESTS

OPERATING TESTS PERFORMANCE TESTS

OPERATING TESTS PERFORMANCE TESTS

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Most common types

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  Lump Sum   Pros: clear definition definition of work, final price fixed, fixed, Contractor responsibility •





•

  Cons: long tendering period before contract award, rigidity, rigidity, schedule

•

  Common for Grassroots Grassroots (even medium-size), difficult difficult for for Revamps

  Reimbursable •

  Pros: quick contract award, global project schedule shortened, flexibility flexibility

•

  Cons: final price price not firm, large Owner supervision team

•

  Owner may be assisted by a PMC (Project Management Consultant)

  Payment on behalf:

 

similar to Reimbursable

•

  Orders and Subcontracts placed placed by Contractor and paid by Owner

•

  Pros: quick contract award, global project schedule shortened, flexibility flexibility

•

  Cons: Owner directly exposed to Sub-Contractors and Vendors

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Variants

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  Lump Sum Sum Turn Key: includes S/U (infrequent (infrequent for revamp)   Reimbursable + Incentives: Incentives: improves Contractor motivation •

 Target Price + bonus/malus

•

  Incentive based on performance indices  Schedule incentive

•

  Cost + Fixed Fee (common for Umbrella contracts)

•

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Risk for owner Remaining risks for the Owner: 

  Owner prepares the Plant base description (wrong description   extra costs)

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  Owner is responsible of the Plant performance once the project is started

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  Plant incidents incidents during project construction are typically not compensated   Owner has to manage early interface interface risks (FEED, early contracts, LLI)

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  An endorsement process is is organised and put in place to reduce above risks

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  Owner has limited limited flexibility flexibility to make late scope changes (even if justified)

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  Schedule overruns may not be easy to recover and compensate

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  Too few Contractors able to perform the scope restrict Owner options

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Risk for owner

Mechanical completion

Construction and pre-commissioning

Punch lists

Commissioning

Ready for Commissioning (mechanical completion)

Ready for start-up

Start-up and performance tests

warranty period 18 months or 24 m

Provisional acceptance

Final acceptance

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Direct EPC Contracting option Idea Contracting Proceed to Concept or CFT

 

Approval and Contract Award

Detailed Engineering

Concept and/ or Direct CFT Procurement (Simple Projects) Proceed to Basic

(Fabrication),Construction,

Basic (or FEED) Engineering

Commissioning, Start-Up, Perf.Tests Mechanical Completion Provisional Acceptance

• • • •

Direct preparation of Project definition & requirements for CFT FID after potential Contractors Tenders Tenders evaluation & selection Depends on Contractors willingness to quote on this basis May allow alternate designs comparison(e.g debottlenecking)

Guarantee Period Final Acceptance

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Long Lead Items management

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  Long Lead Items / Critical Equipment Equipment should  should be limited to: •

•

•

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

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  Equip Equipme ment nt th that at ca cann nnot ot be de deli live vere red d on ti time me at si site te if se sele lect cted ed an and d purc pu rcha hased sed at EP EPC C Con Contr trac actt ti time me (p (pos ossi sibl ble e exa exampl mples es:: LN LNG G Ta Tank nks, s, la larg rge e rotating equipment, MCHE, extra heavy vessels, pipelines materials…)   Equ Equip ipme ment nt req eque uest stin ing g ra rapi pid d sp spec eciifi ficc de desi sign gn fin inal aliiza zati tion on to fi fitt th the e requirement of the project (possible examples: air coolers for air cooled modularized LNG Plant)  Equipment that Owner desires to select before EPC Contract Award for “standardisation”  purpose (example: control systems)

  For an EPC contract, all tasks tasks regarding regarding the procurement procurement and the initial steps of the LLI supply remain under the responsibility the responsibility of the Owner   The   endors endorsem emen entt by EP EPC C Con Contr tract actor or   of of the LLI supply has to be implemented as early as possible during the tendering phase   If ap appl plic icab able, le,   Licens Licensor or pac packag kages es   may may be considered as LLI (EPC Contractors are very reluctant to accept the Licensors guarantees)

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EPC Contract bidding process

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EPC Contract bidding process

CONTRACT STRA STRATEGY TEGY PLAN

Contracts Scope / Split

COORDINATION MEETING

Identification of suitable Tenderers

Tender enderers ers

Selection Selec tion

Award type / Schedule

PRE QUALIFICATION TENDER ISSUE PERIOD BIDDERS LIST

Unpriced / Priced Evaluation Exact Terms & Conditions + Scope

Tenderers complete CFT, clarification notices issued

TENDER EVALUATION

PREPARE CALL FOR TENDER (CFT)

Ranking & Selection

RECOMMENDATION TO AWARD  ©

Contract Initialling

APPROVAL

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Call for Tender documents INSTRUCTIONS TO TENDERERS (Introduction (Introd uction & Instructions)

ITT

AGREEMENT & ANNEXES (Terms & Conditions)

AGR.

