Challenge in purchasing in saigon commercial bank master final project

HO CHI MINH OPEN UNIVERSITY UNIVERSITE LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL OF ECONOMICS AND MANAGEMENT MBQPM6 TRAM NGUYEN CHALLENGE IN PURCHASING IN SAIGON COMMERCIAL BANK MAS

CHALLENGE IN PURCHASING IN SAIGON

COMMERCIAL BANK

Tram Nguyen

HO CHI MINH OPEN UNIVERSITY UNIVERSITE LIBRE DE BRUXELLES

SOLVAY BRUSSELS SCHOOL OF ECONOMICS AND MANAGEMENT

MBQPM6

TRAM NGUYEN

CHALLENGE IN PURCHASING IN

SAIGON COMMERCIAL BANK

MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND

PERFORMANCE MANAGEMENT

Ho Chi Minh City (2018)

HO CHI MINH OPEN UNIVERSITY UNIVERSITE LIBRE DE BRUXELLES

SOLVAY BRUSSELS SCHOOL OF ECONOMICS AND MANAGEMENT

MBQPM6

CHALLENGE IN PURCHASING IN

SAIGON COMMERCIAL BANK

MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY AND

PERFORMANCE MANAGEMENT

Tutor: Jacques Martin Class : MBQPM6 Full Name : Tram Nguyen

Ho Chi Minh City (2018)

This report has been written from November 2017 to March 2018 under supervision of Mr Jacques Martin I am thankful for Mr Jacques for his monitoring and constant feedback that helps to achieve more than

I thought I would be

Having the great opportunity to study master in business quality and performance management course at Solvay Brussels School of Economics and Management, I have to appreciate Solvay Administration Staff for accepting my transfer application from Master Computer Science in Belgium program and the support from my manager – director

at P.O Dept and colleagues at SCB for work support as well as providing information and knowledge so this final report can be done closely to my chosen topic

As a Challenge in Purchasing in Saigon Commercial Bank in Purchasing Order Department, I find working for this final project to analyze challenge in purchasing in SCB is extremely helpful for me to have

an exact view of how the whole purchasing system is operating not only in

Ho Chi Minh area but to all units those involving purchase activities Through the research, output leads to application ideas to improve purchasing operation to benefit all the stake holders in terms of time consuming, cost consuming for other departments, thus, achieving strategic goals of SCB in several years to come

Sincerely,

Tram Nguyen

INTRODUCTION:

BACKGROUND

CHALENGE IN PURCHASING IN BANKING

Purchasing in almost any operation in the economic world is covers the same areas of IT and data; HR; Marketing, communication and PR; Buildings, operations and maintenance; Canteen and Catering; Business trips and meetings; Other services; and Office and Branch equipment

Most major companies and even some government organizations have a purchasing or procurement department as part of everyday operations These departments provide a service that is the backbone of many manufacturing, retail, military and other industrial organizations Many individuals, even some who work for these companies, are unaware of what the purchasing department does, why it exists or what purposes it serves To understand better what the role of the purchasing department is, consider some functions it performs However, banking industry is quite different in terms of equipment and security demand involve in this operation Thus, the value and number of transactions

if relatively larger than majorities of industries with the charter capital for whole Vietnam system in August 2017 was VND505.258 trillion or approximately USD 21.96 billion.1

In more details, the areas of purchasing varied as following table which has some relatively common areas as other with higher level of security and transaction value:

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● Buildings, operations and maintenance;

o Building services (mep engineers, cleaners, etc.)

● Canteens and Catering;

● Business trips and meetings;

o Uniform and linen services

● Office and branch equipment

As per SCB’s operation license and business Certificate, SCB providing all the financial and banking services that are allowed According to SCB official homepage, the bank provides banking services including mobilizing and receiving short, medium and long-term deposits from organizations and individuals; providing short, medium and long-term loans to organizations and individuals based on the Bank’s nature and capability of the capital resources; conducting foreign currency transactions; providing international trade finance

services; discounting of commercial notes, bonds and valuable papers; providing settlement services; participating in currency market; conducting consultancy work in finance and banking; purchasing of government bonds, corporate bonds; gold trading; cash management services, asset preservation; cabinets and safety deposit boxes for rent services; insurance agents; currency brokerage service and other banking services as allowed by the SBV

