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And Decree 5, / , which specifically addresses the trading modality, dictates that the judgment of . , de 31 de maio de Cria o Decreto n . Postby first» Tue Aug 28, am. Please, help me to find this decreto de 31 de maio de pdf. I’ll be really very grateful. 5,/, which regulated electronic procurement [5]. It is important to Decreto nº , de 31 de maio de Regulamenta o pregão.

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Purchasing function in the public sector: This paper analyses the issue of delivery time in the procurement process within the Brazilian federal public administration.

Calaméo – Biblioteca JFSFX

Based on the theoretical framework of the procurement function, four dimensions were established: Legislation and procurement processes, Structure and organization of the purchasing sector, Purchasing systems and Human resources of the purchasing sector. The methodology consisted of semi-structured interviews carried out with the public agents of Bant.

The analysis by sub-phases, an unprecedented strategy, identified new factors: The bidding modalities provided for in Law No. In the search for greater efficiency in the purchasing process, the federal government, influenced by the ideas of the new public management Motta,instituted through Law no.

It is a bidding modality in which suppliers bid successively, winning the one that offers the lowest price for the goods or service that the State needs to acquire Carvalho, The electronic form of the trading floor was regulated by Decree No. One of the causes that would lead the trading to be a more agile procedure than the other modalities is the fact that there is a reversal of the phases of qualification and acceptance of the proposal Faria et al.

While in the other modalities, the purchasing operator, in the case of the bidding committee, must first verify the documentation of all the candidate companies, only after verifying all the proposals of the companies considered qualified, in the trading session the reverse is true: To achieve this, the electronic trading floor is developed with support in the Integrated System of General Services Administration Siasg 1 and comprises two distinct steps: In each of these decrego, a sequence of specific procedures, defined in general terms by the current legislation, directly influences the completion of the procurement process.

Among the advantages offered by the advent of electronic trading, Faria and collaborators fecreto that the significant increase in the 4550 of suppliers was one of the determining factors for the price variation contracted through electronic trading, so that the public agencies obtained a greater economy of resources. According to Bonfimby this principle, management must ensure that the process seeks to build the ultimate goal in derceto shortest time ce.

This research was carried out in an organization of the direct administration of the federal government, the Natal Air Base Bantto analyze the reality that is presented in the scope of the development of the stages of the electronic trading session in public administration.

The objective of this paper is to analyze the factors that mainly influenced the execution of the subphases jaio the electronic trading session in the Bant, in the yearregarding compliance with the principle of celerity.

Through the Bidding, Deccreto and Covenants Section BLCBant centralizes all purchases and, therefore, must acquire several types of goods and services for the basic maintenance of its activities such as: There is a re by the military unit staff that the trading sessions are also time consuming, hampering the achievement of its mission.

In addition, the lack of completion of bidding processes in time to use the available financial dd processes initiated, but not finalized leads to the devolution of budgetary resources to the federal government, impairing the maintenance of its activities Siafi, Hence the importance of the study on the subject, since that improving the purchasing process can contribute to the better accomplishment of the organization mission.

To understand the reasons for procrastination, this article is organized into five sections. In addition to this introduction, section maik addresses the theoretical framework and section 3 describes the methodological procedures.

Biblioteca JFSFX

Section 4 presents defreto data and discusses the results of the analysis and, finally, section 5 presents maik conclusion. The research had as reference the concepts that surround the purchasing function, one of the main elements of logistics and supply chain management GCSwhose objective is: The re of the theoretical reference coming from the private management of purchases was motivated by the understanding that the electronic trading was conceived within the scope of the ideas of the new public management NGP which, in turn, also had in the private management practices their inspiration Motta, In order to better define the dimensions of analysis, the research was inspired by the four pillars under which the Framework for Assessing the Acquisition at Federal Agencies Government Accountability Office GAO3 document was prepared.

Therefore, adapting them to the reality of the Brazilian purchasing process, the present research focused on analyzing, as in the American case, the efficiency of the acquisition processes — but limited to its temporal form — thus elaborating the following dimensions of analysis: Such a strategy was used by Motta However, this author worked only with the first three dimensions when analyzing and comparing the efficiency of the Brazilian purchasing system with the practices of private management and with the North American acquisition system in the fight against waste in public spending.

