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Advisor(s)
Abstract(s)
A gestão de fornecedores e de contratos é uma área sensível para qualquer departamento de compras. O Código dos Contratos Públicos e o Código do Procedimento Administrativo, fornecem um enquadramento de conceitos, princípios e processos bastante sustentado. No entanto, estas dinâmicas podem ser afetadas pela rede empresarial que aumenta o desempenho devido ao acesso aos recursos partilhados. Tive oportunidade de realizar o estágio curricular no Departamento Municipal de Compras da Câmara do Porto e conhecer a realidade de gestão naquele departamento e através de um processo participativo, propor um modelo para a gestão de fornecedores e de contratos. Procedi à descrição da situação existente, percebendo que ambas áreas teriam um potencial de incremento, se fossem analisadas e trabalhadas algumas variáveis. Pude constatar que os critérios de seleção e qualificação de fornecedores não eram diferentes entre si e não eram aplicados. Na gestão de contratos os instrumentos eram muito quantitativos não havendo oportunidade de realizar uma avaliação qualitativa, com possibilidade de melhoria. Assim, propus dois novos modelos para a gestão de fornecedores e de contratos. Para os fornecedores, criei critérios distintos para a seleção e qualificação tornando-os mais objetivos e técnicos e de forma a serem abrangentes a qualquer contrato. Quanto à avaliação integrei as não conformidades como fator importante. Na gestão de contratos, adaptei a matriz de risco, incluindo também dimensões de natureza qualitativa e critica, na ficha de contrato acrescentei quatro critérios mais focados na avaliação da execução do mesmo. E por fim, nos instrumentos de gestão construi um Excel interativo para facilitar o acompanhamento e análise imediata.
Supplier and contract management is a sensitive area for any purchasing department. The Public Contracts Code and the Administrative Procedure Code present a very sustained framework of concepts, principles, and processes. However, these dynamics can be performance across the corporate network that increases performance due to access to shared resources. I had the opportunity to carry out the curricular internship at the Municipal Purchase Department of Câmara do Porto and get to know the reality of its management and, through a participative process, propose a model for the management of suppliers and contracts. I proceeded to the description of the existing situation, realizing that both have a potential for increase, if some variables were analysed and worked on. I could understand that the supplier’s selection and qualification criteria were not distinct and weren't applied. In contract management, the instruments were very quantitative, not allowing the opportunity to carry out a qualitative assessment, with improvement opportunities. Therefore, I proposed two new models for suppliers and contracts management. For suppliers, I've created different criteria for selection and qualification, making them more objective and technical, to be embracing to any contract. As for the evaluation, I included the non-compliant as an important factor. In contract management, I adapted the risk matrix, also including qualitative and critical subjects, in the contract form I added four criteria, more focused on the evaluation of its execution. Finally, in the management tools, I built an interactive Excel to facilitate immediate monitoring and analysis.
Supplier and contract management is a sensitive area for any purchasing department. The Public Contracts Code and the Administrative Procedure Code present a very sustained framework of concepts, principles, and processes. However, these dynamics can be performance across the corporate network that increases performance due to access to shared resources. I had the opportunity to carry out the curricular internship at the Municipal Purchase Department of Câmara do Porto and get to know the reality of its management and, through a participative process, propose a model for the management of suppliers and contracts. I proceeded to the description of the existing situation, realizing that both have a potential for increase, if some variables were analysed and worked on. I could understand that the supplier’s selection and qualification criteria were not distinct and weren't applied. In contract management, the instruments were very quantitative, not allowing the opportunity to carry out a qualitative assessment, with improvement opportunities. Therefore, I proposed two new models for suppliers and contracts management. For suppliers, I've created different criteria for selection and qualification, making them more objective and technical, to be embracing to any contract. As for the evaluation, I included the non-compliant as an important factor. In contract management, I adapted the risk matrix, also including qualitative and critical subjects, in the contract form I added four criteria, more focused on the evaluation of its execution. Finally, in the management tools, I built an interactive Excel to facilitate immediate monitoring and analysis.
Description
Keywords
Contratos Instrumentos Fornecedores Contracts Instruments Suppliers