Among its competitor, SCB has high chartered capital and wide network

of office and branches which majority are in Ho Chi Minh City However, there several areas of operations that SCB is not as good at such are high operating expense, low brand awareness in other areas of Vietnam, high level of human resource management demand for its wide network, and demand for high-tech skills in human resource demand to operate continuously upgrading system The banking business environment introduced a new law amendment to allow bank to declare bankruptcy which will leave less players in the market In addition, thanks to technical development in recent years that some of transactions can be done in distance which require less physical operations

This report discusses about the purchase problems in SCB by stating the problem and investigating the root causes After reviewing Vietnam banking industry and SCB performance in the market, the problems are identified as budget corruption phenomenon, collusion between buyers and suppliers, loss control of purchasing quality, and frequently delay in delivering All of those are the main reason for establishing central procurement department at SCB head quarter In the next part, major root causes are listed out as corruption on buying price, monopolism in decentralize purchasing, management problems that cause inappropriate product certification, and laziness of buyer staff

After analyzing purchasing problem, the report solving the problem and suggested improvement practices for improvement Firstly, to solve the problem from high-level management, a centralized procurement department

in head quarter is essential for whole group procurement Suggested organizational chart for this department and human resource allocation is provided to have clear view on the importance of this arrangement

In addition, performance improvement requires few more further steps such are clarify purchasing structure now that we have centralized procurement department Further analysis of pros and cons of this arrangement is provided together with improved purchasing process and standardize it Purchasing efficiency is also a part of this report which discusses the procurement methodology for ATM machines with or without of purchasing center control

Finally, there is reference list that summary all the reference used in this report and annexes for SCB network distribution

1

1

1.1 Overview Banking Sector in Vietnam And Sai Gon Commercial Bank 2

1.1.2 Overview of Vietnam banking sector: 4 1.1.3 About the Saigon Commercial Bank (SCB) : 6

1.6 Why need Establishment of a centralized procurement center in SCB 22 CHAPTER 2 INVESTIGATION OF THE PROBLEM (ROOT CAUSE) 24 2.1 The increase price from the buyer staff to profit – Corruption 24 2.2 Exclusive offer of products offered by familiar companies - no

2.3 Poor management leads to the passage of products without certification

2.4 The laziness of the person in charge - the supply delay 25 2.5 The vast network of operations at SCB - difficult to manage closely 26

27 CHAPTER 1 ESTABLISHMENT OF A CENTRALIZED PROCUREMENT

42

44

45 ANNEXES 1 - SCB'S NETWORK DISTRIBUTION as on SCB's Annual Report

ANNEX 2 - Vietnam Joint Stock Commercial Bank List as of June 2017 by State

CHAPTER 1 STATEMENT OF PROBLEM

1.1 Overview Banking Sector in Vietnam And Sai Gon Commercial Bank

1.1.1 Overview of Viet Nam economies:

Vietnam is one of the world’s fastest-growing economies, and there’s

no reason to believe it will slowdown Its infrastructure is improving, and modern trade has made significant inroads Asia’s youngest population (8th in

51 Asian countries in medium age in 20172) in which high proportion is in working age, and the rapid adoption of modern technology make Vietnam an exciting market

Below table shown population estimated by Vietnam General Statistic Office by age above 15 years old in Vietnam 20163 at total 54.445 million people as compared to total the country total population of 92.6 million This mean Viet Nam has age dependency ratio (% of working-age population) at approximately 58% which is slightly higher than South Asia area ratio at 53.8%.4

Table 1 - Vietnam population by age (>15 years old) estimated in 2016 by General Statistic Office of Vietnam

Table 2- Vietnam country overview by World Bank 5

Generally, Vietnam locates in the South-East Asia, in the middle of the Pacific Asia area It is bordered by Laos to the North West, Cambodia to the south west and People’s Republic of China to the north and the east sea to the east This is a high competitive location with access to Europe-Asia and Oceania continents with diverse nature surface and complex nature resource Only 75% of 93 million people in Vietnam using limited banking services, the remaining 25% has not yet to utilize banking services

The stable economic with GDP growth of around 6% to 7%; low wage costs; a large population with a high savings rate and lack of innovative approach to the market are advantages for foreign investors to accelerate financial and industrial development in Vietnam market

