Table of Contents: 4 Purchasing
4
Purchasing
4.1
Policy
4.1.1
General
4.1.2
Purchasing Framework
4.2
The Purchasing Process
4.2.1
Planning
4.2.2
Solicitations
4.2.2.e
Availability of Solicitations
4.2.2.f
Preproposal Conference
4.2.2.g
Amendment of Solicitations
4.2.2.i
Disclosure and Use of Information
4.2.3
Receipt of Proposals
4.2.3.c
Late Proposals and Modifications
4.2.4
Oral Presentations
4.2.5
Performance Evaluation
4.2.5.a
General
4.2.5.b
Roles and Responsibilities
4.2.5.c
Discussions
4.2.5.d
Best Value Determinations
4.2.6
Contract Award
4.2.7
Notification
4.2.8
Debriefing
4.3
Commercial Purchasing
4.3.1
Policy
4.3.2
Applicability
4.3.2.c
Considerations
4.3.2.e
Competition
4.3.2.f
Performance Evaluation Factors.
4.3.2.l
Computer Software
4.3.3
Solicitations
4.3.4
Receipt and Evaluation of Proposals and Quotations
4.3.4.a
Receipt
4.3.4.b
Evaluation
4.3.5
Contract Format and Contents
4.3.5.a
General
4.3.6
Provisions and Clauses
4.3.7
Tailoring Provisions and Clauses
4.3.7.b
Clause 4-2, Contract Terms and Conditions - Commercial Items
4.3.8
Exemptions from Law
4.3.8.b
Applicability
4.3.8.c
Contracts and Subcontracts
4.3.8.d
Exemptions
4.4
Design and Construction Purchasing
4.4.1
General
4.4.2
Architect-Engineer Services
4.4.2.c
Definitions
4.4.2.d
Selection Procedures
4.4.2.e
Discussions
4.4.2.g
Indefinite-Quantity A/E Services Contracts
4.4.3
Construction
4.4.3.a
Purchasing Construction
4.4.3.b
Indefinite-Quantity Construction Contracts
4.4.4
Design-Build Contracting
4.4.4.d
Contract Types
4.4.5
Construction Management Support Services
4.5
Mail Transportation Purchasing
4.5.1
General
4.5.3
Contracting Officer's Representative
4.5.4
Mailing Lists
4.5.5
Contracts
4.5.5.c
Use of Contracts
4.5.6
Renewal of Contracts
4.5.6.b
Characteristics of Renewal Contracts
4.5.6.c
Renewal Procedures
4.5.7
Extension and Short-Term Renewal of Contracts
4.5.8
Contract Changes
4.5.8.a
General
4.5.8.b
Termination for Convenience
4.5.8.c
Service Changes
4.5.8.d
Exceptional Service
4.5.8.e
Schedule Changes for Highway or Domestic Inland Water Contracts
4.5.8.g
Clauses
4.5.9
Subcontracting
4.5.9.a
Highway or Domestic Inland Water Contracts
4.5.10
Release of Supplier
4.5.11
Service Deficiencies
4.5.12
Death or Incompetence of Supplier
4.5.12.a
Individual
4.5.12.c
Estate Representatives
4.5.13
Eligibility Requirements
4.5.13.b
Service Employees
4.5.13.c
Screening
4.5.13.d
Exceptions
4.5.14
Contract Administration
4.6
Special Categories of Purchases
4.6.1
General
4.6.2
Supplemental Policies and Procedures
4.6.3
Professional/Technical and Consultant Services
4.6.3.a
Policy. It is the policy of the Postal Service to contract for professional/technical and consultant services when doing so makes good business sense in light of available personnel resources. For example, short-term expertise may be necessary to assist in the development of new customer service programs or to manage spikes in operational workload. In other cases, long-term contracts for these services may prove more fiscally and technically beneficial than the use of career employees. When contemplating contracting for these services, and for personal services (see 4.6.4), purchase teams must consider the financial commitment and potential return on investment. For certain requirements, such as those affecting craft positions and duties, additional reviews and approvals are required; these include meeting legal and labor agreement obligations set forth in Federal regulations and labor union agreements. In these cases, purchase teams must consult with Strategic Initiatives at Headquarters. In addition, reviews and approvals are required for contracts with former Postal Service officers, executives, and employees, regardless of whether these individuals are contracted with directly or are employed or proposed to be employed by a supplier (see 1.7.13).
4.6.3.b
Conflicts of Interest. When purchasing professional/technical or consultant services, purchase teams must pay particular attention to the potential for organizational conflicts of interest and consider using Clause 1-8, Organizational Conflicts of Interest, or a similar clause in the contract (see 1.7.7).
4.6.3.c
Professional and Technical Services
4.6.3.d
Consultant Services
4.6.4
Personal Services Contracts
4.6.4.a
Definition. A personal services contract is a contract with an individual under the terms of which the individual will: (1) work under the direct supervision of postal personnel; (2) work on postal premises and use postal equipment; and (3) perform duties similar in nature to those of postal employees. A personal services contract may create the appearance of an employee-employer relationship, and may result in additional costs, such as tax withholding. For this reason, purchase teams should strive to use contracting vehicles other than personal services contracts, but, when deemed appropriate and effective, they may be used, subject to the reviews and approvals described in 1.7.13.
4.6.4.b
Use. Personal services contracts may be awarded for professional/technical services but may not be awarded for consultant services.
4.6.4.c
Contracts. All personal services contracts should be written to ensure that the Postal Service does not incur unnecessary costs or liabilities. Purchase teams should work with assigned counsel to ensure that the interests of the Postal Service are protected in areas such as taxes, unemployment liability, etc.
4.6.5
Information Technology
4.6.5.a
Definitions
4.6.5.b
Policy
4.6.5.c
Technological Substitutions and Enhancements
4.6.5.d
Sources
4.6.5.e
Solicitation Provisions
4.6.5.f
Clauses
4.6.6
Research and Development
4.6.6.a
Definitions
4.6.6.b
General Policy
4.6.6.c
Prequalification
4.6.6.d
Solicitations
4.6.6.e
Contract Type
4.6.6.g
Educational Institutions and Nonprofit Organizations
4.6.6.h
Organizational Conflict of Interest
4.6.7
Utility Services
4.6.7.a
Definitions
4.6.7.b
Policy
4.6.8
Structured Contracts and Controlled Contracts
4.6.8.a
Definitions and Examples
4.6.8.b
Policies and Procedures
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