The evolution fe the profile of the purchasing department went through four different stages, as summarized in chart 1. Elaborated by the authors with basis on Braga ; Ellram and Carr It should be noted from the information in chart 1 that there has been a continuous improvement of the communication among the direct participants of the purchasing process, aiming at the reduction of costs and time, since that the buyer not necessarily has full knowledge about the goods and services requested by the requesters, even ds the face of the specifications of the item.


This can lead to a frustrated purchase, either due to quality or to incorrect descriptions, leading to deceto of time for the formulation of a new acquisition process. In this direction, GAO argues 54450. This approach requires engagement by all relevant stakeholders, including representatives from program ed, contracting officials, financial managers, human capital officials, information technology officials, and other appropriate participants.

An integrated approach helps agencies better define their needs and identify, select, and manage providers of goods and services. Therefore, it was noted that, also within the US federal agencies, the interaction among all sectors involved in the acquisition process is a critical factor for the success ee the acquisitions. This interaction should also be extended to suppliers for the procurement of public goods and services more efficiently Gansler, Lucyshyn and Ross, ; Carter and Stewart, In addition, the analysis of the structure of the purchasing area also encompasses its operation, that is, its departmental organization, shown in figure 1.

Elaborated by the authors based on Baily and collaborators The chief buyer is responsible for the most important decisions in the purchasing sector, involving all procurement planning, while the other buyers must be specialized to handle a specific range of items, in order to avoid duplication of research and negotiation efforts in the factory level, and to reduce the time in acquisition costs Baily et al.

Baily and collaborators Agency leaders have not recognized or elevated the importance of the acquisition profession within their organizations, and a strategic approach has not been taken across government or within agencies to focus on workforce challenges, such as creating a positive image essential to successfully recruit and retain a new Generation of talented acquisition professionals.

According to Mottathe lack of a structured career in the area of public procurement does not attract new professionals. In addition, the fact that the purchasing area is a constant target of the supervisory bodies creates a perception of risk for the servers and inhibits any attempt to innovate to improve the efficiency of the acquisition processes. In this respect, Burleson and Wilson Batista and Maldonado also point out that the lack of full understanding of the bidding legislation, as well as the lack of constant recycling and training programs, inhibits a proactive attitude of buyers, directly affecting the efficiency of purchases.

The activities of definition of demand, specification and planning of purchases correspond to the planning phase, that is, the internal phase of the process. In this sense, with the advancement of information technology, the use of computerized purchasing systems has been fundamental to minimize errors, reduce costs and stimulate the purchasing process Baily et al. Baily and colleagues Chart 3 highlights the stages of evolution of the purchasing function according to the pattern dr the information system.

According to Andradethe advent of EDI boosted the emergence of e-commerce, which means doing business online and using digital information as a mechanism to understand, design and satisfy customer needs.

Through this form of business, there is an economy of paperwork and time spent with faxing, and an avoidance of unneeded calls and shifts of buyers or sellers. Nevertheless, Bowersox, Closs, and Stank Siasg ds these concepts of integrated information system of the private management and, adapting them to msio needs of the public service, promoted through electronic trading a greater celerity of the external phase of the purchasing process Fernandes, ; Santana, The present research consists of a theoretical review about the purchasing function and it is classified as descriptive and documentary Gil, A survey of all documentation of the purchasing processes was conducted, where the preponderant factors for the lack of celerity of these processes were observed, analyzed and interpreted.

As a decret procedure, a field survey was carried out, through visits to the sectors, with the purpose of conducting interviews with the main public agents involved in the most relevant sub-phases of the acquisition process. Thus, five members of the purchasing sector were interviewed, two representatives from the requesting sectors and three auction criers. Regarding the delimitations of the work Gil,in the temporal aspect, the research tried to follow the processes of purchases initiated and concluded in the yearbecause it is the year with more recent and complete information.

Regarding the scope, the research universe consists of a set of 38 electronic procurement processes made inthe sample of 14 processes being defined by the criterion of relevance and standardization when dealing with purchases of basic items for the maintenance of the activities of the Bant and which are usually repeated annually.

Regarding the approach, the research is classified as quantitative and qualitative, since statistical tools were used as the basis of the data presentation process, such as tables and graphs, using the Pareto Diagram, as well as conducted interviews with the participants in the Bant procurement process.