Have taken part in variety of trade agreement such as Trans Pacific Strategic Economic Partnership (TTP), Association of Southeast Asian Nations (ASEAN) and Free Trade Agreement with different countries, Vietnam has made restructuring move to standardize banking system which will be compatible and accessible to other countries Vietnam is required to have bilateral arrangement which eliminate the challenges of foreign establishment of banking services

Vietnam- a destination of foreign investment in South East Asian market

5 World Bank (2018) “Vietnam country overview” Available at:

http://www.worldbank.org/en/country/vietnam/overview

1.1.2 Overview of Vietnam banking sector:

The banking sector of Vietnam plays an important role in the economic development of Vietnam Moreover, it showed significant improvements that result from stable inflation and interest rate, a favorable environment for foreign direct investment and a shift from deficit to surplus the country's current account

There are two tiers in banking sector in Vietnam:

● The first one is State Bank of Vietnam (SBV) which is responsible for monetary policy and supervision/regulation of the banking system in Vietnam

● The second one consists of commercial banks, financial companies, credit co-operatives, people’s credit funds, and insurance companies

The main activity driving banking system is commercial bank which includes:

● 5 state-owned commercial banks

State owned commercial banks (SOCB) account for more than 40% of market share The largest bank in terms of total assets, network and still 100% state owned share is Agribank And four other SOCB are Vietcombank, Viettin Bank, BIDV and MH6

● 31 joint stock commercial banks

In term of chartered capital, tops of them are: Vietnam Joint Stock Commercial Bank of Industry and Trade, Joint Stock Commercial Bank for Foreign Trade of Vietnam – VCB, Joint Stock Commercial Bank for Investment and Development of Vietnam – BIDV, Saigon Thuong TinCommercial Joint Stock Bank – Sacombank, Military Commercial Joint Stock Bank – MB, Sai Gon Commercial Joint Stock Bank – SCB, and

so on 7

● 2 joint venture commercial banks:

6 Kim Tiền (13 March 2017) “Bảng xếp hạng 5 ngân hàng cổ phần tư nhân lớn nhất” Tri Thức Trẻ

Available at:

http://cafef.vn/bang-xep-hang-5-ngan-hang-co-phan-tu-nhan-lon-nhat-20170317161314441.chn

7 State Bank of Viet Nam (June 2017) “Danh Sách Các Ngân Hàng Tmcp Trong Nước” Available

at:

https://www.sbv.gov.vn/webcenter/portal/vi/menu/fm/htctctd/nh/nhtm/nhtmcp?_afrLoop=41192790 72141000

Namely Indovina Bank Limited – IVB and Vietnam-Russia Joint Venture Bank – VRB

● 5 wholly-owned foreign owned banks:

SBV had granted 5 licenses to permit HSBC, Standard Charter Bank, ANZ Bank, Shinhanh Bank and Hong Leong Bank to establish as wholly- owned foreign banks

Notes : Beside that , The government also encourages foreign investors to hold

shares for five year period and partnering with the local bank to enhance management, capacity or new development With the 30% limit of oversea ownership to domestic banks, the strategic foreign investors are allowed to acquire up to 15% of share in a bank, and up to 20% with Prime Ministerial approval HSBC has also invested in a leading local bank, possessing a 20% stake in the Vietnam Technological and Commercial Joint Stock Bank—Techcombank It is also the sole foreign strategic partner of the BaoViet Finance-Insurance Group, Vietnam’s largest insurance company In a vote of confidence in the insurer, HSBC increased its stake to 18% in October 2009

There is a huge untapped market in Vietnam According to SBV, only 20% of more than 90 million citizens in Vietnam hold bank accounts and 3%

of the population have credit cards With 87% of the population under the age

of 54, there is a great opportunity for retail banking activity development in Vietnam

Also it is agreed that SME and rural areas have had challenges to access bank investment and loan The data of Asian Development Bank shows that

“lack the capacity to assess the risk of investment into SMEs and find bankable projects” and lack of knowledge about loan and lending systems for rural citizens are the main reasons leading to current under-banked circumstances