EXHIBITS & Attachments (Scope & Requirements) FEED dossier

A

Scope

E

B

Schedule of Prices

F

C

Work Time Schedule

G

I

Company Items

Particular Conditions

J

Subcontractors& Vendors

Coordination Procedure

K

Contractors Organisation  ©

D

Performance Guarantees

H

Quality

L

HSE

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Typical tendering procedure (medium-size project) Five Main Steps Prequalification of potential Tenderers Preparation Prepar ation of the call for tenders (by Company)  Conditions for tender preparation & issue

3 months

 Contract conditions (clauses, prices,  Scope of work

4 months

etc.)

and specifications

Tenders preparation p reparation (by (b y Tenderer)  Price preparation (critical path) Technical and unpriced commercial  Priced Commercial

3 months

Tenders analysis (by Company)  Receipt and formal opening  Comparison Clarification tion meetings  Clarifica  Additional submissions  Evaluation

??

Decision

and recommendation

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Prequalification of Contractors

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  Verification that Contractors have sufficient   Experience •

•

  Organization and resources

•

 Financial solidity

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  Process managed by knowledgeable Owner team, not a single person

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  Qualification questionnaires are launched, received and analyzed

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  Contractor facility surveys are performed for each good-looking one

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  Finding enough contractors to assure assure competition may be a problem

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  Tenderers with complementary skills may form a Joint Venture

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  Prequalification may be performed through public advertisement

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“Call for tender” procedure

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  Objectives •

  Ensure a Ensure a fair and equitable treatment of treatment of all tenderers

•

  Select the Select the best contractor after contractor after an open competition

•

  Assure the best acceptable conditions for Owner

  At the end of the selection process: •

•

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

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  The successful tenderer should have have full  full knowledge of knowledge of the dossier   He shall not later be able not plead ignorance and dispute contract contract validity

  A satisfactory tendering tendering process has has expected  expected benefits for both   Clarifications will Clarifications will always be required during the process   Be Be ethical  ethical (any  (any Owner has his own ethics rules)

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Opening the bids Two philosophies exist for Tenders opening

Same opening date for technical and commercial tenders Technical and contractual

Updated tenders

Analysis, clarifications, confirmation confirmationss

 

Recommendation

Commercial

Two different opening dates for Technical commercial tenders

Commercial Short list

Updated tenders

Technical and contractual

Analysis, clarifications, technical confirmations

Lowest bid selected

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Tender period

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  Tender Period: A Period:  A reasonable tendering period shall to be allowed taking into account the project schedule, and the amount of work of tenderers are required to perform to complete the CFT.   Any request for extension extension of the tendering tendering period shall be subject to approval. If such of extensions granted, all tenderers shall be informed by means a Tender are bulletin.



  Tend Tendering ering costs   incur incurre red d by te tend nder erers ers in co conn nnec ectio tion n wi with th th the e bidding process shall process shall normally be borne by the tenderers and tenderers  and this principle made clear in the CFT documents. However, the project may consider compensating unsuccessful Tenderers for the cost of tendering in certain circumstances (e.g. in the case of major EPC Contracts).

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Tender evaluation 

  Tender Evaluation Procedure: the Procedure:  the responses to the CFT shall be ass sses esse sed d te tech chni nica call lly y and co com mme merc rcia iall lly y ag aga ain inst st pre revi viou ousl sly y established criteria by criteria by a team of representative representativess of the techni technical, cal, contractual and commercial functions, co-ordinated by the Owner or PMC.

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  It may be appropriate appropriate to inclu include de Partner/Share Partner/Shareholde holderr person personnel nel within the Tender Evaluation Team.   Or Orga gani nisa sati tion on an and d cr crit iter eria ia of th the e Te Tend nder er ev eval alua uati tion on mu must st be recorded and approved in a contract specific  specific   Tender Evaluation Procedure which shall contain details on the evaluation. evaluation.   Pr Proj ojec ectt sh shou ould ld gi give ve ca care refu full co cons nsid ider erat atio ion n to op open enin ing g on only ly th the e technical packages first. This first.  This will allow a technical evaluation to be performed to decide whether or not Tenders are technically acceptable.

