Every organisation buys things. Whether it is office supplies, building works, vehicles, software or professional services, how you buy matters as much as what you buy. A transparent process gets better value, reduces the risk of fraud and disputes, and gives everyone with an interest in your organisation confidence that money has been spent properly.
Public bodies in Uganda must follow the national public procurement law and the regulations and guidelines overseen by the Public Procurement and Disposal of Public Assets Authority (PPDA). Businesses, NGOs and other institutions usually have more freedom, but many funders and partners expect similar standards. The principles below apply to both. They do not replace the specific rules that govern your organisation, but they form the backbone of any fair process.
1. Plan before you buy
Many procurement problems start long before a supplier is contacted. At the start of each financial year or project, prepare a procurement plan listing what you expect to buy, roughly when, and the estimated budget. Planning lets you combine similar purchases, avoid rushed last-minute buying and choose the right method for each purchase in good time.
2. Define the need clearly
Write down exactly what is required: specifications for goods, terms of reference for services, or a scope of works. Describe the performance or outcome you need rather than a particular brand, unless there is a genuine, documented reason. Vague or overly narrow specifications are a common cause of poor value and complaints, because they either attract unsuitable offers or quietly favour one supplier.
3. Match the method to the value and the risk
Low-value, routine purchases may be handled through a small number of written quotations. Larger or more complex purchases justify open advertising, formal bidding documents and a longer response period. Whatever thresholds you use, write them into a policy and apply them consistently. Never split a large purchase into several small ones to avoid a more competitive method; auditors look for exactly this.
4. Give every supplier the same information
Fair competition means every bidder receives the same documents, the same deadline and the same answers to clarification questions. If one supplier asks a question that changes the picture, share the question and the answer with everyone, without naming who asked. Set out in advance how offers will be evaluated, including technical requirements and the weight given to price. Then stick to it.
5. Manage conflicts of interest
Anyone involved in specifying, evaluating or approving a purchase should declare any personal, family or financial connection to a bidder, and step aside where one exists. Keep the declarations on file. A short signed form at the start of each evaluation is one of the simplest and most effective controls an organisation can introduce.
6. Check suppliers before you commit
Due diligence protects you from suppliers who cannot deliver. Depending on the size of the contract, check:
- registration documents and the identity of the owners and directors;
- tax compliance and any licences required for the work;
- references from previous clients for similar work;
- for larger contracts, financial capacity and the ability to deliver on time, including any dependence on imported goods.
For significant contracts, a visit to the supplier’s premises can tell you more than a folder of certificates.
7. Evaluate objectively and record the reasoning
Evaluate offers against the published criteria only, ideally through a small committee rather than one person. Record the scores, comments and reasons for the recommendation. If the lowest-priced offer is not chosen, the record should explain why. Let unsuccessful bidders know the outcome and, where your rules allow, offer a short explanation. This builds trust and encourages good suppliers to bid again.
8. Manage the contract, not just the award
Transparency does not stop at signing. Before payment is approved, confirm that what was delivered matches what was ordered in quantity, quality and timing. Keep delivery notes, inspection reports and invoices together. Track supplier performance so that future decisions are based on evidence, and raise problems early and in writing.
9. Keep a complete file
For every significant purchase, one file should tell the whole story: the need, the approval, the method, the invitation, the offers received, the evaluation, the award, the contract and the delivery records. Digital files are fine, provided they are well organised and backed up. If someone unfamiliar with the purchase can pick up the file and understand what happened and why, your process is transparent.
How Hazina can help
Hazina’s procurement team helps businesses, institutions and public programmes design procurement policies, prepare tender documents, run fair evaluations and check suppliers, with a clear paper trail at every step. If you would like an independent review of how your organisation buys, or support with an upcoming purchase, get in touch.
This article is general guidance only. Public bodies should always follow the procurement law, regulations and guidelines that apply to them.