1.1.3 About the Saigon Commercial Bank (SCB) :

General Information

● Bank’s name in Vietnamese : Ngân hàng thương mại Cổ phần Sài Gòn

● Bank’s name in English : Saigon Commercial Bank

● Brand name : SCB

● Operating license : 283/GP-NHNN issued on 26/12/2011

● Head Office : 927 Tran Hung Dao Street, Ward 1, District 5, HCMC

● SWIFT : SACLVNVX

● Website : www.scb.com.vn

As of 31st December 2016:

● Charter capital : appx VND 14,294,801,040,000

● Total outstanding shares : 1,429,480,104

● Network: 230 trading units including 1 HQ and 229 transaction offices in Vietnam Having relationships with more than 6,300 banks and branches

in 78 countries and territories around the world

● Total employees of the Bank : 5,556 persons

The current consolidated SCB was established basing on the voluntary merge

of three banks: SCB, Ficombank and TinNghiaBank, approved and licensed by SBV in 26th December 2011, officially operating from 1st January 20128 SCB

8 SCB (2016) “Annual Report”

is currently in top 10 Vietnam banks in term of chartered capital as of June at VND 14,295bn9

1.1.4 Table 3 - Charted capital as of June 2017 by SBV

According to SCB official homepage, the bank provides banking services including mobilizing and receiving short, medium and long-term deposits from organizations and individuals; providing short, medium and long-term loans to organizations and individuals based on the Bank’s nature and capability of the capital resources; conducting foreign currency transactions; providing international trade finance services; discounting of commercial notes, bonds and valuable papers; providing settlement services; participating in currency market; conducting consultancy work in finance and banking; purchasing of government bonds, corporate bonds; gold trading; cash management services, asset preservation; cabinets and safety deposit boxes for rent services; insurance agents; currency brokerage service and other banking services as allowed by the SBV.10

9 State Bank of Viet Nam (June 2017) “Danh Sách Các Ngân Hàng TMCP Trong Nước” Available

at:

https://www.sbv.gov.vn/webcenter/portal/vi/menu/fm/htctctd/nh/nhtm/nhtmcp?_afrLoop=41192790 72141000

10 SCB (2016) “SCB Annual Report”

Figure 1- SCB services

SWOT Analysis

Below is SWOT analysis table of SCB as compared to other banks in Vietnam:

Strengths:

o High Chartered Capital - SCB was at 6th highest chartered capital bank

in Vietnam as the end of 201611 Having its chartered capital in high value is to ensure its operation activities to be funded well and to meet various operation ratio requirement

o Wide network with 230 branches and transaction offices in Vietnam

including 1 Head Quarter12 Considering the whole banking system in Vietnam with 10,000 branches and transaction offices in 2016, SCB accounted for 2.3% holding 11th position in 34 banks The largest one was Agribank with 2,300 units, following by Agribank with 1,156, BIDV with 1,106, Sacombank with 563 units, ACB with 345 units, Techcombank with 315 unites, Maritime Bank with 300 units,

11 Tung Lam (3 May 2017) “ Hơn 32.000 tỷ đồng vốn điều lệ được bơm thêm, hệ thống ngân hàng

sẽ chứng kiến những "sao đổi ngôi" Tri Thức Trẻ Available at: von-dieu-le-duoc-bom-them-he-thong-ngan-hang-se-chung-kien-nhung-sao-doi-ngoi-

http://cafef.vn/hon-32000-ty-dong-20170503163030876.chn

12 SCB (2016) “SCB Annual Report”

MBBank with 254 units, and SCB with 230 units13

Table 4- Viet Nam Banks Network on 21 September 2017 14

o According to SCB For SCB Annual report in 2016, the network focus most of its units in Ho Chi Minh City with 51% of the branches and transaction offices, following by Hanoi area, Southern area, Southwest area, Central and Highland area, Coastal northern area, and South-East area at 16%,12%, 9%,7%, and 5%, respectively

Figure 2 - SCB network in Viet Nam in 2016

o Applying high technology in operation such are Oracle ERP system to

be able to build a multi-dimensional accounting system (COA) to suit international accounting standards while serving its local management demand; Payment Card Industry Data Security Standard ("PCI DSS") with higher card security that accepted by International Card Association and Security Standards Council whose members are internal organizations including Visa and MasterCard; Histaff software

to support human resource management; and among others, updating data centre to most modern in Southeast Asia to utilize its performance and improving backup function as one of risk management activities

o Having client awareness on its brand by awarded as Best Deposit Service by The Asian Banker in 2016 which is a creditable financial institution in research, providing financial reference, publishing finance publication and ranking financial institutions in Asia15

o Having many staff at more than 5,500 people in which 50% are young and dynamic at age below 29, only 17% more than 35 years old, leaving 33% for staffs more than 35 years old

