SDL-PD-01801 Rev 0

STANDARD OPERATING PROCEDURE Page 1 of ____

Effective 1 Nov. 2008

PURCHASE OF GOODS, EQUIPMENTS & SERVICES

Manager - Purchase Manager – Systems & Process VP - Purchase

Revision History

S.No. Version Date Author Description

Distribution List

Purchase department- Assistant, Executive, Managers, GM, VP and ED. VP’s of

all departments/ division.All ED’s.
 1.0 Purpose
The purpose of this procedure is to provide an efficient, effective and consistent way of
purchasing goods, equipment & services. This procedure defines the standard work
processes regarding the purchasing of Site material including Manual and Electronic Site
Material Requisitions (SMRs), Indirect Materials/Goods used on Multiple Projects.
(IMMP’s). This document establishes the process of requisitioning, approving, ordering, and
receiving goods, equipment & services as well as tracking orders throughout the entire
purchasing cycle.
2.0 Scope
2.1 This procedure is applicable to all projects under the administrative control of Sobha Developers
Ltd (SDL). It addresses the responsibilities and work process for the origination and issuance of
the Site material requisitions to Site Procurement for purchase.
2.2 Requirements for (Sub) contractors performing activities as described in Section 1.0 of this
procedure are found in Standard Work Process Procedure ________________, (Sub) contractor
Requirements.
2.3 In accordance with SDL Operating Instruction (Ref. _______________) , Standard Work Process
Procedures, any deviation from this procedure shall be documented and approved in advance by
the responsible Vice President (VP) and the Project Manager in-charge of Site Procurement.
2.4 This procedure is applicable to all domestic and International purchases of goods
made under the administrative control of Sobha Developers Limited (SDL)
3.0 Definitions
3.1 Site Material Requisition (SMR)
An application located in Sobha Purchase Module (SPM), ERP based or a manual
document used by Site Project Managers or Engineers to electronically or manually
generate SMRs to request equipment, materials or services required for purchase,
rental or subcontracting, during the construction of the project.
3.2 Direct Plant, Material and Services
Plant, Materials and/or services used as part of the permanent facilities or having a
direct impact on the quality of completed work and/or Site services.
3.3 Indirect Plant, Material and Services
Materials and services used during construction, which do not become a part of the
facility or plant or do not have a direct impact on the quality of completed work
and/or site services. (i.e., temporary facilities, construction equipment, grinding
wheels, files, safety tape, etc.).
3.4 Sobha Purchase Module (SPM) ERP based
Sobha's integrated supply chain and materials management system for Real Estate
Development Projects and Contract projects. It spans from materials requirements
planning through issue of materials to construction in the field. It is designed for use
throughout the life of a project for both office and site procurement of engineered
equipment, materials and services. Functions include requisitioning, purchasing,
construction rentals, receiving, expediting, traffic & logistics, inventory control, and
management of bulk and tagged components on a project. It links to engineering
design/specification systems, document management, various supplier's systems,
cost control and accounts payable.

3.5 Material Assignment Schedule (MAS)

 A schedule that identifies the Plant/equipment, material and services required for the
project, and the Sobha department responsible for developing the appropriate
material requisitions.
3.6 Indirect Material/Goods used on Company wide Project Acquisition Group
(CWPAG)
CWPAG is responsible for the formation, administration and coordination of
Construction CWPA’s including items such as concrete formwork and shoring,
scaffold, drilled-in anchors, safety supplies/equipment, consumables, small tools
and temporary office facilities. The CWPAG has responsibility to administrate and
coordinate such CWPA’s. However, VP (Projects / Contracts) has the clear
responsibility to manage the supply, release, and budget adherence for any quantity
on a jobsite that is obtained from such a purchase agreement.
3.7 Company wide Project Agreements (CWPA)
Agreements negotiated and administered by CWPAG personnel. Pricing or pricing
formulas for materials and services covered by these agreements are established in
the CWPA. Site procurement will execute blanket orders with not-to-exceed values,
imposing the terms and conditions of the applicable CWPA. Refer SDL Policy (Ref.
_____) and Procurement Instructions (ref ___) for appropriate use on specific
projects.
3.8 Trend
An item of change to the project scope, pricing, unit rates, schedule, or intended
plant quality that causes an addition or reduction to the trend base estimate
including corrections for scope/estimate omissions.
4.0 References
4.1 SDL Operating Instruction (Ref_________), Standard Work Operating Procedures
4.2 Standard Operating Procedure (Ref. ____) , (Sub)contractor Requirements
4.3 Standard Operating Procedure (Ref. ________), Materials Receiving
4.4 Sobha Corporate Policy , Procurement of Goods and Services
4.5 Site Manual, chapter # , Purchasing
4.6 General Financial Rules, SDL.
4.7 Rules and Regulations and Bye-Laws of SDL.
4.8 Schedule of Powers vested in various authorities / Staff of SDL
5.0 Method of Delivery
5.1 Purchase process
Procurement of stores through indigenous and foreign sources as required in
accordance with the rules in force.

