Procedure for the procurement of consulting service - DOH

DOH CUSTOMIZED PROCUREMENT MANUAL VOLUME 4 2010
ANNEX D. HOW TO SHORT LIST
The objective of short listing is to determine the most qualified consultancy firms or individual consultant to
undertake the project. Using the eligibility documents submitted by the eligible bidders as basis, eligible
bidders may be included in the short list taking the following into consideration: extensive experience in
similar projects; qualifications of top officials of the firms or the experts proposed to be engaged for the
project; and job capacity (Section 24 of the revised IRR 24). Short listing is undertaken primarily due to
the substantial cost incurred by a bidder in preparing a proposal. If all eligible bidders are invited to submit
proposals, the chance of a firm getting the award diminishes greatly. This discourages a firm from
participating because the effort in terms of time and money is not commensurate to the probability of
getting the award. A short list of, say, five (5) greatly increases the chance of a firm and is thus encouraged
to put in more time and effort in preparing a good proposal.
1. Eliminate obviously unsuitable firms without the required areas of experience and
expertise.
2. Study thoroughly the remaining firms their areas of expertise and experience based on
the documents submitted.
3. Apply the following criteria for the selection of eligible firms for the shortlist based on
Section 24 of R.A. 9184.
a. Extensive experience in similar projects – namely on the level of responsibility and
extent of experience not just the number of projects
b. Experience with similar projects level, i.e., national, national or both national and
sub-national, small or large scale or integrated or specialized
c. Work experience in the same project
d. Experience in the same geographic and/or cultural area
e. Same work volume in monetary terms and human resource
f. Degree and extent of the firms involvement in the similar experiences –
Preference is as a principal than subsidiary partner
i. Principal vs. subsidiary partner
ii. Primary vs. supporting role
iii. Firm‟s experience vs. professional staff experience
Weights for each criterion will depend on the nature of the project. For very technical projects, emphasis
should be on similar experience for organization. For management work, experience in similar authorities
and culture is more important.
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