15 The Asian Banker (2018) “About us” Available at: http://www.theasianbanker.com/tab-about-us

Figure 3 - SCB Staff Structure by Qualification

Figure 4 - SCB Staff structure by qualification

● Weaknesses:

o High operating expense: Basing on SCB's financial statement as of end from FY 2014 to 2016, its operation expenses before credit loss ranges from 52% to 56% The cost associated from having large network of branches and offices all over Viet Nam

SCB FY14' in

VNDm

FY15' in VNDm

FY16' in VNDm

Total Operating Income 3,147,475 5,008,331 4,040,806 Total Operating Expense 1,702,616 2,618,541 2,440,004

Table 5 - SCB Operating expense ratio in FY15' and FY16'

o Except from Ho Chi Minh City area and following by Ha Noi City area,

in other regions of Viet Nam, SCB brand is not as well recognizable as most of the Corporate Social Responsibility activities were in Ho Chi Minh City and Ha Noi In 2016, there were major activities in which 5 were in Ho Chi Minh, 2 were in Ha Noi and 2 others16

o Pressure on managing resources especially human resource regarding SCB's wide existence in the country

o Demand for high-tech staffs to be able to operate upgraded system

● Opportunities:

o In November 2017, Vietnam went through a law amendment to allow bank to be declared bankrupt This new provision took effect from January 2018 This was resulted by high bad debt ratio at 8.61 percent

of total credit at the end of September and level of non-performing loans at 17.21 in 2012 Potential trend will be less players in the market

in a long-run

o As the development of technology system, virtual banking services such as mobile and online banking will gradually allow more types of transactions that leads to less demand on physical operations and more

on technology capacity

16 SCB (2016) “SCB Annual Report”

● Threats

o The mentioned bank bankruptcy provision will also have introduced a threat on general belief of banking existing user and potential users Considering only 75% of 93 million people in Vietnam using limited banking services, despite the potential market of 25%, when some of the banks declare to bankrupt, belief of not only existing client but the potential client will be no more potential

o Vietnam joining TPP (Trans-Pacific Partnership)17 which is a trade agreement between has 12 countries namely Australia Brunei, Canada, Chile, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore and Vietnam signed on 4 February 2016 This has not entered in force as United Stated withdrew from it in January 2017 TPP changes its name

to CPTPP - the Comprehensive and Progressive Agreement for Pacific Partnership with 11 members whose combined GDP at 13% of global GDP18 However this agreement may end up with, the agreement allows foreign banks of TPP member to provide service to local market without having to open branch or representative office in Viet Nam19which is a threat for majority of Vietnamese bank in term of capital value and also for customer service experience

Trans-o Demand on improving banking customer service and mobile platform: Basing on Brands Viet Nam website, a well-known website for marketing and branding news, customer behavior towards banking services has shift from high loyalty to lower level due to competition

of Viet Nam banks On social media, in 2nd quarter of 2017, among

19 Mai Trinh (12 June 2016) “TPP tác động đến ngành ngân hàng: Rủi ro đến từ dòng vốn ngoại”

Nguoi Tieu Dung eNews Available at: ngan-hang-rui-ro-den-tu-dong-von-ngoai-d37917.html

http://www.nguoitieudung.com.vn/tpp-tac-dong-den-nganh-890,000 discussions about banking services, there are 5,000 people claim to fell dissatisfied with banking services, 250 of loyal client willing to change bank service provider for new brand or using e-banking or mobile banking for better service.