1. Preparing requisitions/ purchase indents.

2. Checking of requisitions/purchase indents.
3. Selection of suppliers for issue of enquiries.
4. Issuing enquiries/tenders and obtaining quotations.
5. Analysing quotations and bids etc., and preparation of comparative
statement (quotation charts).
6. Consultation with the Indentor for selection and approval of quotations
and with Accounts Officer for pre-audit.
7. Negotiating contracts.
8. Checking legal conditions of contracts. Consulting legal Officer.
9. Issue of Purchase Order.
10. Follow-up of purchase orders for delivery in due time.
11. Verification and passing of suppliers’ bills to see that payments are made
promptly.
12. Correspondence and dealing with suppliers, carriers etc., regarding
shortages, rejections etc., reported by the Stores Department.
13. Maintenance of purchase records.
14. Maintenance of progressive expenditure statement, sub-head wise.
15. Maintenance of vendor performance records/data.
16. Arrangement for Insurance Surveys, as and when necessary.
17. Clearance of foreign consignments.
18. Keeping various Departments/Divisions informed of the progress of their
indents in case of delay in obtaining supplies.
19. Serving as an information center on the materials’ knowledge i.e. their
prices, source of supply, specification and other allied matters.
20. Development of reliable and alternate sources of supply.
21. It shall be particularly ensured:
i. that all purchase are made against properly authorized requisitions,
and valid sanctions, showing the correct and detailed end-use.
ii. that all the materials requisitioned are duly ordered from the right
source after full enquiries on most competitive price taking into account the
trade discounts and tax benefits etc.
iii. that the right quantity of the goods consistent with the quality and the
specification required is bought.
iv. that the deliveries of all goods are received within the stipulated
period.
v. that claims due to shortages or any other discrepancies are settled
promptly.
vi. that cordial and harmonious relations with all sections/divisions are
maintained for becoming an efficient service unit.

22. While receiving the planned requirement of the indentors, it should be

prevailed upon the Indentors to certify clearly that the quantities indicated are
definitely required for the project and specify the period within which the
quantities indented will be consumed. It is the duty of the purchase section to
check purchase indents against needs and suggest modification of quantities
wherever necessary.
5.2 Process flow chart
STANDARD WORK PROCESS FOR FIELD MATERIAL REQUISITIONS AND PURCHASING
 Field Engineering / Supervision Procurement

FMRs generated by field

Accepted by FMR evaluated for
personnel. Include material
Procurement Yes material type,
specifications, quantities and
? specifications, etc.
need dates

Approval process per project

procedures. Includes
engineering, project controls and
site manager or authorized Issue
approval designee Blanket
MPA Supplier? Yes
Release /
Amendment

Authorized No
Approval?

Obtain price and

No Yes availability for
requested materials /
equipment

FMR
returned to
Issued to
requestor
Procurement
with
No Record quotes,
explanation
evaluate and select
vendor

Permanent Plant
Yes
Material?

No Issue PO

No
Under $2,500?
Note 1 * Also used for
making monthly
payments for rentals

Yes
No

Vendor accepts
Purchasing Card?

Yes

Assign manual
Make
tracking number to
payment via
order and
credit card
deactivate FMR

5.3 Requirements
5.4 Attachments
 5.5 Organization chart

VP-Purchase
(Srikanth Kulkarni)

Assistant-Purchase
(Nisha)

Dy. Mgr. Mgr. Dy.Manager Pur Asst. Manager

AGM Purchase GM- Mgr. Granite &
(Electrical) Purchase Santosh, Pandu, (Mallikarjun)
(Vishwanath.R) Purchase Marble
(V.P. Ramesh (Anil Naveen
SDL & (Utthaman VS)
Thampan)
SGML
(J.M. Sr.
Executive
Coordinating Srinath) Tilak
Assistant Cell
(Rajesh Pur. Exe
(P.G. Srinivas
K.T) C.S. Mahesh)
Manager SGML
(Pratish Babu)

