BPM213 Procurement Management Tutor-Marked Assignment One 2026 | SUSS, Singapore

BPM213 TUTOR-MARKED ASSIGNMENT ONE

This assignment is worth 10% of the final mark for BPM213 Procurement Management.

The cut-off date for this assignment is 22 February 2026, 2355 hrs.

Note to Students:

You are to include the following particulars in your submission: Course Code, Title of the TMA, SUSS PI No., Your Name, and Submission Date.

Submit your solution document in the form of a single MS Word file on or before the cut-off date shown above.

This TMA covers materials studied in Study Unit 1, 2 and 3. You should review these materials in both your textbook and the unit notes before beginning the assignment. In addition, you will find it necessary to perform additional research in order to provide better answers to the questions.

Based on the three case situations provided in the Appendix, answer the following questions:

Question 1 – Contractual Arrangements

• In each case, recommend and justify to the client an appropriate type of contractual arrangement for the project and describe its procedures.

(24 marks)

• Identify, only in Case 2, the merits and demerits of your recommended arrangement.

(8 marks)

Question 2– Tendering Procedures, Prequalification of Contractor, Tender Evaluation and Award

(a) Recommend, only in Case 2 (Construction of Integrated Transport Hub), a suitable method of tendering, justify your choice of selection, and describe its procedures.

(12 marks)

 (b) Indicate the advantages and disadvantages of your recommended tendering system for Case 2.

(16 marks)

(c) Five bids have been received by the public housing authority to provide architectural design consultancy services for a residential development in the western part of Singapore. The Quality Fee Method (QFM), based on the QFM framework dated 1 December 2025, will be used to evaluate the tenders.

Tenderers were informed of the following (refer also to Table Q2) during the tender stage:

• QFM Configuration: Quality (Q): Fee (F) weightage = 80:20, with consultants’ performance weightage at 10% of overall QFM weightage

• Format of fee proposal: Lump sum

Examine and evaluate the tender on Table Q2 by answering the following questions:

(i) Calculate the tenderers’ Consultants’ Performance score (CP‐score), Other Quality score (Q sub‐score) and the Quality score (Q-score), the Fee score (Fscore) and the Total QFM score.

(16 marks)

 (ii) Show clearly your calculations and formulae on the average fee computation and checks on any outlier bids to prevent price-diving.

(6 marks)

 (iii) Rank the overall submission based on the Total QFM score and recommend a suitable tenderer for the award of the contract.

(3 marks)

Table Q2

Question 3 – Public Private Partnership

Public entities need to consider the adoption of the Public Private Partnership (PPP) as one of their procurement options for infrastructure projects whose estimated construction costs exceed $50 million. Despite the failure of the Sports Hub project, and the risks and challenges associated with the PPP, discuss FIVE (5) reasons why the Government continues to promote this type of contractual arrangement.

(15 marks)

In attempting Question 3, candidates are advised to read up the following materials:

Qiu, P. ‘Making Public Private Partnerships Work: Implications for Singapore and the Region’. ETHOS Issue 13, May 2014, Civil Service College. Retrieved from: making-public-private-partnerships-workimplications-for-singapore-and-the-region

Gunawansa, A. (2010). Is there a need for public private partnership projects in Singapore? COBRA 2010 – Construction, Building and Real Estate Research Conference of the Royal Institution of Chartered Surveyors: – ScholarBank@NUS Repository; retrieved from:

https://scholarbank.nus.edu.sg/handle/10635/45950

‘Government Objectives: Benefits and Risks of PPPs’. World Bank Group (US), PublicPrivate-Partnership Legal Resource Centre. Monday, 31 October 2016. Retrieved from: ppp-objectives

The Ministry of Finance, Singapore: Public Private Partnership Handbook version 2, March 2012;  retrieved   from:

https://www.mof.gov.sg/Portals/0/Policies/ProcurementProcess/PPPHandbook2012.pdf

Chia, Y. M. ‘PPP: Promised partnerships (can) prosper’, The Straits Times, 25 Dec. 2014,

Singapore: Singapore Press Holdings. Retrieved from: ppp-promised-partnerships-can-prosper

Ling Han (2016). ‘The Problem with PPPs in Singapore’, The Diplomat, 26 September 2016.

Retrieved from: the-problem-with-ppps-in-singapore/

Appendix

Case 1 – Private resort and casino development

LBS, an international resort and casino organisation, is calling for tender to build a new resort tower to complement and enhance its existing resort in Singapore by introducing a new luxurious and exclusive hotel experience. The scope of the project includes a 15,000-seat arena, additional capacity for meetings, incentives, conferences and exhibitions and entertainment offerings including premium gaming areas, food and beverage and nightlife facilities.

The estimated construction cost is $6.2 billion. LBS has intended for the extended resort to be the best and the most important gaming and hospitality building in the world. In view of this vision, quality remains the key focus for the tender award, but the price needs to be competitive. LBS has decided to award separate contracts to consultancy firms for architectural, structural, mechanical and electrical design and quantity surveying services.

Case 2 – Construction of Integrated Transport Hub

The Land Transport Authority (LTA) is calling for tender to construct an integrated transport hub located in the western part of Singapore. The hub comprises community and civic institutions, an office tower and a bus interchange. Inclusive facilities have been incorporated into the hub including barrier-free alighting areas and toilets, priority queue zones with seats, and a nursing room.

The 27-storey tower block will be connected by a sky bridge to an eight-storey podium block. The development will have offices, public facilities as well as retail spaces. When completed, the hub will provide direct connectivity and more convenient transfers between the NorthSouth and East-West Lines and the future Jurong Region Line at the Jurong East station.

The contract period is about 30 months and the estimated construction cost is $480 million.

Ground improvement works will be implemented before the construction of earth retaining structure and excavation works on the worksite.

LTA intends to simplify contractual links and leave the project co-ordination to the contractor due to the tight schedule and the project complexity. Hence, the authority is looking for tenderers with experience in infrastructure construction, specialising in large-scale rail, road and bridge projects.

Case 3 – Integrated facilities management services for a public polytechnic

A public polytechnic intends to call for tenders to provide integrated facilities management services at its campus. The contract period is five years with an option to renew for another two years. The scope of the contract covers the maintenance of building works, mechanical, electrical, air-conditioning, lifts, escalators, security, car-parking, cleaning, pest control and building management services.

—- END OF ASSIGNMENT —-

BPM213 Procurement Management Study Units

BPM213_Study Unit 1_Jan 2026.pdf

BPM213_Study Unit2_Jan 2026.pdf

BPM213_Study Unit 3_Jan 2026.pdf