In Purchasing

• Fulfil purchasing demand for all equipment on time, following

purchasing schedule

• Expanding supply sources to achieve required quality at most

reasonable price meanwhile conforming to the bank’s regulation By sourcing for direct manufactures or authorized distributors In

addition, keep sourcing for more purchasing options or alternatives to avoid passive position where price negotiation is not available

• Ensure all transactions to be transparent

• Coordinating with other department to schedule for periodically

purchase demand including administrative, information technology equipment, technical equipment for maintenance, maintenance plan for fixed asset, building maintenance plan for offices/branches, technical equipment for ATMs machines, software purchasing/license renewals, uniform, internal/external gift

In Payment

• Facilitate payment as per approved payment term in time and expense accuracy

In Quality Control

• Keep updating quality requirements and internal quality control

process to suit the industry typical fast-changing environment

Balance Score Card

to other supplier’s price

To find higher level distributor/regional distributor or get direct contact with manufacturer for 25% of the existing asset/service that affect operating expenses most

Research through internet, professional forums, workshop, exhibition

When comparing prices, taking into account the

innovation, depreciation, after sales expenses and maintenance expenses However, all of the above must comply with organization regulation

to final delivery and basing on value and frequency of the purchase

100% on time

Setting realistic schedule and plan on frequent purchasing activities

Establish, maintain and analyze database

of the purchasing executed to save time

100% on time

To work with other department on purchasing plan for long-term to medium and short-term, and having periodic review

To set realistic goals basing

on analysis of necessary

Objective Measurement Targets Initiatives

work to be done and resource

to be responsible

To have alternatives for purchasing in event of default

To have clear communication plan and risk management plan with customer to resolve problems if arise

to allow 5%

of purchasing order to caused interruption

to operation after testing time end

Using checklist on product and services purchasing when receiving the product/service and another checklist for job completion Update new quality control method via professional forums/seminar/workshop

1.2 Frequently exceeded budget estimates - Corruption phenomenon

Budgeting is a part of supply chain management not only in banking industry but in many others SCB approach is quite the same as the bank basing

on historical data and operating strategy for long and short-term identify budget per office, branch and department and compare with the office/branch/department suggesting budget After approvals granted for all the budget, all the purchasing should be within the granted budget except for limited special cases which needs to go through a detailed evaluation process Corruption phenomenon happens when SCB purchasing staff file for budget at

a highest possible price to the system and get approved When executing the

purchase, SCB purchasing staff may find many other suppliers who will sure

to have lower price Using the information, the buyer staff can negotiate with several suppliers to get discounted price for SCB and still manage to have commission to themselves

1.3 Collusion between buyers and suppliers (Raise prices and

requirements for commission)

There are collusions occur in the procurement process which either happen prior, during or post-bidding Collusion may from suppliers or between buyers and suppliers In this part of report, procurement of buyers and supplier

in bidding by raising prices and requirement for commission will be emphasized

To have commission from the transactions for the buyer, the seller will add up a certain percentage over selling price which covered their production cost and profit margin It is depended on value the requirement for commission that the price will be raised to

However, the value of transaction be raised to due to the value of the product or service itself and the commission margin, the transaction must be reasonable Here are some of the schemes used as in Deloite report on Procurement Fraud in Middle East Point of View issued in Spring 201420 There schemes can be applied together or separately, no orders of execution are required It all depends on the sophistication of transaction Applying to this discussion, bid tailoring schemes is suitable with the buyer to work with chosen supplier, who has the most favorable or reasonable price added

20 Deloite (Spring 2014) Report on Procurement Fraud in Middle East Point of View

commission margin, to come up with certain conditions such are a technical specification, payment term, financial requirement, human resource requirement, etc that no other suppliers can comply

For example, of construction bidding for new SCB branch or office building There are multiples suppliers involve namely construction contractor, Technical design contractor, Architecture designers, equipment suppliers, and others Buyer staff so called project manager (PM) of this construction will choose construction contractor who accept paying commission to the PM, the tricks for suppliers are to raise working hour or number of staff needed for the job, declaring high quality human resource while using lower ones, suggesting related suppliers who pays commission to PM and many more The technical design contractor can also do the previous mention steps to get the job plus issuing technical specification in such a way that only certain equipment suppliers who, again, pay for commission to join the project PM therefore needs to issue a generic request for proposal, disclose the specific requirements

to their favorite supplier and end-up choosing their supplier for being more detailed in their proposal than others An alternative is to issue a very specific request for proposal that only the favorable supplier can be suitable

As mentioned, other factors, for instance, payment terms can also be a part of the request for proposal such as allowing to pay more at the end of project, financial requirement to get financial audited in 3 years with revenue

at certain value at the bidding time All this info can be communicating to the chosen supplier for their preparation either officially and fake documents