Executive, Sr. Executive, Pur

Executive, Tiles Executive, Purchase executive Chennai &
& Plumbing Purchase Power tools Trivendrum
(Archana
items Reshma Executive
(R.Ramesh) Reddy Deshpande) Power tools

Jr.
Executive Executive Sr. Exe Pur
Asst Manager
Purchase Purchase Bhuvaneshw
Chandigarh
(Anand S.) ar
Jayaprakas
h
 5.6 Responsibility matrix

Process /Activity Responsibility Support

 Checking the prequalification
documents.
 Visiting the factory / shop if
required to evaluate the
Vendor Selection capacity / capabilities.
 Vendor rating and approval VP/ AGM / Manager
 Approval of trial order
 Procurement of materials at
right price, right time and right
quality.

 Floating the enquiries to the

vendor
Procurement of
 Negotiating the best price and
materials and Executive & Executive
checking all the technical
services as per the coordinating cell
specifications.
user’s requirements
 Finalizing the purchase order
/work order.

 Coordinating with the project

Prompt payment to
site for the GRIR to be entered
the Suppliers Executive coordinating
in the ERP for the prompt
cell / Assistant
payment to the suppliers.
 Vendor performance is
Vendor performance evaluated on a quarterly basis.
evaluation and  Checking the Vendor evaluation
review. rating received from the site. AGM/Manager
 Taking appropriate measures to
improve the performance of
vendor rating if required.
 Locating and developing new
vendors on monthly basis
Vendor
considering all cost reducing AGM/Manager
development
measures.

 Coordinating with the project

stores to have the Updation of
the scrap book.
 Floating enquires to the
Scrap Disposal vendors for the quotation. AGM/Manager
 Negotiation with the vendors for
the best price.
 Giving output to site to finalize
the order
 6.0 Interdepartmental Relationships – receivables and deliverables

Sr. DEPARTMENT INPUT (TO PURCHASE DEPT) OUTPUT (FROM PURCHASE DEPT)

• Requirement of advertisement materials / gifts /

hoardings. • Procurement of materials, issuing purchase
• Agency details etc. printing of brochure, banners order.
01
MARKETING, etc. • Work orders / annual contracts on agencies etc.
SALES & CRM • Request and detailed information about Advertising for media advt. and printing of brochure,
agencies. banners etc.
• Requisition of maintenance materials during
maintenance period.
 Indents for materials (PRs), Pending PRs / Materials  Purchase Orders for materials indented.
list.  Lead-time Requirement.
 Feedback on vendors regarding the quality of the  Status of PRs / Materials.
materials supplied at site.  Procurement schedule.
 Time schedule/ Execution Schedule.  Information regarding prices/ availability of
 Technical inputs on materials when requested. materials.
02 PROJECT  Requisition for Work Order on  Work contract finalization.
Subcontractors.  Replacement of rejected materials as per the
 Feedback on subcontractor performance. standards one.
 Information regarding rejected materials.  Planning for the Inventory.
 Information regarding Capital Budget.  Coordination on the technical feedback on
 Fixed assets. recommending fixed assets.
 Verbal orders in case to be regularized.  Verbal orders are not encouraged.
 Request for updated prices list of all materials on  Copies of Purchase Orders/Work Orders as and
monthly basis. when required.
 Detailed estimates for all ongoing and forthcoming  Basic price list of all the materials including Tax
03 ESTIMATION projects. structures etc.
 To ensure that sufficient quantity of materials has  Intimation of variations in Quantity.
been incorporated in estimate for the respective  Monitoring of the rates considered in estimate
month. depending upon market fluctuations.
04 M&E • Indenting the purchase requisition with material • Placing of PO’s for indented materials.
Sr. DEPARTMENT INPUT (TO PURCHASE DEPT) OUTPUT (FROM PURCHASE DEPT)