The interviews were semistructured so as to allow access to information beyond those initially listed, providing a better and deeper clarification on the topic addressed Tomar,and the scripts were elaborated based on the theoretical framework adopted. By way of conclusion, the summary result of these analyzes led the researcher to achieve the general objective of the research and was presented through the Ishikawa Diagram.

Bant has a total of approximately 2, military personnel and a patrimonial area of over 13 million square kilometers, being considered the largest Air Base of the Aeronautical Command. In order to acquire the necessary inputs to fulfill its mission, it is incumbent upon SLCC, composed of 14 public agents, to coordinate, execute and control the activities related to biddings article of Rica Elaborated by the authors. After defining the most significant sub-phases of the purchasing process, the number of days required to execute them was identified, as shown in table 1.


On the other hand, hypothetically it would be possible to hold the contest in up to 38 days if we consider the sum of the minimum deadlines obtained in each of the subphases.

decreto 5450 de 31 de maio de 2005 pdf

It should be noted that Decree No. From the analysis of the diagram, it is possible to identify that subphases 2. Therefore, according to the Pareto diagram, it is necessary to concentrate efforts on these four subphases in order to solve the causes that influence in the lack of celerity of the electronic trading floors.

In the next subsections of this article, we will analyze the factors that cause the lack of celerity in the main subphases identified in the Pareto Diagram, relating them to the four dimensions of analysis, adapted to the organization being studied.

The lack of elevation of the hierarchical status of the sector impairs the allocation of financial and, mainly, human resources and indirectly influences the existence of preponderant factors for the lack of celerity of the trading sessions.

The participation of a specialist on the side of the broker would promote greater speed in this phase of the process, due to the knowledge that the requester has about the product being negotiated.

As for the composition of the purchasing process, subphase 1. Therefore, it is concluded that operational failures and the lack of integration between the purchasing sector and the requesting sectors affect the speed of subphase 1. On the other handthe lack of integration between the requestors and the criers affects the speed of subphase 2. All respondents confirmed that there is a shortage of personnel in the purchasing sector, which ultimately undermines the performance of the entire process.

When asked if the number of people to develop their work mio sufficient, one of the df answered: Since they do not focus exclusively on the 55450 of their trading sessions, they tend to be less rapid. All criers interviewed reported that the role of buyer turns out to be a secondary function and that they worry, as a matter of priority, with their management activities that are much more extensive and complex than those related to the execution of the trading session.

Finally, all of them concluded that the accumulation of functions occurs due to the shortage of qualified personnel that ends up harming the speed of subphases 1. It was also certified that there is a lack of investment in the training of professionals in the purchasing sector and also in the criers.

In this regard, Motta emphasized that the lack of consideration for the importance decretto the human factor in the acquisition process is a reality within the Brazilian purchasing system:. In fact, the Brazilian federal system has concretely two main elements: The human variable is not very relevant in the current derceto and the knowledge accumulated in the last decades in the fields of Logistics, Supply Chain Management and Purchasing is practically unknown at the federal scope.

All the interviewees affirmed that there is 545 need to update knowledge through courses and that lack of knowledge influences the speed of the process, fe it takes time to look for the norms, decisions and jurisprudence of the courts that guide their decisions in the process. According to the statements, Bant does not have a policy of investments in its human dedreto linked to the purchasing department, so that there are interviewees who work in the sector, who develops the composition phase of the PAG, for example, drcreto who have never done any type of course in the purchase area.

In sum, it is possible to conclude that the scarce investment in qualification of the professionals involved in the purchases is one of the factors that predominantly influence the execution of the subphases 1. The rules that underpin the public procurement process ce wide and, depending on the type of material, other more specific rules are part of the composition of the bidding document.

In addition, all the criers were unanimous in affirming that the excess and rigidity of the norms are also factors that provoke the delay in the analysis of the edicts and in the consequent emission of the opinion made by the CJU-RN. Therefore, it is possible to conclude that the excess and rigidity of the norms are factors that directly affect the speed of subphases 1.

Another relevant aspect that contributes to the lack of speed of the processes is related to the quantity of items tendered. In this regard, the head of the purchasing sector explained in more detail:. So, for example, our building material auction has about items and then my graduate will have to type one by one these items in the system and then do a review to check if there was no typing error.

The quantity of items also influences the verification time of the proposals, since, according to the cited example, fe broker has to check each decrto the items in the proposals of the suppliers ee proceed xecreto the award, which logically takes longer than verifying proposals for a floor with 10 items, for example.