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Clarification meetings

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  Objective for Owner Owner is to review and clarify with each Tenderer: Tenderer: •

•

•

•

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  The The Con Contra tract ct   “execu submit mitte ted, d, in inclu cludi ding ng th the e wor work k “executio tion n pla plan” n”   sub schedule   The qualifications and alternatives alternatives submitted by the Tenderer   His reaction to the qualifications or suggestions made by other Tenderers   His position re. endorsement of the FEED and of the Long Lead Items

  The  Oclarification meetings will allow: wner to appre recciate the understanding and mo mottiv iva atio ion n of  •

Tenderers •

•

  Tenderers to improve their their understanding of the Owner’s position   Ow Owne nerr to im impr prov ove e th the e do doss ssie ierr qu qual alit ity y by ta taki king ng in into to ac acco coun untt comments

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Final selection

Opening of final tenders and selection of the Contractor    After having having checked that each tenderer has accepted accepted (through hiss in hi init itia ialli lling ng)) th the e Co Cont ntra ract ct co cond ndit itio ions ns,, th the e Ow Owne nerr op open enss th the e commercial proposals. 





  The selection is made in principle on the lowest price basis.   If it is not the case, the Owner is usually usually requested requested to document document his decision (detailed scored evaluations).   Acc Accept ept at the last min minute ute an un uncon contro trolled lled price price red reduct uction ion from one contractor outside the normal procedure would be: •

 Unfair to other Tenderers

•

 Counter-productive for future projects

•

  Risky (Contractor will try to recover during the Contract execution)

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Design competition strategy (applicable to some mediumsize Projects) 

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  An EPC Contract Contract can be negotiated negotiated on LSTK basis after after a Design Competition Competition (paid FEED and offer based on a limited Project Definition).   Allows to bring innovation and competition of designs   Basis Basis of Des Design ign and min minimu imum m SOR req requir uiremen ements, ts, Project Project obj object ectiv ives, es, are areas as open to new or novel « Design », evaluation criteria should be specified by Cy   FEED FEED scope scope sh shoul ould d be def defin ined ed to av avoi oid d « sh shor ortt » FE FEED ED,, al alth thou ough gh th the e FE FEED ED content may be lighter than required to be the basis for a later LSTK bidding   Areas Areas of innovati innovation on should be followedfollowed-up up by Comp Company any team in ord order er that they fall under Company expectations

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  Company teams are needed at each Competitor’s office to follow the process



  Equal treatment should be applied to both Competitors for fair competition  ©

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  Company should should ensure that key participants participants to the design competiti competition on can participate for each Bid (e.g. Process Licensors, Critical Equipment suppliers …)

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Project EPC contracting Key points to keep in mind 

  Good Project execution relies on “solid” contract, based on: • • • • •

  Clear scope of work (clear for both)   Confidence in each party performance capability   Good definition and management of interfaces   Review and Agreement, for each each party, of all contracting aspects   Openness to change, but risk management

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  Placing the EPC contract is a major Owner responsibility

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  Some EPC cont contrac racts ts nee need d les lesss Owne Ownerr mana manageme gement nt res resour ources ces than

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others, but any EPC contract has to be managed   A good contract is based based on a win-win win-win situation  ©   2   0  1  1   I    F   P   T   a  r   i    n  i    n  g

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ATTACHMENTS I.

Exam Ex ampl ples es of Me Medi dium um-S -Siz ize e pr proj ojec ects ts

II.

Detail Det ailed ed ten tender dering ing ele elemen ments ts

III.

EPC contra contract ct struct structure/c ure/conten ontents ts  ©   2   0  1  1   I    F   P   T   a  r   i    n  i    n  g

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ATTACHMENT I

Examples of Medium-Size projects

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EPC LSTK: Gas plant accro project Santa Barbara 2 nd Train extension EPCC LSTK PROJ PROJECT ECT (Compl. (Compl. 1994): 1994): GRASS GRASS ROOTS PLANT PLANT (Compl. (Compl. 1994) 1994) 2x400 MMSCF MMSCFD D nd  Trains; 2 Train to be completed rapidly 

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Discuss Contracting Plan & contract type for Train 2 (Duplicate Train)

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Small project example

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ATTACHMENT II Detailed tendering elements STEPS EVALUATION TABLE  ©   2   0  1  1   I    F   P   T   a  r   i    n  i    n  g

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Tendering detailed steps When an ITT includes a FEED, and if the construction execution plan is based on unit-rates contracts (x) per trade, the proposal critical path usually goes thru:  





  Preparation of MTOs MTOs and BOQs for construction contracts   Issue of inquiry inquiry package package to the potential construction contractors contractors (unit rates rates contractors contractors & others)   Preparation of bids bids by construction contractors   Receipt and review review of these bids, Preparation Preparation of comparative construction construction estimates, finalization of construction estimate



  Estimate of related « contingencies » (MTO allowances, allowances, provision provision for changes...)