• Providing all rates, discount structure & tax

structure for all the materials as and when
specification and material delivery schedule. required.
• Follow up with purchase dept for timely delivery of • Lead time, procurement schedule and status of
materials. PR's / Material.
• Intimating to purchase dept in case of any changes • Feed back for material delivery as and when
in the PR. required.
• Technical inputs on material on request. • Information regarding prices / availability of
materials.
•
 Offer letters/ Appointment orders
 Confirmation letters
 Promotion letters  Staff Appraisals
 Increment letters  Human Resources Requirements
HUMAN Commendation letters
05   Staff Training needs / Requirements
RESOURCE
 Rewards and incentives  Prompt closure of Quarterly manpower
 Training to meet identified needs. requirements.
 Preparation of key performance and performance
based appraisal
 Request for samples along with rates.  Provide samples with rates for approval
ARCHITECTUR  Approved drawing copies of MS Works.  Providing technical details for the recommended
06
E  Recommendation for new products introduction. products and getting approval of the same.
07 CHAIRMAN’S • Inputs regarding strategy / vision • Monthly statement and status of affairs.
OFFICE • Approvals for procurement of certain special items. • Fortnightly Activity reports.
• Feedback on vendors • Things to do once a fortnight to Chairman's
• Instructions to close pending purchase related Office.
issues • Planning for inventory
• Capital budget • MIS reports
• Information regarding newly developed vendors
and products
Sr. DEPARTMENT INPUT (TO PURCHASE DEPT) OUTPUT (FROM PURCHASE DEPT)

• Innovative ideas.

• Provide status of procurement of key

materials
• Provide information on the changes in the
• Key inputs on long term rate contracts, business market scenario / key developments from the
08 MD's OFFICE scenario & any relevant information. viewpoint of materials
• Efficiency of the department • MIS reports
• Updating the department functions promptly
• Sanction / approval for capital items of high
value (key materials)
 List of sundry creditors.  GRIRs + invoice from suppliers for payment
 List of pending GRIRs / POs / Invoices. processing.
 Cheques to be issued to suppliers  Statement of accounts from suppliers for
 Reconciliation and rejected materials details. reconciliation of payments.
FINANCE /
 Information regarding PF / ESI / TDS / PAN  Statement of Pending Payments.
09 ACCOUNTS
DEPT  Information regarding new rules and regulation  Vendor Tax registration details through ERP.
w.r.t. VAT/ ED / Service; tax / Customs.  Short closing of rejected and un replaced
materials purchase order.
 Information on vendors (Small scale / medium
scale etc)
• Suggestions regarding economically and
technically superior substitutes for material • Compliance of requisition material.
10 R&D currently in use. • Sample and the specified details of the new
• Licensing or certification of the Quality of product to be introduced.
products.
CORPORATE  Audit Observations / Recommendations.  Compliance with audit recommendations
11
AUDIT  Suggestions to improve the purchase order terms.
12 ADMIN  Arrangement of traveling / communication facilities. Request for
 Arranging accommodation.  Office stationery
Sr. DEPARTMENT INPUT (TO PURCHASE DEPT) OUTPUT (FROM PURCHASE DEPT)

 Printing
 Mobile and Land Telephones
 Office equipments
 Office stationery requirement.  Conveyance
 Providing proper security arrangements.  Ticketing
 Security arrangement
 Any other requirements within the
Administrative purview.
• Work order copies for vetting
• Certification of rates / terms & conditions for • Clarification of rates
work orders • To ensure that measurement can be done as
QUANTITY
13 • Certification of running bills for payments as per per the standard terms
AUDIT
work order terms and standard measurement terms • Monitoring that any reduction in vendor
payment and deduction in quantity, should be
informed to Project / Purchase.
7.0 Evaluation methods
7.1 Metrics

The following metrics have been defined.

1. Timely Procurement of ‘A’,’B’ and ‘C’ Class Items.

Metric: No. of items ordered

No. of items requisitioned in PR

2. Cost saving metric

Metric: Actual cost savings achieved during a quarter

Targeted cost savings.

3. * Vendor Performance Metric

Metric: No. of items delivered within time frame specified in P.O.

No. of total items ordered (A Class items)

* Rates and quality are taken into consideration prior to placing the order.

4. Vendor development metric

Metric: No. of new vendors developed

Planned number of vendors to be developed.

Targets will be set for the metrics. Performance will be reviewed periodically against
target and improvement actions will be initiated. Targets will be renewed annually.

8.0 Reporting systems( MIS) & Document control

8.1 Forms
The following formats are used by the department.

Sl. No. Annexure Particulars

1 I Comparison Chart
2 II Enquiry
3 III Checklist
4 IV Purchase request
5 V Purchase Order
6 VI Work Order
7 VII Vendor Pre – Qualification Form
8 VIII Vendor Rating Evaluation
9 IX Sub Contractor Performance Evaluation
10 X MIS Report

8.2 MIS
8.3 Document records & filing

The following documents and records are maintained by the department. The
retention period of the documents and records are also mentioned.

S. No NAME OF THE RECORD RETENTION PERIOD

1 Purchase Requisitions 2 years
2 Comparison chart 2 years
3 Purchase order 2 years
4 Work order 2 years
5 Import purchase order 3 years
6 Minutes of meeting 2 years
7 Internal audit reports 3 years
8 Vendor Pre-Qualification 2 years
9 Vendor performance evaluation 2 years
10 Sub contractor performance evaluation 2 years
11 MIS Report 3 years

S. No NAME OF THE DOCUMENT RETENTION PERIOD

1 Internal documents. Permanent
2 General Procedures Manual. Permanent
3 Quality Assurance Manual Permanent
4 Updated price list of key items. Permanent
5 Directory of materials and products. Permanent
6 List of approved suppliers. Permanent
9.0 Other Requirements
9.1 Strategy & Budgets
9.2 Human resources & job role
9.3 Space
9.4 Infrastructure
9.5 Tools/Software/ Technology used

10.0 Training methods

10.1 TRAINING PROGRAMME FOR NEW COMERS ORIENTATION

If a new employee in the Purchase Department joins without any previous

training and experience and all his practical training has to be acquired on the
job, he shall be given a week’s orientation i.e. an understanding of the jobs in
terms of its own activities, objectives and responsibilities in relation to the
museum’s policies and operations. For that purpose, his course of training shall
consist of the following:

(a) Knowledge of purchasing principles, policies and procedures.

(b) Knowledge of relevant rules from SDL– Sobha Purchase Manual(SPM)
etc.
(c ) Knowledge of SDL’s developmental activities, equipment or productions,
if any.
(d) Knowledge of materials and how they are used.
(e) Knowledge of other departments and their work, and the Purchase
Department’s relationship with them and how they coordinate and help
each other.

The above training shall be acquired under the guidance and supervision of the
Manager- PMD and its progress shall be watched by him till its completion. The
trainee shall undergo a simple test at the end of his week’s training. Its
evaluation/rating shall go into his personal records.
Similar training shall also be imparted on the incumbents joining Stores
Department without any previous training and experience.

10.2 TRAINING PROGRAMME FOR SDL STAFF

10.3
11.0 Time lines

VARIOUS STAGES AND PROCESSING TIME FOR INDIGENOUS PURCHASE

Following are the various stages in the procurement of stores from indigenous sources along with
optimum processing time:

1 Indent/requisition for purchase of stores from

Division/Projects/Stores Officer
2 Notice inviting tenders/enquiries 1 to 3 days
3 Opening of tenders/quotations 7 to 14 days
4 Scrutiny of tenders/quotations and tabulation of 1 to 3 days
comparative statement thereof
5 Selection of material by indentor 1 to 3 days
6 Pre-audit of purchase proposals by Finance 1 to 3 days
7 Formal sanction by competent authority 1 to 2 days
8 Placement of order 1 to 2 days
9 Delivery time *
10 Clearance from Railways, Road, Transport 1 to 3 days
Companies, postal authorities, Airlines etc.
11 Passing and payment of bills (see item 17) 8 to 15 days
22 to 48 days
Plus delivery time

*Note: Minimum time for getting a material in store is 15 days from the receipt of indent in
purchase section. It may take longer time if the indent is a long one with many items
and/or if delivery time taken by supplier is long.

12.0 PROCEDURE OF PURCHASE AND SANCTIONING AUTHORITY

Amount of Purchase Procedure Sanctioning Authority
Up to Rs.250 Cash purchase Project Engineer
Rs.251-500 Cash purchase as a very special Project Engineer
case after recording reasons for
urgency
Rs.501-1000 On the basis of lowest quotation out Project Manager
of at least 3 quotations
Rs.1001-10000 On the basis of lowest quotation out Such staff who are au-thorized by
of at least 3 quotations VP to accord sanction upto
Rs.10,000/-
Rs.10001-20000 On the basis of lowest tender out of VP - PMD
at least 3 tenders (limited tender)

Rs.20001-50000 On the basis of lowest tender out of VP- PMD

at least 3 tenders invited on open
tender basis through press
advertisement
Above Rs.50000 Refer to Executive Committee -

Note: All purchase shall be effected only after obtaining prior sanction from the
competent authority. Proposals for ex-post-facto sanction shall not be
admitted without VP-PMD’s approval.