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  Input to Project estimate

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  Finalisation of construction execution plan; plan; Management Management Price reviews reviews



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  Preparati Preparation on of comm commerci ercial al prop proposal osal with corre correspon sponding ding required required pric price e brea break-dow k-downs ns and unit prices   Dispatch Dispatching ing of the proposal proposal (ge (general nerally ly in seal sealed ed envelopes envelopes hand delivered delivered at Owne Ownerr designated office) (x) Unit-rates contracts are contracts with a unit price for « direct cost » of each item shown in Bill Of Quantities and a lump sum price for « indirect costs ». The lump sum price does not change as long as the contract estimated price (based on the estimated quantities) remains within +- x %

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Tendering detailed steps When the CFT is structured str uctured per common international practice for major projects, other main tasks include: 



  FEED review / endorsement; CFT review   Preparation of clarification requests (follow format and watch dead line)



  H.O manhours estimates

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  Bulks MTOs and estimate of MTO allowances

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

  Prepa Preparatio ration n of requi requisition sitionss and inquiries to Vendors, technical technical & commercial evaluation   Proposal Executive Summary

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Tendering detailed steps 

  Technical Offer preparation with, in general: •

•

  FEED endorsement report   Project Execution Plan (Engineering, Procurement, Construction, Commissioning, Commissioning, Project Controls, Materials Materials Controls, Systems Systems etc.), EPCC Schedule

•

  Technical qualifications

•

  Proposal Forms

•



  Commercial Offer preparation with, in general: •

•



  Prices and Price breakdowns

•

  Unit prices and rates   Payment Conditions

•

  Commercial qualifications

•



  A man mandat datory ory pri princi ncipl ple e is to str strict ictly ly ans answe werr Ow Owner ner req requir uireme ements nts an and d req requir uired ed proposal formats in the ITT

  Bid Bond

  CFT Agreement review and Legal qualifications   And, if required, financing proposal

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Example of tender evaluation table No

CATEGORY

Weight (A)

1.0 1.1 1.2 1.3 1.4 1.5 1.6

MANAGEMENT PROJECT MANAGEMENT CONTRACTUAL COMMERCIAL COMPLIANCE SUB-CONTRACTING QUALITY ASSURANCE & QUALITY CONTROL HEALTH, SAFETY & ENVIRONMENTAL PROCEDURES SCHEDULE COMPLIANCE

2.0

CAPABILITIES AND PLANS

2.1 2.2 2.3 2.4 2.5 3.0 3.1a 3.1b 3.2 3.3 3.4 3.5 3.6 3.7 3.8

CONTRACTOR B Un-weighted Score Weighted Score (B) (A * B)

Sub Total:

3.0% 2.0% 2.0% 2.0% 2.0% 2.0% 13%

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

Sub Total:

4.0% 3.0% 8.0% 6.0% 6.0% 27%

0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00

8.0% 8.0% 8.0% 8.0% 8.0% 7.0% 7.0% 6.0% 60%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

DETAIL ENGINEERING PROCUREMENT FABRICATION, CONSTRUCTION & TESTING TRANSPORTATION, HOOK-UP, INSTALLATION & SURVEY PRE-COMMISSIONING & COMMISSIONING PROJECT EXECUTION PLAN FOR DETAIL DESIGN RISERS – FLEXIBLE RISER SYSTEM

See Note

 –

RISERS  ORGANISED RISER SYSTEM FLOWLINES (PIPE-IN-PIPE or BUNDLE) SPOOLS & JUMPERS UMBILICALS OIL LOADING TERMINAL SPM BUOY OIL LOADING TERMINAL OIL OFFLOADING LINES FPSO MOORING SYSTEM INSTALLATION ANCHORS Sub Total: OVERALL TOTAL:

 

CONTRACTOR A Un-weighted Score Weighted Score (B) (A * B)

100%

0.00

0.00

0.00

0.00

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Example of tender evaluation table Example of tender evaluatio evaluation n table Scoring Scorin g Criteri Criteria a (1/2 poi point nt possible) possible) 1 : unsatisfactory  2 : satisfactory 

Safe Safety ty

Qual Qualit ity y

Spec Specia iali list stss

  Average Cont Contrrac acts ts Re Resp spon onsi sibl ble e score

Weight coefficient

Weighted score

3 : good  Engineering quality

2

Procurem Proc urement ent qual quality ity mana manageme gement nt

3

Capability adapted to scope

3

Job conformance to tender Conformance to contract terms

3 2

Conformance to schedule

3

Quality control performance

2

Safety control performance

3

Quality of studies & technical document documentss

1

Management administration of project

3

Adaptability Adaptabilit y to changes

1

Subcontractors Subcontrac tors selection quality

3

Relations with client

1

Social climate

1

Bank confidence Comments : compulsory if score under 2

2 Total

33

Evaluation /33

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ATTACHMENT III

EPC contract structure / contents

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Work scope typical contents

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Work scope typical contents

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