13.0 Document References

13.1 Handbook of Import and Export procedures, orders issued by Government of

India from time to time.
13.2 Rate and Running Contracts entered into by SDL from time to time.
13.3 India Trade Journal.
13.4 Hand-book of commercial firms.
13.5 Catalogues of foreign and indigenous manufacturers etc.
13.6 Books on materials management, Inventory Control by famous authors
13.7 Railway Goods Tariff, Terminal Tax, Sales Tax, Octroi and custom rules.
13.8 Directory of foreign and indigenous manufacturers.
13.9 Periodicals that report new concepts and techniques in Managing, Purchasing
and material activities.

14.0 Affected / Related Procedures

15.0
16.0
17.0
Method of Delivery

Procurement of stores through indigenous and foreign sources as required in

accordance with the rules in force.

23. Preparing requisitions/ purchase indents.

24. Checking of requisitions/purchase indents.
25. Selection of suppliers for issue of enquiries.
26. Issuing enquiries/tenders and obtaining quotations.
27. Analysing quotations and bids etc., and preparation of comparative
statement (quotation charts).
28. Consultation with the Indentor for selection and approval of quotations
and with Accounts Officer for pre-audit.
29. Negotiating contracts.
30. Checking legal conditions of contracts. Consulting legal Officer.
31. Issue of Purchase Order.
32. Follow-up of purchase orders for delivery in due time.
33. Verification and passing of suppliers’ bills to see that payments are
made promptly.
34. Correspondence and dealing with suppliers, carriers etc., regarding
shortages, rejections etc., reported by the Stores Department.
35. Maintenance of purchase records.
36. Maintenance of progressive expenditure statement, sub-head wise.
37. Maintenance of vendor performance records/data.
38. Arrangement for Insurance Surveys, as and when necessary.
39. Clearance of foreign consignments.
40. Keeping various Departments/Divisions informed of the progress of
their indents in case of delay in obtaining supplies.
41. Serving as an information center on the materials’ knowledge i.e. their
prices, source of supply, specification and other allied matters.
42. Development of reliable and alternate sources of supply.
43. It shall be particularly ensured:
a. that all purchase are made against properly authorized
requisitions, and valid sanctions, showing the correct and
detailed end-use.
b. that all the materials requisitioned are duly ordered from the
right source after full enquiries on most competitive price taking
into account the trade discounts and tax benefits etc.
c. that the right quantity of the goods consistent with the quality
and the specification required is bought.
d. that the deliveries of all goods are received within the stipulated
period.
e. that claims due to shortages or any other discrepancies are
settled promptly.
f. that cordial and harmonious relations with all sections/divisions
are maintained for becoming an efficient service unit in the
museum/center.

44. While receiving the planned requirement of the indentors, it should be

prevailed upon the Indentors to certify clearly that the quantities
indicated are definitely required for the project and specify the period
within which the quantities indented will be consumed. It is the duty of
the purchase section to check purchase indents against needs and
suggest modification of quantities wherever necessary.
Time Lines

6. VARIOUS STAGES AND PROCESSING TIME FOR INDIGENOUS PURCHASE

6.1 Following are the various stages in the procurement of stores from indigenous sources
along with optimum processing time:

6.1.1 Indent/requisition for purchase of stores from

Division/Projects/Stores Officer
6.1.2 Notice inviting tenders/enquiries 1 to 3 days
6.1.3 Opening of tenders/quotations 7 to 14 days
6.1.4 Scrutiny of tenders/quotations and tabulation of 1 to 3 days
comparative statement thereof
6.1.5 Selection of material by indentor 1 to 3 days
6.1.6 Pre-audit of purchase proposals by Finance 1 to 3 days
6.1.7 Formal sanction by competent authority 1 to 2 days
6.1.8 Placement of order 1 to 2 days
6.1.9 Delivery time *
6.1.10 Clearance from Railways, Road, Transport 1 to 3 days
Companies, postal authorities, Airlines etc.
6.1.11 Passing and payment of bills (see item 17) 8 to 15 days
22 to 48 days
Plus delivery time
*Note: Minimum time for getting a material in store is 15 days from the receipt of
indent in purchase section. It may take longer time if the indent is a long one
with many items and/or if delivery time taken by supplier is long.